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HomeMy WebLinkAboutPackets - Budget and Finance Committee (41)       AGENDA ORO VALLEY BUDGET AND FINANCE COMMISSION REGULAR SESSION MAY 16, 2023 COUNCIL CHAMBERS 11000 N. LA CAÑADA DRIVE        REGULAR SESSION AT OR AFTER 4:00 PM   CALL TO ORDER   ROLL CALL   PLEDGE OF ALLEGIANCE   CALL TO AUDIENCE - at this time, any member of the public is allowed to address the Commission on any issue not listed on today’s agenda. Pursuant to the Arizona open meeting law, individual Commission 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 Commission 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.   STAFF LIAISON REPORT   REGULAR SESSION AGENDA   1.REVIEW AND APPROVAL OF THE APRIL 18, 2023 REGULAR SESSION MEETING MINUTES   2.DISCUSSION OF TOWN MANAGER'S RECOMMENDED BUDGET FOR FY23/24   3.PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FY 22/23 QUARTERLY FINANCIAL UPDATE THROUGH MARCH 2023 (Please reference attachments)   COUNCIL LIAISON COMMENTS   FUTURE AGENDA ITEMS   ADJOURNMENT   POSTED: 05/12/23 at 5 PM by dt When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours prior to the Commission meeting in the Town Clerk's Office 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 Commission meeting at 229-4700. INSTRUCTIONS TO SPEAKERS Members of the public have the right to speak during any posted public hearing. However, those items not listed as a public hearing are for consideration and action by the Commission during the course of their business meeting. Members of the public may be allowed to speak on these topics at the discretion of the Chair. If you wish to address the Commission 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 Recording Secretary. Please indicate on the 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 when completing the blue speaker card. Please step forward to the podium when the Chair announces the item(s) on the agenda which you are interested in addressing. 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 the Commission. Please organize your speech, you will only be allowed to address the Commission once regarding the topic being discussed. 3. Please limit your comments to 3 minutes. 4. During “Call to Audience”, you may address the Commission on any issue you wish. 5. Any member of the public speaking must speak in a courteous and respectful manner to those present. Thank you for your cooperation. “Notice of Possible Quorum of the Oro Valley Town Council, Boards, Commissions and Committees: In accordance with Chapter 3, Title 38, Arizona Revised Statutes and Section 2-4-4 of the Oro Valley Town Code, a majority of the Town Council, Board of Adjustment, Historic Preservation Commission, Parks and Recreation Advisory Board, Stormwater Utility Commission, and Water Utility Commission may attend the above referenced meeting as a member of the audience only.”        AGENDA ORO VALLEY BUDGET AND FINANCE COMMISSION REGULAR SESSION MAY 16, 2023 COUNCIL CHAMBERS 11000 N. LA CAÑADA DRIVE        REGULAR SESSION AT OR AFTER 4:00 PM   CALL TO ORDER   ROLL CALL   PLEDGE OF ALLEGIANCE   CALL TO AUDIENCE - at this time, any member of the public is allowed to address the Commission on any issue not listed on today’s agenda. Pursuant to the Arizona open meeting law, individual Commission 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 Commission 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.   STAFF LIAISON REPORT   REGULAR SESSION AGENDA   1.REVIEW AND APPROVAL OF THE APRIL 18, 2023 REGULAR SESSION MEETING MINUTES   2.DISCUSSION OF TOWN MANAGER'S RECOMMENDED BUDGET FOR FY23/24   3.PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FY 22/23 QUARTERLY FINANCIAL UPDATE THROUGH MARCH 2023 (Please reference attachments)   COUNCIL LIAISON COMMENTS   FUTURE AGENDA ITEMS   ADJOURNMENT   POSTED: MAY 12, 2023 at 5 PM by dt When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours prior to the Commission meeting in the Town Clerk's Office 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 Commission meeting at 229-4700. INSTRUCTIONS TO SPEAKERS Members of the public have the right to speak during any posted public hearing. However, those items not listed as a public hearing are for consideration and action by the Commission during the course of their business meeting. Members of the public may be allowed to speak on these topics at the discretion of the Chair. If you wish to address the Commission 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 Recording Secretary. Please indicate on the 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 when completing the blue speaker card. Please step forward to the podium when the Chair announces the item(s) on the agenda which you are interested in addressing. 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 the Commission. Please organize your speech, you will only be allowed to address the Commission once regarding the topic being discussed. 3. Please limit your comments to 3 minutes. 4. During “Call to Audience”, you may address the Commission on any issue you wish. 5. Any member of the public speaking must speak in a courteous and respectful manner to those present. Thank you for your cooperation. “Notice of Possible Quorum of the Oro Valley Town Council, Boards, Commissions and Committees: In accordance with Chapter 3, Title 38, Arizona Revised Statutes and Section 2-4-4 of the Oro Valley Town Code, a majority of the Town Council, Board of Adjustment, Historic Preservation Commission, Parks and Recreation Advisory Board, Stormwater Utility Commission, and Water Utility Commission may attend the above referenced meeting as a member of the audience only.”    Budget and Finance Commission 1. Meeting Date:05/16/2023   Submitted By:Melissa Flores, Legal SUBJECT: REVIEW AND APPROVAL OF THE APRIL 18, 2023 REGULAR SESSION MEETING MINUTES RECOMMENDATION: Staff recommends approval EXECUTIVE SUMMARY: N/A BACKGROUND OR DETAILED INFORMATION: N/A FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to approve the April 18, 2023 Agenda regular session meeting minutes Attachments Draft Minutes 041823  PDF_Staff Report  D R A F T MINUTES BUDGET AND FINANCE COMMISSION REGULAR SESSION APRIL 18, 2023 COUNCIL CHAMBERS 11000 N. LA CAÑADA DRIVE            REGULAR SESSION AT OR AFTER 4:00 PM   CALL TO ORDER TIME: 4:00 P.M.   ROLL CALL Present: Jennifer Carr, Commissioner John Fortunato, Commissioner Michael Mason, Chair Absent:Heather Laird, Vice Chair Gerald LeMay, Commissioner Staff Present:David Gephart, Chief Financial Officer Wendy Gomez, Deputy Finance Director Tobin Sidles, Legal Services Director PLEDGE OF ALLEGIANCE - Chair Mason led the group in the Pledge of Allegiance.   CALL TO AUDIENCE - No comments were received.   STAFF LIAISON REPORT Chief Financial Officer David Gephart reported on the following: - Regarding the Town Manager position, a couple finalists were brought in for panel interviews and a community meet and greet. - Currently in the middle of budget season. Council members will have one-on-one meetings to raise any questions or concerns regarding the Town Manager’s Recommended Budget. Study sessions will be held on May 10 and 11, with departmental presentations. A copy of the Recommended Budget was provided to each Commissioner.   REGULAR SESSION AGENDA   1.REVIEW AND APPROVAL OF THE MARCH 21, 2023 REGULAR SESSION MEETING MINUTES       Motion by Commissioner Jennifer Carr, seconded by Commissioner John Fortunato to approve the March 21, 2023 regular meeting minutes as written.  Vote: 3 - 0 Carried   04/18/2023 Minutes, Budget and Finance Commission Regular Session 1   2.DISCUSSION AND POSSIBLE RECOMMENDATION OF DRAFT PUBLIC SAFETY PERSONNEL RETIREMENT SYSTEM (PSPRS) PENSION FUNDING POLICY FOR FISCAL YEAR ENDING JUNE 30, 2024       David Gephart, presented on Agenda Item #2. Discussion ensued amongst staff and commissioners.    Motion by Commissioner Jennifer Carr, seconded by Commissioner John Fortunato to approve the draft of the Public Safety Personnel Retirement System (PSPRS) Pension Funding Policy For Fiscal Year Ending June 30, 2024.  Vote: 3 - 0 Carried   3.DISCUSSION OF TOWN MANAGER'S RECOMMENDED BUDGET FOR FY 23/24 Chief Financial Officer, David Gephart, presented on Agenda Item #3. Discussion ensued amongst staff and commissioners.      COUNCIL LIAISON COMMENTS: Mayor Winfield Comments on the following: - The Mayor provided an update on the Town Manager Search. Jeff Wilkins was selected to serve as the next Town Manager. The Council Members will put it to a formal vote in the next Town Council Meeting. - The Mayor expresses his appreciation for Mr. Cornelison's work and leadership as Interim Town Manager. - Items that will come up for the Council: - Caliber Collision Business for a CEP - A Self Storage that is being proposed - A Strategic Leadership Plan is coming back for review - Discussion on School Resource Officers - Currently the Council is in the process of amending the Parliamentary Rules and Procedures. The Mayor expresses his appreciation for the Commission and its members.   FUTURE AGENDA ITEMS - There are no future items to be added at this time.   ADJOURNMENT    Motion by Commissioner Jennifer Carr, seconded by Commissioner John Fortunato to adjourn meeting at 4:56 P.M.  Vote: 3 - 0 Carried     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 Budget and Finance Commission of Oro Valley, Arizona held on the 18th day of April, 2023. I further certify that the meeting was duly called and held and that a quorum was present. Dated this 18th day of April, 2023. ___________________________ Melissa Flores 04/18/2023 Minutes, Budget and Finance Commission Regular Session 2 Legal Secretary 04/18/2023 Minutes, Budget and Finance Commission Regular Session 3    Budget and Finance Commission 2. Meeting Date:05/16/2023   Submitted By:David Gephart, Finance SUBJECT: DISCUSSION OF TOWN MANAGER'S RECOMMENDED BUDGET FOR FY23/24 RECOMMENDATION: To review and discuss as appropriate. EXECUTIVE SUMMARY: Staff will discuss the FY 23/24 Town Manager's Recommended Budget and answer any additional budget questions. BACKGROUND OR DETAILED INFORMATION: Attached are questions and answers to Town Council one-on-one meetings where the Town Manager's Recommended Budget (TMRB) for FY 23/24 was presented and discussed. Also, attached is the TMRB as well as a "budget highlights" document.  FISCAL IMPACT: $147.9 million SUGGESTED MOTION: N/A Attachments Council briefing questions  FY24 Manager's Recommended Budget  Budget Highlights  Council Briefing Questions – FY 23/24 Recommended Budget 1. So many people are doing projects with asphalt, what can we do? There is a lot of competition and demand for asphalt locally, we are branching out to other vendors outside of Tucson. Projects will likely be updated again for the Tentative Budget. 2. When is the ARPA money done? The funds need to be obligated by December 2024 and spent by December 2026. 3. How much higher are road costs? The pavement preservation program was budgeted at $1,850,000 for FY 22/23 and recommended at $2,500,000 for FY 23/24. 4. How much are State Shared income tax revenues projected to decrease after FY24? State shared income tax is projected to decrease about $1.4 million or 10.8% due to the reduction of individual income tax rates. Individual income tax rates will reduce to a flat 2.5% in 2024, which will show up as a reduction in FY 25/26. Please see the following chart: 5. Are you seeing builders buying land and sitting on it waiting to build? The Community and Economic Development Department does not track land sales or the time from purchase to development. The department does, however, track the total number of vacant properties and could provide this report if needed. 6. How do costs work for parks maintenance employees vs contractors? With contractors, we are at the whim of the contractors and what they charge, and we feel we can do it cheaper and have more flexibility with scheduling by doing it in-house. Of course, we are and will be evaluating the parks maintenance needs and performance over the next year as new amenities and Vistoso Trails Nature Preserve continue to progress. 7. When are Town vehicles replaced? They are flagged at 100,000 miles, but are evaluated based on recent repairs. We will also move older vehicles to less intensive uses such as Parks & Recreation. Idling puts a lot of wear on a vehicle, and that wouldn’t be apparent from just looking at the mileage. It is a collaborative process in working with departments to evaluate replacement needs. 8. Do you know the cost benefit of electric vehicles? Any other cities that do it? Tucson started a pilot program. The feasibility of electric vehicles will be evaluated as part of the new Strategic Plan. Additional charging station infrastructure is needed. tual tual tual t o e a t o e a t o e a t o e a t o e a t o e a t tate ha ed n o e a 9. Is there anything being done for safety improvements to Naranja Drive? It will be a longer project to install the multi-use path, but staff continue to review the area for possible improvements. 10. Can we track remote sales tax? Is it going up? Yes, remote sales tax represents about 6% of total local sales tax and 17% of retail sales tax. Remote sales tax has been steadily increasing year-over-year along with retail. 11. What is the health insurance cost annually for employee and family? FY 22/23 - PPO plan, $4,756.32; HDHP, $2,795.52 FY 23/24 - PPO plan, $5,085.36; HDHP $1,925.16 (Rates assume employee participates in the annual Know Your Numbers biometric screening program) 12. Does it make sense to do a new court and police facility? Have we looked at this to see if we are jumping the gun on the Court expansion? Does it make sense to have Court and PD in the same location? The judge has stated that the improvements will hold us for the next 30 years. This is a physical expansion of the building to expand the lobby, add a bathroom, a jury room, and a meeting room. The Court is less reliant on having officers available for security, so the facilities do not necessarily need to be at the same location as arrangements can be made when necessary. 13. Has that (RE: Woodburne intersection) project been pulled off the table? The project has significant challenges. The Woodburne intersection is a credit to the developer using impact fees should it go forward. 14. Is the Town getting a benefit from the Children’s Museum $75K annual contributions? he a ount ha n’t hanged fo approximately 9 years, and the Town is one of their largest single donors. Since they have moved locations to Tohono Chul Park, the value of this contribution may be reevaluated. The museum offers free or reduced admission days as well as school and community outreach programs, which is made possible by donation he OV Child en’ Mu eu elea e an annual o unity epo t (https://issuu.com/cmtucson/docs/ar_2022_issuu) that details their accomplishments and programs. Staff will ontinue to evaluate the ag ee ent with the Child en’ Mu eu and have di u ion on the futu e relationship. 15. Is there an actual trend on golf coming back? It depends on the location. Some courses have closed recently in the region. 16. We are spending our savings and all our funds are going down. Is that sustainable past two years continuing this trend? Some of the spending is COVID funds and bond issuances. Certainly, our operating costs are increasing; however, the budget is still structurally sound and we have enough ongoing revenue to cover ongoing costs. Capital costs will need to come down over the next several years. 17. When you get the prices down for projects, how do you rank them/prioritize them? t’ a ollabo ative app oa h between depa t ent to dete ine the need and ti ing of p oje t We do not have a ranking for every project; each project is evaluated based on legal requirements, cost savings, safety issues, and funding availability. Every project proposed in the budget has funding, but it is up to Council discretion to not spend funds on certain projects. 18. What are we predicting asphalt costs to do? Continue skyrocketing or level off? We don’t know, but we are budgeting for it to stay steady at its current cost. We hope it will go back down, but we have a localized market with limited contractors who are not eager to hire more with a potential looming recession. There are vendors in the Phoenix area that could be an option. 19. Regarding financial stability and sustainability, and revenue diversification, where is the diversification going to come from? That is something we will be looking at with the upcoming Strategic Plan cycle, in which staff will look at existing fees such as parks fees, financial policies, etc. 20. How do we measure the value of our regional partnerships, is it possible to measure? Yes and no. We are looking at aspects of our relationship with Visit Tucson and the value we get from it. We are assuming $410,000 for the budget, which is flat to the current fiscal year, until we can present options to Council in accordance with the direction from the Strategic Plan. 21. How do we evaluate the life cycle of one of the transit buses? We look at what types of repairs we are performing, mileage, and grant funding available. 22. Do we have metrics on usage/ridership? Not per bus, but in total. We have a transit service, which is Dial-a-Ride, and is used for people with disabilities or are typically part of our senior population, which is an important service. 23. How is Westward Look doing? Westward Look booking pace and number of group booking contracts continues to improve since 2022, but the resorts do not typically provide specific booking pace data due to the information being proprietary in nature. The Westward Look has a new General Manager who is focused on improving the aesthetics of the resorts to increase revenue. 24. Is there a life cycle for job class reclassifications? It starts from the departments, they submit requests on positions they feel need to be reclassified, then it goes to the Human Resources Department and subsequently to the budget team for review and evaluation. As far as compression adjustments and classification studies, that is a larger, longer process that would be performed periodically but not every year. 25. When we look at everyone’s job classification, that was all plugged in? Yes. Our HR director will be evaluating and monitoring pay grades and classifications compared to the market. 26. When during FY / was this move of Finance Department staff to the Town Manager’s Office announced to Town Council? The reporting structure change was decided by the prior Town Manager and does not require Council notification. 27. Given that the Town Manager’s office was staffed with both a Town Manager and a Deputy Town Manager only until September 28, 2022, why was it determined that having 3 additional heads reporting to a single interim Town Manager starting in December 2022 better served Town goals? he own Manage ’ offi e wa taffed with both a Town Manager and Deputy Town Manager until September 23, 2022, and the reporting decision of the procurement staff occurred in months prior to the Town Manager leaving. The reporting change did not occur in December 2022. 28. We are assigning more contingency in recent years. What is the process for returning contingency? Unused, budgeted contingency simply remains in that particular fund as part of its fund balance. 29. What are the conditions to spend contingency. All uses of contingency must come before Council for approval. 30. What does it benefit to have all the contingency? t’ an e e gen y afety plan The budgeted contingency usually allows for flexibility in case of emergencies and ensures we have adequate budget capacity should we encounter a natural disaster or another emergency that may require additional spending. 31. How is unspent contingency from the previous Fiscal Year documented as returning to reserves? Contingency is not a balance sheet asset that carries a balance from year to year. It is a budgeted expenditure and, if not spent, it simply remains in the fund balance because it never left. 32. If a capital project is not completed in the fiscal year it is assigned to, but is carryover to the next, where do we see the savings of not doing the project the first year? In the fund and account that it was budgeted in. 33. If contingency is assigned but Council approval is needed to spend it in any case, how and why do we assign the amount for each category? Contingency increases the maximum expenditure limit and is proposed to allow the funds to be used in new areas of concern for the Council or to supplement funding for an approved program or project that exhausts its allocation of funds before more funding becomes available (i.e., next budget). The amount of contingency budgeted in each fund is based on the potential need and available fund balance to cover it if it were to be used. The largest amounts are in the General fund and the Capital Fund, as that is where the majority of operating costs and capital projects are budgeted. 34. Why do our monthly reports on the General Fund show Transfers Out of the General Fund in Expenditures but not also Transfers In, such as loan proceeds as revenue? We don’t u ently (and would a ely) have any monies that would be classified as Transfers In or Other Financing Sources for the General Fund. Our recent Parks & Recreation bond proceeds were recorded in the Capital Fund, as that is where those bond-funded projects are budgeted. The proceeds from the Pension Obligation Bonds went into the Debt Service Fund, as that is where the debt servicing payments are recorded. The Transfers Out of the General Fund are debt service payment funds and CIP funds to the Capital Fund for capital projects. 35. On January 18, 2023, $5.38M of ARPA Funding was allocated by Council to be used at Staff discretion. To me, it appears this entire amount was initially allocated to the Water Utility. This transfer in is documented on page 97 of the FY 23/24 TMRB as shown below. As we know, this transfer of ARPA grant funding was not initially included in the FY 22/23 Adopted Budget for the Water Utility. Thus, the Town must verify that these funds are being spent on prescribed uses as dictated by the US Treasury Yes, the entire amount was initially allocated to the Water Utility, and it was included in the FY 22/23 Adopted Budget (see page 61 of the FY 22/23 Adopted Budget – Water Utility Fund shows a $5.38M transfer in). 36. What is the $1,273,337 in the FY 2023 Projected column being spent on in FY 22/23? Can we show this increase somewhere in the Munis report as an increase in the 2023 Revised Budget vs. the 2023 Original Budget? A total of $2,373,337 in ARPA funding is being allocated to the Water Fund over FY 22/23 and FY 23/24. The Wate Utility’ intent i to utilize the allo ation fo ) Re e voi and boo te tation at hannon/Na anja (independent portion of NWRRDS; estimated cost is $1.64M over the next two fiscal years), and 2) the La Cañada Booster Station Expansion, which has a total estimated cost of $3.7M. The $1.27 million is the projected spend in FY 22/23. The $1,273,337 is not required to be spent in FY22/23. $1.1 million is budgeted as a transfer in from the Grants Fund in FY 23/24 for carryover amounts related to the projects. 37. In the Recommended Budget for the Water Utility, where is the $1,100,000 transfer in from the Grants Fund being spent? This is ARPA funding as noted in the previous question. 38. I see two non-water uses of ARPA in the Recommended Budget. I see $133,718 for Pusch Ridge ADA on page 108 and also $500,000 for Steam Pump Ranch BBQ and Bunk House on page 109. Where are any remaining ARPA funds left over at the end of FY 23/24 accounted for? All ARPA spending for non-water uses will be complete by the end of FY 23/24. Please see the table below for the current, planned allocation of the restricted ARPA funding: 39. Why is FY 2023 Projected interest income for the Water Utility still projected at exactly $100,000 even though 80% of FY 22/23 is now complete? Based on review of trends, Finance believes that $100,000 is a reasonable estimate. 40. Why is Miscellaneous projected at $0 for FY 2023 and FY 2024? Have we had a recent year where Miscellaneous was actually $0? There has always been a small amount each fiscal year in miscellaneous revenues; however, they are unpredictable (usually due to insurance recoveries/reimbursements) and staff does not believe it is financially prudent to rely upon these sources for operational needs. 41. Per page 96 of the Munis for ADMIN & FINANCIAL SERVICES we see an increase from $995,268 for 2022 ACTUAL to $1,605,000 for 2024 TOWN MGR. Can staff please describe how this allocation increased by $609,732 via a revised calculation? This revised calculation was reported by the Interim Town Manager at the March 1, 2023 Council Meeting. This amount is for internal support services provided to the Water Utility and includes costs such as IT services, software, financial services, legal services, HR, Town Manage ’ offi e, own Cle k, et The amount had not significantly changed for many years, despite rising costs for those support services. In FY 21/22, an analysis was performed that resulted in an updated number of $1.4 million reflected in the budget. That amount was in ea ed to $ illion fo Y / in o de to aptu e the annual o t of the Wate Utility’ p yPoint billing system, which was implemented in FY 22/23. The amount and calculation were reviewed and approved by the Water Utility Director. 42. Per Page 96, is it correct that the Water Utility plans to spend $122,441 - $80,665 = $41,776 less on GASOLINE in the 2024 TOWN MGR vs what we project to spend in the 2023 REVISED BUD? The amount of $122,441 was budgeted assuming sustained high gas prices ($3.52/gallon unleaded). FY 23 was trending to be about $80,000 for the year at the time the recommended budget was prepared, so the FY 24 budget amount is intended to be flat with actual FY 23 costs. Recently, due to supply issues, gasoline prices have spiked, and this number may be revised for the tentative budget. 43. Why are Total Water-Administration Expenditures for FY 2023 Projected and FY 2024 Budget so much higher in the MUNIS page 98 than we show on page 97 of the FY 23/24 TMRB? The 2022 Actuals are much closer when comparing the sources. Do we include the CIP in the Munis but not in the FY 23/24 TMRB? On Page 97 of the TMRB, the administration line shows $8,923,491, which includes the Water Utility Fund only and excludes depreciation and amortization. The $22,408,307 amount you see in the Munis report includes $3,300,00 of depreciation, $101,230 of amortization, and $10,083,586 from the WRSDIF Fund. Depreciation and amortization are entered into Munis for accounting purposes (as is required under GAAP for enterprise funds), but excluded from the budget in accordance with the budgetary basis of accounting. 44. What is the total rollover amount in CIP? $10.7 million 45. Do we give every police officer a take home vehicle? All sworn officers have take-home vehicles. There are a handful of pool vehicles in case a vehicle is in maintenance as well as other specialized vehicles. 46. There are two factors for slow building: interest rates and supply. Which one is primarily impacting the Town? We are dealing with both at the same time. We have seen demand fall off because of interest rates and a higher percentage of homes being sold for cash, people being priced out of the market, etc., while also acknowledging that the high level of single-family residential permit activity during the pandemic has had an impact on supply. 47. What is our current golf performance? $38K ahead on revenue - $16K net ahead of where we were in FY 21/22. Our rounds year to date exceed budget and are slightly less than FY 21/22. 48. It seems like new IT staff is a large % increase in one year. What is the % increase? The percentage increase for the & Depa t ent’ personnel costs is 24.8% ($433K). This is attributable primarily to the two new positions included in the Recommended Budget ($232K) and implementation of the classification and compensation study. Merit increases are also included in the Recommended Budget. 49. What is the PT security coordinator offset by not using the AZ Rangers? he po ition’ ongoing o t i about $ K, and we a e edu ing the Z Range by $ K – net cost of $21K. Cost wa n’t the only fa to unde on ide ation, the e a e qualitative and liability on e n with u ing the Z Rangers. 50. What would it take funding-wise to get the sports fields in good condition? It has less to do with funding and staffing and more to do with allowing the grass to recover/grow by keeping people off the fields for a set period of time. The two new fields going in may create an opportunity to set an expectation and policy of rotating use between the fields. 51. Vistoso Trails Master Plan - if we are hiring a full-time person that is mostly focused on the Preserve, why are we also contracting with Brightview? The Parks Department requested two full-time staff dedicated to the Vistoso Preserve. We are looking at creating efficiencies before we approve additional staffing. We will be cutting back on BrightView services a little with the new park maintenance worker II. Additional staff will service all parks facilities, not just the Preserve, such as the new amenities at Naranja Park, and will work in teams. 52. Please identify all employee reclassifications CED: Zoning Inspection Technician reclassed to Senior Code Compliance Specialist Police: Police Records Specialist reclassed to Accreditation, Audits, and Inspections Coordinator Town Court: Deputy Court Administrator reclassed to Court Administrator 53. Construction sales tax, with the Marketplace, when is that supposed to come online in terms of the 5-year forecast projection? The first hotel (Oracle Road hotel) is expected to be constructed in FY 24/25; Oracle apartments will likely follow shortly after. Construction sales tax and permitting will be included in the 5-year forecast as one-time revenues. 54. Westward look, we had an agreement with them, did we not cap the cost amount? We capped the amount of $350,000 for the monument and landscaping. There is not a cap for the road. 55. Naranja park improvements, what have we spent so far? What is included to be done in FY24 ? Per our quarterly CIP status report as of March 31, 2023, we have spent nearly $6.7 million on the Naranja Park improvements. FY 23/24 will see the completion of the restrooms, ramadas, pickleball courts, maintenance yard, skate park, fields, pump track and splash pad. The entire project is on track to be completed in the spring of 2024. 56. What is the budgeted beginning fund balance in the General Fund? The budgeted fund balance is not the full balance, as we do not budget the entire fund balance anymore. Howeve , it’ al ulated a the planned u e of fund balan e plu budgeted contingency in that fund. For the General Fund in the Recommended Budget, the planned use of fund balance is $5,709,734 + budgeted contingency of $5,000,000 = $10,709,734 Budgeted Beginning Fund Balance. 57. For the monthly financial reports, we start with a large [budgeted] deficit and then it decreases as we get further along in the year. Why is that? Staff is intentionally conservative with revenue forecasts in the budget. In addition, expenditure budgets are caps, and assume full spend. As revenues outperform budget throughout the year (not a given), and departments have personnel or operating savings throughout the year (also not a given), budget deficits naturally decline. Department expenditure savings throughout the year would also contribute to the reduced deficit. 58. All the incoming revenue in the General Fund has to pay for the transfers out, but then we don’t show the transfers in. We rarely have transfers into the General Fund. Parks bond proceeds were recorded in the Capital Fund, where the projects are being expended. 59. Why does the General Fund have transfers out for capital projects? The Capital Fund does not have a dedicated funding source unless debt is issued. Therefore, many pay-as-you- go capital projects must be funded via evenue on ide ed “one-ti e” that a e e o ded in the Gene al und he t an fe out i ply ove “one-ti e” e ou e to the Capital und fo the e apital need hi i al o in accordance with Town financial policy. 60. When the General Fund makes a transfer out, is the General Fund paying it out? Yes, cash is moved to the other fund, reducing fund balance in the General Fund and increasing fund balance in the other fund. 61. Why don’t we present the underlying balance sheet strength and only present the income statement activity which makes it look like we are spending recklessly But we aren’t consuming, we are investing We ould p e ent o ething like that at Coun il’ di e tion Net po ition i in ea ing yea ove yea 62. Capital projects - it may appear that costs are going down because certain projects are not getting done. Rather, they are being pushed out. Where do I see that our expenses are going down? Some of the projects are budgeted for next year but could start or finish in FY 22/23. 63. Is there a disagreement on scope for the Westward Look Project? Because the agreement was approved several years ago and costs have gone up, we had to redesign the monument. We met with the general manager about the design and hope to finalize it soon. We signed a contract with KE&G, but we need the Westward Look owner to sign off on the design changes. 64. On p. 82 of the TMRB, the expenditure by fund seems to be well beyond the revenues by fund. Basically, the Highway Fund is running a shortage How do we deal with that? This year’s deficit would wipe out the Highway Fund reserve. Aside from the gas tax revenues, the Highway Fund doe n’t have many other resources. The General Fund will likely need to supplement spending in the Highway Fund moving forward. 65. Where is the transfer into the Highway Fund recorded? It looks like we are forecasting out $2 million every year indefinitely. It is coming from the General Fund via the Capital Fund. 66. Why isn’t the upward cost pressure showing up this year FY ? How are we able to maintain an OCI of 7 by spending less in FY23? There are additional CIP road projects that are coming up which is constraining the fund beyond just pavement preservation. It is showing up - we are staying within our means this year. If high costs continue, we may see more of an impact on road conditions. 67. Have we been underpaying for roads, generating surpluses in prior years, in order to keep expenses low and now we have to pay more for mills and overlays? No. 68. Is the generator project actually under construction? Yes, but we are having issues with the contractor regarding generator placement and shipping issues. 69. Last year we hired Louie Valenzuela, Emergency Mgmt. & Safety Coordinator. Does Louie get the chance to propose addressing safety deficiencies? Yes, a lot of the work he has been doing is getting safety committees going, making sure we have AEDs and safety supplies available. There is a lot of upkeep in preparing for monsoon season flood concerns, among many duties. 70. In the Highway Fund, I see a lot of projected amounts that are the same as budget amounts in the beginning of the year For example, licenses and permits is at , Why do we have so many numbers that don’t change even 10 months into the year? This revenue source fluctuates and doe n’t flow equally th oughout the yea As long as the budget amount continues to appear reasonable, we would leave the year-end estimate as budget. 71. The cost estimates for the La Canada Bridge deck repair, Rancho Vistoso Blvd Bridge deck repair and First Avenue Bridge deck repairs have risen increasingly in the last three CIP cycles. The cumulative estimated cost for these three repairs was $1,378,500 in the FY 21/22 Adopted Budget. In the FY 23/24 Town Manager Recommended Budget, the cumulative estimated cost is now $14,398,240. La Canada Bridge Deck Repair (18X FY 21/22 estimate) Budget Estimated Cost Planned Construction Year See page 21/22 Adopted $425,000 22/23 231 22/23 Adopted $2,300,000 24/25 204 23/24 TMRB $7,657,800 25/26 104 Rancho Vistoso Blvd Bridge Deck Repair (7.7X FY 21/22 estimate) Budget Estimated Cost Planned Construction Year See page 21/22 Adopted $528,500 23/24 231 22/23 Adopted $2,700,000 24/25 204 23/24 TMRB $4,079,016 26/27 105 First Avenue Bridge Deck Repair (6.3X FY 21/22 estimate) Budget Estimated Cost Planned Construction Year See page 21/22 Adopted $425,000 21/22 231 22/23 Adopted $2,000,000 24/25 204 23/24 TMRB $2,661,424 24/25 104 Tangerine Bridge deck repair over Big Wash was added to the FY 23/24 despite not appearing in the 10-year CIP in FY 22/23. Tangerine over Big Wash Bridge Deck Repair Budget Estimated Cost Planned Construction Year See page 21/22 Adopted N/A N/A N/A 22/23 Adopted N/A N/A N/A 23/24 TMRB $3,658,000 25/26 105 Now the updated Bridge deck repair total to be completed by FY 26/27 (with 3 years of June 1, 2023) is $14,398,240 + 3,658,000 = $18,056,240. Please describe the cost estimation method including bridge deck size, materials, and labor costs used to arrive at an estimate of $425,000 for both the La Canada and First Avenue Bridge deck repairs and $528,500 for the Rancho Vistoso Bridge deck repair used in the FY 21/22 Adopted Budget. The preliminary cost estimates for the First Avenue, La Cañada, and Rancho Vistoso bridge decks were estimated in 2020 based on the cost to build the southern First Avenue bridge in 2007 in the amount of $2,500,000. The deck cost was extrapolated from that 2007 project to cost $281,000. This cost was then increased through the application of a yearly inflation escalation of 2.5%, estimated to be $388,000 in 2020 or $18 per square foot. The $18 per square foot was then used to estimate the Rancho Vistoso and La Cañada bridges. 72. All three planned bridge deck repairs have been moved back three fiscal years from their initial planned dates as projected in the FY 21/22 Adopted Budget. Please explain why it is safe for the Town to do this. All 3 bridge decks are more aesthetic and maintenance than structural. The load capacity of the bridges has not been impacted by the condition of the bridge deck. The Arizona Department of Transportation Bridge Group e tion in pe t the own’ b idge eve y yea pe the ede al Highway d ini t ation (FHWA) National Bridge Inspection Standards. The latest bridge reports, dated January 28, 2021, found no critical findings or other defects posing a definite and immediate public safety hazard. The following are the deck ratings outlined in the report: La Cañada Drive Bridge: 6 - satisfactory First Avenue Bridge: 5 - Fair Rancho Vistoso Bridge: 6 – Satisfactory Both the Town as well as ADOT will continue to monitor the bridges. We will replace the existing bridge decks when whichever happens first: • The Town receives Federal funding assistance to cover the extreme escalation in the replacement costs • The Town receives State funding assistance • The Town has the ability within the budget to absorb the costs of the deck replacements • The monitoring of the bridge decks renders a report result of structural significance to replace a deck. At such time this replacement becomes priority over other street projects, which will be moved to accommodate the bridge deck repairs. This is if outside funding is not available. 73. By which date do each of the three repairs need to be made to avoid having a bridge that is no longer safe for normal service? If we continue patching the spalls and the cracks on the deck surface, we can defer the new concrete overlay for 2 – yea , o until DO ’ B idge n pe tion epo t e o end a o plete ove lay of the b idge de k i required. The First Avenue Bridge will be our priority. As long as we stay on top of the deck repairs, and the reinforced concrete sub-section remains intact, we may be able to avoid deck replacement even longer with absolutely no risk to bridge stability. 74. Please describe the Cost estimation method including bridge deck size, materials and labor costs used to arrive at estimates of $7,657,800 for the La Canada Bridge deck repair $4,079,016 for the Rancho Vistoso Bridge deck repair and $2,661,424 for the First Avenue Bridge deck repairs used in the FY 23/24 Town Manager Recommended Budget. The cost estimates were not derived via labor and materials costs. They were derived by recent construction bids and averaged into a cost per square foot basis. These recent construction bids were for the deck replacements of First Ave. bridge in the FY 22 budget. And then a cost per square foot was derived and then inflationary factor + a Federalizing factor was applied to get a cost of $130 per square foot. The cost estimates were based on the projects being funded with federal funds. Federal funded projects cost a lot more due to the stringent requirements set forth by the Federal Highway Administration, which include following the National Environmental Policy Act (NEPA), Davis Bacon Act, Uniform Act, Disadvantage Business nte p i e (DB ), on the job t aining, and DO ’ o t to ad ini te the funds. On the La Cañada Bridge, we added the southbound bridge – $7,657,800 are for 2 bridges. 75. Are any of the cost increases projected in the FY 23/24 TMRB caused by now doing the bridge deck repairs at a later date than was originally planned? At present – yes. However, we are moving these replacements out until required structurally, or the economy corrects itself and construction costs lower or the Town receives outside funding. Moreover, this is an ROI issue. The longer we hold off on the repla e ent (while it’ till an ae theti and maintenance issue), the longer it is between replacement cycles. After the replacement is complete, it will need another replacement in the future. The key is balancing cost against duration. 76. On page 87, is it correct that the Public Works Department projects lower gasoline prices in FY 23/24 Budget than were realized in FY 22/23 Projected? If so, please provide the FY 22/23 and FY 23/24 projected gasoline prices per gallon. No, that is not correct. The note on page 87 says that the FY 23/24 budget amount is lower than what was budgeted in FY 22/23. Gasoline Budgeted FY 23/24: $850,000 ($3.522/gallon Regular; $4.354/gallon Diesel) Gasoline Budgeted FY 22/23: $1,032,000 ($4.50/gallon Regular; $5.00/gallon Diesel) Gasoline Projected FY 22/23: $800,000 77. What is the projected OCI for the Town’s roads as of June 30, 2023? We expect 76 or 77, but we still need to recalculate the overall system wide OCI now that the spring treatments are almost complete. 78. How was it determined that $650,000 needed to be added to the Pavement Preservation Program in FY 23/24 beyond the funding level provided in FY 22/23? We have current unit costs from contractors. These costs are applied to the streets scheduled for treatment within the upcoming budget. 79. On page 91 what resource did Public Works have available prior to requesting to purchase a heavy-duty truck for use in FY 23/24 and beyond? Public Works has been using a 2008, F450 dump-bed (230593) that now has a failed PCM. The truck will not run because of the failure and, due to the age of the vehicle, we are unable to locate a replacement. 80. Is Oro Valley applying for any Federal or State grants in FY 23/24 and beyond to supplement our declining ratio of Revenue Sources to Expenditures in Transportation and Street Maintenance? For example, the Safe Streets and Roads for all (SS4A) Grant Program https://www.transportation.gov/grants/SS4A Public Works will be applying for any grants we qualify for, even beyond transportation and street maintenance. 81. On page 93, is the Transfer in from the Grants Fund budgeted in the FY 22/23 Adopted Budget? If not, what is the authorization to make this transfer? It is not budgeted in the FY 22/23 Adopted Budget, the total transfer for use of ARPA funds of $5.4 million was budgeted in the Water Utility Fund. On January 18, 2023, Council passed a motion to “di e t taff to allo ate ARPA funding to already budgeted items including eligible capital improvement projects” in a regular Council session. The Stormwater Fund is eligible to receive up to $1.4 million of ARPA funding for capital projects budgeted in FY 22/23. 82. Are State Grants and Farebox FY 2023 Projected Revenues both actually $0? For example, FY 2021 actuals for Farebox were $110,310 per the FY 22/23 Adopted Budget. Beginning in FY 20/21, due to the Coronavirus Pandemic, Pima County made the decision to waive transit fares. FY 19/20 actuals were $110,310. FY 20/21 actuals were $463. Transit fares are still being waived through the end of FY 22/23 and potentially beyond. 83. On page 69, what are the proposed parks improvements at Honeybee Canyon? Is this a CIP project? Honeybee Canyon Park improvements are budgeted at $35,000 for FY 24. The improvements include reestablishing irrigation to the parking lot, renewing landscaping, path improvements, and painting and repair of the ramadas. This is not a CIP project because it does not pass the threshold of $50,000. 84. Where do Homeowners Association (HOA) contributions to Community Center golf operations appear in the Golf Management P&L, FY 23/24 TMRB and/or in the FY 22/23 Adopted Budget? If they are not in these three documents, how does the Town reflect the receipt of these funds in our financial reporting? HOA contributions are presented under miscellaneous revenues in both the monthly financial reports and the revenue schedule by fund in the TMRB (page 23). 85. On page 47 of the MUNIS, to whom is the payment for 000 NON DIVISION 20 OPERATIONS AND MAINTENANCE 6005 MGMT CONTRACT EXPENDIT made? This is not a payment to the golf contractor, but athe , the golf ont a to ’ e pen e , which are combined into the own’ finan ial 86. Is the payment a single payment at fiscal year-end or is there a schedule of payments? See response to question 85. 87. From what Town Fund is this payment(s) made? See response to question 85. 88. Is this payment for 000 NON DIVISION 20 OPERATIONS AND MAINTENANCE 6005 MGMT CONTRACT EXPENDIT shown as a revenue source for the Golf Management Company in their Profit and Loss? See response to question 85. 89. Is this payment for 000 NON DIVISION 20 OPERATIONS AND MAINTENANCE 6005 MGMT CONTRACT EXPENDIT shown as an Expenditure for the Town under CONTRACTED OPERATING EXPENDITURES in the year end Attachment C-1 presented to Council? See response to question 85. 90. In FY 2022 ACTUAL a payment (or series of payments) of $4,742,699.75 was made. How did the Town calculate the amount of this annual payment? See response to question 85. 91. Are golf revenues reported in the Golf Management Company P&L kept by the Golf Management Company or are they reimbursed to the Town? ll evenue and e pen e by the golf ont a to a e o bined with the own’ finan ial Revenue recognized by the contractor are, in fact, Town revenues and are reported in the Town financials. 92. Does the Golf Management Company provide a list of club members to the Town to reconcile to Dues Income – Monthly Dues in the P&L and the financial reports on number of current memberships? The Town has the ability to audit the ont a to ’ finan ial do u ent when needed, pe the e i ting ont a t 93. On page 69, what On Call Maintenance Services does Parks and Rec use? What is the amount of these services in FY 23/24 beyond what is projected to be spent in FY 22/23? FY 2023/24 budget for on-call services: $62,000 • Landscape maintenance on-call: $25,000 ($0 budgeted in FY23) • Plumbing and electrical on-call: $18,500 ($13,500 budgeted in FY23) • Tree service on-call: $12,000 ($12,000 budgeted in FY23) • Custodial service on-call: $6,500 ($0 budgeted in FY23) 94. What memberships and subscriptions does the Legal Department purchase under Operations and Maintenance? • Westlaw contract (legal research) • Legal publications/ARS • Attorneys state and local dues • izona P o e uting tto ney ’ dvi o y Coun il (APAAC) dues • National District Attorneys Association (NDAA) dues 95. Why is the FY 2023 Projected for Legal O&M higher by $30K than the FY 2024 Budget? The projected O&M total of $199,074 in the TMRB assumed required contract employee costs that will not be needed in FY 2024. 96. Oro Valley did a compensation study in 2022. Why is Human Resources O&M at the same level for FY 23/24 with no compensation study using outside services currently planned? The outside professional services budget for HR includes capacity of $15K for this. It is being offset with other decreases. 97. In FY 22/23 we had a Town Manager recruitment process which included Ralph Andersen and travel for two finalist candidates to Oro Valley. In MUNIS page 12 we show travel and training up over 20X for FY 23/24 Budget over FY 21/22 ACTUAL. But I know of no recruitment processes planned for FY 23/24. What is the reason for this increase? The travel & training budget in HR is related to HR staff continuing education, as well as Townwide employee training costs, which were added in FY 23. The FY 24 budget for Townwide employee training costs has been reduced. 98. On page 52, where are the removal of the SACCA costs that are added to Community and Economic Development (see page 45) shown? SAACA costs were removed from General Administration, however, this decrease was offset by increases in general liability insurance and vehicle replacement reserves. 99. On page 45, please provide the individual cost elements (SAACA + site selection marketing strategy + TBD) which increase FY 2024 Operations and Maintenance to $299,591 over the $160,000 in FY 2023 Projected. This area is staffed by only two heads. Outside professional services: The retail study for $25,000 budgeted in FY 23 did not happen and will rollover into FY 24. The retail study was increased by $10,000, and interpreter services decreased by $1,000. FY 23 had a study to determine how to attract tech-related talent and remote workers for $25,000, whi h didn’t happen and is not rolling over into FY 24. Tourism & Economic Development: Added $50,000 for SAACA regional partnership in FY 23/24, previously budgeted in General Administration. Advertising and Marketing: Digital advertising is not expected to utilize the full FY 23 budget. Added new site selection marketing strategy for $40,000 in FY 24. Postage: Will slightly overspend FY 23 budget. FY 24 budget is flat. Travel & Training: Staff did not attend all budgeted training events/conferences. Reduced budget for IEDC leadership summit in FY 24. Office supplies: Not projected to use all of office supplies budget. Reduced budget in FY 24 to reflect historical usage. Memberships & subscriptions: Added $2,500 to the FY 24 budget for Destination International financial forecasting programs. FY23 projected actual to budget variances Under/(Over) FY23 Budget to FY24 Budget variance Increase/(decrease) Net change from FY23 projected to FY24 Budget Outside professional services $23,126 $5,395 $28,521 Tourism & economic development $0 $50,000 $50,000 Travel & training $18,450 ($1,160) $17,290 Advertising and marketing $1,500 $40,000 $41,500 Memberships and subscriptions $0 $2,500 $2,500 Office supplies $480 ($500) ($20) Postage ($200) $0 ($200) 43,356 $96,235 $139,591 CED – Permitting 100. How do we know FY 2023 Projected for Operations and Maintenance is $252,075 and over 2X the budgeted amount of $115,875? Please note that in MUNIS the 2023 REVISED BUD remains unchanged. This amount has been discussed in the monthly financials and is attributable to on-call outside review services for La Posada. 101. Please explain how Oro Valley incurs charges for processing credit card payments for Permits. In the explanation, please provide the service fee charged by credit card companies as a percentage of the customer payment to Oro Valley. Is a payment made by Oro Valley to credit card companies? Where in the MUNIS provided do we see this charge? Our bank (Wells Fargo) provides monthly statements for our credit card interchange charges, service charges, and fees by terminal. Wells Fargo deducts the charges from our bank account automatically each month. Credit card fees can range from 1.5% to 3.5%. Charges and fees vary by card type. Some charges and fees are fixed, while others are based on the amount and number of transactions. he Pe itting Divi ion’ credit card charges are a portion of the budget in the Outside Professional Services line-item. 102. Has Staff performed a cost/benefit analysis on not accepting credit cards as a form of payment for permitting services? No. CED – Administration 103. Why is no rationale provided for increased personnel costs beyond the transfer of one management analyst from the Economic Development Division? (Rationale for FY 22/23 pay increases and rate adjustments are provided throughout the FY 23/24 TMRB) Significant changes are noted. The management analyst accounts for 80% of the personnel cost increase in CED- Administration and is also noted for the decrease in Economic Development’ pe onnel o t . 104. CED Administration exceeded budget by $117K or 54% in FY 22/23. Was the transfer in of the management analyst announced to Council? The budget overage is offset by the budget savings in CED- Economic Development. CED overall as a department is not projected to exceed their budget. Transfers of staff between internal divisions within the same fund don’t require Council approval or notification. Interest Income 105. Why does FY 2023 Projected Interest Income vs. FY 2023 Budget Interest Income vary so much? General Fund 2X Budget Highway Fund 8.66X Budget Grants and Contributions Fund 5000X Budget Seizures and Forfeitures 1.5X Budget Community Center Fund 50X Budget Municipal Debt Service Fund 100X Budget Water Resources Development Impact Fee Fund 1.33X Budget Town Roadway Development Impact Fee no change! PAG/RTA Fund no FY 2023 Budget! Parks and Rec Development Impact Fee Fund 3.33X budget Police Impact Fee Fund 4X Budget Capital Fund 8X Budget Recreation In Lieu Fee Fund no FY 2023 Budget! Benefit Self Insurance Fund 4X Budget Water Utility Fund no change! Stormwater Utility Fund 10X Budget FY 22/23 revenue was budgeted very conservatively - at the time, the market was not doing well, and interest revenue was low. Interest income has since picked up and investments are performing better than a year ago. This revenue source is unpredictable, and variance is a regular occurrence. 106. Is Interest Income the correct term to use in our Budgets and Financial Reports or would Unrealized Gain/Unrealized Loss on Investments more accurate? No – both components are netted. Keep in mind that budget reports such as the monthly financials do not have a required or correct format. Interest income is a reasonable, standard term. 107. Does (negative) interest income in our Town financial reporting mean a security (investment) was actually sold at a loss? On our monthly financials, the unrealized and realized components of interest income are netted; therefore, a negative figure at year-end could reflect unrealized losses, which simply means that investments were adjusted to their fair market value as required by our auditors. They were not sold. 108. If (negative) interest income does not indicate an actual loss on sale, why is negative interest income calculated against reserves held in securities and subtracted from yearly cash income such as Local Sales Tax, Real Property Rental Income and Miscellaneous in the case of the FY 21/22 Community Center Fund? It is a presentation style with the monthly financials. The unrealized and realized components of interest income are netted. When budgeting interest income, the focus is on the realized component, not the year-end adjustment for the unrealized gain or loss. 109. Typically, are personnel reclassifications moving to a higher pay? Sometimes, but not always. 110. Are reclassifications initiated by a supervisor? New position and reclassification requests are submitted to HR and reviewed by the HR director, and are then reviewed and discussed with the Town Manager. The Budget Team then reviews and discusses with department directors and managers as part of the budget process. 111. State shared gas taxes are not sufficient to cover road projects. We must have some kind of plan for milling in the future. It seems there is a looming challenge to afford road maintenance in the future. We have historically used the gas taxes for pavement preservation, but with the recent cost increases, it may not be enough to cover. We do evaluate road conditions and maintenance needs as part of the 10-year CIP. We want to stay on top of road maintenance now, even if it costs more, because preventative maintenance is cheaper than major reconstructions in the future. The road deterioration depends on the age, use and materials of the roads. The pavement preservation program is meant to provide adequate maintenance to avoid more costs in the future. Please note we have increased the amount of Pavement Preservation from approxiamtely $1.9M to $2.5M in order to continue adequately maintaining our roads. 112. Regarding I&T Department’s two new positions, is there a savings or just a cost that results from these positions? t’ a o t, but regarding the security and compliance administrator, we are reducing risk and liability of cyber- attacks and network vulnerabilities. The cost of a ransomware attack could be much more costly. 113. Is the public safety position the Lehman SRO? No, the Police Department will hire a regular officer. They are using existing personnel for SRO needs. 114. Is staff turnover an issue? Not overall, although some front-line positions are harder to fill, such as parks maintenance workers, etc. but we have been able to fill those positions recently. 115. In regards to the retail market assessment to help fill vacant spaces - what is our role in filling storefront spaces? We are not generating any economic benefit from empty spaces and therefore, the Town has a vested interest in seeing vacant buildings being filled with businesses that either contribute to the local economy or provide valuable services to the community. Local governments have certain tools to offer in incentivizing or removing barriers to potentially improve a situation that might lead to more viability in a business filling a vacant storefront. Of course, out-of- tate inve to ’ p ope ties sometimes do not receive as much focus or attention in being filled, so it is important that the Town try to engage those parties from time to time. 116. Culture & recreation: Steam pump ranch Looking at the 7 master plan, it doesn’t always mesh with what we are currently doing. How are those decisions being made? In terms of historic preservation, the focus has been on restoration of buildings in the historic core. The restoration projects were prioritized by the Historic Preservation Commission several years ago and CIP requests have aligned with their priorities. For the most part, the use of the restored buildings aligns with the 2008 plan (as well as the two updated plans). In terms of programming, the Parks and Recreation Department staff have been programming the property for over 10 years. The property is used as a farmers market location, special event venue, and a multigenerational recreation programming venue. The program/event offerings are developed over the years to address community requests, trends, etc. The Oro Valley Historical Society provides docent tours, Pusch House displays, and education presentations. Staff usually invites them to participate in any Parks and Recreation produced event, and for the most part, they participate. 117. What are the projections for future milling projects? What is our strategy? Don’t we have data on when roads were installed and work that has been done? Staff evaluates the pavement conditions (distresses) and enters the pavement condition index (PCI) into our a et anage ent y te , whi h gene ate an OC fo the own’ oadway netwo k Ou oadway netwo k i annually evaluated to determine the type of su fa e t eat ent needed to aintain the own’ OC Ou a et management system has the dates the roads were installed and past surface treatments. 118. Residential buildout analysis? It is expected to be completed before June 30, 2023. 119. What is the % increase in General Fund budgeted personnel costs from FY 22/23 to FY 23/24? In total, General Fund personnel costs are increasing about $635,000 or 1.8%. Increases in salary and benefit costs due to new positions, merit and step increases and the classification and compensation study are approximately $998,000. This increase is being offset by PSPRS savings and increased DROP contributions for a net $363,000. 120. Road widening projects in the 10-year CIP - are any of them RTA road projects? Yes – Lambert Lane from Rancho Sonora to Shannon is one of the projects proposed in RTA Next. Shannon Road widening from Lambert to Tangerine would also be an RTA project. 121. Do we have our projected revenue for the 10-year CIP? We only project revenues out 5 years, which will be presented for the Tentative Budget. 122. Regarding the downward trend on construction revenue, I assume we are looking at the apartments on Vistoso, storage units, etc. We only included entitled platted projects in the permitting and construction sales tax projection for the next year. TOWN MANAGER’S RECOMMENDED BUDGET FY 2023/24 Photo by: John Byerly Caymin Hannan, “Pusch On Pusch Up” Town of Oro Valley Fiscal Year 2023/24 Table of Contents Financial Overview Estimated Fund Balance Report ................................... 1 Fund Balances .................................................................... 2 Budget Summary by Fund General Fund ................................................................. 3 Highway Fund ............................................................... 4 Grants & Contributions Fund …………………..……..5 Seizures & Forfeitures ................................................ 6 Community Center Fund .......................................... 7 Municipal Debt Service Fund .................................. 8 Water Resource and System Development Impact Fee Fund .............................. 9 Townwide Roadway Development Impact Fee Fund ..................................................... 10 PAG/RTA Fund .............................................................. 11 Parks & Recreation Impact Fee Fund .................. 12 Police Impact Fee Fund ............................................. 13 Capital Fund ................................................................... 14 Recreation In Lieu Fee Fund .................................... 15 Benefit Self Insurance Fund ..................................... 16 Water Utility Fund ....................................................... 17 Stormwater Utility Fund ............................................ 18 Revenue Summary ........................................................... 19 Revenue Schedule by Fund .......................................... 20 Personnel Schedule .......................................................... 28 Department Budgets Clerk ....................................................................................... 35 Community and Economic Development ............... 37 Council .................................................................................. 46 Court ...................................................................................... 48 Finance .................................................................................. 50 General Administration.................................................... 52 Human Resources ............................................................. 53 Innovation & Technology .............................................. 55 Legal ....................................................................................... 57 Town Manager’s Office .................................................. 59 Parks and Recreation ....................................................... 63 Police ..................................................................................... 74 Public Works ....................................................................... 81 Stormwater Utility ............................................................ 92 Water Utility ........................................................................ 96 Capital Improvement Program (CIP) Capital Improvement Program Overview ................. 101 10-Year Proposed CIP ...................................................... 102 CIP Project Descriptions .................................................. 106 i    April 14, 2023 I am proud to present the Town of Oro Valley balanced budget for Fiscal Year 2023/2024 (FY 23/24). This budget totals $147.9 million, representing an increase of $184,934, or one-tenth of one percent more than the adopted FY 22/23 budget of $147.7 million. The General Fund budget totals $56 million, a 5.5% increase from the FY 22/23 budget of $53.1 million. This budget reflects the priorities of the current and upcoming Council Strategic Plans. The budget process involves the prudent allocation of resources across Town operations to continue and improve the high service levels Oro Valley residents expect in order to live, work, play and prosper in our community. The Town actively monitors and assesses current economic conditions during the development of the annual budget. The Town’s strong financial position is testament to conservative revenue forecasting and judicious resource allocation. Economic factors shaping development of the FY 23/24 budget include risk of recession, albeit mild; rising interest rates and the associated impacts on development; and continued, persistently high inflation. While local sales tax and state-shared revenue collections have grown with inflation, the Town has, in some cases, experienced exponential cost increases in capital projects and fleet replacements, which is resulting in some resource strain that is impacting the Town’s ability to fund its growing capital needs. The FY 23/24 Recommended Budget includes capital improvements totaling $47.7 million, making up 32.2% of the overall budget. During this budget year, the Town will be completing significant additional recreational amenities that expand the offerings provided to both residents and visitors. The Recommended Budget reflects the following overarching themes, further explained later in this message:  Addressing notable cost increases in capital projects and sustained high prices in supplies and services.  Adding personnel to meet growing service demands.  Implementing a continued, robust capital investment strategy utilizing the remaining Parks and Recreation $25 million bond proceeds and other one-time revenues.  Funding step and pay increases per the Town’s recently completed classification and compensation pay plan to ensure the organization attracts and retains quality employees. Despite the increasing costs in personnel and operations and maintenance (O&M), the Town has ensured that such levels can continue to be supported in the future, even with an economic downturn. ii    LOCAL, STATE AND NATIONAL TRENDS The Town remains cautiously optimistic in looking towards the FY 23/24 economy. Job growth and the labor market remain strong, and recent population growth estimates for Arizona are at their fastest pace since 2007. At the same time, rising interest rates have resulted in a significant slowdown in residential permitting and development activity. Regardless of whether the larger economy experiences a slowdown in growth or a modest recession, Arizona remains poised to endure the coming year with only mild effects. The outlook for the overall state economy is positive, with the baseline forecast calling for job growth of 1.5% to 1.6% over the next two years and continued personal income and retail sales growth. Inflation in the Phoenix area has outpaced the nation for some time, only recently seeing the pace slow slightly. The Town’s overall local sales tax collections are expected to grow 4.9% from the FY 22/23 budget. State-shared revenues are expected to grow 31.2%, the bulk of which is attributable to an increase in the allocation of shared income taxes to cities and towns. This increase, however, is temporary and will be offset in coming years with legislative reductions in personal income tax rates. The Town is taking advantage of this temporary increase by investing these additional revenues towards projects in the Capital Fund for one-time needs. The Town is approaching residential buildout within existing incorporated boundaries as remaining developable land continues to shrink. The march towards buildout increased during the COVID-19 pandemic, as the Town saw explosive growth in single family residential (SFR) permits, hitting a 15-year high of 497 in FY 20/21. This permitting acceleration, coupled with rising interest rates, is having a dramatic impact on current permitting activity. The Town is forecasting 116 and 119 SFR permits for FY 22/23 and FY 23/24, respectively, reflecting 10-plus year lows. Increased construction valuations are muting what would typically be larger reductions in revenue from the reduced permitting activity. The Town relies upon this activity to help fund capital projects. Any large commercial projects are also considered one-time, generating critical funding for Town capital project needs as well. A buildout analysis is set to be complete by June 2023, intended to provide Town management and Council with data and projections necessary to further address and plan for the fiscal impacts of buildout. MAJOR BUDGET CHANGES EXPLAINED O&M Cost Increases The Recommended Budget reflects an increase of 5.5% percent, or $1.9 million, in O&M costs. In FY 22/23, the Town experienced considerable cost inflation in areas such as gasoline, public safety equipment, field supplies, technology, professional services and more across the organization. The Town has yet to see any measurable relief of inflationary pressures. For FY 23/24, areas of further increase include software and technology, medical claims costs and Central Arizona Project water costs. Revenue increases due to inflation have helped to relieve some of this pressure, but nonetheless, it does place strain on resource allocation during the budget process. iii    Capital Investments As mentioned previously, costs for capital projects are higher than predicted just a year ago. Asphalt-related projects are seeing explosive cost growth. The state’s shared gas taxes are not sufficient to cover these increases. Infusion of General Fund resources will eventually be necessary, should high costs continue. Availability of contractors and subcontractors continues to be unpredictable, which can significantly impact the timing and cost of capital investments. The FY 23/24 Recommended Budget includes additional project contingency funds budgeted in the Capital Fund and Water Utility Fund to ensure capital projects can still move forward should the Town’s updated estimates not align with future market conditions. In keeping with the Town Council’s financial policies, the Recommended Budget includes a transfer of $10 million in excess General Fund reserves to the Capital Fund to fund capital projects included in the current and future budgets. New Positions The Town continues to maintain a conservative approach to adding new personnel, but workload increases have necessitated the addition of five new full-time and two part-time positions. Innovation and Technology – The Recommended Budget includes two new full-time positions in the Innovation & Technology Department. An additional business systems analyst is necessary to support the growing use of technology in Town operations, with special emphasis on the needs of the Police Department. A security and compliance administrator will protect the organization by implementing and managing cybersecurity tools, as well as respond to and remediate cybersecurity incidents and threats. This position will also ensure the Town’s IT systems are compliant with recommended best practices and that action plans are completed for all regulatory agencies. Public Safety – The Recommended Budget includes an additional police officer in the Police Department, which will allow the Police Chief to keep up with increases in calls for service in the community and maintain overall response times. Parks and Recreation – In Parks and Recreation, a new full-time parks maintenance worker II will accommodate the addition of the Vistoso Trails Nature Preserve, while a part-time park monitor will accommodate new acreage and facilities coming online with the completion of the latest phase of the Naranja Park improvements. Public Works – The Recommended Budget also includes a new full-time transit supervisor to assist in driver management and review, service scheduling, and operations and program compliance, ensuring we continue meeting the needs of our community for this critical service. Town Court – The Recommended Budget includes a new part-time Court security manager to replace the phased-out security services provided by Arizona Rangers. Savings from the phase-out of these services will help offset the cost of the new position. This higher-level position is needed to assist the iv    Court in keeping the building, court staff and patrons safe, as well as maintaining compliance with the security standards set by the Arizona Supreme Court. Staff Retention and Attraction The nation’s labor market remains tight and, and since the Town is a service-based organization, recruiting and retaining top talent is foundational to our ability to provide quality public services. Last year, the Town finalized a comprehensive classification and compensation study that adjusted employee pay grades to remain competitive. The FY 23/24 Recommended Budget continues this commitment to employees with normal step increases and annual pay adjustments for all eligible Town employees. The Town has experienced recent growth in claims costs in the employee health self-insurance fund. Fortunately, positive trends in claims costs in years prior have resulted in a healthy, stable reserve balance in the fund. In addition, an ongoing emphasis on wellness and early detection for Town employees and their dependents encourages a proactive approach to managing personal health. As a result, the Town is anticipating only a minimal increase in premiums for FY 23/24. The Town’s benefit advisor has expressed that the self-insurance fund reserves remain healthy and are adequate to address any unexpected claims. SUPPORTING THE TOWN COUNCIL FY 23/24 – FY 24/25 STRATEGIC PLAN The leadership of the Mayor and Town Council provide the foundation and direction for the work of Town staff. In addition to the day-to-day work of good government like responding to emergency calls, conducting building inspections, processing business licenses, and ensuring residents and visitors have quality water, the elected body sets a robust number of two-year priorities for further emphasis. While still in draft form, the priorities of the FY 23/24 - FY 24/25 Council Strategic Plan reflect the following overarching strategic focus areas:  Economic Vitality  Culture and Recreation  Public Safety  Roads, Water and Town Assets  Land Use and Design  Efficient and Effective Government  Financial Stability and Sustainability Under the guidance of the Mayor and Town Council, the Town of Oro Valley has a demonstrated history of responsible budgets, strong reserve funds, conservative financial projections and continuous improvement. The FY 23/24 Recommended Budget continues to build upon that foundation and is structurally balanced, meaning one-time revenues are used for one-time investments—not for supporting ongoing operations. Department directors continued their practice of being prudent in making budget requests necessary to support operations and collaborated fully to ensure the budget is balanced. v    Strategic Investments The Recommended Budget includes funds that support the Council’s Strategic Plan priorities and focus areas. Economic Vitality – The recommended Community and Economic Development (CED) budget focuses on continued support of the department’s OVNextSteps initiatives with the Business Retention and Expansion program and includes continued capacity for targeted tourism attraction and sponsorship opportunities. The budget also includes a rollover of the $25,000 retail market assessment, which will help the Town target specific retailers in the future to help fill vacant spaces. In addition, the Town will continue to partner with the Oro Valley Chamber of Commerce to conduct the annual Business Summit. Culture and Recreation – The Recommended Budget focuses on (1) investing in and maintaining Oro Valley recreational assets, (2) investing in and maintaining the Oro Valley trail system, and (3) increasing resident involvement in multi-generational recreation opportunities and programming. The Town will spend the remaining proceeds from its $25 million Parks and Recreation bond issuance in the coming fiscal year. Supplemented with Capital Fund reserves, Community Center Fund reserves, parks impact fees and federal funding, amenities include additional multi-purpose fields, a splash pad, pickleball courts, skate park and pump track, golf course irrigation replacement, multi-use path connections, and Community Center parking lot and tennis court reconstruction and expansion. The master plan process is currently underway for the 202-acre Vistoso Trails Nature Preserve acquired in July 2022. Significant community input has been part of the process, which will be the foundation of future investment priorities for the property. The preserve provides an abundance of wildlife and nature viewing for residents and visitors of all ages who can look forward to expanded opportunities to enjoy the property in the coming fiscal year and into the future. The addition of ADA restrooms and other capital improvements for the preserve total $330,000 in the Recommended Budget. One of the most visited recreation and historic properties, Steam Pump Ranch, will see continued investments in the coming fiscal year with the restoration and preservation of the BBQ and Bunk Houses, located within the historic core of the property. Design will also commence on the Tack Building renovation. This project will provide indoor storage space for historically significant artifacts and collections. Completion of the Garage renovation during FY 22/23 has allowed the Recreation and Culture Division to move into the building and begin expanding programming for visitors, including targeted programs for seniors. Golf operations have been in the black since FY 21/22, which has allowed the Town to direct unencumbered resources in the Community Center Fund to partially offset the costs of the golf course irrigation project that will be completed in FY 23/24. The Recommended Budget also includes Cañada Course pathway improvements, Pusch Ridge facility ADA and code compliance updates, Pusch Ridge Course improvements, turf reduction around the greens, and lifecycle replacement of bunker sand. vi    The Community Center continues to grow in membership. Members as well as visitors will benefit from continued improvements in the coming fiscal year. ADA improvements and installation of an elevator are included in the Recommended Budget, as well as replacement of cardio equipment and completion of a recreation lounge geared towards teenage patrons. Additional facility improvements include roof replacement, restaurant cooler/freezer improvements, and fire alarm system upgrades. The Town will be celebrating its 50th anniversary in 2024. Included in the Recommended Budget is capacity of $35,000 to celebrate this exciting milestone throughout the year. Details will be forthcoming. Public Safety – The Recommended Budget continues to prioritize funding for the health, wellness, and safety of Town first responders, including ample training, up-to-date equipment, health and wellness investments, as well as a focus on community education and awareness. Another area of focus for our Police Department is accreditation, which furthers the department’s implementation of best practices and ensures continued checks and balances in operations and processes. Included in the Recommended Budget is an investment in our Police evidence facility to gain Property and Evidence accreditation from the Arizona Law Enforcement Accreditation Program (ALEAP). This accreditation establishes best practices for evidence storage and will eventually be a required state accreditation. The department is taking a proactive approach to earning the accreditation in the coming fiscal year. Also included in the budget is a proposed reclassification of a current records specialist to an accreditation, audits and inspections coordinator. This position would be responsible for managing the department’s ALEAP accreditation, Property and Identification Accreditation through the International Association for Property and Evidence, and Public Safety Answering Points (PSAP) accreditation. Planning and discussions have been set in motion to address the Police Department’s need for an improved main station. The department has outgrown the current facility, and it is ill-suited to meet the requirements and demands of the current workforce. This project is of utmost importance, and a plan with options will be forthcoming to address challenges as well as recommend potential funding for the new or improved facility. Part of the overall public safety ecosystem includes the Town Court and Legal Services. The Recommended Budget includes $1.5 million for an expansion and improvement of the Town’s Court building. This project will address critical lobby deficiencies and space constraints that will vastly improve the overall efficiency and safety of Court operations. An additional $1.5 million will be budgeted in FY 24/25 to complete the project. Roads, Water and Town Assets – The Recommended Budget includes resources to continue funding the Town’s highly successful Pavement Preservation Program at $2.5 million, ensuring the Town continues to maintain its overall pavement condition (OCI) index of 76. This amount is a $650,000 increase over FY 22/23, mainly due to increasing asphalt costs. As roads continue to age, these investments are crucial to managing long-term pavement investments. Several major road repairs and intersection improvements are included, which are noted below under the capital overview. vii    The operating budget for the Water Utility Fund is increasing 3.7%, or roughly $665,000, due primarily to increases in Central Arizona Project (CAP) water delivery costs related to the Colorado River Tier 2a shortage. Water system capital improvements total $11.9 million in the Recommended Budget, which includes $5 million for partnered and independent components of the Northwest Recharge, Recovery and Delivery System (NWRRDS) project, a partnership with the Town of Marana and Metro Water District. The NWRRDS project is a multi-year project that, when completed, will allow the Utility to increase utilization of the Town’s CAP water allocations in the future. Of the $5 million budgeted for the NWRRDS project, $3 million is funded from water impact fees. Water impact fees will also fund $3.7 million in the Recommended Budget for the La Cañada booster station expansion, a project that will improve the delivery of CAP water to northern areas of the Water Utility’s system. In total for FY 23/24, the Water Utility has budgeted $5.1 million for CAP water. In addition, maintaining Town facilities remains a continuing priority. Emergency generator replacements at Town Hall will be completed in the Recommended Budget. The Facilities Division of Public Works also includes $362,000 for a variety of smaller projects not included in the Capital Fund, such as facility painting, electrical and lighting work, ADA improvements, flooring replacement and restroom refurbishment. These projects are tasks identified in the Facilities 10-year Maintenance and ADA Plan. Land Use and Design – Nearly $300,000 is included in the Recommended Budget to begin the process of updating the Town’s General Plan, which includes contract personnel, consulting, interactive website costs and community engagement efforts. The Recommended Budget includes funding to complete the housing study that began in FY 22/23, which will help determine the types of residential opportunities necessary to successfully promote a thriving and diverse economic base. In addition, funding of annexation efforts continues in the Recommended Budget. Efficient and Effective Government – Funds are included in the Recommended Budget to implement digital dashboard and information-sharing platforms to enhance community engagement and understanding of Town operations and resource allocation. The Town continues to apply Peak Performance process improvement tools to daily tasks and projects. These tools, training, and methodologies touch all Town departments. Resources are again included in the Recommended Budget to continue this highly effective initiative. Since inception, the Peak Performance initiative has resulted in a wide range of implemented process improvements across the organization, resulting in considerable savings in ongoing time and materials. Financial Stability and Sustainability – As noted earlier, the Recommended Budget includes a transfer of $10 million in excess General Fund reserves to the Capital Fund, providing needed resources for Council priorities as well as normal maintenance and replacement projects. The Town is dealing with significant cost increases and resource strain for capital projects, in which the Town will continue its approach of conservative revenue forecasting and mindful allocation of resources. Such an approach has served the Town well and resulted in regular outperformance to budget and healthy reserve levels. Also noted previously is the residential buildout analysis that will be completed in the spring of 2023, providing the Town with critical planning data and projections. Revenue diversification viii    is a key component to financial stability and sustainability, and staff is in the process of reviewing recreation fees, which for the Aquatic Center in particular, have not increased in 10 years. Staff will present proposed increases to Council in the fall of 2023. Other Regional Partnerships The Recommended Budget includes funds to continue Town partnerships with the Oro Valley Chamber of Commerce ($42,500), the Children’s Museum Oro Valley ($75,000), the Southern Arizona Arts and Cultural Alliance ($50,000) and the University of Arizona Center for Innovation at Oro Valley ($30,000). Funding for the Town’s destination marketing organization, Visit Tucson, has been budgeted at a continued $410,000 in FY 23/24. With the Town’s partnership with the Regional Transportation Authority (RTA), the Recommended Budget provides the necessary local match to acquire seven replacement busses for the Sun Shuttle Dial-a-Ride system. The transit system ridership continues to grow, and the $211,200 match will facilitate the purchase of more than $1,056,000 worth of vehicles through the ADOT grant program. CAPITAL INVESTMENTS Capital Fund With more than $300 million in Town assets, continuing investments in existing infrastructure is vital. The Recommended Budget includes a robust Capital Improvement Program to address roadway repair and maintenance, building maintenance, infrastructure improvements and water system enhancements. The Town Council’s financial policies include a requirement that the Town set aside at least five (5) percent of sales tax revenues for the Capital Fund annually, which is projected at approximately $1.3 million for FY 23/24. An additional $8.7 million is included in the Recommended Budget, for a total amount of $10 million. Expenditures in the Capital Fund total $26.3 million for FY 23/24, which includes $14.5 million for Council- approved investments in Naranja Park. The following descriptions are highlights of some of the Capital Fund projects. Those that include carryover from the current budget are noted with an asterisk (*). Some of the carryover projects may be adjusted downward prior to the final budget adoption as work continues to progress over the next two months. The rest of the capital projects can be found in the Capital Improvement Program (CIP) section of the Recommended Budget. Naranja Park Improvements* $14.5 million Continued master plan implementation Golf Course Irrigation Replacement $2.0 million La Cañada Course Community Center Elevator and ADA Improvements* $1.7 million Full elevator and lowered entrance to the facility ix    Town Court Expansion* $1.47 million Building expansion and space improvements Vehicles – New and Replacements* $1.37 million Non-enterprise vehicle replacements and new vehicles required for added staff Multi-Use Paths (MUPs)* $877,590 Installation of the La Cañada and Naranja Drive MUPs Community Center Parking Lot* $600,000 Community Center parking lot reconstruction and expansion Emergency Generators* $436,905 Town Hall emergency generator replacements Public Works Laydown Yard* $200,000 Improvements to laydown yard previously located at Naranja Park The Capital Fund has a contingency of $2.5 million budgeted this year to ensure there is capacity to respond to the continuing uncertainty and volatility of the construction market. Community Center Fund The Recommended Budget includes $1.7 million in capital projects proposed in the Community Center Fund. The following are highlights of those capital projects. The rest can be found in the CIP section of the budget. Those that include carryover from the current budget are noted with an asterisk (*). Cañada Course Pathway Improvements $550,000 Crack-sealing, skin patching and robust surface treatment for Cañada Course cart paths Vistoso Preserve Improvements* $330,000 Master planning and restroom refurbishing for the Vistoso Trails Nature Preserve Pusch Ridge Facility ADA and Code Compliance* $285,000 ADA improvements at the Pusch Ridge facility to include tennis restrooms Community Center Roof Replacement $198,000 Replacement of flat roofing material at the Community Center x    Bunkers and Turf Reduction $100,000 Addition of bunker sand and reduced turf landscaping in connection The Community Center Fund also includes several necessary operating capital projects for the Community Center building and Pusch Ridge facility, including Pusch Ridge tennis bleacher demolition, facility landscaping and safety improvements, as well as pool lighting and deck maintenance. Transportation and Drainage Infrastructure The Recommended Budget includes significant funding of $6.2 million for numerous road projects. As mentioned previously, the cost of most roadway projects has grown exponentially due to asphalt price increases, which is placing some strain on the Town’s available resources to fund all roadway project needs. The Pavement Preservation Program is included at $2.5 million, an increase of $650,000 over FY 22/23. Also included is a $1 million mill and overlay for Rancho Vistoso Boulevard from Vistoso Highlands Drive to the Honey Bee bridge; carryover of the Westward Look improvements at approximately $845,000; carryover of the Rancho Vistoso Blvd. and Woodburne Ave. intersection reconstruction of $750,000 in the Roadway Impact Fee Fund; and Lambert Lane reconstruction from La Cholla Boulevard to the western Town limits for $388,000. Details on other projects can be found in the CIP section of the budget. Fleet Vehicle costs are another area that has seen notable increases with inflation. Fortunately, the annual reserve program that the Town began nearly 10 years ago provides considerable continued funding for a majority of the Town’s vehicle replacements. The Town exercises prudent and mindful consideration for the remaining additional needs beyond what the reserve program currently provides. The FY 23/24 Recommended Budget in the Capital Fund includes funding of $1.2 million for routine replacements and includes carryover of $244,000 for four vehicles that could not be purchased this fiscal year due to supply chain issues. Of the $1.2 million, $800,000 is for replacement and outfitting of 11 Police vehicles. The remaining funding of $158,000 is for two Parks and Recreation vehicles, one Street Maintenance vehicle and one Inspection and Compliance vehicle. Capacity for Transit vehicles is included in the Grants and Contributions Fund, as 80% of the replacement costs for these vehicles is funded through federal grants. The total for Transit vehicle replacements is $1.5 million, with $1.2 million in grant funding. The budget for Transit vehicles includes carryover of $450,000 for expected delivery delays with supply chain constraints. Water Utility vehicle replacements total $145,000 and include carryover of one vehicle from FY 22/23. Finally, $118,000 is included for new vehicles for the additional police officer and parks maintenance worker II in the Recommended Budget. Water Utility The Recommended Budget includes $11.9 million for Water Utility capital projects. Of this amount, $9.9 million is for Water Impact Fee Fund projects, while $2 million reflects operating fund projects. The partnered portion of the Northwest Recharge Recovery and Delivery System (NWRRDS) project will be re-bid; $3 million is included in the Impact Fee Fund to begin the forebay and reservoir construction. A total of $2 million is included for the independent portion of the NWRRDS project. The Recommended Budget in the Water Utility xi    Impact Fee Fund also includes $3.7 million for expansion of the La Cañada booster station and $1.15 million to complete the equipping of the La Posada and Steam Pump wells. Details can be found in the CIP section. FINANCIAL OVERVIEW Below are two charts depicting the total FY 23/24 Recommended Budget of $147.9 million by category and fund.     xii        General Fund The General Fund budget totals $56 million (including contingency reserves of $5 million and excluding interfund transfers of $12.3 million), and overall is $2.9 million or 5.5% more than the current year budget of $53.1 million. The General Fund has a planned use of excess reserves to fund identified one-time projects and initiatives. The following are key revenue provisions included in the General Fund budget:  In total, FY 23/24 General Fund revenues are $6.8 million or 13.5% higher than FY 22/23 budgeted General Fund revenues.  FY 23/24 local sales tax collections in the General Fund are $1.1 million or 4.5% higher than FY 22/23 budget figures, which is due largely to price inflation and the economic recovery from the pandemic.  State-shared revenues are $5.5 million or 31.2% higher than FY 22/23 amounts. These revenue sources are impacted by population figures, as well as state revenue collections and legislative actions.  Licenses and permit revenues are $484,000 or 21.8% less than the adopted FY 22/23 budget due to less commercial building activity projected for the coming year.  Charges for Services are $79,000 or 2.6% higher than the adopted FY 22/23. Primary drivers for this increase are Parks and Recreation-related revenues as well as increased administrative support charges to the Town’s enterprise funds. The following are key expenditure provisions included in the General Fund budget:  Budgeted personnel costs for FY 22/23 total $35.5 million. This figure includes step increases for sworn Police positions as well as to 4.25% pay increases for all eligible Town positions.  Department O&M budgets increased about $1.5 million or 12.5%, a combination of increased prices for technology, supplies, and vehicle maintenance. Additionally, there is about $300,000 budgeted for costs related to development of the Town’s new General Plan.  There is a budgeted transfer of $10 million to the Capital Fund. This amount reflects 5% of estimated General Fund sales tax collections, plus an additional $8.5 million, per Town policy.  Transfers out include approximately $1.3 million for debt service on the $17 million pension obligation bonds issued in FY 21/22. The estimated year-end reserve balance in the General Fund (excluding contingency) for FY 23/24 is $15.8 million or 31.0% of the expenditure budget. The Town’s adopted policy level is 30%. Water Utility Fund Revenues for the Water Utility Fund are estimated at $19.4 million, which is a $654,000 or 3.5% increase from the adopted FY 22/23 budget due to a projected increase in water sales, including a proposed 5% increase in potable water rates. xiii    Expenses for the Water Utility Fund are budgeted at $24.8 million, which is a $1 million, or 4.1%increase from the adopted FY 22/23 budget. This increase is primarily due to increased water resource costs and the construction of the NWRRDS project. Capital expenses are detailed in the CIP section of the Recommended Budget document. 10-Year Capital Improvement Program (CIP) Town Council financial policies require the development of a 10-year Capital Improvement Program, which is reviewed and modified every year based upon needs and projected funding. The full 10-year plan projects a need for $319.2 million in funding through FY 32/33. Total funding allocated to CIP projects for FY 23/24 is $47.7 million, $10.7 million of which is funding carried forward from the prior year for ongoing budgeted projects. Highlights of the 10-year CIP plan include $38.3 million for potential new municipal facilities and equipment, $60.7 million for Parks and Recreation related amenities, $28.2 million for the Water Utility NWRRDS project, $29.3 million in continued pavement management and preservation, $57.5 million for various road widening projects, $20.4 million for bridge deck repairs, and $21.6 million for road reconstruction and/or improvements. Additional details regarding CIP projects and project funding are included in the CIP section.     CONCLUSION This Recommended Budget document is a direct reflection of the efforts and many hours contributed by staff from all Town departments, as well as from the Town Council and residents. There was significant cross- departmental collaboration that occurred to work towards building a Recommended Budget that strives to meet community and organizational needs, while also bearing in mind the resource challenges we face. It is this exceptional collaboration and effort from our staff and the support of our Executive Leadership Team that have assisted me in navigating these past seven months to put together a Recommended Budget that hopefully reflects the desires and expectations of the Town Council and Oro Valley community. I especially want to recognize my budget team for their extraordinary work and countless hours in preparing the budget: Senior Budget Analyst Christopher Hutchison, Deputy Finance Director Wendy Gomez, Chief Financial Officer David Gephart, Management Analyst Karl Shaddock and Chief Innovation Officer Chuck Boyer. Respectfully submitted,   Chris Cornelison Interim Town Manager BUDGETED BEGINNING FUND BALANCE REVENUE TRANSFERS IN TOTAL PERSONNEL O&M CAPITAL TRANSFERS OUT DEBT SERVICE CONTINGENCY TOTAL GENERAL FUND 10,709,734 57,564,143 - 68,273,877 35,511,345 13,281,754 2,206,134 12,274,644 - 5,000,000 68,273,877 HIGHWAY FUND733,667 4,432,608 1,500,000 6,666,275 1,260,345 1,003,930 4,202,000 - - 200,000 6,666,275 GRANTS & CONTRIBUTIONS1,439,200 3,202,700 138,000 4,779,900 - 934,400 2,245,500 1,100,000 - 500,000 4,779,900 SEIZURES & FORFEITURES 97,000 103,000 - 200,000 - 100,000 - - - 100,000 200,000 COMMUNITY CENTER FUND891,073 9,793,352 - 10,684,425 1,141,379 5,294,659 1,820,500 1,717,203 210,684 500,000 10,684,425 MUNICIPAL DEBT SVC FUND60,000 175,146 3,902,708 4,137,854 - 10,000 - - 4,027,854 100,000 4,137,854 WRSDIF FUND7,230,237 1,103,349 2,000,000 10,333,586 - 159,000 9,850,000 - 74,586 250,000 10,333,586 TWDIF FUND709,190 290,810 - 1,000,000 - - 750,000 - - 250,000 1,000,000 PAG/RTA FUND504,875 83,125 - 588,000 - 30,000 438,000 - - 120,000 588,000 PARKS & REC IMPACT FEE FUND641,720 143,280 - 785,000 - - 600,000 - - 185,000 785,000 POLICE IMPACT FEE FUND36,596 59,957 - 96,553 - - - 46,553 - 50,000 96,553 CAPITAL FUND17,145,849 1,627,540 10,000,000 28,773,389 253,798 - 24,519,591 1,500,000 - 2,500,000 28,773,389 REC IN LIEU FEE FUND16,610 200 - 16,810 - - - - - 16,810 16,810 BENEFIT SELF INSURANCE FUND500,000 4,289,851 - 4,789,851 - 4,289,851 - - - 500,000 4,789,851 WATER UTILITY FUND2,863,800 19,360,500 1,100,000 23,324,300 3,865,967 11,136,793 2,174,792 2,002,308 3,644,440 500,000 23,324,300 STORMWATER UTILITY FUND353,609 1,726,500 - 2,080,109 954,950 369,159 506,000 - - 250,000 2,080,109 43,933,160 103,956,061 18,640,708 166,529,929 42,987,784 36,609,546 49,312,517 18,640,708 7,957,564 11,021,810 166,529,929 (18,640,708) (18,640,708) 147,889,221$ 147,889,221$ FY 2023/24 BUDGETFY 2023/24 BUDGETDoes not include non cash outlays for depreciation or amortizationFund Balance ReportFY 2023/24 RECOMMENDED BUDGETREVENUESEXPENDITURESLess Transfers InLess Transfers OutTown of Oro Valley FY 2023/24 Town Manager's Recommended Budget1 Fiscal Year 2023/24 Special Capital Internal General Revenue Enterprise Project Service Debt Service 2023-2024 Fund Funds Funds Funds Fund Funds Total Revenues and Other Sources Taxes 26,398,318$ 3,726,016$ -$ -$ -$ -$ 30,124,334$ Licenses and Permits 1,739,618 25,000 - - - - 1,764,618 Fines 125,000 - - - - - 125,000 Water Sales -- 16,060,000 - - - 16,060,000 Charges for Services 3,125,046 5,755,286 4,702,000 28,125 - - 13,610,457 State Shared Revenue 23,100,246 4,334,608 - - - - 27,434,854 Intergovernmental 1,869,500 - - - - - 1,869,500 Grants 657,415 2,617,700 210,000 450,000 - 25,146 3,960,261 Seizures & Forfeitures -100,000 - - - -100,000 Impact Fees --- 1,381,396 - -1,381,396 Interest Income 300,000 248,000 115,000 441,200 - 50,000 1,154,200 Miscellaneous 249,000 725,050 - 1,007,540 4,289,851 100,000 6,371,441 Other Financing Sources -1,638,000 1,100,000 12,000,000 - 3,902,708 18,640,708 Total 57,564,143$ 19,169,660$ 22,187,000$ 15,308,261$ 4,289,851$ 4,077,854$ 122,596,769$ Expenditures and Other Uses General Government Town Council 209,203$ -$ -$ -$ -$ -$ 209,203$ Town Manager's Office 1,650,175 - - - - - 1,650,175 Clerk 418,515 - - - - - 418,515 Human Resources 592,461 - - - - - 592,461 Finance 851,376 - - - - - 851,376 Innovation & Technology 6,234,315 - - - - - 6,234,315 Legal 1,131,659 - - - - - 1,131,659 Town Court 1,018,641 - - - - - 1,018,641 General Administration 3,366,070 600,000 - - 4,289,851 10,000 8,265,921 Debt Service -210,684 - - - 4,027,854 4,238,538 Capital Fund Projects --- 24,519,591 - - 24,519,591 Comm. & Econ Dev.3,870,814 - - - - - 3,870,814 Parks & Recreation 4,705,363 8,796,538 - 600,000 - - 14,101,901 Police 20,210,589 480,500 - -- - 20,691,089 Public Works 6,740,052 8,125,675 1,830,109 253,798 - - 16,949,634 Water Utility -- 17,177,552 10,009,000 - - 27,186,552 Water Utility Debt Service Principal - - 3,300,830 71,424 - -3,372,254 Interest - - 343,610 3,162 - -346,772 Roadway Improvements -- - 1,218,000 - - 1,218,000 Other Financing Uses 12,274,644 2,817,203 2,002,308 1,546,553 - - 18,640,708 Total 63,273,877$ 21,030,600$ 24,654,409$ 38,221,528$ 4,289,851$ 4,037,854$ 155,508,119$ Increase/(Decrease)(5,709,734) (1,860,940) (2,467,409) (22,913,267) - 40,000 (32,911,350) Beginning Fund Balance 21,519,415$ 4,201,482$ 12,489,419$ 44,870,622$ 2,869,952$ 204,636$ 86,155,526$ Ending Fund Balance 15,809,681$ 2,340,542$ 10,022,010$ 21,957,355$ 2,869,952$ 244,636$ 53,244,176$ (1) The General Fund is planned to decrease by $5,709,734 due to a $10 million transfer of fund balance to the Capital Fund. (2) Special Revenue Funds are planned to decrease $1,860,940 for planned capital projects. (3) Enterprise Funds are planned to decrease by $2,467,409 due to one-time capital projects and equipment. (4) Capital Project Funds are planned to decrease by $22,913,267 due to one-time capital projects and equipment. (5) The Debt Service Funds are planned to increase by $40,000 due to interest income. Fund Balances This table depicts the estimated beginning fund balance at July 1, 2023, the budgeted revenues and expenditures for FY 2023/24 and the projected ending fund balance at June 30, 2024. (1)(2)(3)(4)(5) Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 2 Fiscal Year 2023/24 General Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Local Taxes 25,270,959 27,034,390 26,398,318 1,127,359 4.5% Licenses and Permits 2,223,824 2,643,761 1,739,618 (484,206) -21.8% Federal Grants 380,000 398,500 582,415 202,415 53.3% State Grants 75,000 95,000 75,000 - 0.0% State Shared Revenues 17,605,693 18,471,004 23,100,246 5,494,553 31.2% Intergovernmental 1,613,000 1,600,500 1,869,500 256,500 15.9% Charges for Services 3,046,515 2,778,943 3,125,046 78,531 2.6% Fines 125,000 95,000 125,000 - 0.0% Interest Income 150,000 300,000 300,000 150,000 100.0% Miscellaneous 249,000 596,400 249,000 - 0.0% Total 50,738,991$ 54,013,498$ 57,564,143$ 6,825,152$ 13.5% Expenditures and Other Uses Personnel 34,876,210 33,823,262 35,511,345 635,135 1.8% Operations & Maintenance 11,809,548 12,522,076 13,281,754 1,472,206 12.5% Capital Outlay 1,387,725 542,191 2,206,134 818,409 59.0% Transfer to Capital Fund 13,500,000 13,500,000 10,000,000 (3,500,000) -25.9% Transfer to Grants Fund 898,012 448,012 138,000 (760,012) -84.6% Transfer to Debt Service Fund 2,048,965 2,048,965 2,136,644 87,679 4.3% Total 64,520,460$ 62,884,506$ 63,273,877$ (1,246,583)$ -1.9% Increase/(Decrease)(13,781,469)$ (8,871,008)$ (5,709,734)$ Beginning Fund Balance 21,519,415 Ending Fund Balance 15,809,681 30% Coverage 15,299,770 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 3 Fiscal Year 2023/24 Highway Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Licenses and Permits 25,000 25,000 25,000 - 0.0% State Shared Revenues 4,127,100 4,127,100 4,334,608 207,508 5.0% Interest Income 8,000 70,000 70,000 62,000 775.0% Miscellaneous 3,000 7,000 3,000 - 0.0% Transfer from General Fund - - - - 0.0% Transfer from Capital Fund - - 1,500,000 1,500,000 0.0% Total 4,163,100$ 4,229,100$ 5,932,608$ 1,769,508$ 42.5% Expenditures and Other Uses Personnel 1,202,574 1,200,988 1,260,345 57,771 4.8% Operations & Maintenance 823,615 805,868 1,003,930 180,315 21.9% Capital Outlay 2,626,000 2,641,398 4,202,000 1,576,000 60.0% Total 4,652,189$ 4,648,254$ 6,466,275$ 1,814,086$ 39.0% Increase/(Decrease)(489,089)$ (419,154)$ (533,667)$ Beginning Fund Balance 787,832$ Ending Fund Balance 254,165$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 4 Fiscal Year 2023/24 Grants & Contributions Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Federal Grants 8,542,000 5,682,000 2,494,300 (6,047,700) -70.8% State Grants 179,047 179,047 123,400 (55,647) -31.1% Interest Income 50 25,000 25,000 24,950 49900.0% Miscellaneous 1,500,000 - 560,000 (940,000) -62.7% Transfer from General Fund 898,012 448,012 138,000 (760,012) -84.6% Total 11,119,109$ 6,334,059$ 3,340,700$ (7,778,409)$ -70.0% Expenditures and Other Uses Operations & Maintenance 2,179,750 2,179,750 934,400 (1,245,350) -57.1% Capital Outlay 3,561,309 1,961,522 2,245,500 (1,315,809) -36.9% Transfer to Water Utility Fund 5,378,000 1,273,337 1,100,000 (4,278,000) -79.5% Transfer to Stormwater Utility Fund - 398,392 - - 0.0% Total 11,119,059$ 4,141,272$ 4,279,900$ (6,839,159)$ -61.5% Increase/(Decrease)50$ 2,192,787$ (939,200)$ Beginning Fund Balance 2,192,787$ Ending Fund Balance 1,253,587$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 5 Fiscal Year 2023/24 Seizures & Forfeitures Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Seizures and Forfeitures 100,000 60,000 100,000 - 0.0% Interest Income 2,000 3,000 3,000 1,000 50.0% Total 102,000$ 63,000$ 103,000$ 1,000$ 1.0% Expenditures and Other Uses Operations & Maintenance 100,000 80,000 100,000 - 0.0% Total 100,000$ 80,000$ 100,000$ -$ 0.0% Increase/(Decrease)2,000$ (17,000)$ 3,000$ Beginning Fund Balance 220,863$ Ending Fund Balance 223,863$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 6 Fiscal Year 2023/24 Community Center Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Local Sales Tax 3,477,236 3,634,277 3,726,016 248,780 7.2% Charges for Services 4,868,049 5,569,644 5,755,286 887,237 18.2% Interest Income 3,000 150,000 150,000 147,000 4900.0% Miscellaneous 159,050 163,126 162,050 3,000 1.9% Total 8,507,335$ 9,517,047$ 9,793,352$ 1,286,017$ 15.1% Expenditures and Other Uses Personnel 920,274 1,017,000 1,141,379 221,105 24.0% Operations & Maintenance 5,296,236 5,443,065 5,294,659 (1,577) 0.0% Debt Service 202,682 151,480 210,684 8,002 3.9% Capital Outlay 2,666,700 1,853,347 1,820,500 (846,200) -31.7% Transfer to Debt Service Fund 2,028,066 2,028,066 1,717,203 (310,863) -15.3% Transfer to Capital Fund 2,057,314 3,884,547 - (2,057,314) -100.0% Total 13,171,272$ 14,377,505$ 10,184,425$ (2,986,847)$ -22.7% Increase/(Decrease)(4,663,937)$ (4,860,458)$ (391,073)$ Beginning Fund Balance 1,000,000$ Ending Fund Balance 608,927$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 7 Fiscal Year 2023/24 Municipal Debt Service Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Federal Subsidy 30,088 30,088 25,146 (4,942) -16.4% Interest Income 500 50,000 50,000 49,500 9900.0% Miscellaneous 100,000 100,000 100,000 - 0.0% Transfer from General Fund 2,048,965 2,048,965 2,136,644 87,679 4.3% Transfer from Police Impact Fee Fund 121,500 121,500 46,553 (74,947) -61.7% Transfer from Comm Center Fund 2,028,066 2,028,066 1,717,203 (310,863) -15.3% Transfer from Water Utility Fund 2,440 2,440 2,308 (132) -5.4% Total 4,331,559$ 4,381,059$ 4,077,854$ (253,705)$ -5.9% Expenditures and Other Uses Operations & Maintenance 10,000 9,500 10,000 - 0.0% Debt Service 4,331,059 4,331,059 4,027,854 (303,205) -7.0% Total 4,341,059$ 4,340,559$ 4,037,854$ (303,205)$ -7.0% Increase/(Decrease)(9,500)$ 40,500$ 40,000$ Beginning Fund Balance 204,636$ Ending Fund Balance 244,636$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 8 Fiscal Year 2023/24 Water Resource and System Development Impact Fee Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Impact Fees 1,101,346 1,560,000 903,349 (197,997) -18.0% Interest Income 150,000 200,000 200,000 50,000 33.3% Transfer From Water Utility Fund 660,000 660,000 2,000,000 1,340,000 203.0% Total 1,911,346$ 2,420,000$ 3,103,349$ 1,192,003$ 62.4% Expenditures and Other Uses Operations & Maintenance 214,000 174,000 159,000 (55,000) -25.7% Debt Service 337,317 337,317 74,586 (262,731) -77.9% Capital Outlay 2,735,688 1,385,688 9,850,000 7,114,312 260.1% Total 3,287,005$ 1,897,005$ 10,083,586$ 6,796,581$ 206.8% Increase/(Decrease)(1,375,659)$ 522,995$ (6,980,237)$ Beginning Fund Balance 18,067,427$ Ending Fund Balance 11,087,190$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 9 Fiscal Year 2023/24 Townwide Roadway Development Impact Fee Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Interest Income 4,000 4,000 4,000 - 0.0% Impact Fees 388,300 281,435 286,810 (101,490) -26.1% Total 392,300$ 285,435$ 290,810$ (101,490)$ -25.9% Expenditures and Other Uses Operations & Maintenance 15,000 15,000 - (15,000) -100.0% Capital Outlay 750,000 - 750,000 - 0.0% Total 765,000$ 15,000$ 750,000$ (15,000)$ -2.0% Increase/(Decrease)(372,700)$ 270,435$ (459,190)$ Beginning Fund Balance 2,210,123$ Ending Fund Balance 1,750,933$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 10 Fiscal Year 2023/24 PAG/RTA Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources State Grants 796,574 796,574 30,000 (766,574) -96.2% Charges for Services 28,125 28,125 28,125 - 0.0% Interest Income - 25,000 25,000 25,000 0.0% Total 824,699$ 849,699$ 83,125$ (741,574)$ -89.9% Expenditures and Other Uses Operations & Maintenance 200,000 200,000 30,000 (170,000) -85.0% Capital Outlay 1,108,574 1,004,624 438,000 (670,574) -60.5% Total 1,308,574$ 1,204,624$ 468,000$ (840,574)$ -64.2% Increase/(Decrease)(483,875) (354,925) (384,875) Beginning Fund Balance 518,441$ Ending Fund Balance 133,566$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 11 Fiscal Year 2023/24 Parks and Recreation Impact Fee Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Impact Fees 165,520 129,920 133,280 (32,240) -19.5% Interest Income 3,000 10,000 10,000 7,000 233.3% Total 168,520$ 139,920$ 143,280$ (25,240)$ -15.0% Expenditures and Other Uses Operations & Maintenance 7,000 7,000 - (7,000) -100.0% Capital Outlay - - 600,000 600,000 0.0% Total 7,000$ 7,000$ 600,000$ 593,000$ 8471.4% Increase/(Decrease)161,520$ 132,920$ (456,720)$ Beginning Fund Balance 642,394$ Ending Fund Balance 185,674$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 12 Fiscal Year 2023/24 Police Impact Fee Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Impact Fees 57,700 60,748 57,957 257 0.4% Interest Income 500 2,000 2,000 1,500 300.0% Total 58,200$ 62,748$ 59,957$ 1,757$ 3.0% Expenditures and Other Uses Operations & Maintenance 2,000 2,000 - (2,000) -100.0% Transfer to Debt Service Fund 121,500 121,500 46,553 (74,947) -61.7% Total 123,500$ 123,500$ 46,553$ (76,947)$ -62.3% Increase/(Decrease)(65,300)$ (60,752)$ 13,404$ Beginning Fund Balance 71,807$ Ending Fund Balance 85,211$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 13 Fiscal Year 2023/24 Capital Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Transfer from General Fund 13,500,000 13,500,000 10,000,000 (3,500,000) -25.9% Transfer from Community Center Fund 2,057,314 3,884,547 - (2,057,314) -100.0% State Grants 420,000 - 420,000 - 0.0% Interest Income 25,000 200,000 200,000 Miscellaneous 200,000 99,017 115,000 (85,000) -42.5% Vehicle Reserves 820,010 820,010 892,540 72,530 8.8% Total 17,022,324$ 18,503,574$ 11,627,540$ (5,394,784)$ -31.7% Expenditures and Other Uses Personnel 261,962 216,970 253,798 (8,164) -3.1% Operations & Maintenance - 4,111 - - 0.0% Capital Outlay 28,673,613 18,891,603 24,519,591 (4,154,022) -14.5% Transfer to Highway Fund - - 1,500,000 1,500,000 0.0% Total 28,935,575$ 19,112,684$ 26,273,389$ (2,662,186)$ -9.2% Increase/(Decrease)(11,913,251)$ (609,110)$ (14,645,849)$ Beginning Fund Balance 23,343,820 Ending Fund Balance 8,697,971$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 14 Fiscal Year 2023/24 Recreation In Lieu Fee Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Charges for Services - - - - 0.0% Interest Income 200 200 Miscellaneous - - - - 0.0% Total -$ 200$ 200$ 200$ 0.0% Expenditures and Other Uses Capital Outlay - - - - 0.0% Total -$ -$ -$ -$ 0.0% Increase/(Decrease)-$ 200$ 200$ Beginning Fund Balance 16,610 Ending Fund Balance 16,810$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 15 Fiscal Year 2023/24 Benefit Self Insurance Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Self Ins Premiums - Employer 2,820,956 2,816,388 2,886,798 65,842 2.3% Self Ins Premiums - Employee 636,173 682,431 699,492 63,319 10.0% COBRA Premiums 25,000 68,000 68,000 43,000 172.0% Retiree Premiums 46,000 46,000 46,000 - 0.0% UHC Wellness Program 20,000 20,000 20,000 - 0.0% Interest Income 5,000 20,000 25,000 20,000 400.0% Miscellaneous 211,348 565,839 544,561 333,213 157.7% Total 3,764,477$ 4,218,658$ 4,289,851$ 525,374$ 14.0% Expenditures and Other Uses Outside Professional Services 784,128 860,000 934,450 150,322 19.2% Wellness Program 40,000 37,730 40,000 - 0.0% Claim Settlement 2,940,349 3,320,928 3,315,401 375,052 12.8% Total 3,764,477$ 4,218,658$ 4,289,851$ 525,374$ 14.0% Increase/(Decrease) -$ - -$ Beginning Fund Balance 2,869,952$ Ending Fund Balance 2,869,952$ Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 16 Fiscal Year 2023/24 Water Utility Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Charges for Services 3,224,000 2,960,534 3,200,500 (23,500) -0.7% Interest Income 100,000 100,000 100,000 - 0.0% Miscellaneous - 135,768 - - 0.0% Water Sales 15,383,000 14,186,000 16,060,000 677,000 4.4% Transfer from Grants Fund 5,378,000 1,273,337 1,100,000 (4,278,000) -79.5% Total 24,085,000$ 18,655,639$ 20,460,500$ (3,624,500)$ -15.0% Expenses and Other Uses Personnel 3,653,064 3,473,285 3,865,967 212,903 5.8% Operations & Maintenance 13,419,261 12,840,997 15,088,023 1,668,762 12.4% Capital Outlay 2,074,290 2,055,650 2,174,792 100,502 4.8% Debt Service 4,643,255 4,643,255 3,644,440 (998,815) -21.5% Transfer to Debt Service Fund 2,440 2,440 2,308 (132) -5.4% Transfer to Impact Fee Fund 660,000 660,000 2,000,000 1,340,000 203.0% Total 24,452,310$ 23,675,627$ 26,775,530$ 2,323,220$ 9.5% Cash Total * 20,718,310$ 20,141,627$ 22,824,300$ 2,105,990$ 10.2% Increase/(Decrease)3,366,690$ (1,485,988)$ (2,363,800)$ Beginning Fund Balance 11,335,479 Ending Fund Balance 8,971,679$ * Total expenses less non-cash outlays for depreciation & amortization Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 17 Fiscal Year 2023/24 Stormwater Utility Fund Fund Summary FY 2023 FY 2023 FY 2024 Variance with Variance with Budget Projected Budget Budget ($) Budget (%) Revenues and Other Sources Federal Grants - - 210,000 - 0.0% Charges for Services 1,492,500 1,460,310 1,501,500 9,000 0.6% Interest Income 1,500 15,000 15,000 13,500 900.0% Transfer from Grants Fund - 398,392 - - 0.0% Total 1,494,000$ 1,873,702$ 1,726,500$ 232,500$ 15.6% Expenses and Other Uses Personnel 826,266 848,408 954,950 128,684 15.6% Operations & Maintenance 573,245 573,245 548,159 (25,086) -4.4% Capital Outlay 884,513 600,250 506,000 (378,513) -42.8% Total 2,284,024$ 2,021,903$ 2,009,109$ (274,915)$ -12.0% Cash Total *2,107,024$ 1,844,903$ 1,830,109$ (276,915)$ -13.1% Increase/(Decrease)(613,024)$ 28,799$ (103,609)$ Beginning Fund Balance 1,153,940 Ending Fund Balance 1,050,331$ * Total expenses less non-cash outlays for depreciation & amortization Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 18 Revenue for FY 23/24 is estimated to total $103,956,061. In comparison to the FY 22/23 budget, revenue is projected to increase by approximately $2 million, or 1.9%. The FY 22/23 budget in the Grants and Contributions Fund included $5.4 million in restricted ARPA funding. This decrease is being offset by expected growth in state shared revenues of $5.7 million. Local sales tax is projected to grow by about $1.4 million or 4.8% in FY 23/24, and charges for services revenue is expected to grow by about $1 million. FY 22/23 revenues were budgeted conservatively, accounting for the potential of a recession, as was widely forecasted. Recession impacts are currently expected to be mild for Arizona. Over the course of the year, most local sales tax categories, state shared sales tax, and charges for services exceeded expectations and have shown significant revenue growth during the fiscal year. Management contract revenues for golf operations are expected to exceed budget by about $460,000 or nearly 12%. As mentioned above, state shared revenues are expected to grow by $5.7 million. Of this amount, $3.8 million is for state income taxes, as the allocation to cities and towns has increased. (This will decline and then moderate in future years with legislative income tax rate reductions). The remaining increase in state-shared revenues is largely attributable to state sales tax growth. Local sales tax is expected to show gains over the FY 22/23 budget, but a slight decline when compared with FY 22/23 actual revenue. This is largely attributable to construction sales tax, as permitting activity has slowed from the highs we saw during the COVID-19 pandemic. Local sales tax collections are forecasted to rise $1.4 million or 4.8% compared to FY 22/23 budget figures. This increase is attributable to continued growth in most categories besides construction. Revenues associated with residential development are projected to remain roughly flat in the upcoming fiscal year. The Town is projecting 119 single family residential (SFR) permits for FY 23/24, compared to the 171 SFR permits budgeted for FY 22/23. Increased construction valuations are muting what would typically be larger reductions in revenues from the reduced permitting activity. Commercial development revenues are expected to decrease based on projected building activity. Depending on the particular revenue source, estimates are based on susceptibility to economic factors, current performance, economic drivers and indicators, and information received from state reports and other sources. The Town receives a variety of other funding sources to finance operations. Refer to the Revenue Schedule by Fund for detailed changes in revenue from budget year to budget year. Revenue Summary Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 19 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget General Fund Local Sales Tax: Local Sales Tax 21,109,373 27,048,414 24,505,959 26,269,390 25,633,318 4.6% Cable Franchise Fees 722,700 756,388 765,000 765,000 765,000 0.0% Total Local Sales Tax 21,832,073 27,804,802 25,270,959 27,034,390 26,398,318 4.5% License & Permit Fees: Business Licenses & Permits 201,157 211,085 202,500 222,500 227,500 12.3% Residential Building Permits 2,110,300 1,414,601 1,023,494 1,074,931 1,090,118 6.5% Commercial Building Permits 715,612 594,623 816,330 1,066,330 250,000 -69.4% Sign Permits 20,995 24,925 20,000 23,000 20,000 0.0% Special Inspection Fees 5,460 10,230 8,000 8,000 8,000 0.0% Grading Permit Fees 183,924 59,337 84,500 110,000 65,000 -23.1% Road Permits 50 (50) - - - 0.0% Floodplain Use Permits 3,700 2,235 4,000 4,000 4,000 0.0% Fire Permits & Fees 84,628 73,094 65,000 135,000 75,000 15.4% Total License & Permit Fees 3,325,826 2,390,080 2,223,824 2,643,761 1,739,618 -21.8% Federal Grants: DEA Overtime Reimbursement 32,875 28,045 40,000 25,000 41,415 3.5% Miscellaneous Federal Grants 9,619,409 5,592,372 - 61,500 - 0.0% HIDTA-DEA 116,830 96,218 80,000 80,000 90,000 12.5% GOHS 186,936 42,101 45,000 102,000 71,000 57.8% Homeland Security 139,768 177,764 215,000 130,000 380,000 76.7% Total Federal Grants 10,095,818 5,936,500 380,000 398,500 582,415 53.3% State Grants: Misc State Grants 214,154 69,413 75,000 95,000 75,000 0.0% Total State Grants 214,154 69,413 75,000 95,000 75,000 0.0% State/County Shared: State Income 6,580,331 6,174,401 9,084,919 9,082,717 12,839,525 41.3% State Sales 5,462,343 6,637,079 5,780,575 6,737,363 7,207,659 24.7% Vehicle License Tax 2,392,664 2,270,326 2,315,524 2,315,524 2,582,388 11.5% Smart & Safe - 235,954 324,675 309,229 370,674 14.2% Opioid Settlement - - 100,000 26,171 100,000 0.0% Total State/County Shared 14,435,338 15,317,760 17,605,693 18,471,004 23,100,246 31.2% Other Intergovernmental: School Resource Officers 64,122 61,209 65,000 65,000 90,000 38.5% RTA Reimbursements 1,004,664 1,518,846 1,530,000 1,530,000 1,774,000 15.9% PCLD Reimbursements 8,223 6,178 18,000 5,500 5,500 -69.4% Animal Control Revenues 115,410 88,586 - - - 0.0% Total Other Intergovernmental 1,192,419 1,674,819 1,613,000 1,600,500 1,869,500 15.9% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 20 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Charges for Services: Court Costs 140,218 157,338 135,000 130,000 135,000 0.0% Public Defender Fees 2,416 200 2,400 200 2,400 0.0% Zoning & Subdivision Fees 121,973 83,601 65,000 80,000 65,000 0.0% User Fees - Swimming Pool 405,834 545,171 496,000 364,004 467,000 -5.8% User Fees - Fields & Courts 109,137 149,438 122,032 171,626 186,840 53.1% User Fees - Miscellaneous 71,442 201,057 159,000 143,000 159,000 0.0% Copy Services 523 227 350 350 350 0.0% General Government Other 3,719 1,833 7,000 1,200 1,200 -82.9% Police Report Copying 5,652 6,519 6,500 6,500 6,500 0.0% Police Other 15,071 4,114 5,000 10,000 5,000 0.0% Engineer Plan Review Fees 24,800 20,750 51,000 25,000 51,000 0.0% Farebox 463 (1,676) 80,000 - 40,000 -50.0% Administrative Services 729,048 1,284,684 1,718,960 1,648,960 1,791,465 4.2% Financial Services 197,952 - - - - 0.0% Real Property Rental Income 102,691 104,136 101,223 101,223 101,223 0.0% Maps 80 50 250 80 80 -68.0% Impound Processing 22,950 18,925 19,000 19,000 19,000 0.0% Pawn Slips 750 - 300 300 300 0.0% Police Fingerprinting 1,650 9,670 9,000 9,000 9,000 0.0% Concession Sales 82 353 - 100 - 0.0% Public Record Request Fees 1,412 1,412 1,500 1,400 1,400 -6.7% Parks Cancellation Fees - - - - - 0.0% Court Security Fee 20,000 58,759 57,000 57,000 57,000 0.0% Public Art In Lieu Fees - - - - 16,288 0.0% Facility Maintenance Services 14,024 12,291 10,000 10,000 10,000 0.0% Total Charges for Services 1,991,887 2,658,852 3,046,515 2,778,943 3,125,046 2.6% Fines: Fines 135,547 132,636 125,000 95,000 125,000 0.0% Total Fines 135,547 132,636 125,000 95,000 125,000 0.0% Interest Income: Interest - Investments 123,041 (754,525) 150,000 300,000 300,000 100.0% Total Interest Income 123,041 (754,525) 150,000 300,000 300,000 100.0% Miscellaneous: Donations 11,648 6,825 - 12,900 - 0.0% Miscellaneous 28,160 27,655 15,000 340,000 15,000 0.0% Special Events 370 1,740 4,000 7,500 4,000 0.0% Insurance Recoveries 4,849 - - - - 0.0% In-Lieu Income 220,921 224,391 220,000 220,000 220,000 0.0% Sale of Assets 16,241 8,731 10,000 16,000 10,000 0.0% Total Miscellaneous 282,189 269,342 249,000 596,400 249,000 0.0% TOTAL GENERAL FUND 53,628,292 55,499,679 50,738,991 54,013,498 57,564,143 13.5% Highway Fund License & Permit Fees: Road Permits 37,108 28,838 25,000 25,000 25,000 0.0% Total License & Permit Fees 37,108 28,838 25,000 25,000 25,000 0.0% State Grants: RTA Reimbursements 16,588 - - - - 0.0% Total State Grants 16,588 - - - - 0.0% State/County Shared: Highway User 3,714,572 3,979,751 4,127,100 4,127,100 4,334,608 5.0% Total State/County Shared 3,714,572 3,979,751 4,127,100 4,127,100 4,334,608 5.0% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 21 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Interest Income: Interest - Investments 1,022 (16,303) 8,000 70,000 70,000 775.0% Total Interest Income 1,022 (16,303) 8,000 70,000 70,000 775.0% Miscellaneous: Miscellaneous 2,658 102 2,000 1,000 2,000 0.0% Insurance Recoveries 4,696 7,158 1,000 6,000 1,000 0.0% Sale of Assets 188 - - - - 0.0% Total Miscellaneous 7,542 7,260 3,000 7,000 3,000 0.0% TOTAL HIGHWAY FUND 3,776,832 3,999,546 4,163,100 4,229,100 4,432,608 6.5% Grants & Contributions Fund Federal Grants: GOHS - 94,730 130,000 130,000 127,000 -2.3% Miscellaneous Federal Grants - 1,150 8,277,000 5,417,000 2,353,800 -71.6% Homeland Security - 105,207 135,000 135,000 13,500 -90.0% Total Federal Grants - 201,087 8,542,000 5,682,000 2,494,300 -70.8% State Grants: Miscellaneous State Grants - - 179,047 179,047 123,400 -31.1% Total State Grants - - 179,047 179,047 123,400 -31.1% Interest Income: Interest - Investments - (2,262) 50 25,000 25,000 49900.0% Total Interest Income - (2,262) 50 25,000 25,000 49900.0% Miscellaneous: Donations - - - - 13,000 0.0% Miscellaneous - - 1,500,000 - 547,000 -63.5% Total Miscellaneous - - 1,500,000 - 560,000 -62.7% TOTAL GRANTS & CONTRIBUTIONS FUND - 198,825 10,221,097 5,886,047 3,202,700 -68.7% Seizures & Forfeitures Funds Interest Income: Interest - Investments 2,610 1,422 2,000 3,000 3,000 50.0% Total Interest Income 2,610 1,422 2,000 3,000 3,000 50.0% Miscellaneous: Forfeitures 97,784 100,592 100,000 60,000 100,000 0.0% Total Miscellaneous 97,784 100,592 100,000 60,000 100,000 0.0% TOTAL SEIZURES & FORFEITURES FUNDS 100,394 102,014 102,000 63,000 103,000 1.0% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 22 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Community Center Fund Local Sales Tax: Local Sales Tax 2,947,420 3,535,507 3,477,236 3,634,277 3,726,016 7.2% Total Local Sales Tax 2,947,420 3,535,507 3,477,236 3,634,277 3,726,016 7.2% Charges for Services: User Fees - Daily Drop-In 31,289 52,777 30,000 40,000 40,000 33.3% User Fees - Member Dues 343,628 672,816 620,500 641,900 650,000 4.8% User Fees - Recreation Programs 86,696 410,986 170,000 340,000 365,000 114.7% Rental Income 70,717 101,660 67,300 109,702 90,700 34.8% Concession Sales 129 143 100 100 100 0.0% Management Contract Revenues 3,970,865 4,726,345 3,980,149 4,437,942 4,609,486 15.8% Total Charges for Services 4,503,324 5,964,727 4,868,049 5,569,644 5,755,286 18.2% Interest Income: Interest - Investments 4,454 (165,041) 3,000 150,000 150,000 4900.0% Total Interest Income 4,454 (165,041) 3,000 150,000 150,000 4900.0% Miscellaneous: Donations 5,200 - - - - 0.0% Miscellaneous 125,000 160,533 159,050 159,050 159,050 0.0% Special Events - - - 3,000 3,000 0.0% Sale of Assets 2,060 - - 1,076 - 0.0% Insurance Recoveries - 7,261 - - - 0.0% Total Miscellaneous 132,260 167,794 159,050 163,126 162,050 1.9% TOTAL COMMUNITY CENTER FUND 7,587,458 9,502,987 8,507,335 9,517,047 9,793,352 15.1% Municipal Debt Service Fund Interest Income: Interest 89 7,225 500 50,000 50,000 9900.0% Total Interest Income 89 7,225 500 50,000 50,000 9900.0% Federal Grants: Miscellaneous Grants 43,773 33,289 30,088 30,088 25,146 -16.4% Total Federal Grants 43,773 33,289 30,088 30,088 25,146 -16.4% Miscellaneous: Miscellaneous 97,536 95,776 100,000 100,000 100,000 0.0% Total Miscellaneous 97,536 95,776 100,000 100,000 100,000 0.0% TOTAL MUNICIPAL DEBT SERVICE FUND 141,398 136,290 130,588 180,088 175,146 34.1% Oracle Road Debt Service Fund Interest Income: Special Assessments 4,340 20 - - - 0.0% Penalties 387 - - - - 0.0% Total Interest Income 4,727 20 - - - 0.0% Principal Repayments: Principal Repayments 168,464 - - - - 0.0% Total Principal Repayments 168,464 - - - - 0.0% TOTAL ORACLE RD DEBT SERVICE FUND 173,191 20 - - - 0.0% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 23 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Townwide Roadway Development Impact Fee Fund Impact Fees: Residential Impact Fees 505,460 251,914 338,300 230,840 236,810 -30.0% Commercial Impact Fees 161,651 62,498 50,000 50,595 50,000 0.0% Total Impact Fees 667,111 314,412 388,300 281,435 286,810 -26.1% Interest Income: Interest - Investments (7,068) (61,177) 4,000 4,000 4,000 0.0% Total Interest Income (7,068) (61,177) 4,000 4,000 4,000 0.0% TOTAL ROADWAY IMPACT FEE FUND 660,043 253,235 392,300 285,435 290,810 -25.9% PAG/RTA Fund State Grants: PAG Reimbursements - 70,000 75,000 75,000 30,000 -60.0% RTA Reimbursements 1,947,977 - 721,574 721,574 - -100.0% Total State Grants 1,947,977 70,000 796,574 796,574 30,000 -96.2% Interest Income: Interest - Investments 12,556 (25,729) - 25,000 25,000 0.0% Total Interest Income 12,556 (25,729) - 25,000 25,000 0.0% Miscellaneous: Miscellaneous 216,069 11,218 - - - 0.0% Total Miscellaneous 216,069 11,218 - - - 0.0% Charges for Services: Real Property Rental Income 28,125 28,125 28,125 28,125 28,125 0.0% Total Charges for Services 28,125 28,125 28,125 28,125 28,125 0.0% TOTAL PAG/RTA FUND 2,204,727 83,614 824,699 849,699 83,125 -89.9% Parks & Recreation Development Impact Fee Fund Impact Fees: Residential Impact Fees 423,720 206,112 165,520 129,920 133,280 -19.5% Total Impact Fees 423,720 206,112 165,520 129,920 133,280 -19.5% Interest Income: Interest - Investments (5,940) (13,283) 3,000 10,000 10,000 233.3% Total Interest Income (5,940) (13,283) 3,000 10,000 10,000 233.3% TOTAL PARKS IMPACT FEE FUND 417,780 192,829 168,520 139,920 143,280 -15.0% Police Development Impact Fee Fund Impact Fees: Residential Impact Fees 153,450 74,210 52,700 46,748 47,957 -9.0% Commercial Impact Fees 12,145 10,672 5,000 14,000 10,000 100.0% Total Impact Fees 165,595 84,882 57,700 60,748 57,957 0.4% Interest Income: Interest - Investments (228) (3,337) 500 2,000 2,000 300.0% Total Interest Income (228) (3,337) 500 2,000 2,000 300.0% TOTAL POLICE IMPACT FEE FUND 165,367 81,545 58,200 62,748 59,957 3.0% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 24 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Capital Fund State Grants: Misc State Grants 119,868 - 420,000 - 420,000 0.0% Total State Grants 119,868 - 420,000 - 420,000 0.0% Federal Grants: Misc Federal Grants - 263,024 - - - 0.0% Total Federal Grants - 263,024 - - - 0.0% Interest Income: Interest - Investments 1,444 (57,628) 25,000 200,000 200,000 700.0% Total Interest Income 1,444 (57,628) 25,000 200,000 200,000 700.0% Miscellaneous: Vehicle Reserves 633,012 741,012 820,010 820,010 892,540 8.8% Insurance Recoveries 37,417 13,695 30,000 19,017 15,000 -50.0% Donations 163,605 147,314 - - - 0.0% Miscellaneous 92,485 150,797 170,000 80,000 100,000 -41.2% Total Miscellaneous 926,519 1,052,818 1,020,010 919,027 1,007,540 -1.2% TOTAL CAPITAL FUND 1,047,831 1,258,214 1,465,010 1,119,027 1,627,540 11.1% Benefit Self Insurance Fund Interest Income: Interest - Investments 4,416 (89,992) 5,000 20,000 25,000 400.0% Total Interest Income 4,416 (89,992) 5,000 20,000 25,000 400.0% Miscellaneous: Self Insurance Premiums - Employer 2,831,442 2,794,220 2,820,956 2,816,388 2,886,798 2.3% Self Insurance Premiums - Employee 586,627 634,581 636,173 682,431 699,492 10.0% COBRA Premiums 31,611 23,375 25,000 68,000 68,000 172.0% Retiree Premiums 53,469 47,761 46,000 46,000 46,000 0.0% UHC Wellness Program 20,000 20,000 20,000 20,000 20,000 0.0% Miscellaneous 323,642 330,732 211,348 565,839 544,561 157.7% Total Miscellaneous 3,846,791 3,850,669 3,759,477 4,198,658 4,264,851 13.4% TOTAL BENEFIT SELF INSURANCE FUND 3,851,207 3,760,677 3,764,477 4,218,658 4,289,851 14.0% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 25 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Water Utility Fund Water Sales: Residential Water Sales 10,394,919 10,287,597 11,300,000 10,300,000 11,700,000 3.5% Commercial Water Sales 902,536 974,823 1,000,000 995,000 1,080,000 8.0% Irrigation Water Sales 1,579,055 1,388,934 1,465,000 1,316,000 1,669,000 13.9% Turf Related Water Sales 1,565,038 1,367,924 1,384,000 1,275,000 1,386,000 0.1% Construction Water Sales 237,525 387,264 234,000 300,000 225,000 -3.8% Total Water Sales 14,679,073 14,406,542 15,383,000 14,186,000 16,060,000 4.4% Charges for Services: Engineer Plan Review Fees 1,186 1,779 5,000 1,611 2,000 -60.0% Construction Inspection Fees 6,056 44,798 20,000 5,000 10,000 -50.0% Misc Service Revenue 26,358 33,102 25,000 30,000 25,000 0.0% Backflow-Install Permit Fee 2,847 2,080 3,000 2,400 2,500 -16.7% Sewer Fees 381,534 388,564 390,000 380,000 390,000 0.0% Late Fees 43,765 95,666 90,000 73,000 90,000 0.0% NSF Fees 2,146 2,033 2,000 2,500 2,000 0.0% Rain Sensors 23 23 - 23 - 0.0% Meter Income 164,917 46,949 55,000 58,000 45,000 -18.2% New Service Establish Fees 112,055 100,960 100,000 70,000 100,000 0.0% Reconnect Fees 12,328 16,253 16,000 12,000 16,000 0.0% Groundwater Preservation Fee 2,617,452 2,413,719 2,400,000 2,200,000 2,400,000 0.0% Other 119,251 122,055 118,000 126,000 118,000 0.0% Total Charges for Services 3,489,918 3,267,981 3,224,000 2,960,534 3,200,500 -0.7% Interest Income: Interest - Investments (14,911) (350,975) 100,000 100,000 100,000 0.0% Total Interest Income (14,911) (350,975) 100,000 100,000 100,000 0.0% Miscellaneous: Miscellaneous 19,029 660,332 - 121,786 - 0.0% Insurance Recoveries 20,744 12,404 - 2,982 - 0.0% Sale of Assets 4,555 15,404 - 11,000 - 0.0% Total Miscellaneous 44,328 688,140 - 135,768 - 0.0% TOTAL WATER UTILITY FUND 18,198,408 18,011,688 18,707,000 17,382,302 19,360,500 3.5% Water Resources Development Impact Fee Fund Impact Fees: Residential Impact Fees 3,746,803 1,089,528 958,050 1,400,000 760,053 -20.7% Non-Residential Impact Fees 353,753 77,558 143,296 160,000 143,296 0.0% Total Impact Fees 4,100,556 1,167,086 1,101,346 1,560,000 903,349 -18.0% Interest Income: Interest - Investments 13,700 (479,186) 150,000 200,000 200,000 33.3% Total Interest Income 13,700 (479,186) 150,000 200,000 200,000 33.3% TOTAL WRSDIF FUND 4,114,256 687,900 1,251,346 1,760,000 1,103,349 -11.8% Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 26 Revenue Schedule by Fund FY 2021 FY 2022 FY 2023 FY 2023 FY 2024 % Major Revenue Accounts Actual Actual Budget Projected Budget to Budget Stormwater Utility Fund Federal Grants: Miscellaneous Federal Grants - 210,000 0.0% Total Federal Grants - - - - 210,000 0.0% State Grants: Miscellaneous State Grants 152,152 16,906 - - - 0.0% Total State Grants 152,152 16,906 - - - 0.0% Charges for Services: Late Fees 635 1,155 - 310 1,500 0.0% Stormwater Utility Fee 1,473,177 1,494,024 1,492,500 1,460,000 1,500,000 0.5% Total Charges for Services 1,473,812 1,495,179 1,492,500 1,460,310 1,501,500 0.6% Interest Income: Interest - Investments 1,270 (31,272) 1,500 15,000 15,000 900.0% Total Interest Income 1,270 (31,272) 1,500 15,000 15,000 900.0% Miscellaneous: Miscellaneous 8,735 2,774 - - - 0.0% Total Miscellaneous 8,735 2,774 - - - 0.0% TOTAL STORMWATER UTILITY FUND 1,635,969 1,483,587 1,494,000 1,475,310 1,726,500 15.6% Recreation In Lieu Fee Fund Charges for Services: Recreation In Lieu Fees 712 - - - - 0.0% Total Charges for Services 712 - - - - 0.0% Miscellaneous: Miscellaneous 233 (428) - 200 200 0.0% Total Miscellaneous 233 (428) - 200 200 0.0% TOTAL REC IN LIEU FEE FUND 945 (428) - 200 200 0.0% TOTAL REVENUE - ALL FUNDS 97,704,098$ 95,252,222$ 101,988,663$ 101,182,079$ 103,956,061$ 1.9% Note: Does not include interfund transfers or carry-forward balances Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 27 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget Clerk Town Clerk 1.00 1.00 1.00 1.00 1.00 - Deputy Town Clerk 1.00 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 - Office Assistant 1.48 1.48 0.73 0.96 0.96 0.23 Communications Intern 0.25 0.25 - - - Total Clerk 4.73 4.73 3.73 3.96 3.96 0.23 Full-time employees:3 Part-time employees:2 Community and Economic Development (CED) CED Director 1.00 1.00 1.00 1.00 1.00 - Division Manager, Permitting 1.00 1.00 1.00 1.00 1.00 - Division Manager, Planning 1.00 1.00 1.00 1.00 1.00 - Div. Mgr., Inspect. & Comp./Bldg. Official 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 - Principal Planner 2.00 2.00 2.00 2.00 2.00 - Senior Planner 1.00 1.00 1.00 1.00 1.00 - Planner 1.00 1.00 1.00 1.00 1.00 - Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 - Senior Planning Technician 1.00 1.00 1.00 1.00 1.00 - Engineering Design Reviewer 1.00 1.00 1.00 1.00 1.00 - Plans Examiner II 2.00 2.00 2.00 2.00 2.00 - Building Inspector II 4.00 4.00 4.00 4.00 4.00 - Building Inspector I 1.00 1.00 1.00 1.00 1.00 - Plans Examiner I 1.00 1.00 1.00 1.00 1.00 - Management Analyst - - 1.00 1.00 1.00 - Senior Code Compliance Specialist - - - 1.00 1.00 1.00 Code Compliance Specialist 1.00 1.00 1.00 1.00 1.00 - Zoning Inspection Technician 1.00 1.00 1.00 - - (1.00) Building Permit Technician 2.00 2.00 2.00 2.00 2.00 - Senior Office Specialist 1.00 2.00 1.00 1.00 1.00 - Office Specialist 0.48 0.48 0.48 0.48 0.48 - Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 - Office Assistant 1.00 - 1.00 1.00 1.00 - Intern 0.30 0.30 0.30 0.30 0.30 - Total CED 27.78 27.78 28.78 28.78 28.78 - Full-time employees:28 Part-time employees:2 Council Mayor 1.00 1.00 1.00 1.00 1.00 - Council Member 6.00 6.00 6.00 6.00 6.00 - Total Council 7.00 7.00 7.00 7.00 7.00 - Full-time employees:- Part-time employees:7 FY 2023 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 28 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget FY 2023 Finance Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 - Deputy Finance Director - - - 1.00 1.00 1.00 Finance and Budget Administrator 1.00 1.00 1.00 - - (1.00) Senior Budget Analyst 1.00 1.00 1.00 1.00 1.00 - Senior Accountant 1.00 2.00 2.00 2.00 2.00 - Chief Procurement Officer 1.00 1.00 1.00 - - (1.00) Contract Specialist - 1.00 1.00 - - (1.00) Procurement Specialist 1.00 - 1.00 - - (1.00) Accounting Specialist 1.00 1.00 1.00 1.00 1.00 - Senior Office Specialist 0.20 0.20 0.20 0.20 0.20 - Total Finance 7.20 8.20 9.20 6.20 6.20 (3.00) Full-time employees:6 Part-time employees:- Human Resources Human Resources Director 1.00 1.00 1.00 1.00 1.00 - Human Resources Analyst 2.00 3.00 3.00 3.00 3.00 - Human Resources Assistant 1.00 - - - - - Total Human Resources 4.00 4.00 4.00 4.00 4.00 - Full-time employees:4 Part-time employees:- Innovation & Technology Chief Innovation Officer 1.00 1.00 1.00 1.00 1.00 - Network Manager 1.00 1.00 1.00 1.00 1.00 - Applications Manager 1.00 1.00 1.00 1.00 1.00 - Network Administrator 1.00 1.00 2.00 2.00 2.00 - Security and Compliance Administrator - - - - 1.00 1.00 Business Systems Analyst 2.00 3.00 2.00 2.00 3.00 1.00 IT Analyst 1.00 1.00 1.00 1.00 1.00 - Database Analyst 1.00 1.00 1.00 1.00 1.00 - Senior GIS Administrator 1.00 1.00 1.00 1.00 1.00 - GIS Analyst 1.00 1.00 1.00 1.00 1.00 - IT Technician 1.00 1.00 2.00 2.00 2.00 - Strategic Initiatives Manager 1.00 1.00 - - - - Management Analyst - - 1.00 1.00 1.00 - Constituent Services Coordinator 1.00 1.00 1.00 1.00 1.00 - Emergency Mgmt. & Safety Coordinator 1.00 1.00 1.00 1.00 1.00 - Senior Office Specialist 0.80 0.80 0.80 0.80 0.80 - Total Innovation & Technology 14.80 15.80 16.80 16.80 18.80 2.00 Full-time employees:19 Part-time employees:- Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 29 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget FY 2023 Legal Legal Services Director 1.00 1.00 1.00 1.00 1.00 - Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 1.00 - Assistant Town Prosecutor 1.00 1.00 2.00 2.00 2.00 - Senior Paralegal 1.00 1.00 1.00 - - (1.00) Paralegal I 1.00 1.00 1.00 2.00 2.00 1.00 Legal Secretary 1.00 1.00 1.00 1.00 1.00 - Total Legal 6.00 6.00 7.00 7.00 7.00 - Full-time employees:7 Part-time employees:- Town Court Magistrate Judge 1.00 1.00 1.00 1.00 1.00 - Court Administrator 1.00 1.00 2.00 - 1.00 (1.00) Deputy Court Administrator - 1.00 - 2.00 1.00 1.00 Court Compliance Specialist - - - 1.00 1.00 1.00 Courtroom Clerk 1.00 1.00 1.00 - - (1.00) Senior Court Clerk 3.00 3.00 1.00 1.00 1.00 - Court Clerk 1.48 1.00 3.00 3.00 3.00 - Probation Compliance Officer - - 0.48 0.48 0.48 - Court Security Manager - - - - 0.48 0.48 Court Security Officer 1.00 - - - - - Court Security Coordinator - 0.50 0.50 0.50 0.50 - Total Town Court 8.48 8.50 8.98 8.98 9.46 0.48 Full-time employees:8 Part-time employees:3 Town Manager's Office Town Manager 1.00 1.00 1.00 1.00 1.00 - Deputy Town Manager 1.00 1.00 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 1.00 1.00 - Management Analyst 1.00 1.00 1.00 1.00 1.00 - Chief Procurement Officer - - - 1.00 1.00 1.00 Contract Specialist - - - 1.00 1.00 1.00 Procurement Specialist - - - 1.00 1.00 1.00 Management Intern 0.38 0.38 0.38 0.38 0.38 - Communications & Marketing Administrator 1.00 1.00 1.00 1.00 1.00 - Digital Content Specialist 1.00 1.00 1.00 1.00 1.00 - Marketing & Communications Specialist 1.00 1.00 1.00 1.00 1.00 - Public Information Officer 1.00 1.00 1.00 1.00 1.00 - Total Town Manager's Office 8.38 8.38 8.38 11.38 11.38 3.00 Full-time employees:11 Part-time employees:1 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 30 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget FY 2023 Parks and Recreation Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 - Deputy Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 - Recreation & Culture Manager 1.00 1.00 1.00 - - (1.00) Recreation Facility Manager 1.00 1.00 1.00 2.00 2.00 1.00 Parks Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 - Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 - Parks Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 - Parks Maintenance Worker II 2.00 2.00 2.00 2.00 3.00 1.00 Parks Maintenance Worker I 5.00 5.00 6.00 6.00 6.00 - Park Monitor 0.96 0.96 1.44 1.44 1.92 0.48 Senior Office Specialist 2.00 2.00 2.00 2.00 2.00 - Office Specialist 1.00 1.00 1.00 1.00 1.00 - Assistant Recreation Manager 3.00 3.00 3.00 3.00 3.00 - Recreation Leader 2.91 2.91 2.91 1.91 1.91 (1.00) Aquatics Manager 1.00 1.00 1.00 1.00 1.00 - Assistant Aquatics Manager 1.00 1.00 1.00 1.00 1.00 - Lifeguard Supervisor 2.25 2.25 3.00 3.00 3.00 - Aquatics Shift Leader 2.54 2.54 2.54 2.54 2.54 - Aquatics Facility Attendant 4.80 4.80 5.12 5.12 5.12 - Custodian 0.48 0.48 0.48 0.48 0.48 - Recreation Supervisor 0.75 0.75 0.75 2.00 2.00 1.25 Facility Attendant 4.25 4.25 4.72 4.72 4.72 - Recreation Aide 6.63 6.63 6.63 6.63 6.63 - Fitness Instructor 2.00 2.00 2.96 2.96 2.96 - Lifeguard/Swim Instructor 13.53 13.53 13.53 13.53 13.53 - Total Parks and Recreation 63.10 63.10 67.08 67.33 68.81 1.73 Full-time employees:25 Part-time employees:37 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 31 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget FY 2023 Police Chief of Police 1.00 1.00 1.00 1.00 1.00 - Deputy Chief of Police 1.00 1.00 1.00 1.00 1.00 - Commander 2.00 2.00 2.00 2.00 2.00 - Lieutenant 5.00 5.00 5.00 5.00 5.00 - Sergeant 13.00 13.00 13.00 13.00 13.00 - Public Relations Sergeant 1.00 1.00 - - - - Public Information Officer - - 1.00 1.00 1.00 - Detective 7.00 7.00 9.00 9.00 9.00 - Patrol Officer 56.00 56.00 62.00 61.00 62.00 - Traffic Investigator 1.00 1.00 1.00 1.00 1.00 - Motorcycle Officer 4.00 4.00 1.00 1.00 1.00 - School Resource Officer 8.00 7.00 7.00 7.00 7.00 - K-9 Officer 3.00 3.00 2.00 2.00 2.00 - DUI Officer 2.00 2.00 1.00 2.00 2.00 1.00 Training Officer 1.00 1.00 1.00 1.00 1.00 - Reserve Officer 2.88 - - - - Police Telecommunications Manager 1.00 1.00 1.00 1.00 1.00 - Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 - Public Safety Telecommunicator 10.00 11.00 12.00 12.00 12.00 - Police Workforce Specialist - 0.48 0.48 0.48 0.48 - Police Records Manager - - - 1.00 1.00 1.00 Police Records Supervisor 1.00 1.00 1.00 - - (1.00) Police Records Specialist 5.00 5.00 5.00 5.00 4.00 (1.00) Accreditation, Audits, and Inspection Coordinator - - - - 1.00 1.00 Crime Scene Technician Supervisor 1.00 1.00 1.00 1.00 1.00 - Police Crime Scene Technician 2.00 3.00 3.00 3.00 3.00 - Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 - Crime Analyst 1.00 1.00 1.00 1.00 1.00 - Police Recruitment Specialist - - - 1.00 1.00 1.00 Senior Office Specialist 3.00 3.00 3.00 2.00 2.00 (1.00) Office Assistant 1.25 1.25 1.25 1.25 1.25 - Total Police 136.13 134.73 138.73 138.73 139.73 1.00 Full-time employees:137 Part-time employees:3 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 32 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget FY 2023 Public Works Public Works Director & Town Engineer 1.00 1.00 1.00 1.00 1.00 - Assistant Public Works Director 1.00 1.00 1.00 1.00 1.00 - Engineering Division Manager 1.00 1.00 1.00 1.00 1.00 - Operations Division Manager 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 - Senior Stormwater Civil Engineer 1.00 1.00 1.00 1.00 1.00 - Civil Engineer 1.00 1.00 1.00 1.00 1.00 - CIP Project Manager - 2.00 2.00 2.00 2.00 - Stormwater Utility Division Manager 1.00 1.00 1.00 1.00 1.00 - Stormwater Utility Project Manager 1.00 1.00 - - - - Streets and Drainage Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - GIS Stormwater Intern - 0.48 0.48 0.48 0.48 - Senior Transit Crew Leader 1.00 1.00 1.00 - - (1.00) Civil Engineering Designer 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineering Tech 3.00 3.00 3.00 3.00 3.00 - Streets & Drainage Op. Superintendent 1.00 1.00 1.00 1.00 1.00 - Senior Traffic Technician 1.00 1.00 1.00 1.00 1.00 - Construction Inspector 3.00 - - - - - Administrative Coordinator 1.00 1.00 1.00 1.00 1.00 - GIS Analyst - - - 1.00 1.00 1.00 Stormwater Utility Analyst 1.00 1.00 1.00 - - (1.00) Stormwater Inspector 1.00 1.00 1.00 1.00 1.00 - Fleet and Facility Manager 1.00 1.00 1.00 1.00 1.00 - Facilities Maintenance Crew Leader - - - - - - Fleet Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 - Fleet Maintenance Mechanic III 1.00 1.00 3.00 3.00 3.00 - Fleet Control Specialist 1.00 1.00 - - - - Fleet Attendant - 1.00 1.00 1.00 1.00 - Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 1.00 1.00 - Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 1.00 - Streets & Drainage Crew Leader 2.00 2.00 2.00 2.00 2.00 - Traffic Technician 1.00 1.00 1.00 1.00 1.00 - Facilities Maintenance Technician 3.00 3.00 3.00 3.00 3.00 - Heavy Equipment Operator II 8.00 8.00 8.00 8.00 8.00 - Senior Office Specialist 2.00 2.00 2.00 3.00 3.00 1.00 Office Specialist 1.00 1.00 1.00 - - (1.00) Project Manager - - 1.00 1.00 1.00 - Transit Administrator - - - 1.00 1.00 1.00 Transit Supervisor - - - - 1.00 1.00 Transit Crew Leader 1.00 1.00 1.00 1.00 1.00 - Transit Specialist 1.11 1.11 1.10 1.10 1.10 - Transit Dispatcher 2.11 2.11 2.58 2.73 2.73 0.15 Office Assistant 0.96 0.96 0.95 0.95 0.95 - Transit Driver 19.71 19.71 22.60 23.85 23.85 1.25 Total Public Works 70.89 71.37 75.71 77.11 78.11 2.40 Full-time employees:51 Part-time employees:63 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 33 Personnel Schedule FY 2021 FY 2022 FY2024 +/- Actual Actual Budget Projected Budget to Budget FY 2023 Water Utility Water Utility Director 1.00 1.00 1.00 1.00 1.00 - Engineering Division Manager 1.00 1.00 1.00 1.00 1.00 - Water Utility Administrator 1.00 1.00 1.00 1.00 1.00 - Water Operations Manager 1.00 1.00 1.00 1.00 1.00 - Water Distribution Superintendent 1.00 1.00 1.00 - - (1.00) CIP Project Manager - - 1.00 1.00 1.00 - Water Operations Superintendent 1.00 1.00 1.00 1.00 1.00 - Senior Engineering Associate 2.00 2.00 1.00 1.00 1.00 - Meter Operations Supervisor 1.00 1.00 1.00 - - (1.00) Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 - Water Operations Supervisor 3.00 3.00 3.00 4.00 4.00 1.00 Construction Inspector 2.00 2.00 2.00 2.00 2.00 - Water Control Systems Supervisor 1.00 1.00 1.00 1.00 1.00 - Instrumentation Control Specialist 1.00 1.00 1.00 2.00 2.00 1.00 Civil Engineering Tech 1.00 1.00 1.00 1.00 1.00 - Water Utility Operator III 7.00 7.00 7.00 7.00 7.00 - Water Utility Operator II 5.00 5.00 5.00 5.00 5.00 - Senior Office Specialist 1.00 1.00 1.00 1.48 1.48 0.48 Water Utility Analyst 1.00 1.00 1.00 1.00 1.00 - Water Utility Operator I 4.00 4.00 4.00 4.00 4.00 - Customer Service Specialist 4.00 4.00 4.00 4.00 4.00 - Customer Service Representative 0.48 0.48 0.48 - - (0.48) Total Water Utility 40.48 40.48 40.48 40.48 40.48 - Full-time employees:40 Part-time employees:1 Total Personnel 398.97 400.07 415.87 417.75 423.71 7.84 Full-time employees:339 Part-time employees:119 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 34 CLERK Overview The Clerk's Office is the centralized information distribution point for our citizens, Town Council and staff. Responsibilities include preserving the legislative history of the Town, maintaining public records of the Town and conducting fair and impartial elections. The Clerk's Office provides staff support to Town Council; public records and information; liquor licensing; records management; elections; voter registration; and notary services. Functions of the Clerk's Office are performed in accordance with Arizona Revised Statutes, Oro Valley Town Code and the administrative policies and objectives of the Town. 2022/23 Accomplishments • Analyzed and implemented a process to track and ensure timely review and/or renewal of contracts. • Added 3,298 documents consisting of 45,416 pages to the Town’s electronic document database. • Conducted the August 2, 2022 Primary Election with a voter turnout of 51.12%. • Received and processed 306 public record requests from 7/1/22 to 3/31/23, resulting in a total of 245 staff hours to process. • Reviewed and implemented system updates to the Town’s electronic document management system that enhanced the document search functionality and user experience. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 35 Significant Changes • The increase of 0.23 FTE is due to increased hours for an office assistant position • Personnel costs increased due to rate adjustments resulting from a class and compensation study performed in FY 2023 • The decrease in O&M is due to costs related to primary and general elections held in the prior year. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Town Clerk 1.00 1.00 1.00 1.00 - Deputy Town Clerk 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 - Office Assistant 1.48 0.73 0.96 0.96 0.23 Communications Intern 0.25 - - - - Total FTEs 4.73 3.73 3.96 3.96 0.23 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 357,669 327,105 368,783 393,465 66,360 Operations & Maintenance 17,745 95,600 22,960 25,050 (70,550) Total Expenditures 375,414 422,705 391,743 418,515 (4,190) FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Business Licenses & Permits 211,085 202,500 222,500 227,500 25,000 Public Record Request Fees 1,412 1,500 1,400 1,400 (100) Total Revenues 212,497 204,000 223,900 228,900 24,900 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 36 COMMUNITY & ECONOMIC DEVELOPMENT (CED) Overview The Community and Economic Development (CED) Department supports existing businesses, associated expansion efforts, and facilitates new business and residential development in the Town of Oro Valley. The department provides excellent customer service in coordinating all facets of economic development, planning, permitting, and inspection and compliance related to horizontal and vertical construction within the community. The team is dedicated to ensuring that development proceeds in a safe and efficient manner that meets today’s business needs. The department encourages the use of best practices in both community and economic development, including planning for growth and development that supports a sustainable economy, diverse employment, and housing opportunities, and expanded education and cultural experiences for local residents 2022/23 Accomplishments ADMINISTRATION • Completed the conversion of the department’s planning, permitting, inspections, and code compliance software to SmartGov. • Intergrated Golder Ranch Fire District Personnel into SmartGov software for inspections and Plan Review. • Completed the transition of Business Licensing from the Town Clerk’s Office to CED. • Transitioned Business Licensing software to SmartGov and conducted the renewal process via the new software. • Implemented a Short Term Rental licensing program. PERMITTING • As of March 30, 2023: Issued 1,935 permits, including 89 single family residential permits, 23 grading permits, 39 commercial building permits, 556 photovoltaic permits and126 pool permits. • Issued permits representing over $2.38 million in plan review and permit fees representing more than $196 million in work valuation for new private construction. • Issued commercial building permits for projects such as La Posada at Pusch Ridge, Cold Beer & Cheeseburgers, Northwest Primary & Urgent Care at San Dorado, Pima Eye Institute, Cabali Tiki, Oro Valley Urgent Care at Steam Pump Village, Sola Salon, The DollHouse Salon, Stacks Book Club, Athletico Physical Therapy and the GRFD Administration Offices at the Foothills Business Park. CED Director ADMINISTRATION PERMITTING PLANNING INSPECTION AND COMPLIANCE ECONOMIC DEVELOPMENT Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 37 2022/23 Accomplishments (continued) • Initiated the pilot phase of the SolarAPP+ application process. SolarAPP+ is an online tool developed by the National Renewable Energy Laboratory that automates project approvals for standard rooftop solar systems. The adoption of the program provides an expedited permit option for solar installers and homeowners. Oro Valley was one of 12 communities selected nationwide to move into the implementation phase of the American-made SolarAPP+ prize competition. • Streamlined the process for various permit types to make them automated, self-issue permits. These include Residential Water Heaters, 3-Day Right-of-Way Signs (e.g., yard sale) and A-Frame Signs. With 196 of these permit types issued (as of March 30, 2023), the streamlined process created time savings for both customers and Town staff. • Made continuous improvements to the permitting section of the Town’s website to provide more information for customers and to make information easier to find. Improvements included updated information to incorporate the new online SmartGov customer portal and online payments, expanded submittal guides for miscellaneous permit types such as Pool Demo Permits and Type 1 Grading Permits, provided links to examples of plans to assist residents on how to create their own plan submittal, and updated posted fee schedules for the revised impact fees that became effective on 07/01/2022. PLANNING • Facilitated 12 neighborhood meetings and reviewed 21 pre-application proposals and 61 new formal applications. • Processed all aspects of Oro Valley Marketplace zoning amendments and design changes. • Completed zoning code amendments for development review and multi-family residential standards. • Compiled Recreation Code amendment research and completed study sessions with the Planning & Zoning Commission, Parks & Recreation Advisory Board and Town Council. • Provided a fall version of Community Academy. This recent edition was the first delivered in-person and online. The online option increased attendance rates and resulted in the highest graduation rate over the past 5 years (27 of the 28 participants graduating). • Improved neighborhood meetings by incorporating software to immediately post participant comments onscreen. • Hired a consultant and commenced work on the Housing Study with target completion of Fall 2023. • Finalized the Community Engagement Plan for the upcoming 2026 General Plan and compiled project budget. • Completed planning review comments within time standards for all development applications. • Comprehensively evaluated Your Voice, Our Future general plan action item implementation and updated the Planning work plan accordingly. • Implemented OVprojects.com website customer improvements. • Instituted internal process efficiency improvements regarding communication facilities, sign code enforcement case review, and conversion of case records from paper to electronic form. • Completed formal training for two new Planning & Zoning Commission members. • Accomplished American Institute of Certified Planner credentials for all staff planners. INSPECTION & COMPLIANCE • As of February, 2023 Performed 16,258 inspections at approximately 5,214 site visits. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 38 2022/23 Accomplishments (continued) • Inspections on some high-profile projects include La Posada at Pusch Ridge, a 350,000 sq. ft. five-story multi-building adult active living facility. The continuance of Roche Tissue Diagnostics renovations and expansion. Renovations on the Town of Oro Valley Community Center and expansion of pickle ball courts. Continued improvements at Historic Steam Pump Ranch. Renovation and expansions at Pusch Ridge Christian Academy, Splendido, Vistoso Community Center, Oro Valley Aquatic Center, and many other businesses. • As of March, 2023, Inspection & Compliance issued 44 Certificates of Occupancy for new commercial business and ownership changes. • Development and roll out of customer experience survey for inspection processes with anticipated feedback and improvement opportunities throughout the upcoming fiscal year. • Continued collaboration with Code Compliance to provide industry expertise and assistance for cases involving structural and life safety compliance. • Proclamation by Mayor Winfield designating September 1st as Building and Code Staff Appreciation Day. ECONOMIC DEVELOPMENT • Created a startup business curriculum based on the results of the entrepreneurial needs study to determine how to support start up and small businesses. • Enhanced business retention and expansion efforts, annual survey to determine business needs, continued direct visits with businesses (173 as of Feb. 28th) and additional small business support programming. • Partnered with the Oro Valley Chamber and hosted the second annual business summit at the Westward Look with 150 participants. • Forged Town agreements for the new fiscal year with Visit Tucson, Children’s Museum, the Greater Oro Valley Chamber of Commerce, and SAACA. • Held quarterly meetings with the leadership from the two resorts and the Town’s tourism team. • Developed partnerships with Tucson Audubon and Tohono Chul for the development of an OV birding experience utilizing Vistoso Trails Nature Preserve, Catalina Park, and Tohono Chul as the birding sites. • Presented to the Arizona Office of Tourism’s Reservation Call Center to present targeted travel persona TOV itineraries. • Created quarterly Economic/Tourism Newsletter focusing on cross-selling opportunities for town related tourism businesses. • Completed tourism forum survey. • Fostered partnerships with USA Cycling, El Tour De Tucson and Tucson Bike Classic to establish cycling activities and events in Oro Valley. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 39 FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 28.78 28.78 28.78 28.78 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Division Actual Budget Projected Budget Change Administration 236,121 226,290 339,843 352,547 126,257 Permitting 1,038,195 1,094,080 1,260,945 1,158,437 64,357 Planning 659,776 746,557 718,263 1,181,262 434,705 Inspection and Compliance 847,940 817,619 752,265 777,911 (39,708) Economic Development 120,024 396,218 257,962 400,657 4,439 Total 2,902,056 3,280,764 3,329,278 3,870,814 590,050 FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Residential Building Permits 1,414,604 1,023,494 1,074,931 1,090,118 66,624 Commercial Building Permits 594,623 816,330 1,066,330 250,000 (566,330) Special Inspection Fees 10,230 8,000 8,000 8,000 - Zoning and Subdivision Fees 83,601 65,000 80,000 65,000 - Sign Permits 24,925 20,000 23,000 20,000 - Grading Permit Fees 59,337 84,500 110,000 65,000 (19,500) Engineer Plan Review Fees 20,750 51,000 25,000 51,000 - Fire Permits and Fees 73,094 65,000 135,000 75,000 10,000 Total 2,281,164 2,133,324 2,522,261 1,624,118 (509,206) Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 40 CED - Administration Overview The primary function of the Community and Economic Development Director is to ensure harmonious growth as well as the health, safety and welfare of the public in the built environment. The director, with support of the division managers and administrators, provides leadership, direction and support to the department's staff. Responsibilities include establishing departmental policy; leadership direction and support of the department's staff; preparation and management of the department's operating and capital budget; code interpretation and enforcement; revisions to the Town Code; Council support; Town Manager's Executive Leadership Team; customer service including effective public outreach and communication; and resolution of personnel and legal issues. Significant Changes • One management analyst position was transferred from the Economic Development Division. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change CED Director 1.00 1.00 1.00 1.00 - Management Analyst - - 1.00 1.00 1.00 Office Assistant 1.00 1.00 1.00 1.00 - Total FTEs 2.00 2.00 3.00 3.00 1.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 220,228 210,890 327,843 342,147 131,257 Operations & Maintenance 15,893 15,400 12,000 10,400 (5,000) Total Expenditures 236,121 226,290 339,843 352,547 126,257 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 41 CED - Permitting Overview The Permitting division coordinates all facets of plan review for permitting and development by assessing compliance with the codes and ordinances adopted by the Town. Plan review and coordination of projects include conceptual and final site plans, improvement plans, grading, building, walls, pools, spas, signs, equipment and miscellaneous projects for both residential and commercial development. Significant Changes • The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2023 and rate adjustments resulting from a class and compensation study performed in FY 2023 • O&M increased due to higher fees from processing credit card payments FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Division Mgr, Permitting 1.00 1.00 1.00 1.00 - Senior Civil Engineer 1.00 1.00 1.00 1.00 - Engineering Design Reviewer 1.00 1.00 1.00 1.00 - Plans Examiner II 2.00 2.00 2.00 2.00 - Plans Examiner I 1.00 1.00 1.00 1.00 - Senior Planning Technician 1.00 1.00 1.00 1.00 - Building Permit Tech 2.00 2.00 2.00 2.00 - Office Specialist 0.48 0.48 0.48 0.48 - Total FTEs 9.48 9.48 9.48 9.48 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 956,942 978,205 1,008,870 1,030,472 52,267 Operations & Maintenance 81,253 115,875 252,075 127,965 12,090 Total Expenditures 1,038,195 1,094,080 1,260,945 1,158,437 64,357 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 42 CED - Planning Overview The Planning division administers the General Plan and Zoning Code for the harmonious growth of the town. The division is responsible for providing planning and zoning services to the community, Town Council, Planning and Zoning Commission, Board of Adjustment and project teams. The division's current work plan focuses on updates to the sign code, zoning code, general plan and associated guidelines and standards. Significant Changes • The increase in personnel costs is related to: 1) a transfer and reclassification of a zoning technician from the CED -Inspection & Compliance Division to align with the workload and needs of the planning division; 2) rates adjustments resulting from a class and compensation study performed in FY 2023; 3) a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related to the new General Plan which includes temporary contracted employees, consultants, and an interactive website. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Division Mgr, Planning 1.00 1.00 1.00 1.00 - Principal Planner 2.00 2.00 2.00 2.00 - Senior Planner 1.00 1.00 1.00 1.00 - Planner 1.00 1.00 1.00 1.00 - Senior Code Compliance Specialist - - 1.00 1.00 1.00 Code Compliance Specialist 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 - Intern 0.30 0.30 0.30 0.30 - Total FTEs 7.30 7.30 8.30 8.30 1.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 580,817 660,492 640,243 827,732 167,240 Operations & Maintenance 78,959 86,065 78,020 353,530 267,465 Total Expenditures 659,776 746,557 718,263 1,181,262 434,705 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 43 CED – Inspection & Compliance Overview The Inspection and Compliance division is responsible for inspecting all new and altered, commercial and residential, vertical and horizontal construction within the town to assess their compliance with the codes and ordinances adopted by the Town. The division is also responsible for the monitoring and enforcement of the zoning, building and Town codes and ordinances, including all construction, plant salvage, landscape, signage and development performance standards. Significant Changes • The decrease of 1.0 FTE is due to a transfer and reclassification of a zoning technician from the CED - Planning Division; The decrease in personnel costs was partially offset by a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related outside professional services to assist the with inspections and short-term rental compliance FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Division Mgr, Insp. & Comp.1.00 1.00 1.00 1.00 - Building Inspector II 4.00 4.00 4.00 4.00 - Building Inspector I 1.00 1.00 1.00 1.00 - Code Compliance Specialist - - - - - Zoning Technician 1.00 1.00 - - (1.00) Senior Office Assistant 1.00 1.00 1.00 1.00 - Total FTEs 8.00 8.00 7.00 7.00 (1.00) FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 838,002 799,799 740,265 745,841 (53,958) Operations & Maintenance 9,938 17,820 12,000 32,070 14,250 Total Expenditures 847,940 817,619 752,265 777,911 (39,708) Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 44 CED – Economic Development Overview Beginning FY 2019, Economic Development was a new General Fund division within the Community and Economic Development Department. These costs were previously budgeted in the Bed Tax Fund. Economic Development is responsible for business recruitment, retention, and expansion. Significant Changes • The decrease in 1.0 FTE is due to a mid-year transfer of a Management Analyst position to CED – Administration. Personnel costs decreased due to the transfer of a Management Analyst and a market pay adjustment for eligible employees in FY 2024 • The increase in O&M is due to costs related to a partnership with SAACA previously budgeted in General Administration and a new site selection marketing strategy FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Economic Dev. Specialist 1.00 1.00 1.00 1.00 - Management Analyst 1.00 1.00 - - (1.00) Total FTEs 2.00 2.00 1.00 1.00 (1.00) FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 83,630 192,862 97,962 101,066 (91,796) Operations & Maintenance 36,394 203,356 160,000 299,591 96,235 Total Expenditures 120,024 396,218 257,962 400,657 4,439 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 45 COUNCIL Overview Town Council consists of seven officials elected by residents of the Town. The Mayor is directly elected by the citizens while the Vice Mayor is selected by the Council annually. Councilmembers serve four-year overlapping terms in the manner prescribed by state law. The Mayor and Councilmembers of Oro Valley are committed to high quality municipal services and responsible development. Through the Town Manager, the Town Council provides policy direction by adopting rules, regulations and procedures to meet community needs. The Mayor and Councilmembers remain accountable and accessible to the residents through their commitment to full, honest and timely communication and exchange promoting responsive, accountable governance. 2022/23 Accomplishments • Approved zoning amendments and a revised master development plan for developer Town West Companies to revitalize the Oro Valley Marketplace. The approved amendments and revisions reflect more than two years of effort, six (6) neighborhood meetings, extensive technical review, numerous site inspections by decision makers and six (6) public meetings. • Approved the General Plan Public Engagement Plan related to the 2026 General Plan. • Achieved one of the goals for the Steam Pump Ranch Master Plan through staff and Historic Preservation Commissions’ work, which included the Garage restoration (which now houses Parks and Recreation staff), and improvements to the Pusch House building (a museum operated by the Oro Valley Historical Society). • Approved the updated Strategic Plan for fiscal years 2023/24 and 2024/25. • Directed staff to install a high-intensity activated crosswalk (HAWK) in front of Ironwood Ridge Highschool on Naranja Drive, which has been installed and operational. • Provided direction to staff to fund and install an elevator at the Community and Recreation Center for improved ADA accessibility to the facility. • Approved the new short-term rental ordinance and licensing process. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 46 Significant Changes • The increase in O&M is related to travel and training, volunteer recognition costs, and office supplies. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Mayor 1.00 1.00 1.00 1.00 - Councilmember 6.00 6.00 6.00 6.00 - Total FTEs 7.00 7.00 7.00 7.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 78,817 78,822 78,822 78,825 3 Operations & Maintenance 113,198 120,323 120,323 130,378 10,055 Total Expenditures 192,015 199,145 199,145 209,203 10,058 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 47 TOWN COURT Overview Oro Valley Town Court is charged with the processing and adjudication of all cases filed with the court. This includes misdemeanor criminal and traffic cases, civil traffic cases and Town Code violations. The court also collects fines, surcharges, restitution, and other fees associated with these cases. Oro Valley Town Court also issues domestic violence orders of protection and injunctions against harassment, and issues marriage licenses. Services rendered by the Court are governed by rules set by the Arizona Supreme Court, statutes and/or ordinances enacted by the Arizona Legislature and/or the Oro Valley Town Council. 2022/23 Accomplishments • The Court and Oro Valley Police Department (OVPD) collaborated on a pilot program called Virtual Initial Appearances (VIA), that gives officers the opportunity to contact Judge Hazel at the time of a misdemeanor arrest and have an Initial Appearance Hearing immediately. Defendants have an opportunity to plead guilty and be sentenced then. • The Court and the Public Works Department worked with Breckenridge Architects to design a proposed addition to courthouse that will add components that are standard to courthouses such as a lobby/waiting area, public restrooms, attorney/client interview rooms, and a jury deliberation room. It also reconfigures the clerk area, allowing for growth in the coming years. • A state-mandated triennial audit was completed in November 2022 to determine the Court’s compliance with the State of Arizona Supreme Court’s Minimum Accounting Standards. The Court had a successful audit, with only issue identified that has since been corrected. A new procedure has also been established to avoid any future findings. • Another triennial audit was conducted by the State of Arizona Supreme Court in December 2022 to determine compliance with the Court Security Standards. The Court had a successful audit that will be improved on with the courthouse addition. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 48 Significant Changes • The increase in 0.48 FTE is due to a new part-time court security manager position • The judge will be a contracted employee for part FY 2024 which will decrease personnel costs and increase O&M FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Magistrate Judge 1.00 1.00 1.00 1.00 - Court Administrator 2.00 2.00 - 1.00 (1.00) Deputy Court Administrator - - 2.00 1.00 1.00 Court Compliance Specialist - - 1.00 1.00 1.00 Courtroom Clerk 1.00 1.00 - - (1.00) Senior Court Clerk 1.00 1.00 1.00 1.00 - Court Clerk 3.00 3.00 3.00 3.00 - Probation Compliance Officer - 0.48 0.48 0.48 - Court Security Manager - - - 0.48 0.48 Court Security Officer - - - - - Court Security Coordinator 0.50 0.50 0.50 0.50 - Total FTEs 8.50 8.98 8.98 9.46 0.48 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 644,193 766,543 631,961 763,218 (3,325) Operations & Maintenance 178,234 254,131 332,070 255,423 1,292 Capital Outlay 38,759 39,000 39,000 - (39,000) Total Expenditures 861,186 1,059,674 1,003,031 1,018,641 (41,033) FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Court Costs 157,338 135,000 130,000 135,000 - Court Security Fee 58,759 57,000 57,000 57,000 - Public Defender Fees 200 2,400 200 2,400 - Fines 132,636 125,000 95,000 125,000 - Total Revenues 348,933 319,400 282,200 319,400 - Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 49 FINANCE Overview Finance is responsible for Town financial activities, including accounting, payroll and accounts payable processing, budget development, coordination and analysis, financial statement preparation, audit coordination, debt management, managerial reporting, sales tax compliance and participation in a variety of other administrative and special projects. Finance also coordinates the development of the Town’s Capital Improvement Program. 2022/23 Accomplishments • Received the Distinguished Budget Presentation award from the Government Finance Officers Association (GFOA) for fiscal year 22/23, the 15th consecutive year. • Received the Certificate of Achievement for Financial Reporting Excellence from GFOA for fiscal year 20/21, the 28th consecutive year. • Received the Popular Annual Financial Reporting award from GFOA for fiscal year 20/21, the 10th consecutive year. • Recognized by the Government Finance Officers Association (GFOA) as a “Triple Crown Winner” for the 2020 fiscal year. • Implemented paperless payments for the Town’s accounts payable process, vastly reducing the need for printed, mailed checks and greatly enhancing the speed and efficiency of invoice payments. • Received an unmodified “clean” audit opinion for the Town’s annual financial statements. • Due to conservative budgeting practices and prudent fiscal management, the Town is expected to significantly outperform financial expectations in the General Fund and across nearly all funds for the fiscal year. • Updated Comprehensive Financial and Budgetary Policies Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 50 Significant Changes • 3.0 FTE positions related to procurement were transferred to the Town Manager’s Office. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Chief Financial Officer 1.00 1.00 1.00 1.00 - Deputy Finance Director - - 1.00 1.00 1.00 Finance & Budget Administrator 1.00 1.00 - - (1.00) Chief Procurement Officer 1.00 1.00 - - (1.00) Contract Specialist 1.00 1.00 - - (1.00) Procurement Specialist - 1.00 - - (1.00) Senior Budget Analyst 1.00 1.00 1.00 1.00 - Senior Accountant 2.00 2.00 2.00 2.00 - Accounting Specialist 1.00 1.00 1.00 1.00 - Senior Office Specialist 0.20 0.20 0.20 0.20 - Total FTEs 8.20 9.20 6.20 6.20 (3.00) FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 870,187 1,017,379 894,549 764,266 (253,113) Operations & Maintenance 66,375 94,081 67,000 87,110 (6,971) Total Expenditures 936,562 1,111,460 961,549 851,376 (260,084) Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 51 GENERAL ADMINISTRATION Overview The General Administration budget accounts for certain non-departmental costs such as utility expense, general liability insurance and regional partnerships for tourism and economic development, as well as health clinic costs and vehicle reserves (excluding Enterprise Funds). It also allocates monetary transfers to subsidize various funds, i.e. debt service and capital projects. Significant Changes • O&M consists principally of vehicle replacement reserves, tourism and economic development regional partnerships, and Town-wide general liability insurance • Capital outlay is the Westward Look Drive improvements CIP project carried over from FY23 ($845,534) and the storage for digital forensics CIP project ($80,000) • Other Financing Uses consists of transfers to the Municipal Debt Service Fund for debt service ($2.1 million) and a transfer to the Capital Fund for capital projects ($10 million). Transfers to the Capital Fund for CIP vary from year to year and are dependent on the General Fund balance that exceeds the Town’s reserve policy. FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Operations & Maintenance 12,782,733 2,358,290 2,320,855 2,440,536 82,246 Capital Outlay 139,301 569,625 43,543 925,534 355,909 Other Financing Uses 6,262,832 16,446,977 15,996,977 12,274,644 (4,172,333) Total Expenditures 19,184,866 19,374,892 18,361,375 15,640,714 (3,734,178) Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 52 HUMAN RESOURCES Overview Human Resources (HR) provides services and support in the following areas: hiring, compensation and benefits, policy and procedure; administration and compliance; development and retention; employee and labor relations; and performance management. 2022/23 Accomplishments • Provided customized recruitments which resulted in the hiring and onboarding of 80 new employees and promotions of 28 existing employees through the first 9 months of the fiscal year. • Recommended the 2022/2023 General Pay Plan and resulting implementation, to include: • New pay grade structure and numbering system • Streamlined the 4.25% general employee pay increases through improved, more efficient data entry process • Implemented new pay placement tool for new hires and phase II compression analysis • Created new classification series and standardized job description language • Implemented a variety of improved benefit offerings, to include: • Enriched plan design for the Dental High Plan • Added Second/Enriched Tier for the Vision Plan • Transitioned Employee Assistance Plan to a new provider and extended coverage to all employees • Conducted annual employee recognition where 46 employees who reached the 5, 10, 15, 20, 30, and 35- year marks were honored for over 555 combined years of service. Quarterly employee recognition programs honored recently promoted and welcomed new hires. • 77.5% of employees enrolled in the Town’s Health Insurance Plans are actively participating in the “Know Your Numbers” campaign. • Processed 13 Police Officer new hires and 8 DROP applications though the PSPRS Local Board, including a new extended DROP request standard operating procedure. • Transitioned Deferred Compensation Program from MissionSquare Retirement to Empower Retirement to include improvement of employee communication, education, and general overall employee financial wellness. • Updated employee work injury procedures, including reporting procedures, collaboration with Town Departments and added a second provider for medical services • Improved investigatory services to Town Departments. • Conducted “Anti-Harassment and Anti-Retaliation” training for all employees through the new NeoGov Learning Management System and 6 live classes. • Implemented new FMLA tracking software and improved case tracking ability. • Coordinated three blood drives with the Red Cross, four flu shot clinics and one onsite mammography event. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 53 Significant Changes • The increase in personnel costs is related to rate adjustments resulting from a class and compensation study performed in FY 2023, changes in benefit elections, and a market pay adjustment for eligible employees in FY 2024. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Human Resource Director 1.00 1.00 1.00 1.00 - Human Resource Analyst 3.00 3.00 3.00 3.00 - Total FTEs 4.00 4.00 4.00 4.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 421,706 427,780 470,307 465,426 37,646 Operations & Maintenance 58,925 142,125 125,000 127,035 (15,090) Total Expenditures 480,631 569,905 595,307 592,461 22,556 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 54 INNOVATION & TECHNOLOGY Overview The Innovation & Technology Department (I&T) is committed to providing secure, proven, innovative technologies that enhance operational efficiencies while providing convenient access to government information and services for employees, citizens, visitors and businesses. I&T is comprised of two divisions: Innovation and Strategy, and Information Technology. The Innovation and Strategy division manages the Council Strategic Plan, OV Peak Performance (continuous improvement activities dedicated to delivering better value to customers, internally and externally, by eliminating waste), emergency management, safety, and constituent services. Emergency Management programs ensure disaster preparedness, education and information is made available to staff and to community stakeholders. Constituent Services, through phone calls and AskOV, addresses concerns, complaints, inquiries and referrals with excellent customer service and a commonsense approach. The Information Technology Division (ITD) identifies, implements, and supports technology for all Town departments to support their business needs. Responsibilities include management and security of the Town's computer and telephony networks, Geographic Information System (GIS), technology acquisition, application, and database support. ITD strategizes its work through five focus areas: service delivery Improvement; cyber security; application lifecycles; business continuity; and ITD as a strategic partner. 2022/23 Accomplishments • Provided Town Council a report that explored options on how to implement and manage a Town-owned fiber optic network that would minimize reliance on third party carriers and increase technology capabilities at Town facilities. • Developed and acted on strategies to expand broadband services throughout the town. • Continue to foster a culture of continuous improvement through actions that support, challenge, and engage the employee at all levels. • Trained all new staff on process improvement. 13 employees completed Green Belt training. Continue to provide regular training to Town staff to enhance process improvement proficiencies. • Established the Peak Project board in the Administration building showing outcomes of Peak Projects. • Received the SHRM - GT: 2022 Celebrating Innovation in the Workplace award for medium and large organization category for our Peak Improvement program. • Resolved over 5500 ticket requests to IT and 111 projects to include: o Implemented a new Water Utility Customer Billing Software which enable more online interaction with customers. o Implemented a new permitting software which streamlined the permitting workflow and enabled more online interaction with customers. o Outfitted the PD Mobile Command Center with technology to keep users connected in the field. o Rolled out 100% multifactor authentication to all Town network accounts. o Extended the Town’s network to the new Steam Pump Ranch offices for Town Staff. • Coordinated updated cybersecurity training courses for employees twice per year along with ongoing phishing testing campaign with remedial training to help mitigate against potential breaches. • Implemented a Town wide safety reporting program to track incidents and corrective actions. • Participated with Pima County in updating the multi-jurisdictional hazard mitigation plan. • Provided training to Town senior management team in emergency operations and conducted an emergency management exercise. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 55 FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Chief Innovation Officer (CIO)1.00 1.00 1.00 1.00 - Network Manager 1.00 1.00 1.00 1.00 - Applications Manager 1.00 1.00 1.00 1.00 - Network Administrator 1.00 2.00 2.00 2.00 - Security and Compliance Administrator - - - 1.00 1.00 Business Systems Analyst 3.00 2.00 2.00 3.00 1.00 Database Analyst 1.00 1.00 1.00 1.00 - Senior GIS Administrator 1.00 1.00 1.00 1.00 - GIS Analyst 1.00 1.00 1.00 1.00 - IT Analyst 1.00 1.00 1.00 1.00 - IT Technician 1.00 2.00 2.00 2.00 - Strategic Initiatives Manager 1.00 - - - - Management Analyst - 1.00 1.00 1.00 - Constituent Services Coordinator 1.00 1.00 1.00 1.00 - Emergency Mgmt. & Safety Coordinator 1.00 1.00 1.00 1.00 - Senior Office Specialist 0.80 0.80 0.80 0.80 - Total FTEs 15.80 16.80 16.80 18.80 2.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 1,598,342 1,742,909 1,870,055 2,175,865 432,956 Operations & Maintenance 2,230,542 2,705,600 2,613,000 3,387,850 682,250 Capital Outlay 213,324 349,300 349,300 670,600 321,300 Total Expenditures 4,042,208 4,797,809 4,832,355 6,234,315 1,436,506 Significant Changes • A new security and compliance administrator position (1.0 FTE) in order to keep the Town’s IT systems within compliance and maintain cybersecurity. • A new business systems analyst position (1.0 FTE) to provide the Police Department a dedicated resource to accomplish IT oriented software projects, upgrades, and improvements. • Personnel costs increased due to two new positions, rate adjustments resulting from a class and compensation study performed in FY 2023, and a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related to software maintenance costs and licensing. • The increase in capital outlay is related to costs for desktop replacements and police mobile computer (MDC) replacements. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 56 LEGAL Overview The Legal Services Department is managed by the Legal Services Director. A contract attorney is hired by the Mayor and Council to act as their chief legal advisor at Council meetings The Legal Services Department is committed to providing the highest quality representation possible to meet the present and future needs of the Town in an efficient and effective manner. 2022/23 Accomplishments • Worked with the local court to increase efficiencies. • Worked with the police department regarding prosecuting felony declination cases. • Provided training statewide on the topics of Advanced DUI, Prosecuting the Drugged Driver and DUI Enforcement to both police officers and prosecutors for the state Prosecutors Association and the Governor’s Office of Highway Safety. • Town Prosecutor was reappointed as the States Best Practices Chairman for AZ prosecutors. • Responded to legal claims against the Town. • Reviewed contracts, policies and ordinances; and provided legal advice • Provided legal support for the Town acquisition of Vistoso Trails Nature Preserve • The U.S. Attorney’s Office asked for trial materials prepared by our prosecutor and then used them to obtain a guilty plea on a large federal fraud case due to that evidence. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 57 FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Legal Services Director 1.00 1.00 1.00 1.00 - Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 - Assistant Town Prosecutor 1.00 2.00 2.00 2.00 - Senior Paralegal 1.00 1.00 - - (1.00) Paralegal I 1.00 1.00 2.00 2.00 1.00 Legal Secretary 1.00 1.00 1.00 1.00 - Total FTEs 6.00 7.00 7.00 7.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 767,212 840,808 824,778 962,219 121,411 Operations & Maintenance 127,389 162,945 199,074 169,440 6,495 Capital Outlay - 12,000 19,676 - (12,000) Total Expenditures 894,601 1,015,753 1,043,528 1,131,659 115,906 Significant Changes • Personnel costs increased due to rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is primarily related to increases for memberships and subscriptions. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 58 TOWN MANAGER’S OFFICE Overview The Town Manager is responsible for the proper management and administration of the Town and serves as the Chief Administrative Officer of the government under the direction of the Town Council. The Town Manager’s office advises the Town Council on policy matters and manages the operations of the Town. This includes directing and supervising the administrative Town departments, recommending the annual budget; carrying out the policy direction of the Town Council; monitoring legislation; and representing the Town at the local, state and national level. The Town of Oro Valley is made up of the following departments and/or offices: Town Manager; Town Clerk; Finance; Human Resources; Information Technology; Legal Services; Police; Water Utility; Community and Economic Development; Public Works; Parks and Recreation; and Town Court. 2022/23 Accomplishments • Completed negotiated agreement for the Vistoso Trails Nature Preserve and initiated the development of a draft master plan to include a robust community engagement process. • Established a process to convert paper files to accessible digital documents to increase staff efficiency, document availability and sustainability. • Worked with the Finance Department to be recognized by the Government Finance Officers Association (GFOA) as a “Triple Crown Winner” for the 2020 fiscal year. • Accepted a 2022 Celebrating Innovation in the Workplace Award from the Society for Human Resources Management of Greater Tucson in the Technology and Process Improvement category for the Town’s Peak Performance program. • Established the OV Health Care Benefits Trust for the Town Self-Insurance Program. • Led and implemented a new 457 deferred compensation provider with enhanced financial well-being opportunities for employees leading to an eight (8) percent increase in participation. • Implemented the FY 22/23 General Pay Plan and Police Step Plan changes resulting from the Classification and Compensation Study. • Negotiated and finalized an operating agreement with the Arizona Heroes Memorial for a living memorial dedicated to veterans, first responders and health care workers at Naranja Park. • Successfully negotiated a land swap agreement with a private landowner so that the former dirt lot near the Oro Valley Community and Recreation Center can be incorporated into an expanded parking lot for the facility. • Negotiated and signed a new intergovernmental agreement to utilize Regional Transit Authority funds to design and construct improvements to the Naranja Drive multi-use path from La Canada to 1st Ave. Town Manager ADMINISTRATION COMMUNICATIONS Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 59 2022/23 Accomplishments (continued) • Negotiated an updated intergovernmental agreement with Pima County (Pima County Animal Care Center/PACC) for the provision of animal care services resulting in annual savings of approximately $160,000, without a reduction in service. • Negotiated and signed a new intergovernmental agreement with Pima County for Opioid Settlement Funds, which will provide an ongoing revenue source allowing for an expanded capacity to prosecute cases. • The OV SafeSteps program won first place in the 2022 City-County Communications & Marketing Association’s (3CMA) Savvy Award category of Communications and Marketing Tools: Printed Publications – COVID PR. • The Town’s new economic development website, www.chooseorovalley.com, was awarded a Golden Prospector award from the Arizona Association for Economic Development, which was developed and launched by the Communications Division, in partnership with the Community and Economic Development Department. • Completed a seven-video series of “quality of life” videos for the new www.chooseorovalley.com website, which showcase topics such as housing, working in OV, education, arts, culture and recreation in Oro Valley. • As part of the Town’s tourism marketing efforts, staff developed an OV Sports Tourism tradeshow brochure and the Town’s first-ever Spanish-language brochure for Mexican shoppers, encouraging them to stay in OV’s hotels. FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 8.38 8.38 11.38 11.38 3.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Division Actual Budget Projected Budget Change Administration 608,609 657,306 801,482 1,085,600 428,294 Communications 466,018 502,867 488,839 564,575 61,708 Total 1,074,627 1,160,173 1,290,321 1,650,175 490,002 Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 60 TOWN MANAGER’S OFFICE - ADMINISTRATION Overview The Town Manager’s office is responsible for the fiscal health of the Town government, and for direction and coordination of the administrative functions of the various departments, divisions, boards and services of the Town Government. The Town Manager’s office provides staff support to the Town Council, promotes the Town’s legislative agenda through intergovernmental programs, seeks opportunities for partnerships and financial assistance at the county, state and federal levels through grants, legislation and federal appropriation requests, represents the Town at the regional, state and national level, and oversees the operations of Town departments and offices. Significant Changes • The increase in personnel costs is related to the transfer of procurement positions (3.00 FTEs) to the Town Manager’s Office, rate adjustments resulting from a class and compensation study performed in FY 2023, and a market pay adjustment for eligible employees in FY 2024. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Town Manager 1.00 1.00 1.00 1.00 - Deputy Town Manager 1.00 1.00 1.00 1.00 - Management Analyst 1.00 1.00 1.00 1.00 - Chief Procurement Officer - - 1.00 1.00 1.00 Contract Specialist - - 1.00 1.00 1.00 Procurement Specialist - - 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 - Management Intern 0.38 0.38 0.38 0.38 - Total FTEs 4.38 4.38 7.38 7.38 3.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 590,259 612,939 761,411 1,038,049 425,110 Operations & Maintenance 18,350 44,367 40,071 47,551 3,184 Total Expenditures 608,609 657,306 801,482 1,085,600 428,294 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 61 TOWN MANAGER’S OFFICE - COMMUNICATIONS Overview The Communications & Marketing Division is responsible for managing and facilitating all media relations on behalf of the Town (with the exception of the Police Department, which has a designated public information officer). The Division is responsible for internal and external communications, marketing and publications; the Town’s multiple websites; oversight of the Town’s social media accounts; graphic design and maintenance of Town graphic standards; videography and photography. Additionally, the Communications & Marketing Division, in partnership with Economic Development, manages and facilitates the Town’s marketing and advertising efforts. The division also partners with the various departments to plan, develop and produce publications and initiatives designed to facilitate communication between Town leadership and residents to keep residents informed about Town services, activities and programs. Significant Changes • The increase in personnel costs is related to rate adjustments resulting from a class and compensation study performed in FY 2023, and a market pay adjustment for eligible employees in FY 2024. • O&M increased due to special event costs for the Town 50th anniversary celebration FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Communications & Marketing Administrator 1.00 1.00 1.00 1.00 - New Media Developer 1.00 1.00 1.00 1.00 - Marketing & Comm. Specialist 1.00 1.00 1.00 1.00 - Public Information Officer 1.00 1.00 1.00 1.00 - Total FTEs 4.00 4.00 4.00 4.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 364,424 384,280 393,910 411,463 27,183 Operations & Maintenance 101,594 118,587 94,929 153,112 34,525 Capital Outlay - - - - - Total Expenditures 466,018 502,867 488,839 564,575 61,708 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 62 PARKS and RECREATION Overview The Parks and Recreation Department is comprised of the following divisions: Administration, Parks Management, Recreation and Culture, Aquatics and Community Center/Golf Fund. The department is further responsible for providing staff support to the Parks and Recreation Advisory Board and the Historic Preservation Commission. The Mission of the Department is Inspire Connection through Recreation 2022/23 Accomplishments ADMINISTRATION • July 2022 – Cut the ribbon at the new Vistoso Trails Nature Preserve • July 2022 – Celebrated the TABY art project at the north entry of Naranja Park • October 2022 – Cut the ribbon at the Community Center Tennis/Pickleball Courts • October 2022 – Cut the ribbon for the Conquistador Golf irrigation project • December 2022 – Cut the ribbon for the restoration of the Garage at Steam Pump Ranch • Completed the Vistoso Trails Nature Preserve Master Plan, opened restrooms, and maintained a safe walking path. PARKS MANAGEMENT • Demolished and removed the residential pool at Steam Pump Ranch • Restored irrigation and replaced 14 trees along El Conquistador Way • Replaced lawn irrigation at the Oro Valley Community and Recreation Center • Renovated Play Area at Riverfront Park to include new decking on the play structures, new wood fiber safety fall material and new ADA access path • Repaired broken and heaved concrete in 9 locations along the Vistoso Trails Nature Preserve path • Replaced 4 barbeque grills at park ramadas • Repainted the James D Kriegh Park handball courts exterior walls • Replaced roof on James D Kriegh ballfield score tower, painted interior and replaced flooring. • Planted 60 new trees throughout the park system Parks and Recreation Department Director ADMINISTRATION PARKS MANAGEMENT RECREATION & CULTURE AQUATICS COMMUNITY CENTER Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 63 2022/23 Accomplishments (continued) RECREATION & CULTURE • Completed renovation and moved into the Garage offices at Steam Pump Ranch, allowing staff to be onsite six days of the week. • Renovated the Bunkhouses and BBQ buildings to increase the amenities during events, including additional restrooms, dressing room and kitchenette. • Implemented new programing at Steam Pump Ranch such as overnight family camping and expanded youth camp hours to allow for early drop-off and late pickup, giving parents more flexibility in their day. • Reorganized the archery range with input from the user base for more efficient use of the space. • Opened more event and parking space at Steam Pump Ranch to increase the desirability as a venue for events. • Started the Oro Valley hiking series program that reached capacity shortly after opening registration. • Implemented a volunteer program that has seen multiple applicants start volunteering at the archery range. AQUATICS • Continued to hold a strong membership base of over 400 memberships. This number jumped to over 600 during the three months of summer. • Completed a major pump room improvement project that included expanding the pump room building to make room for 10 new, deep bed filters. In addition, this project included the installation of a new recreation pool heater. In conjunction with the 2.5 month long project staff also drained the Olympic pool, and preformed an acid wash and deep clean of the plaster. • During the facilities 2.5 month closure, staff refurbished 22 of the facilities competitive dive blocks. Additional work included polishing the stainless frames, replacing block tops, installing handles and block fins. With this the Aquatic Center can maintain its presence as a state-of-the-art competitive facility. • Assistant Manager achieved Rec Cross Lifeguard Instructure Trainer certification. Less than 10 individuals in Southern Arizona have earned this certification. This also allows the facility to now offer and additional course to the public; Red Cross Lifeguard Instructor. • The Aquatic Center will be hosting the National Jr/Sr Artistic Swimming Championship in April. This national event will attract over 300 athletes plus their families. The Aquatic Center will also be hosting the National Masters Artistic Swimming Championship in October 2023. COMMUNITY CENTER • Set an all-time high in membership numbers, reaching over 2,840 members in March. Previous record was 2,550 members in 2018. Facility check-ins also reached an all-time high, averaging over 400 visits per day. • Successfully implemented Renew Active, a UnitedHealthcare program that provides free access to individuals 65 and up. As of March 2023, the program had over 730 members. • Completion of reconstruction project of the tennis and pickleball facility, which included the addition of four new pickleball courts, bringing the total to 10 pickleball courts and 15 tennis courts. The new courts are constructed with post tension concrete, providing a more durable and long-lasting surface. • Oversaw the replacement and installation of all new strength equipment at the facility. This equipment includes 13 circuit strength machines, four large plated machines, two functional training units, numerous free weights and several weight benches. • Installation of new cardio equipment, which included 6 ellipticals, 6 recumbent bikes, 2 upright bikes and a stair climber. • Resurfaced the pool deck to provide a safer and cleaner surface for facility users. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 64 2022/23 Accomplishments (continued) • Converted a racquetball court to a rec lounge space, which includes ping pong, shuffleboard, foosball, space for card/board games and TVs with video games consoles. • Upgraded audio/visual equipment in the Sunset Room (banquet space near Overlook Restaurant). New equipment includes two large screens for presentations, sound system and microphone. EL CONQUISTADOR GOLF (numbers through February ‘23) • Green fees ahead of budget by $163,323 • Cart fees ahead of budget by $39,164 • Golf shop merchandise sales ahead of budget by $30,300 • Food and beverage sales ahead of budget by $96,414 • Rental clubs ahead of budget by $11,126 • Membership ahead of budget by $177,263 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 65 FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 63.58 67.08 67.33 68.81 1.73 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Fund Actual Budget Projected Budget Change General Fund 2,268,745 3,815,162 3,823,007 5,245,363 1,430,201 Community Center Fund 6,319,322 13,171,272 14,377,505 10,184,425 (2,986,847) Total 8,588,067 16,986,434 18,200,512 15,429,788 (1,556,646) FY 2022 FY 2023 FY 2023 FY 2024 Revenues by Fund Actual Budget Projected Budget Change General Fund 896,019 817,032 698,730 832,840 15,808 Community Center Fund 9,502,986 9,813,852 9,517,047 9,793,352 (20,500) Total 10,399,005 10,630,884 10,215,777 10,626,192 (4,692) Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 66 PARKS and RECREATION – GENERAL FUND FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 42.03 44.31 44.31 45.79 1.48 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Division Actual Budget Projected Budget Change Administration 429,404 475,921 520,379 565,802 89,881 Parks Management 1,332,435 1,497,043 1,500,752 1,865,651 368,608 Recreation and Culture 506,906 616,241 609,793 1,291,698 675,457 Aquatics 1,225,957 1,192,083 1,522,212 296,255 Total 2,268,745 3,815,162 3,823,007 5,245,363 1,430,201 FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Aquatics User Fees 545,171 496,000 364,004 467,000 (29,000) Concession Sales 353 - 100 - - Fields & Courts User Fees 149,438 122,032 171,626 186,840 64,808 Miscellaneous User Fees 201,057 159,000 143,000 159,000 - State Grants 40,000 20,000 20,000 (20,000) Total 896,019 817,032 698,730 832,840 15,808 Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 67 PARKS and RECREATION – ADMINISTRATION (GENERAL FUND) Overview The Parks and Recreation Administration Division is responsible for program registrations, processing fees and making deposits, coordinating facility reservations, grant writing and management for the department, responding to all phone, walk-in and email inquiries, and clerical and organizational support to the entire department. Additionally, this division provides administrative support to the Parks and Recreation Advisory Board. Significant Changes • The increase in personnel costs is related to rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related to outside professional services to develop a trails master plan FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Parks & Recreation Director 1.00 1.00 1.00 1.00 - Deputy Parks & Rec. Director 1.00 1.00 1.00 1.00 - Office Specialist 1.00 1.00 1.00 1.00 - Total FTEs 3.00 3.00 3.00 3.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 343,184 344,730 383,399 397,886 53,156 Operations & Maintenance 86,220 131,191 136,980 167,916 36,725 Total Expenditures 429,404 475,921 520,379 565,802 89,881 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 68 PARKS and RECREATION – PARKS MANAGEMENT (GENERAL FUND) Overview The Parks Maintenance Division is responsible for janitorial services, turf management, landscape maintenance and property upkeep for all parks, natural trails, and bicycle/pedestrian oasis facilities. Parks Maintenance is also responsible for the landscape maintenance at the Town Hall campus. Significant Changes • The increase in personnel is related to: 1) a new parks maintenance worker II (1.0 FTE) and a new part-time park monitor (0.48 FTE) in FY 2024; 2) rate adjustments resulting from a class and compensation study performed in FY 2023; 3) a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related to cost increases for field supplies, water & sewage, and increased on-call maintenance services. • The capital outlay is new one-time equipment purchases and park improvements at Honey Bee Canyon. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Parks Maint Superintendent 1.00 1.00 1.00 1.00 - Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 - Parks Maintenance Worker III 1.00 1.00 1.00 1.00 - Parks Maintenance Worker II 2.00 2.00 2.00 3.00 1.00 Parks Maintenance Worker I 5.00 6.00 6.00 6.00 - Park Monitor 0.96 1.44 1.44 1.92 0.48 Total FTEs 10.96 12.44 12.44 13.92 1.48 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 589,548 699,493 721,024 925,501 226,008 Operations & Maintenance 641,392 665,550 664,728 760,950 95,400 Capital Outlay 101,495 132,000 115,000 179,200 47,200 Total Expenditures 1,332,435 1,497,043 1,500,752 1,865,651 368,608 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 69 PARKS and RECREATION – RECREATION & CULTURE (GENERAL FUND) Overview The Recreation and Culture Division is a consolidation of the previous Recreation and Cultural Resources Divisions. The Recreation and Culture Division is responsible for providing recreational programs, activities, classes, hikes, and special events for all ages, as well as ball field management and contracts. It is also responsible for management of all town historic and cultural properties, such as Steam Pump Ranch. Additionally, this division is responsible for implementation and follow-through of master plans for town historic sites and cultural resources. Significant Changes • The recreation & culture manger was reclassified to a recreation facility manager, and a recreation leader position was reclassified to a recreation supervisor in FY 2023 • The increase in personnel costs is due to the above-mentioned reclassifications, rate adjustments resulting from a class and compensation study performed in FY 2023, and a market pay adjustment for eligible employees in FY 2024. • Operations & Maintenance increased due to increase in contract programming and instructors and special event expenditures. • The capital outlay is primarily the Steam Pump Ranch BBQ & bunk house capital improvement project that is carried over from FY2023 and funded out of the Grants and Contributions Fund. Capital outlay also includes minor assets and equipment for the archery range and Steam Pump Ranch. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Recreation & Culture Manager 1.00 1.00 - - (1.00) Recreation Facility Manager - - 1.00 1.00 Assistant Recreation Manager 2.00 2.00 2.00 2.00 - Recreation Leader 1.95 1.95 0.95 0.95 (1.00) Recreation Supervisor - - 1.00 1.00 Recreation Aide 1.75 1.75 1.75 1.75 - Total FTEs 6.70 6.70 6.70 6.70 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 355,050 390,091 422,366 453,898 63,807 Operations & Maintenance 151,856 211,150 167,280 279,800 68,650 Capital - 15,000 20,147 558,000 543,000 Total Expenditures 506,906 616,241 609,793 1,291,698 675,457 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 70 PARKS and RECREATION – AQUATICS (GENERAL FUND) Overview The Aquatics Division is responsible for the safe operation, maintenance, and management of the Oro Valley Aquatic Center. This facility includes an Olympic-sized swimming pool, a 25-yard pool, a splash pad for children and other family-friendly amenities. The facility serves as one of Southern Arizona's premier, competition-level facilities. Significant Changes • The increase in personnel is related to rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related to utilities, supplies, and building maintenance. • Capital outlay is a replacement of a commercial grade vacuuim FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Aquatics Manager 1.00 1.00 1.00 1.00 - Assistant Aquatics Manager 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 - Lifeguard Supervisor 2.25 2.25 2.25 2.25 - Shift Leader 0.96 0.96 0.96 0.96 - Facility Attendant 4.80 5.12 5.12 5.12 - Fitness Instructor 0.48 0.96 0.96 0.96 - Lifeguard/Swim Instructor 9.88 9.88 9.88 9.88 - Total FTEs 21.37 22.17 22.17 22.17 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 787,413 884,957 831,583 1,124,212 239,255 Operations & Maintenance 370,216 332,000 351,500 373,000 41,000 Capital Outlay 34,578 9,000 9,000 25,000 16,000 Total Expenditures 1,192,207 1,225,957 1,192,083 1,522,212 296,255 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 71 COMMUNITY CENTER FUND Overview This fund is used to manage the operations of the Town’s Community Center, golf, food & beverage, and tennis facilities. Revenues include a dedicated 0.5% sales tax, as well as revenues from golf, tennis, food and beverage, fitness, and recreation activities. Expenditures include personnel, operating and capital improvement costs for the facilities. Golf, as well as food and beverage, are managed by an outside contractor. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Recreation Facility Manager 1.00 1.00 1.00 1.00 - Assistant Recreation Manager 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 - Recreation Supervisor 0.75 0.75 1.00 1.00 0.25 Custodian 0.48 0.48 0.48 0.48 - Facility Attendant 4.25 4.72 4.72 4.72 - Aquatics Shift Leader 1.58 1.58 1.58 1.58 - Lifeguard Supervisor - 0.75 0.75 0.75 - Lifeguard 3.65 3.65 3.65 3.65 - Recreation Leader 0.96 0.96 0.96 0.96 - Recreation Aide 4.88 4.88 4.88 4.88 - Fitness Instructor 2.00 2.00 2.00 2.00 - Total FTEs 21.55 22.77 23.02 23.02 0.25 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures and Other Financing Uses Actual Budget Projected Budget Change Personnel 891,869 920,274 1,017,000 1,141,379 221,105 Operations & Maintenance 4,839,345 5,296,236 5,443,065 5,294,659 (1,577) Capital Outlay 139,003 2,666,700 1,853,347 1,820,500 (846,200) Debt Service 135,678 202,682 151,480 210,684 8,002 Other Financing Uses 313,427 4,085,380 5,912,613 1,717,203 (2,368,177) Total Expenditures 6,319,322 13,171,272 14,377,505 10,184,425 (2,986,847) FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Local Sales Taxes 3,535,507 3,477,236 3,634,277 3,726,016 248,780 Charges for Services 5,964,727 4,868,049 5,569,644 5,755,286 887,237 Miscellaneous 2,753 162,050 313,126 312,050 150,000 Total Revenues 9,502,986 8,507,335 9,517,047 9,793,352 1,286,017 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 72 Significant Changes • The increase in personnel costs is related to a reclassification of a recreation supervisor to full-time, rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • Capital Outlay is related to various improvements to the Community Center and capital projects such as ADA improvements, golf course improvements, and Vistoso Trails Nature Preserve improvements. • Debt service is related to capital leases for fitness and golf equipment. • Other financing uses in FY 2023 included a transfer to the Capital Fund for the golf irrigation project. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 73 POLICE Overview The Oro Valley Police Department is dedicated to courageous and selfless service in preventing crime, building trust and enhancing quality of life for our community. Chief of Police Deputy Chief of Police COMMUNITY SERVICES PROPERTY/ID RECORDS INVESTIGATIVE SERVICES SCHOOL RESOURCE OFFICERS COMMUNICATIONS CRIMINAL INVESTIGATIONS TASK FORCE COMMUNITY RESOURCES PATROL SERVICES TRAFFIC & SPECIAL OPS. SUPPORT SERVICES FIELD SERVICES PATROL MOTOR/TRAFFIC COMMUNITY ACTION TEAM K-9 UNIT DUI PIMA REGIONAL TEAMS Professional Development & Training Office of Professional Standards Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 74 2022/23 Accomplishments • Multiple vendors use various matrix criteria to identify “The Safest Cities in Arizona.” Oro Valley was identified as: #2 by Safewise.com, #7 by Propertyclub.nc, #5 MovingWaldo.com and #10 RamseySolutions.com • Completed the first year with the Pima Regional Critical Incident Team (PRCIT) and participated in 14 incidents. • Continued to promote high visibility enforcement deployments to reduce crashes and crimes. • Awarded funding in the amount of $89,120 from the Governor’s Office of Highway Safety for overtime, supplies, and equipment. • Awarded funding in the amount of $223,652 from Operation Stonegarden for equipment, overtime, and mileage to combat illegal contraband / human smuggling and apprehend terrorists entering the country. • Expanded staff wellness to financial approach (mental, physical, and nutrition) to the department’s health & wellness program. The program allows working out on duty, education on nutrition and Blue Key project, which is anonymous counseling. • Completed more than 2,700 hours of advanced officer training. Officers were trained on CPR, firearms, drivers training, defensive tactics, Red Dot System, fire extinguisher and building searches. • OVPD members have instructed 46 active shooter trainings to the community. • Four command staff members are now Accredited Command Executives through the Arizona Association Chiefs of Police. • Renewed a Memorandum of Understanding with Arizona Department of Public Safety regarding Commercial Vehicle Enforcement for an additional five years. • Community Resources Unit provided training to local hotels on the topic of sex trafficking so staff can better identify victimization and report accordingly. • OVPD applied and received a Bureau of Justice grant of $17,273 for ballistic vests for police officers. This was the highest award OVPD has received from this grant. • OVPD applied and received an Arizona Criminal Justice Commission grant through the Arizona Coronavirus Emergency Supplemental Funding program in the amount of $42,000. The funds from this grant were implemented to offsite costs of personal protective supplies purchased to protect OVPD staff during the pandemic. • The School Resource Officers Unit was recognized by KGUN 9 for their efforts in teaching high school students about the consequences of distracted driving with Teen Maze. • OVPD hired 20 new employees, 14 officers and six civilians. • Oro Valley Cadet Unit 6873 provided 392 community service hours assisting with patrols during football games and traffic control during graduations. • In conjunction with the Oro Valley Town Court and Innovation and Technology Department, OVPD implemented virtual court appearance to hold criminals accountable. • OVPD received two new canines (Vito and Cash). They are trained in narcotic detection. • In cooperation with United States Border Patrol and the Department of Public Safety, OVPD hosted the Southern Arizona Multi-Agency Honor Guard Academy. Participants received hands-on instruction specific to honoring officers who pay the ultimate sacrifice in the line of duty. • The Arizona Department of Public Safety Access Integrity Unit completed an audit for compliance with the Uniform Crime Reporting requirements. This audit was critical in demonstrating OVPD’s commitment to compliance with accurate and timely reporting of crime statistics in Oro Valley. • Citizens Volunteer Assistants Program (CVAP) provided more than 15,000 hours of service. • An assessment was completed on property and evidence procedures, best practices, and facilities. The assessment is part of an ongoing effort by OVPD to evaluate and improve operations as well as promote organizational transparency to the residents of Oro Valley. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 75 FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 132.73 138.73 138.73 139.73 1.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Division Actual Budget Projected Budget Change Administration 2,204,906 2,591,191 2,437,431 2,538,062 (53,129) Support Services 6,711,442 8,720,535 8,143,288 7,705,875 (1,014,660) Field Services 8,836,849 9,545,496 9,809,329 10,447,152 901,656 Total 17,753,197 20,857,222 20,390,048 20,691,089 (166,133) FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Federal Grants 344,128 380,000 406,000 871,915 491,915 Intergovernmental 61,209 65,000 65,000 65,000 - State Grants 69,413 75,000 75,000 75,000 - Seizures & Forfeitures 102,014 102,000 63,000 103,000 1,000 Fingerprinting 9,670 9,000 9,000 9,000 - Report Copying 6,519 6,500 6,500 6,500 - Impound Processing 18,925 19,000 19,000 19,000 - Other 4,114 5,000 10,000 5,000 - Total 615,992 661,500 653,500 1,154,415 492,915 Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 76 POLICE – ADMINISTRATION Overview The Oro Valley Police Department (OVPD) embodies a community policing philosophy and guides all staff toward embracing this throughout the entire organization. Personnel are trained to deliver a high level of service that meet our community’s expectations. OVPD allows our staff to uphold professional certifications and focuses on developing the skills, abilities, knowledge, and talents to maintain exceptional services. OVPD thoroughly investigates all complaints against its employees in order to preserve public confidence in our willingness to oversee and control the actions of our employees. In Oro Valley, community policing is considered one of our pillars that underlies all programs and initiatives. Significant Changes • The decrease in personnel costs is related to changes in benefit deductions and retirement contributions now that the Town’s Public Safety Personnel Retirement System (PSPRS) plan is 100% funded • The increase in O&M is due to insurance costs and increased field supplies • The capital outlay is related to furniture needs FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Police Chief 1.00 1.00 1.00 1.00 - Deputy Police Chief 1.00 1.00 1.00 1.00 - Lieutenant 1.00 1.00 1.00 1.00 - Sergeant 2.00 2.00 2.00 2.00 - Public Info. Officer - Sergeant - - - - - Public Information Officer 1.00 1.00 1.00 1.00 - Training Officer 1.00 1.00 1.00 1.00 - Police Workforce Specialist 0.48 0.48 0.48 0.48 - Reserve Officer - - - - - Administrative Services Manager 1.00 1.00 1.00 1.00 - Police Recruitment Specialist - - 1.00 1.00 1.00 Senior Office Specialist 1.00 1.00 - - (1.00) Total FTEs 9.48 9.48 9.48 9.48 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 1,437,277 1,560,604 1,565,604 1,427,220 (133,384) Operations & Maintenance 767,629 1,015,587 861,827 1,095,842 80,255 Capital Outlay - 15,000 10,000 15,000 - Total Expenditures 2,204,906 2,591,191 2,437,431 2,538,062 (53,129) Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 77 POLICE – SUPPORT SERVICES Overview The Support Services Division is comprised of Criminal Investigations Unit, Crime Analyst, Task Force Operations, Property and I.D., School Resource Officers, Community Resources, Citizen Volunteer Assistants Program, Records, and the Communications Bureau. Support Services focuses on and analyzes crime trends, efficient resource allocation and technological solutions. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Commander 1.00 1.00 1.00 1.00 - Lieutenant 2.00 2.00 2.00 2.00 - Sergeant 4.00 4.00 3.00 3.00 (1.00) School Resource Officer 7.00 7.00 7.00 7.00 - Detective 8.00 9.00 9.00 9.00 - Lead Officer 1.00 1.00 - - (1.00) Officer 11.00 11.00 5.00 5.00 (6.00) Telecommunications Manager 1.00 1.00 1.00 1.00 - Telecommunications Supervisor 2.00 2.00 2.00 2.00 - Telecommunicator 10.00 12.00 12.00 12.00 - Records Manager - - 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 - (1.00) Records Specialist 5.00 5.00 4.00 4.00 (1.00) Accreditation, Audits, and Inspection Coordinator - - - 1.00 1.00 Office Assistant 1.25 1.25 1.25 1.25 - Crime Analyst 1.00 1.00 1.00 1.00 - Crime Scene Tech Supervisor 1.00 1.00 1.00 1.00 - Crime Scene Technician 3.00 3.00 3.00 3.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 - Total FTEs 60.25 63.25 55.25 55.25 (8.00) FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 6,331,299 7,973,478 7,473,478 6,879,620 (1,093,858) Operations & Maintenance 276,805 527,057 449,810 641,755 114,698 Capital Outlay 103,338 220,000 220,000 184,500 (35,500) Total Expenditures 6,711,442 8,720,535 8,143,288 7,705,875 (1,014,660) Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 78 Significant Changes • The decrease in personnel costs is related to 8 positions transferred to field services, changes in benefit deductions and retirement contributions now that the pension plan is 100% funded • O&M increased due to increased travel & training, and memberships/subscriptions • The capital outlay is grant funded vehicles and equipment Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 79 POLICE – FIELD SERVICES Overview The Field Services Division is comprised of Patrol, Traffic Unit, Community Action Team, K-9 and Pima Regional assignments. Field Services is responsible for the uniformed patrol functions of the Department, including 24-hour response to the initial investigation of crimes and incidents, traffic enforcement and control, crash investigations, community policing programs and specialized operations such as SWAT and K-9. Significant Changes • The increase in personnel costs is related to one sergeant and seven officer positions transferred from support services, compression adjustments to rates as a result of a c lassification and compensation study done in FY 2023, a small increase in health and dental premiums, and changes in employee benefit elections. These increases were partially offset by savings due to changes in benefit deductions and retirement contributions now that the Town’s PSPRS plan is 100% funded. • The capital outlay is related to drone equipment. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Commander 1.00 1.00 1.00 1.00 - Lieutenant 2.00 2.00 2.00 2.00 - Sergeant 7.00 7.00 8.00 8.00 1.00 Lead Officer 6.00 6.00 7.00 7.00 1.00 K-9 Officer 2.00 2.00 2.00 2.00 - Traffic Investigator 1.00 1.00 1.00 1.00 - DUI Officer 1.00 1.00 2.00 2.00 1.00 Motorcycle Officer 1.00 1.00 1.00 1.00 - Officer 41.00 44.00 49.00 50.00 6.00 Senior Office Specialist 1.00 1.00 1.00 1.00 - Total FTEs 63.00 66.00 74.00 75.00 9.00 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 8,780,684 9,452,596 9,702,596 10,351,402 898,806 Operations & Maintenance 47,340 82,900 74,200 76,750 (6,150) Capital Outlay 8,825 10,000 32,533 19,000 9,000 Total Expenditures 8,836,849 9,545,496 9,809,329 10,447,152 901,656 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 80 PUBLIC WORKS Overview The Public Works Department is organized into five functional areas: Administration, Highway Fund, Fleet and Facility Management, Stormwater, and Transit. Administration manages all the department’s activities, non-fund specific capital projects and capital project management/support to other departments as needed. Highway Fund, which includes Transportation Engineering and Street Maintenance divisions, are responsible for road related construction projects as well as routine maintenance. Fleet and Facility Management is responsible for Town facility maintenance, including repairs and minor renovations, and fleet maintenance for vehicles and equipment. Stormwater is responsible for management and operation of the Town's Stormwater Utility. Transit is responsible for management and operation of the Sun Shuttle Dial-a-Ride public transit service under contract with the Regional Transportation Authority (RTA). Public Works Director Assistant Director ADMINISTRATION HIGHWAY FUND STORMWATER UTILITY STREET MAINTENANCE TRANSPORTATION ENGINEERING TRANSITFLEET AND FACILITY Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 81 FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 87.12 75.71 77.11 78.11 2.40 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Fund *Actual Budget Projected Budget Change General/Capital Fund 4,253,049 6,599,498 6,290,084 8,653,250 2,053,752 Highway Fund 4,035,539 4,652,189 4,648,254 6,466,275 1,814,086 Stormwater Utility Fund 1,124,429 2,107,024 1,844,903 1,830,109 (276,915) Total 9,413,017 13,358,711 12,783,241 16,949,634 3,590,923 * Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund FY 2022 FY 2023 FY 2023 FY 2024 Revenues by Fund*Actual Budget Projected Budget Change General Fund 1,517,170 1,747,309 1,576,900 3,022,200 1,274,891 Highway Fund 3,999,546 4,163,100 4,229,100 4,432,608 269,508 Stormwater Utility Fund 1,483,587 1,494,000 1,873,702 1,726,500 232,500 Total 7,000,303 7,404,409 7,679,702 9,181,308 1,776,899 * Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund Total FTEs Divisions/programs supported by the General Fund include Fleet Maintenance, Facilities Maintenance, Transit and Administration. Capital Fund supports capacity for two temporary CIP Project Manager positions. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 82 PUBLIC WORKS - ADMINISTRATION Overview Administration is responsible for department management and oversight, funding and program implementation, contract management, and obtaining reimbursement of outside funding for projects from Pima Association of Governments, the Arizona Department of Transportation and the Federal Emergency Management Agency. Administrative staff responsibilities include clerical duties, maintaining the Public Works Department website, records management, and logistical support. In addition, streets maintenance operations staff are located within Administration and funded by the General Fund to provide working flexibility for involvement with non-highway related projects, such as the Naranja Park playground construction. 2022/23 Accomplishments • Provided oversight, project management and administration to over 60 planned and 14 unplanned projects and YTD 7,595 service tasks and plans. This includes design of upcoming construction projects such as the Town Court expansion and Community Center elevator. • Enhanced the development, tracking and delivery of the Town’s Capital Improvement Program o Naranja Park Expansion o Catalina Ridge - Alternative & Construction o Community Center Elevator ADA - Design o Sierra Wash: Phase I Naranja Construction o Magistrate Court Expansion Design o Community Center ADA Improvements (Pathway Reconstruction) o MUP La Canada Dr. (Lambert Lane to Naranja Dr) o Tripspark Passenger Portal Enhancements o RTA - SR77 Wildlife Fencing and Gate Project o Main Town Admin Generator Replacement Construction o Pusch Facility External ADA Access (Construction) o Pusch Facility Roof & Drain Repairs o CRC Jacuzzi to Outdoor Restroom Design o CRC Fire Alarm System Upgrade Design o Pusch Facility Tennis Center Restroom Upgrade Design • Continued oversight and management of the $25M Parks bond projects and the Steam Pump Ranch historic renovation project. • Successfully hired a Project Manager/Architect to enhance the departments facilities project manager abilities. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 83 Significant Changes • The increase in personnel costs is related to rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • The increase in O&M is related to utilities, insurance costs, and office supplies • The capital outlay is for the ADA Sidewalk Remodel Town Campus - Curbs/Thresholds capital project funded out of the Grants and Contributions Fund. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change PW Director & Town Engineer 1.00 1.00 1.00 1.00 - Assistant Public Works Director 0.75 0.75 0.75 0.75 - Fllet & Facilities Manager 1.00 1.00 1.00 1.00 Streets & Drainage Op. Super.1.00 1.00 1.00 1.00 - Streets & Drainage Crew Leader 2.00 2.00 2.00 2.00 - CIP Project Manager 2.00 2.00 2.00 2.00 - Project Manager 1.00 1.00 1.00 - Heavy Equipment Operator II 5.00 5.00 5.00 5.00 - Administrative Coordinator 1.00 1.00 1.00 1.00 - Senior Office Specialist - - 1.00 1.00 1.00 Office Specialist 1.00 1.00 - - (1.00) Total FTEs 14.75 15.75 15.75 15.75 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 1,309,493 1,583,756 1,538,601 1,764,109 180,353 Operations & Maintenance 128,438 206,342 204,150 217,750 11,408 Capital Outlay - - - 150,000 150,000 Total Expenditures 1,437,931 1,790,098 1,742,751 2,131,859 341,761 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 84 PUBLIC WORKS – FLEET & FACILITY MANAGEMENT Overview Facility Maintenance is a vital program responsible for building maintenance repairs, energy management, heating, ventilation and air conditioning services, minor renovations, project management, and contract administration for all the Town's buildings and facilities. The program ensures that all buildings and facilities are well-maintained, safe and functional for the public and employees. Fleet Maintenance is another essential program that is responsible for preventative maintenance and repair of the Town's fleet of vehicles and heavy equipment. This program achieves its goals through the combination of service contracts and staff. It is crucial to ensure that the Town's fleet is well-maintained to reduce downtime, extend the life of the equipment and vehicles and save the Town money. It's worth noting that Fleet costs for the Town's Water Utility and Stormwater Utility are budgeted in the Enterprise Funds. 2022/23 Accomplishments Fleet and Facilities Division expects to have logged over 5040 maintenance tasks and projects by the end of the fiscal year. Notable tasks that are not considered routine maintenance that were completed this year include: 500 Magee Police Substation • Design of HVAC modifications to support DNA evidence storage. 680 Calle Concordia • Repaired the wash-rack facility to fully operational and created a Preventative Maintenance (PM) schedule for it. • Installed risers and manhole covers on the septic system to facilitate maintenance and inspections. • Installed a four-post lift in the fleet shop, to service large vehicles. Community and Recreation Center (CRC) • Men’s & women’s sauna heater units were repaired by the facility maintenance team to extend their service life. • Cart barn walls and employee restroom were repaired after a golf cart impact. • Converted a racquetball court to an open space for Parks and Recreation programming. • Designed an updated replacement fire detection and alarm system. • Designed exterior accessible restrooms for construction in place of the men’s jacuzzi. • Replaced the facility awning coverings. • Replaced and remodeled the P&R Director's office to increase efficiencies and use of space. Golf Maintenance Facility • Installed a landing outside of the shop’s north entrance for safety and compliance. • Relocated a shipping container storage unit to facilitate servicing of the septic system. • Installed a riser and manhole cover on the septic system to permit access for maintenance. Municipal Operations Center (MOC) • Repaired entry canopy roofing on two buildings. Pusch Ridge Tennis/Golf Facility • Anchored the golf swing practice netting according to the Town Engineer’s specifications. • Designed ADA compliant restrooms for the Tennis pro-shop. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 85 2021/22 Accomplishments (continued) Riverfront Park • Performed permit remediation and code compliance construction activities to obtain a certificate of occupancy. Steam Pump Ranch • Installed an intrusion detection alarm in the Pusch House. Tangerine Police Substation • Replaced water damaged hallway flooring • Installed a tertiary power dock for the emergency back-up generator to bring the install into code compliance. Town Hall • Building A, Administration • Fire alarm panel was upgraded to a cellular service connection. • Began construction of the emergency back-up generator. • Repaired campus sidewalks. • Upgraded the interior lighting to LED. • Removed a wall in the IT Director's Office to increase space. • Designed a reconfiguration of the front lobby copy room into an office. • Building B, Courts • Designed a building expansion to support Court operations and improve safety. • Building C, Water Utility • Updated the exit device trim on exterior doors to increase security. • Building E, Health Clinic • Replaced flooring • Building F, Police Headquarters • Replaced the kitchenette cabinetry and refreshed the restroom finishes in the 911 communications area. Vistoso Highlands Nature Preserve Restrooms • Reconditioned and reopened three of six restrooms. • Designed ADA compliant configurations for the other three restrooms. Fleet Division • Onboarding of new personnel o Fleet Attendant o Fleet Mechanic III • Police Patrol SUV refresh of 20 units Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 86 Significant Changes • The increase in personnel costs is related to rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • The decrease in O&M is primarily related to lower projected gasoline prices in FY 2024 then what was budgeted in FY 2023. • Capital outlay reflects projects associated with the Town’s facility maintenance program. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Facilities Maintenance Super.1.00 1.00 1.00 1.00 - Fleet Maint Supvervisor 1.00 1.00 1.00 1.00 - Facilities Maint Technician 3.00 3.00 3.00 3.00 - Fleet Maint Mechanic III 2.00 3.00 3.00 3.00 - Fleet Control Specialist 1.00 - - - - Fleet Attendant 1.00 1.00 1.00 1.00 - Total FTEs 9.00 9.00 9.00 9.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 548,896 674,363 617,216 723,387 49,024 Operations & Maintenance 2,328,500 2,343,700 2,251,253 2,320,750 (22,950) Capital Outlay 37,268 170,000 177,500 245,000 75,000 Total Expenditures 2,914,664 3,188,063 3,045,969 3,289,137 101,074 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 87 PUBLIC WORKS – HIGHWAY FUND Overview Within the Highway Fund, Public Works is responsible for managing the design and construction of roadway projects, issuing right-of-way permits, developing annual and long-term schedules for surface treatments on town streets, as well as maintaining and operating the Town's traffic signs, striping, intersection signals and lights. In addition, Public Works is responsible for street maintenance, including landscape maintenance, pavement repair, storm readiness and clean-up. The personnel for this work responsibility is located within Administration, however all materials, equipment and consumables are located within this fund/area. 2022/23 Accomplishments Between transportation and streets maintenance, over 2,370 tasks were completed, including: • La Cañada Drive Mill/Overlay from Tangerine Road to Moore Road. • Shannon Road Pavement Reconstruction from Lambert Lane to Naranja Drive. • Naranja Drive HAWK signal in front of Ironwood Ridge High School. • Oracle Road Wildlife Fence (RTA Project) • Westward Look Drive Pavement Reconstruction • La Cañada Drive multi-use pathway • Naranja Drive multi-use pathway – secured RTA funding and initiated IGA process with ADOT • Annual main line striping. • Pavement Management: applied various pavement preservation treatments to 75 lane miles • Road overall condition index (OCI) of 77. • Completion of Quarterly and Bi-Annual arterial, collector and residential sweeping. • Completion of Drainage Improvements to Calle Buena Vista low water crossings as well as Hardy Rd. @ Carmack Wash crossing • Completion of more than 25 pavement repairs • Completion of more than 120 sidewalk repairs • Over 20 miles of crack sealing surface treatments • Maintained essential service levels within Town ROW’s averaging only two Arizona Department of Corrections personnel in addition to subsidizing with outside contractor/vendors. • Addressed all non-ADA compliant parking signs within the Town’s parking lots. • Transportation Art by Youth (TABY) project oversight • Project Management: o Steam Pump Ranch Garage Building Rehabilitation o Steam Pump Ranch BBQ and Bunk Buildings Rehabilitation o Community Center Tennis Ball Court Reconstruction o Community Center ADA Ramp o Community Center Overflow Parking Lot Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 88 FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 26.75 12.00 12.00 12.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Program Actual Budget Projected Budget Change Transportation Engineering 3,711,481 4,192,089 4,188,154 5,716,775 1,524,686 Street Maintenance 324,058 460,100 460,100 749,500 289,400 Total 4,035,539 4,652,189 4,648,254 6,466,275 1,814,086 FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change HURF Gas Taxes 3,979,751 4,127,100 4,127,100 4,334,608 207,508 Licenses and Permits 28,838 25,000 25,000 25,000 - Interest Income (16,303) 8,000 70,000 70,000 62,000 Miscellaneous 7,260 3,000 7,000 3,000 - Total 3,999,546 4,163,100 4,229,100 4,432,608 269,508 Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 89 PUBLIC WORKS – TRANSPORTATION ENGINEERING (HIGHWAY FUND) Overview Transportation Engineering is responsible for managing the design and construction of roadway projects. While most large projects are designed by consultants, Public Works has a small, in-house design team for smaller projects. Transportation Engineering also issues permits for all activity within the Town's right-of-way, develops annual and long-term schedules for surface treatments on Town streets, and maintains and operates the Town's traffic signals, roadway signs and pavement markings. Significant Changes • The increase in capital costs is related to the pavement preservation program. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Engineering Division Manager 1.00 1.00 1.00 1.00 - Senior Civil Engineer 1.00 1.00 1.00 1.00 - Senior Civil Engineer Tech 3.00 3.00 3.00 3.00 - Civil Engineer/Project Manager 1.00 1.00 1.00 1.00 - Civil Engineer Designer 1.00 1.00 1.00 1.00 - Senior Traffic Technician 1.00 1.00 1.00 1.00 - Traffic Technician 1.00 1.00 1.00 1.00 - Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 1.00 - Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 - Construction Inspector - - - - - Senior Office Specialist 1.00 1.00 1.00 1.00 - Total FTEs 12.00 12.00 12.00 12.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 1,175,502 1,202,574 1,200,988 1,260,345 57,771 Operations & Maintenance 280,329 370,515 368,166 369,430 (1,085) Capital Outlay 2,255,650 2,619,000 2,619,000 4,087,000 1,468,000 Total Expenditures 3,711,481 4,192,089 4,188,154 5,716,775 1,524,686 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 90 PUBLIC WORKS – STREET MAINTENENACE (HIGHWAY FUND) Overview Street maintenance is responsible for maintaining the Town's streets and drainage ways. Personnel associated with this division are budgeted in administration. Significant Changes • The increase in O&M is related to street maintenance materials costs. • The capital outlay is a heavy-duty truck and general operating equipment FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Operations & Maintenance 324,058 453,100 437,702 634,500 181,400 Capital Outlay - 7,000 22,398 115,000 108,000 Total Expenditures 324,058 460,100 460,100 749,500 289,400 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 91 PUBLIC WORKS – STORMWATER UTILITY Overview The Stormwater Utility enterprise is a division within the Public Works Department. The Stormwater Utility is responsible for federally mandated compliance with the Clean Water Act, meeting all surface water flow quality and quantity issues, including the Town's stormwater management plan, floodplain and erosion hazard management and support of all other Town programs that are impacted by storm events. The Stormwater Utility also coordinates with federal, state and local government agencies with regard to floodplain issues and storm preparedness of this community. 2022/23 Accomplishments • Pima County Regional Flood Control District and Oro Valley Watershed Management Intergovernmental Agreement update • Completed the 2023/24 Stormwater Utility Management Rate Analysis Report • Development and implementation of an Arizona Department of Environmental Quality – stormwater runoff water quality sampling process • Arizona Department of Water Resources – Community Assistance Visit audit • Continued the successful sandbag program and tree cycle by locating to a new operational location and communicating to the community due to the construction at Naranja Park. • Launched new Stormwater Utility Fee billing and customer engagement portal Projects and programs delivered: • Sierra Wash at Naranja Drive spillway repair • Catalina Ridge drainage channel improvements • Oro Valley Drive sediment removal • Carmack Wash Tributary near Spring Valley Drive sediment removal • Mutterer Wash at Greenock Drive sediment removal • Hardy Road and Northern Avenue culverts sediment removal (4 locations) • Mutterer/Pusch/Rooney Wash floodplain assessment • Bangalor Drive erosion control improvements • Atua Place erosion control improvements • Calle Buena Vista erosion control improvements • Carmack Wash at Hardy Road erosion control improvements • La Cholla Boulevard Materials Laydown Yard • El Conquistador Golf Course Irrigation Replacement • El Conquistador Golf Course pathway improvements • Vistoso Preserve watershed analysis Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 92 Significant Changes • The increase in personnel costs is related to rate adjustments resulting from a class and compensation study performed in FY 2023 and a market pay adjustment for eligible employees in FY 2024. • The decrease in O&M is related to less outside professional services in FY 2024 • Capital outlay relates to culvert cleaning and maintenance and capital improvement projects. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Assistant Public Works Director 0.25 0.25 0.25 0.25 - Stormwater Utility Division Mgr 1.00 1.00 1.00 1.00 - Senior Stormwater Engineer 1.00 1.00 1.00 1.00 - Streets & Drainage Op. Supervisor 1.00 1.00 1.00 1.00 - Stormwater Utility Project Manager 1.00 - - - - Stormwater Inspector Designer 1.00 1.00 1.00 1.00 - Stormwater Utility Analyst 1.00 1.00 1.00 1.00 - Heavy Equipment Operator II 3.00 3.00 3.00 3.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 - Stormwater Intern 0.48 0.48 0.48 0.48 - Total FTEs 10.73 9.73 9.73 9.73 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 810,920 826,266 848,408 954,950 128,684 Operations & Maintenance 313,509 396,245 396,245 369,159 (27,086) Capital Outlay - 884,513 600,250 506,000 (378,513) Total Expenditures 1,124,429 2,107,024 1,844,903 1,830,109 (276,915) FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Charges for Services 1,495,179 1,492,500 1,460,310 1,501,500 9,000 Federal Grants - - - 210,000 210,000 State Grants 16,906 - - - - Miscellaneous 2,774 - - - - Interest Income (31,272) 1,500 15,000 15,000 13,500 Transfer in from Grants Fund - - 398,392 - - Total Revenues 1,483,587 1,494,000 1,873,702 1,726,500 232,500 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 93 PUBLIC WORKS – TRANSIT SERVICES Overview Transit Services facilitates partnerships and coordinates transportation services among public and private agencies, serving Oro Valley to improve mobility for community residents. Transit Services has developed a long-term partnership with the Regional Transportation Authority (RTA) to improve the transportation network and maximize transportation options available to the community at the lowest possible cost. Transit Services is proud to operate the regional Sun Shuttle Dial-a-Ride service under contract with the RTA and is committed to providing high quality transit alternatives and planning for the future. 2022/23 Accomplishments •Over 60,000 ridership expected by fiscal year-end, a new record •With the support of the Innovation & Technology Department, improved passenger on-line capabilities with the scheduled acquisition of the Passenger Portal module of TripSpark. Passenger Portal module installed and operational. •Through the Arizona Department of Transportation (ADOT) grant process successfully awarded five replacement vehicles •Hired, trained and fully qualified 24 new relief transit drivers •Revised Fleet Maintenance Plan in coordination with the Town Fleet Manager resulting in major improvements in preventative maintenance •Successfully processed $46,688 in grant reimbursements for non-vehicle grants and $505,875 in vehicle grants •Successfully submitted grant requests under the ADOT 5307 grant program for three replacement vehicles totaling over $404,000 which was awarded/budgeted for next FY 2024. •Participated in the RTA Transit Working Group committee and Citizens Advisory Committee Transit Working Group subcommittee, helping to make decisions on regional transportation improvements and future regional and local transportation planning and budgeting. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 94 Significant Changes • The increase in personnel costs is related to: 1) more hours for transit drivers and dispatchers (1.40 FTE); 2) a new transit supervisor position (1.00 FTE); 3) rate adjustments resulting from a class and compensation study performed in FY 2023 ; 4) a market pay adjustment for eligible employees in FY 2024. • Capital outlay relates to transit van replacements which are 80% funded with ADOT grants FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Transit Administrator - - 1.00 1.00 1.00 Transit Supervisor - - - 1.00 1.00 Senior Transit Crew Leader 1.00 1.00 - - (1.00) Transit Crew Leader 1.00 1.00 1.00 1.00 - Transit Specialist 1.11 1.10 1.10 1.10 - Dispatcher 2.11 2.58 2.73 2.73 0.15 Driver 19.71 22.60 23.85 23.85 1.25 Office Assistant 0.96 0.95 0.95 0.95 - Total FTEs 25.89 29.23 30.63 31.63 2.40 FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 1,267,088 1,383,972 1,405,478 1,617,854 233,882 Operations & Maintenance 61,043 139,256 74,086 84,600 (54,656) Capital Outlay 10,254 98,109 21,800 1,529,800 1,431,691 Total Expenditures 1,338,385 1,621,337 1,501,364 3,232,254 1,610,917 FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change RTA Reimbursement 1,518,846 1,530,000 1,530,000 1,774,000 244,000 Federal Grants - - 46,900 1,204,800 1,204,800 State Grants - 137,309 - 3,400 (133,909) Farebox (1,676) 80,000 - 40,000 (40,000) Total Revenues 1,517,170 1,747,309 1,576,900 3,022,200 1,274,891 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 95 WATER UTILITY Overview The primary function of the Water Utility is the protection of public health and safety through the production and efficient delivery of water that meets and/or exceeds water quality standards. Responsibilities include: regulatory compliance, customer service, promoting water conservation, generating customer billings, collection of utility revenues, efficient use of available water resources, planning for future water resource requirements, and coordination with the development community. 2022/23 Accomplishments • Delivered a combined total of 2.90 billion gallons of water to customers. • 48% of the total deliveries were water supplies other than groundwater, including: o 851 million gallons of CAP water o 567 million gallons of reclaimed water o 1.57 billion gallons of groundwater • Utilized full allocation of 10,305 acre feet of CAP water for potable use and recharge. • Took 4,732 water quality samples with all results meeting regulatory requirements. • Added 155 new metered connections for an estimated total customer base of 21,269 connections. • Developed and delivered four quarterly customer newsletters titled Behind the Meter. • The WaterSmart customer portal has 7,300 registered users and has provided over 8,000 leak alerts directly to our customers. • Implemented a new customer information system to improve our customers experience by providing additional payment options and other self-help tools. The customer service portal currently has 7,000 registered users. • Began construction of the independent portion of the Northwest Recharge Recovery and Delivery System (NWRRDS). • Implementation of a new Adult Detention Center (ADC) inmate work program. • Rehabilitated three groundwater production wells. • Completed the design of the independent NWRRDS Reservoir & Booster Station. Water Utility Director ADMINISTRATION ENGINEERING & PLANNING OPERATIONS Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 96 FY 2022 FY 2023 FY 2023 FY 2024 Actual Budget Projected Budget Change 40.48 40.48 40.48 40.48 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures by Division Actual Budget Projected Budget Change Administration 7,691,098 8,393,427 8,217,735 8,923,491 530,064 Engineering and Planning 6,113,332 6,508,288 6,517,345 7,929,916 1,421,628 Operations 4,936,466 5,816,595 5,406,547 5,970,893 154,298 Total 18,740,896 20,718,310 20,141,627 22,824,300 2,105,990 FY 2022 FY 2023 FY 2023 FY 2024 Revenue Sources Actual Budget Projected Budget Change Charges for Services 3,267,981 3,224,000 2,960,534 3,200,500 (23,500) Interest Income (350,975) 100,000 100,000 100,000 - Miscellaneous 688,140 - 135,768 - - Water Sales 14,406,542 15,383,000 14,186,000 16,060,000 677,000 Transfer in from Grants Fund - 5,378,000 1,273,337 1,100,000 (4,278,000) Total 18,011,688 24,085,000 18,655,639 20,460,500 (3,624,500) Total FTEs Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 97 WATER UTILITY – ADMINISTRATION Overview The Administration Division is responsible for the overall management of the Utility, including customer service, water utility billings, collection of water revenues, administration of the department's budget, implementation of water rates, fees and charges, water conservation, water resource planning and strategic planning. Significant Changes • The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2024. • O&M costs increased primarily due to Town-wide indirect cost allocations of supporting services. • The decrease in debt service is due to the payoff of the Series 2012 Senior Lien debt. • The increase in other financing uses reflects transfers out to the Water Impact Fee Fund for the Northwest Recharge, Recovery, and Delivery System (NWRRDS) partnered CIP project. FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Water Utility Director 1.00 1.00 1.00 1.00 - Water Utility Administrator 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.48 1.48 0.48 Water Utility Analyst 1.00 1.00 1.00 1.00 - Customer Service Specialist 4.00 4.00 4.00 4.00 - Customer Service Representative 0.48 0.48 - - (0.48) Water Conservation Specialist 1.00 1.00 1.00 1.00 - Total FTEs 9.48 9.48 9.48 9.48 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures and Other Financing Uses Actual Budget Projected Budget Change Personnel 631,894 887,740 812,040 916,812 29,072 Operations & Maintenance 1,760,112 2,181,352 2,100,000 2,359,931 178,579 Capital Outlay 235,083 18,640 - - (18,640) Debt Service 4,767,383 4,643,255 4,643,255 3,644,440 (998,815) Other Financing Uses 296,626 662,440 662,440 2,002,308 1,339,868 Total Expenditures 7,691,098 8,393,427 8,217,735 8,923,491 530,064 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 98 WATER UTILITY – ENGINEERING and PLANNING Overview The Engineering and Planning Division is responsible for providing engineering support for the Operations Division as well as managing the capital improvement program. Additional responsibilities include new development plan review, construction inspection and regulatory compliance, and the maintenance and updating of GIS. Significant Changes • The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2024 • The increase in O&M is related to CAP water wheeling and CAP water delivery charges • Capital outlay is related to planned CIP projects for FY 2024 FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Engineering Division Manager 1.00 1.00 1.00 1.00 - Project Manager 1.00 1.00 1.00 1.00 - Senior Engineering Associate 1.00 1.00 1.00 1.00 - Construction Inspector 2.00 2.00 2.00 2.00 - Civil Engineering Technician 1.00 1.00 1.00 1.00 - Total FTEs 6.00 6.00 6.00 6.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 566,939 651,291 660,348 719,749 68,458 Operations & Maintenance 4,172,029 4,706,997 4,706,997 5,560,167 853,170 Capital Outlay 1,374,364 1,150,000 1,150,000 1,650,000 500,000 Total Expenditures 6,113,332 6,508,288 6,517,345 7,929,916 1,421,628 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 99 WATER UTILITY – OPERATIONS Overview The Operations Division oversees the operation and maintenance of all potable and reclaimed water production and distribution facilities, to include wells, boosters, reservoirs, metering stations, water mains, fire hydrants and valves. Additional responsibilities include meter installations, commercial meter testing, water quality testing, backflow prevention, construction of minor water main projects and oversight of the Advanced Metering Infrastructure system, disinfection systems and security systems. Significant Changes • The decrease in personnel costs is due to turnover of the lead water utility operator position • The increase in O&M is primarily related to equipment repair and maintenance • The capital outlay is related to equipment, meter purchases, and two vehicles FY 2022 FY 2023 FY 2023 FY 2024 Personnel Actual Budget Projected Budget Change Water Operations Manager 1.00 1.00 1.00 1.00 - Water Operations Superintendent 1.00 1.00 1.00 1.00 - Water Control Systems Supervisor 1.00 1.00 1.00 1.00 - Meter Operations Supervisor 1.00 1.00 - - (1.00) Water Operations Supervisor 3.00 3.00 4.00 4.00 1.00 Instrumentation Control Specialist 1.00 1.00 2.00 2.00 1.00 Meter Operations Supervisor 1.00 1.00 - - (1.00) Water Utility Operator III 7.00 7.00 7.00 7.00 - Water Utility Operator II 5.00 5.00 5.00 5.00 - Water Utility Operator I 4.00 4.00 4.00 4.00 - Total FTEs 25.00 25.00 25.00 25.00 - FY 2022 FY 2023 FY 2023 FY 2024 Expenditures Actual Budget Projected Budget Change Personnel 2,034,905 2,114,033 2,000,897 2,229,406 115,373 Operations & Maintenance 2,470,198 2,796,912 2,500,000 3,216,695 419,783 Capital Outlay 431,363 905,650 905,650 524,792 (380,858) Total Expenditures 4,936,466 5,816,595 5,406,547 5,970,893 154,298 Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 100 Capital Improvement Program (CIP) Overview Overview Providing infrastructure is a primary function of local governments. Maintaining public safety, Town services, parks and recreation facilities, adequate transportation systems, and the community’s quality of life are all heavily dependent on how the Town handles infrastructure issues. The Capital Improvement Program (CIP) is a comprehensive, ten-year plan of capital projects that will support the continued growth and development of the town. The CIP is used in implementing the General Plan and supporting the Town’s adopted Strategic Leadership Plan by developing a prioritized schedule of short-range and long-range community capital needs, evaluating projects, and analyzing the community’s ability and willingness to pay for them in the most cost-effective way. The Town uses the CIP as its method in determining future infrastructure requirements and planning the financing of facilities and equipment to maintain the service levels provided to town citizens. The Town identifies capital projects as those which: •Cost $50,000 or more; •Have an expected useful life of five or more years; and •Becomes, or preserves, an asset of the Town Although facility repair and maintenance, as well as fleet replacements, do not meet the definition of a capital project, they are a significant expense for the Town, and thus are included in the CIP for planning purposes. The Town uses the Capital Improvement Program as an avenue of communication to the public. Through the CIP document, residents and businesses are provided with an accurate and concise view of the Town’s long-term direction for capital investment and the Town’s need for stable revenue sources to fund large multi-year capital projects. CIP projects funded in FY 2023/24 total $47,654,635. The table below shows this breakdown by fund: Fund Amount General Fund $1,287,534 Capital Fund $24,351,591 Highway Fund $4,080,000 Community Center Fund $1,678,000 PAG/RTA Fund $388,000 Roadway Development Impact Fee Fund $750,000 Parks Impact Fee Fund $600,000 Grants & Contributions Fund $2,139,718 Stormwater Utility Fund $365,000 Water Utility Fund $2,164,792 Water Impact Fee Fund $9,850,000 Total All Funds $47,654,635 Please refer to the comprehensive ten-year CIP schedules and the project descriptions for additional detail on all projects. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 101 Town of Oro Valley 10-Year Capital Improvement Program - Town Manager's Recommended BudgetCIP Project Listing by Category* Denotes a project with carryforward funding from the prior yearFY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 Grand TotalParks & Recreation4,496,928 1,521,300 4,172,660 4,470,000 6,602,800 4,635,000 9,300,000 4,954,000 1,856,000 100,000 42,108,688ADA/Safety Walkway Concrete Improvements System Wide 150,000150,000Artificial Turf Installation at Community Center Entrance82,50082,500Audio System Update115,000115,000Canada Golf Course Pathway Improvements550,000550,000CC Men's Jacuzzi to Outdoor Accessed Restroom285,000285,000Cloud Lake Sediment Dredging85,00085,000Community Center Elevator*1,700,0001,700,000Community Center Exterior Stucco repair and Painting 183,300183,300Community Center Fire Alarm System Upgrade*75,00075,000Community Center Flat Roof Surface Replacement198,000200,000200,000200,000200,000998,000Community Center Parking Lot Reconfigure/Resurface - Bond VE1,400,0001,400,000CRC Fitness Exterior Window Replacement100,000100,000CRC Pool Deck and Equipment Renovation100,000100,000CRC Renovation and Construction600,0003,000,000 3,000,0006,600,000CRC Restaurant Cooler/Freezer Modernization and Floor Repair65,00065,000Equipment Replacement (Golf Maintenance)145,000 81,500226,500Event Space with Shade at CRC Tennis/Pickleball Courts195,660195,660Golf John Deere Tractor Replacement110,000110,000Golf Maintenance - Parking Lot Reconstruction300,000300,000Golf Maintenance Facility Siding Replacement and Exterior Painting63,00063,000Greenmaster Mowers Replacement125,000125,000Greenock Trail Improvements*51,21051,210Improved Landscape and Gathering Area at Aquatic Center330,000330,000James D. Kriegh Park Field Lighting30,000 1,500,0001,530,000James D. Kriegh Park - Egleston Road Connection Parking lot60,000 750,000810,000James D. Kriegh Park - North Area Improvements78,000 975,0001,053,000James D. Kriegh Park - North Parking Lot Improvements375,000375,000James D. Kriegh Park - Racquetball/Basketball Court Conversion22,800 285,000 250,000557,800Life Cycle Replacement (Bunkers and Turf Reduction)100,000100,000MUP - Phase III – Alignment (CDO wash to James D. Kriegh Park)1,500,0001,500,000MUP Big Wash Trailhead Improvements250,000250,000Naranja Park Splashpad, Restroom and Ramada Bond VE1,500,0001,500,000Naranja Park Archery Range - Paved Parking, Lights, Landscape44,000 550,000594,000Naranja Park Asphalt Parking Lot, Roadway and MUP Bond Project VE4,000,0004,000,000Naranja Park Basketball Courts Bond VE250,000250,000Naranja Park Entry Site Improvements36,000 450,000486,000Naranja Park Fields 7 & 8 - Park Bond Project VE1,900,0001,900,000Naranja Park Maintenance Facility1,200,0001,200,000Naranja Park Pickleball Courts (3) and Shade Structure330,000330,000Naranja Park Ramadas250,000250,000Naranja Park Skate Park expansion Park Bond Project VE250,000250,000OVAC Diving Board and Dive Block Replacement136,000136,000Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget102 Town of Oro Valley 10-Year Capital Improvement Program - Town Manager's Recommended BudgetCIP Project Listing by Category* Denotes a project with carryforward funding from the prior yearFY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 Grand TotalParks & Recreation (continued)OVAC Olympic Pool Heater Replacement500,000500,000OVAC Pool Replastering200,000200,000OVAC Pump Room Upgrades - Phase Two 78,000 112,000190,000Parks Maintenance Toro Reelmaster Mower Replacement 85,00085,000Proctor/Lieber House Renovation1,500,0001,500,000Pusch Ridge Facility ADA and Code Compliance* 418,718 85,000503,718Pusch Ridge Golf Course Improvements 75,00075,000Pusch Ridge Golf Course Pathway Bank Protection Improvements 300,000300,000Pusch Ridge Golf Course Pavement Preservation 275,000275,000Pusch Ridge Tennis Court Lighting Replacement300,000300,000Pusch Ridge Tennis Court Resurfacing120,000120,000Pusch Ridge Tennis Landscape Improvements250,000250,000Pusch Ridge Tennis Renovations Bleachers/Pad/Storage 100,000100,000Riverfront Park - Field Lighting Replacement1,000,0001,000,000Riverfront Park - Parking Lot Expansion60,000 750,000810,000Riverfront Park - Playground Renovation500,000500,000Riverfront Park - ramada over sports courts22,000 275,000297,000Steam Pump Ranch Farmer's Market Structure Upgrade 100,000100,000Steam Pump Ranch - New Northern Entry by Panhandle Stables/Event Space1,500,0001,500,000Steam Pump Ranch - Solar Lighting 71,00071,000Steam Pump Ranch - Tack Building 50,000 500,000550,000Steam Pump Ranch BBQ & Bunk House Renovations* 500,000500,000Vistoso Trails Nature Preserve ADA Restrooms75,00075,000Vistoso Trails Nature Preserve Improvements*255,000100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,0001,155,000Vistoso Trails NP Maintenance Facility Roof Repair and Security190,000190,000Parks & Recreation - Bond Projects18,565,75918,565,759CC Parking Lot Reconstruction & Expansion*600,000600,000Golf Course Irrigation Phase 2 (La Cañada Course)2,000,0002,000,000MUP – Phase I - La Cañada Dr. (Lambert Lane to Naranja Dr)*677,590677,590MUP – Phase II - Naranja Dr. (La Cañada Dr to 1st Ave)*200,000200,000Naranja Park Master Plan Implementation*15,088,16915,088,169Public Facilities, Vehicles & Equipment6,099,622 5,776,000 3,257,500 3,738,500 3,256,000 3,101,500 3,311,000 3,023,000 3,183,500 3,515,500 38,262,122680 Fuel Station Renovation55,000 450,000505,000680 Maintenance Yard Back-up Generator50,000 500,000550,000680 Renovation for Removal of Fleet and Ops - Adding P&R220,000220,000Administration Building Efficiency Renovation50,000 500,000550,000CEDPW Building D File Room to Conference Room Renovation20,000150,000170,000Coronado Middle School Park Pre-Fab Restroom - Amphi Partnership67,20067,200Equipment Replacement Program648,000289,500260,500 368,000 418,500 403,000 204,000 178,500 178,5002,948,500F450 4X4 Reg Cab Dump100,000100,000Facility Maintenance Program362,000 493,000 508,000 524,000 540,000 557,000 574,000 592,000 610,000 629,0005,389,000Fuel Management Software (Gasboy Replacement)70,00070,000Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget103 Town of Oro Valley 10-Year Capital Improvement Program - Town Manager's Recommended BudgetCIP Project Listing by Category* Denotes a project with carryforward funding from the prior yearFY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 Grand TotalPublic Facilities, Vehicles & Equipment (continued)MOC Decommissioning50,00050,000MOC Perimeter Fence & Entry Gate 30,000 450,000480,000MOC Water and Transit flat roof surface replacement70,00070,000Network Storage 60,000 50,000 50,000160,000PD Main Town Hall, Building F, Locker Room Remodel 40,000 375,000415,000Phone System Refresh* 300,000300,000600,000Public Works Operations Laydown Yard* 200,000200,000Server OS Refresh60,000 60,000120,000Town Court Expansion* 1,466,402 1,500,0002,966,402Town Hall Admin Building A, Remodel I&T area 50,000 335,000 115,000500,000Town Hall Data Center Migration* 48,91548,915Town Hall Emergency Generator Replacements* 436,905436,905Town Hall, Building A, Elevator System Modernization 75,00075,000Town-Wide Drainage Study100,000100,000Upgrade Desktop Operating Systems200,000200,000400,000Vehicle Replacement Program* 2,853,200 1,640,000 1,760,000 1,844,000 1,893,000 2,026,000 2,084,000 2,227,000 2,335,000 2,408,00021,070,200Public Safety80,000 4,000,000 18,000,000 18,000,00040,080,000Future Police Station4,000,000 18,000,000 18,000,00040,000,000Storage for Digital Forensics80,00080,000Stormwater365,000386,445650,0001,401,445Mutterer's Wash Bank Improvements500,000500,000Public Storm Sewer Survey and Assessment150,000150,000Sierra Wash @ Glover Road Culvert and Apron Rehabilitation386,445386,445Sierra Wash at Via Mandarina Drainage Improvements 365,000365,000Streets/Roads6,177,534 9,233,870 17,837,663 9,994,358 28,785,432 20,203,621 3,781,634 18,410,514 11,200,207 3,264,857 128,889,689First Ave. Mill & Overlay (CDO Bridge to SR77)250,000250,000First Ave. Mill & Overlay (CDO Bridge to Tangerine Rd.)1,695,0001,695,000First Avenue Bridge Deck Repair2,661,4242,661,424Illuminated Street Signs60,500 62,315122,815La Cañada Bridge Deck Repair7,657,8007,657,800La Cañada Dr & Tangerine Rd Intersection - Mill & Overlay 305,000305,000La Cañada Drive Mill/Overlay - CDO Bridge to Lambert Lane1,081,0001,081,000La Cañada Drive Phase III (Naranja Dr. to Tangerine Rd.)678,000678,000La Canada Traffic Signal - Street Improvements (near Lehman Academy)600,000600,000Lambert Lane Reconstruction (La Cholla to west Town Limits)388,000388,000Lambert Lane Widening (Shannon Rd to Rancho Sonora Dr)17,246,00017,246,000Linda Vista Blvd Safety (Calle Buena Vista to Oracle Rd)3,121,0003,121,000Moore Rd La Cholla Blvd Intersection900,000900,000Moore Road Widen (La Cholla Blvd to La Cañada Drive)9,417,0009,417,000Naranja Dr. Widening ( La Cholla Bl. to 1st Ave.)3,394,0003,394,000Oracle Rd & Rams Field Intersection750,000750,000Palisades Road Widening (1st Ave to 1 mile east)5,886,0005,886,000Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget104 Town of Oro Valley 10-Year Capital Improvement Program - Town Manager's Recommended BudgetCIP Project Listing by Category* Denotes a project with carryforward funding from the prior yearFY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 Grand TotalStreets/Roads (continued)Pavement Preservation - Non Roadways 114,000 116,850 119,800 122,800 125,900 129,100 132,400 135,800 139,200 142,7001,278,550Pavement Preservation - Roadways 2,500,000 2,562,500 2,626,563 2,692,227 2,759,532 2,828,521 2,899,234 2,971,714 3,046,007 3,122,15728,008,454Pomegranate Drive - Drainage Improvement and Roadway Stabilization 183,420183,420Rancho Vistoso & Woodburne Intersection* 750,000750,000Rancho Vistoso Blvd Bridge Deck Repair4,079,0164,079,016Rancho Vistoso Blvd Mill/Overlay (Moore Rd to Tangerine Rd)1,500,0001,500,000Rancho Vistoso Bridge Deck Repair over Honeybee Wash 1,336,6761,336,676RV Blvd Mill /Overlay - Vistoso Highland to Honey Bee Bridge 1,025,0001,025,000RV Blvd Mill/Overlay - Honey Bee Wash Bridge to Green Tree Drive 2,034,0002,034,000Shannon Road Widening - Lambert Lane to Tangerine Road 25,000,00025,000,000Sun City Light Circuit #3438,000438,000Tangerine Rd. Bridge Deck Repair over Big Wash 3,658,0003,658,000Tangerine Road Mill/Overlay (La Cañada Dr. to Oracle Rd.) 2,600,0002,600,000Westward Look Drive Improvements* 845,534845,534Water System11,869,792 7,120,000 10,580,000 8,600,000 5,350,000 1,360,000 1,360,000 1,160,000 1,160,000 1,360,000 49,919,792Big Wash Building Improvements 100,000100,000Booster Station HP Tank Replacement 150,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,0001,680,000Booster Station Rehabilitation 200,000 590,000 50,000 50,000 240,000 250,000 250,000 50,000 50,000 250,0001,980,000Control Systems - SCADA 200,000 200,000500,000 500,000 700,000 200,000 200,000 200,000 200,000 200,0003,100,000Countryside Wheeling Station 300,000300,000El Con/El Camino Diestro Main and Valve Replacement 150,000150,000La Canada Booster Station Expansion 3,700,0003,700,000La Canada Main Replacement on Southbound Lanes Across From Golf Maintenanc250,000250,000La Posada Well Equipping* 600,000600,000NWRRDS (Independent) Booster Station at Partnered Reservoir 1,000,000 1,000,0002,000,000NWRRDS (Independent) E-Zone main interconnect to Tangerine 810,000 90,000900,000NWRRDS (Independent) E-Zone main interconnection to Naranja 360,000 40,000400,000NWRRDS (Independent) Pipeline from Partnered Reservoir to Shannon Rd. Reservoir) 4,000,000 4,000,000 2,000,00010,000,000NWRRDS (Independent) Shannon Road Booster Station* 1,200,000 1,800,0003,000,000NWRRDS (Independent) Shannon Road Reservoir 800,000 300,0001,100,000NWRRDS (Partnered) Forebay, reservoir construction 3,000,000 2,000,0005,000,000NWRRDS (Partnered) Pipeline construction (recovered water & Transmission) 2,100,000 1,050,000 1,000,0004,150,000NWRRDS (Partnered) Well Equipping, TRICO power to sites and associated tasks 1,200,000 400,0001,600,000Palisades Area Supply Redundancy 250,000250,000Reservoir Relining 100,000 200,000 200,000200,000 200,000 200,000 200,000 200,000 200,000 200,0001,900,000Steam Pump Well Equipping* 550,000550,000Water Meters- New Connections (based on 210 meters per year) 169,792 150,000 150,000 150,000150,000 150,000 150,000 150,000 150,000 150,0001,519,792Well D-8 Replacement (Design/Permit/Construction/ Equipping) 690,000 690,000 500,0001,880,000Well HP Tank Replacement 150,000 170,000170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,0001,680,000Well Rehabilitation 150,000 220,000 220,000 220,000 220,000 220,000 220,000 220,000 220,000 220,0002,130,000Grand Total47,654,635 27,651,170 54,234,26844,802,858 44,644,232 29,300,121 17,752,634 27,547,514 17,399,707 8,240,357 319,227,495Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget105 CIP Project Descriptions Parks & Recreation PROJECT TITLE:ADA/Safety Walkway Concrete Improvements System Wide FY 23-24 PROJECT BUDGET: $150,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Canada Golf Course Pathway Improvements FY 23-24 PROJECT BUDGET: $550,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Community Center Elevator FY 23-24 PROJECT BUDGET: $1,700,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown until final designs are complete PROJECT TITLE: Community Center Fire Alarm System Upgrade FY 23-24 PROJECT BUDGET: $75,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated The following are detailed descriptions of all of the recommended CIP projects for Fiscal Year 2023-2024. Discussion includes potential operating impact to the Town (if known and identifiable at this time) as well as indicating any additional funding the Town will receive to complete the project. Repair and replace broken and heaved sidewalks. Create improved connections and ramps to improve safety and accessibility. Crack repair, patching and surface treatment to the Canada Golf Course pathway. In addition to extending the service life, pathway aesthetics will be improved providing a more enjoyable experience for users. Design and construction of an elevator at the Town's Community Center Upgrade the fire alarm system at the Community and Recreation Center. The current system in obsolete and requires replacement. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 106 CIP Project Descriptions PROJECT TITLE:Community Center Flat Roof Surface Replacement FY 23-24 PROJECT BUDGET: $198,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Reduced maintenance costs PROJECT TITLE: CRC Restaurant Cooler/Freezer Modernization and Floor Repair FY 23-24 PROJECT BUDGET: $65,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: Replace refrigeration components and coat flooring for two walk-in coolers and one freezer ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Greenock Trail Improvements FY 23-24 PROJECT BUDGET: $51,210 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: Create a trail connection from the Canada del Oro Pedestrian Bridge to Greenock Drive ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Life Cycle Replacement (Bunkers and Turf Reduction) FY 23-24 PROJECT BUDGET: $100,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Reduced water costs Bunker sand will be added to existing bunkers and landscaping reduced in connection with the irrigation project. This project will increase playability and enhance areas of the course. Replace roofing material on all flat roofs at the Community Center Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 107 CIP Project Descriptions PROJECT TITLE:OVAC Pump Room Upgrades - Phase II FY 23-24 PROJECT BUDGET: $78,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Reduced pool maintenance costs PROJECT TITLE: Parks Maintenance Toro Reelmaster Mower Replacement FY 23-24 PROJECT BUDGET: $85,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Pusch Ridge Facility ADA and Code Compliance FY 23-24 PROJECT BUDGET: $418,718 PRIMARY FUNDING: Community Center Fund - $285,000 ADDITIONAL FUNDING: ARPA funds - $133,718 PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: Pusch Ridge Golf Course Improvements FY 23-24 PROJECT BUDGET: $75,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Replace current 3550 D-Reel mower Complete Aquatic Center pump room upgrades including sanitary system improvements to the recreation pool and adding a roofing structure over the new pump room equipment Reconfiguration of the Pusch Ridge facility parking and pedestrian approach to meet or exceed ADA and code requirements. Resurface the roof at the Pusch Ridge facility and repair or replace roof drains. Various improvements to increase playability and aesthetics as well as replacing stairs that have become a safety concern and repairing fencing around the cart storage area Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 108 CIP Project Descriptions PROJECT TITLE:Steam Pump Ranch - Solar Lighting FY 23-24 PROJECT BUDGET: $71,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Steam Pump Ranch - Tack Building FY 23-24 PROJECT BUDGET: $50,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Steam Pump Ranch BBQ & Bunk House Renovations FY 23-24 PROJECT BUDGET: $500,000 PRIMARY FUNDING: ARPA funds ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Potential for reduced maintenance costs as buildings are repaired PROJECT TITLE: Vistoso Trails Nature Preserve ADA Restrooms FY 23-24 PROJECT BUDGET: $75,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Install solar lighting to illuminate areas of Steam Pump Ranch. Lighting would improve safety and security Preservation and restoration of Barbeque and Bunk House building on Steam Pump Ranch property. Preserve and restore two buildings in need of repair Continuation of refurbishment and ADA compliance of the restrooms at the Vistoso Trails Nature Preserve This project will provide indoor storage space for historically significant artifacts as well as storage for the Recreation and Culture division Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 109 CIP Project Descriptions PROJECT TITLE:Vistoso Trails Nature Preserve Improvements FY 23-24 PROJECT BUDGET: $255,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Approx $100k operating and maintenance cost annually Vistoso Trails initial site clean up including weed, invasive grasses and dead tree removal, trail accessibility and restoring restrooms to working condition. Significant work is required to ensure public safety and access to this golf course. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 110 CIP Project Descriptions Parks & Recreation - Bond Projects PROJECT TITLE:CC Parking Lot Reconstruction & Expansion FY 23-24 PROJECT BUDGET: $600,000 PRIMARY FUNDING: Parks & Rec Bond ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Golf Course Irrigation Phase 2 (La Cañada Course) FY 23-24 PROJECT BUDGET: $2,000,000 PRIMARY FUNDING: Community Center Fund ADDITIONAL FUNDING: Parks & Rec Bond PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: MUP – Phase I - La Cañada Dr. (Lambert Lane to Naranja Dr) FY 23-24 PROJECT BUDGET: $677,590 PRIMARY FUNDING: RTA ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: MUP – Phase II - Naranja Dr. (La Cañada Dr to 1st Ave) FY 23-24 PROJECT BUDGET: $200,000 PRIMARY FUNDING: RTA ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Construct approximately seven tenths of a mile of multi-use path along West Naranja Drive from La Canada to the Naranja Park entrance. Council direction regarding bond funded projects Resurface and redesign of the Community Center parking lot for increased capacity to accommodate more visitors Irrigation system improvements to the 18-hole La Canada golf course Construct approximately one mile of multi-use path along La Canada Drive from Lambert Lane to Naranja Drive. Council direction regarding bond funded projects Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 111 CIP Project Descriptions PROJECT TITLE:Naranja Park Master Plan Implementation FY 23-24 PROJECT BUDGET: $15,088,169 PRIMARY FUNDING:Parks & Rec Bond ADDITIONAL FUNDING: General Fund PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Multi-year project covering earthwork, two oversized multi-use fields, splash pad, skate park and pump track, pickleball courts, restrooms, parking, entry road, paths and landscape Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 112 CIP Project Descriptions Public Facilities, Vehicles & Equipment PROJECT TITLE:680 Fuel Station Renovation FY 23-24 PROJECT BUDGET: $55,000 PRIMARY FUNDING:General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: PROJECT TITLE:Coronado Middle School Park Pre-Fab Restroom - Amphi Partnership FY 23-24 PROJECT BUDGET: $67,200 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Future maintenance to be determined PROJECT TITLE: F450 4X4 Reg Cab Dump FY 23-24 PROJECT BUDGET: $100,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Facility Maintenance Program FY 23-24 PROJECT BUDGET: $362,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: No changes in operating costs anticipated Design and construct a modern fuel station at 680 Calle Concordia which will improve efficiencies at the station Install a prefabricated restroom building for use at the Coronado K-8 sports fields. Purchase of a Ford F450 4X4 Regular Cab Dump Truck Maintenance and rehabilitation of Town owned facilities. Annual repair and maintenance of Town owned facilities and assets are crucial to maintain and extend the useful life of the asset Unknown at this time Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 113 CIP Project Descriptions PROJECT TITLE:Fuel Management Software (Gasboy Replacement) FY 23-24 PROJECT BUDGET: $70,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Reduced maintenance costs PROJECT TITLE: MOC Perimeter Fence & Entry Gate FY 23-24 PROJECT BUDGET: $30,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: Network Storage FY 23-24 PROJECT BUDGET: $60,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: Phone System Refresh FY 23-24 PROJECT BUDGET: $300,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time Replace current Gasboy system with current technology to ensure that fueling continues to be served from 680 Design and construct MOC entryway and perimeter fencing. Entry to include security gate, vehicle turnaround and video monitoring Purchase additional storage to meet the Town's growing data needs Replace the existing telephone system with an updated system. Replacing the current telephone system would leverage newer technologies including cloud services for telephone service. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 114 CIP Project Descriptions PROJECT TITLE:Public Works Operations Laydown Yard FY 23-24 PROJECT BUDGET: $200,000 PRIMARY FUNDING:General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Town Court Expansion FY 23-24 PROJECT BUDGET: $1,466,402 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Minimal utility and maintenance cost increases with expanded building PROJECT TITLE:Town Hall Admin Building A, Remodel I&T area FY 23-24 PROJECT BUDGET: $50,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Town Hall Data Center Migration FY 23-24 PROJECT BUDGET: $48,915 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Town Court building expansion. The current court building is too small to accommodate needs. Building a public works operational storage yard for street maintenance. Road Maintenance currently operates out of three facilities, one of these being at Naranja Park. The expansion of Naranja Park will occupy the space used by operations requiring operations to relocate Design and construct work spaces in building A to better support the operations of the Innovation and Technology Department. Design will include remodel of IT area and restroom Migrate the Town data center and facilities to the Police facility building. Data center at the Police facility is more appropriate from a security and reliability perspective Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 115 CIP Project Descriptions PROJECT TITLE:Town Hall Emergency Generator Replacements FY 23-24 PROJECT BUDGET: $436,905 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Vehicle Replacement Program FY 23-24 PROJECT BUDGET: $2,853,200 PRIMARY FUNDING: General Fund - $1,202,200 ADDITIONAL FUNDING: ADOT Grants - $1,506,000 Water Utility Fund - $145,000 PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Reduced maintenance costs as aging vehicles are replaced Annual replacement of vehicles across Town departments. Replacement of aging fleet helps control vehicle repair and maintenance costs. Vehicle reserves are set aside annually to fund replacements Replace aging backup generators. Replacement will allow Town to maintain continuity of operations when power is interrupted. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 116 CIP Project Descriptions Public Safety PROJECT TITLE:Storage for Digital Forensics FY 23-24 PROJECT BUDGET: $80,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Stormwater PROJECT TITLE:Sierra Wash at Via Mandarina Drainage Improvements FY 23-24 PROJECT BUDGET: $365,000 PRIMARY FUNDING: Federal FEMA grant $210,000 (estimated) ADDITIONAL FUNDING: Stormwater Utility fees (matching funds) PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Streets/Roads PROJECT TITLE:First Ave. Mill & Overlay (CDO Bridge to SR77) FY 23-24 PROJECT BUDGET: $250,000 PRIMARY FUNDING: Highway Fund ADDITIONAL FUNDING: Remove and replace PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Storage backup solution for the police department forensics. This evidence requires multiple copies, some muted copies which increases the size and complexity of the storage solution Improvements to the outlet apron protecting the box culvert and roadway from potential failure. The Stormwater Utility has submitted a federal Hazard Mitigation Grant Program application under FEMA. Mill the upper two inches of asphalt rubber pavement and repave with conventional asphalt along First Avenue between the CDO Bridge and SR77. The asphalt rubber pavement has reached the end of lifecycle Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 117 CIP Project Descriptions PROJECT TITLE:La Cañada Dr & Tangerine Rd Intersection - Mill & Overlay FY 23-24 PROJECT BUDGET: $305,000 PRIMARY FUNDING: Highway Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Lambert Lane Reconstruction (La Cholla to west Town Limits) FY 23-24 PROJECT BUDGET: $388,000 PRIMARY FUNDING: PAG/RTA Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Pavement Preservation - Non Roadways FY 23-24 PROJECT BUDGET: $114,000 PRIMARY FUNDING: General Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: PROJECT TITLE: Pavement Preservation - Roadways FY 23-24 PROJECT BUDGET: $2,500,000 PRIMARY FUNDING: Highway Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Mill the upper two inches of asphalt rubber pavement and repave with conventional asphalt at the La Canada Drive and Tangerine Road intersection. The asphalt rubber pavement has reached the end of lifecycle Remove fatigued pavement sections, apply a stress-absorbing membrane layer and overlay roadway with conventional asphalt concrete along Lambert Lane between La Cholla Blvd and the west Town limit Annual pavement preservation for non-roadway assets. Cost effective asphalt surface treatments will be applied to the Town's parking lots and multi-use paths to preserve and extend the service life Perform annual roadway treatments per the Town's pavement preservation and management program. Enhances and improves the roadway system Maintaining adequate funding for this program prevents future costly reconstruction and rehabilitation Maintaining adequate funding for this program prevents future costly roadway reconstruction and rehabilitation Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 118 CIP Project Descriptions PROJECT TITLE:Rancho Vistoso & Woodburne Intersection FY 23-24 PROJECT BUDGET: $750,000 PRIMARY FUNDING:Roadway Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: RV Blvd Mill /Overlay - Vistoso Highland to Honey Bee Bridge FY 23-24 PROJECT BUDGET: $1,025,000 PRIMARY FUNDING: Highway Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Westward Look Drive Improvements FY 23-24 PROJECT BUDGET: $845,534 PRIMARY FUNDING: General fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated A developer may be reconstructing this problematic intersection. The intersection is identified in the Town's Infrastructure Improvement Plan (IIP) as one of the projects used to determine growth development fee rates. As such, it is eligible to receive its share of collected development impact fees. Mill the upper two inches of asphalt rubber pavement and repave with conventional asphalt along Rancho Vistoso Blvd from Vistoso Highlands Drive to Honey Bee Wash Bridge. The asphalt rubber pavement has reached the end of lifecycle Pavement replacement and landscape improvements along Westward Look Drive. Current asphalt does not meet Town standards and reconstruction is listed as part of annexation agreement with Westward Look Resort Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 119 CIP Project Descriptions Water System PROJECT TITLE:Big Wash Building Improvements FY 23-24 PROJECT BUDGET: $100,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Booster Station HP Tank Replacement FY 23-24 PROJECT BUDGET: $150,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Decrease in annual maintenance costs PROJECT TITLE: Booster Station Rehabilitation FY 23-24 PROJECT BUDGET: $200,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Control Systems - SCADA FY 23-24 PROJECT BUDGET: $200,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Instrumentation replacement due to aging infrastructure that is not compatible with newer Supervisory Control and Data Acquisition (SCADA) equipment Enclose the openings at the existing Big Wash Buildings to create storage space for spare parts and materials New Five-thousand gallon tank to meet all American Society of Mechanical Engineers (ASME) certifications and standards Rehabilitate select booster stations to return the boosters to optimum operational efficiency and maintain system reliability Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 120 CIP Project Descriptions PROJECT TITLE:Countryside Wheeling Station FY 23-24 PROJECT BUDGET: $300,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: La Canada Booster Station Expansion FY 23-24 PROJECT BUDGET: $3,700,000 PRIMARY FUNDING: Water Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: La Canada Main Replacement on Southbound Lanes across from Golf Maintenance Building FY 23-24 PROJECT BUDGET: $250,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: La Posada Well Equipping FY 23-24 PROJECT BUDGET: $600,000 PRIMARY FUNDING: Water Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Design and construction of a higher capacity wheeling station to the Countryside service area. This will allow for additional Central Arizona Project water deliveries to the service area further reducing groundwater pumping Construct a sixteen-inch water main from the Shannon Road booster station to Naranja Road to serve "E" Zone. Capital investment to deliver an additional four-thousand acres per foot a year of recovered Central Arizona Project (CAP) water to the Oro Valley Water Utility service area. Replacement of water main under Southbound lanes across from the Golf Course Maintenance Building. The pressure class of the existing water pipe is not adequate for operational requirements. Complete the equipping at the La Posada development at First Avenue and Lambert Lane. This project will replace lost well capacity, maintain healthy groundwater capacity during periods of increased summer demand and in the event of CAP water outage, as a redundant system. Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 121 CIP Project Descriptions PROJECT TITLE:NWRRDS (Independent) Shannon Road Booster Station FY 23-24 PROJECT BUDGET: $1,200,000 PRIMARY FUNDING: Water Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: NWRRDS (Independent) Shannon Road Reservoir FY 23-24 PROJECT BUDGET: $800,000 PRIMARY FUNDING: Water Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Unknown at this time PROJECT TITLE: NWRRDS (Partnered) Forebay, reservoir construction FY 23-24 PROJECT BUDGET: $3,000,000 PRIMARY FUNDING: Water Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Palisades Area Supply Redundancy FY 23-24 PROJECT BUDGET: $250,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Construction of boosters to deliver water into "E" zone and to La Canada reservoir for delivery to "F" and "G" zones Reservoir to store and blend recovered CAP water and "D" Zone water prior to delivery to La Canada reservoir and booster station. Partnered forebay reservoir construction to supply recovered CAP water to the NWRRDS booster station. Construction based on previous year design to build a redundant connection to the Palisades area for improved reliability and service Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 122 CIP Project Descriptions PROJECT TITLE:Reservoir Relining FY 23-24 PROJECT BUDGET: $100,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Steam Pump Well Equipping FY 23-24 PROJECT BUDGET: $550,000 PRIMARY FUNDING: Water Impact Fee Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Water Meters- New Connections (based on 210 meters per year) FY 23-24 PROJECT BUDGET: $169,792 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated PROJECT TITLE: Well HP Tank Replacement FY 23-24 PROJECT BUDGET: $150,000 PRIMARY FUNDING: Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: Decrease in annual maintenance costs with new tank Well equipping and system tie-in for replacement of retiring well Purchase meters for new water system connections based on two-hundred and ten meters per year New five-thousand gallon tank to meet all American Society of Mechanical Engineers (ASME) certifications and standards Reservoir relining will include draining the reservoir, removing the existing lining, cleaning, applying the lining, disinfecting, filling and returning reservoir to service Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 123 CIP Project Descriptions PROJECT TITLE:Well Rehabilitation FY 23-24 PROJECT BUDGET: $150,000 PRIMARY FUNDING:Water Utility Fund ADDITIONAL FUNDING: N/A PROJECT DESCRIPTION: ANNUAL OPERATING IMPACT: None anticipated Remove existing pumping unit, rehabilitate the existing well casing and install new pumping unit Town of Oro Valley FY 2023/24 Town Manager's Recommended Budget 124 FY 2023/24 Town Manager’s Recommended Budget Highlights Recommended Budget totals $147.9 million Represents a $185,000 or 0.1% increase from the current year budget Budget is structurally balanced with ongoing revenues dedicated towards ongoing costs, and one-time revenues dedicated towards one-time costs Current Year Town Outlook  Risk of mild recession  Rising interest rates  Persistently high inflation, asphalt-related projects are seeing explosive cost growth  Cost increases in capital projects and fleet replacements  Increasing costs in personnel and operations and maintenance Revenue Assumptions  Overall revenue is projected to increase $2 million  Growth in state shared revenues of $5.7 million, primarily Urban Revenue Sharing  Local sales tax is projected to grow $1.2 million o Retail $9.4M, 3.6% increase o Construction $4.6M, 11.4% decrease o Bed tax $2.4M, 24.1% increase o Restaurant & bar $2.6M, 10.3% increase  Charges for services revenue is expected to grow by about $1 million due mainly to golf and recreation programs.  119 single family residential (SFR) permits for FY 23/24 (171 SFR permits budgeted for FY 22/23)  Commercial development revenues are expected to decrease based on projected building activity. Staffing Changes  New Position Requests: o Business Systems Analyst (I&T) o Security and Compliance Administrator (I&T) o Police Officer o Parks Maintenance Worker II (P&R) o Part-time Park Monitor (P&R) o Transit Supervisor (PW Transit) o Part-time Court Security Manager (Court)  Merit and step increases included for all eligible employees  Several employee reclassifications  Minimal medical insurance premium increases for both employee and Town Investments in capital projects and maintenance Town facilities o Town Court Expansion $1.5M (another $1.5M in FY25) o Emergency generators $437K o Public Works laydown yard $200K Fleet o New and replacement vehicles $1.5M ($279K is rollover) o Transit vehicle replacements $1.5M ($1.2M funded by federal grants) Roads/Paths o Pavement Preservation $2.5M o Rancho Vistoso Blvd. mill/overlay $1M o Multi-use paths $878K o Westward Look Improvements (rollover) $845K o Rancho Vistoso and Woodburne intersection $750K (impact fees) o Lambert Lane reconstruction $388K Parks & Recreation o Naranja park improvements $14.5M o Golf course irrigation $2M o Community Center elevator and ADA improvements $1.7M o Community Center parking lot $600K o Community Center roof replacement $198K o Vistoso Trail Nature Preserve Improvements $330K o Cañada course pathway improvements $550K o Pusch Ridge facility ADA and code compliance $418.7K o Golf bunkers and turf reduction $100K Water Utility o Water capital projects $11.9M o NWRRDS forebay and reservoir construction $3M o Independent portion of NWRRDS project $2M o La Cañada booster station expansion $3.7M o La Posada and Steam Pump wells equipping $1.2M Regional partnership funding  Visit Tucson $410K  Oro Valley Chamber of Commerce $42.5K  Southern Arizona Arts & Cultural Alliance (SAACA) $50K  Oro Valley Children’s Museum $75K  University of Arizona Center for Innovation at Oro Valley $30K  Sun Corridor $10K    Budget and Finance Commission 3. Meeting Date:05/16/2023   Submitted By:Christopher Hutchison, Finance SUBJECT: PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FY 22/23 QUARTERLY FINANCIAL UPDATE THROUGH MARCH 2023 (Please reference attachments)   RECOMMENDATION: N/A EXECUTIVE SUMMARY: Please reference attachments. BACKGROUND OR DETAILED INFORMATION: Please reference attachments. FISCAL IMPACT: N/A SUGGESTED MOTION: N/A Attachments Council Memo - March 2023 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  Town Manager’s Office TOWN COUNCIL REPORT DATE: May 24, 2023 TO: Mayor and Council THRU: Chris Cornelison, Interim Town Manager FROM: David Gephart, Chief Financial Officer SUBJECT: March 2023 Financial Update This financial update is intended to provide an overview and status of financial results for the Town’s selected funds through March 2023 for fiscal year 2022/23. Funds included in this financial update are the General Fund, Highway Fund and Community Center Fund. Please note that all amounts are preliminary, un-audited and subject to change. Additionally, estimates reflected in monthly financial updates may not include any adjusting audit entries required at year-end. Please note, there have been minor revisions to the format of the attachments to more closely mirror the Annual Comprehensive Financial Report. EXECUTIVE SUMMARY: Revenues and expenditures continue to perform well compared to budget. Further details are as follows: General Fund In the General Fund (see attachment A), revenues total $40.8 million or 80.4% of budget, while uses are at $43.3 million or 67.1% of the total budget. Highway Fund In the Highway Fund (see attachment B), revenues total $3.2 million or 75.7% of budget, while expenditures total $2.5 million or 53.2% of budget. Community Center Fund In the Community Center Fund (see attachment C-1 & C-2), revenues total $7.5 million or 88.5% of budget, while uses total $8.1 million or 61.6% of budget. BACKGROUND AND DETAILED INFORMATION: GENERAL FUND Attachment A shows General Fund revenues and expenditures through March, other financing uses and year-end estimates for each category. The estimated year-end projections in the General Fund are as follows: Revenues: $54,662,225 Less: Expenditures: ($45,786,599) Other Financing Uses ($15,996,977) Preliminary Estimated Decrease in Fund Balance: ($7,121,350)* *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 $20.2 million or 79.9% of the budgeted amount of $25.3 million and are performing better than anticipated. Retail collections total $6.8 million, which is $189,362 or 2.9% higher than the same time period last fiscal year. Restaurant/bar collections total $1.9 million which is $191,715 or 10.9% higher than the same time period last fiscal year. Bed tax collections total $1.7 million which is $30,684 or 1.9% more than the same time period last fiscal year. Construction sales tax collections total $4.4 million through March, which is $853,247 or 16.4% less than collections from the same time period last fiscal year. Note that the budgeted decrease for construction sales tax was 24%. Total local sales tax revenue in the General Fund is expected to come in nearly $2.1 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 $2.2 million or 98.8% of the budget amount of $2.2 million. A total of 90 Single Family Residential (SFR) permits have been issued through March. License and permit revenues are expected to come in $413,000 over budget, due primarily to revised permitting estimates from expected commercial development activity.  State shared revenues total $14 million or 79.8% 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, Smart and Safe shared taxes, and an opioid settlement. At this time, these revenues are forecasted to come in $891,000 over budget due to higher-than-expected state sales tax collections.  Charges for services revenues total $2.1 million or 67.5% 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 about $102,000 under budget. This is due mainly to farebox revenues as a result of fee waivers, as well as swimming pool user fees as a result of facility closures for needed capital improvements.  Miscellaneous revenues are forecasted to come in about $363,000 over budget due primarily to a rebate received from the Arizona Municipal Risk Retention Pool (AMRRP). General Fund Uses  General Fund expenditures total $32.2 million or 67.1% of budget through March.  Please note that the $885,000 Vistoso Trails Nature Preserve settlement payment is included in the actuals and year-end estimates for General Administration. Other areas of expenditure savings in the fund are forecasted to make up for the payment.  Personnel costs are forecasted to come in about $1.5 million or 4.3% less than budget, due to a combination of vacancy savings, position refills and budgeted PSPRS contributions for DROP participants. Other forecasted savings in the General Fund include gasoline, software maintenance/licensing, telecommunications, field supplies and outside professional services.  Transfers out of the General Fund are expected to end the fiscal year $450,000 under budget as a grant for fiber infrastructure with matching local funds was not awarded. Note that actuals through March reflect the budgeted transfer to debt service and 2/3 of the budgeted transfer to the Capital Fund for CIP. The General Fund is expected to end the fiscal year with a total fund balance of $23.3 million, or 48.4% of budgeted expenditures, exceeding Council policy by $8.8 million. HIGHWAY FUND Highway Fund Revenues  State shared highway user funds total $3 million or 73.3% of the budget amount of $4.1 million. These revenues are projected to come in on budget at this time.  Interest income is expected to come in at a favorable budget variance of $102,000.  Road permit revenue is expected to come in at a favorable budget variance of $1,500.  Other minor revenue sources in the Highway Fund are expected to come in at a favorable budget variance of $4,825 or 0.1% due to a vendor refund of prior year invoice credits that was owed to the Town and insurance recoveries. Highway Fund Expenditures  Highway Fund expenditures though March are at $2.5 million or 53.2% of the adopted budget of $4.6 million. This is expected, due to the timing of the pavement preservation program. Highway Fund expenditures are projected to come slightly under budget at this time due to O&M savings. The Highway Fund is expected to end the fiscal year with a fund balance of $874,400. 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 March total $7.5 million or 88.5% of the budget amount of $8.5 million.  Contracted operating revenues total $3.8 million as of March, which is about $217,000 or 6% more than the same time last fiscal year. This increase is due to higher memberships and food & beverage sales. As of now, these revenues are estimated to come in about $571,000 or 14.3% over budget.  Town operating revenues for March are $776,679 or 87.5% of the budget amount of $887,800. Town operating revenues are expected to end the fiscal year about $317,700 higher than budget due mainly to recreation programs. Member dues, daily drop-ins and facility rental income are also expected to exceed budget expectations.  Local sales tax revenues for March total $2.7 million or 78.2% of the budget amount of $3.5 million. These collections are currently projected to come in $237,000 or 6.8% over budget, due to positive trends in retail, remote seller, and restaurant/bar collections.  Real property rental income is related to leased space for cellular equipment on the roof of the Community Center. This is the final payment for the lease agreement. Community Center Fund Uses  Expenditures in the Community Center Fund total $6.1 million or 67% of the budgeted amount of $9.1 million.  Contracted operating expenditures total $3.5 million, or 74.4% of the budgeted amount of $4.7 million. Contracted expenditures are currently estimated to come in about $34,000 or 0.7% below budget due mainly to savings in water use.  Town operating expenditures are currently estimated to come in approximately $213,000 over budget due to personnel cost increases from full implementation of the new pay plan earlier in the year, as well as the Vistoso Trails Nature Preserve master plan consulting costs, which were budgeted as capital outlay.  The year-end estimate for capital outlay reflects projected rollover of several CIP projects, as well as an adjustment for the Vistoso Trails Nature Preserve master plan consulting costs, as referenced above.  Transfers out are expected to end the year $2.0 million, or 49.5% 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 March 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 Town is not expecting any sales tax support for golf operations for the current fiscal year. Contracted golf operations have a preliminary net loss of $139,034 before outside HOA contributions of $159,050 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 March YTD Financial Status General Fund % Budget Completion through March --- 75% Actuals thru 3/2023 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget Revenues ` Local Sales Tax 20,186,384 25,270,959 79.9% 27,327,534 8.1% Licenses & Permits 2,197,281 2,223,824 98.8% 2,636,961 18.6% Federal Grants 399,594 380,000 105.2% 569,000 49.7% State Grants 53,989 75,000 72.0% 90,000 20.0% State/County Shared 14,043,976 17,605,693 79.8% 18,496,724 5.1% Other Intergovernmental 1,093,301 1,613,000 67.8% 1,600,500 -0.8% Charges For Services 2,056,809 3,046,515 67.5% 2,944,606 -3.3% Fines 65,830 125,000 52.7% 85,000 -32.0% Interest Income 201,624 150,000 134.4% 300,000 100.0% Miscellaneous 479,022 249,000 192.4% 611,900 145.7% Total Revenues 40,777,810 50,738,991 80.4% 54,662,225 7.7% Expenditures Clerk 316,081 422,705 74.8% 431,246 2.0% Community & Econ. Dev. 2,259,696 3,280,764 68.9% 3,064,158 -6.6% Council 168,339 199,145 84.5% 199,145 0.0% Finance 679,871 921,857 73.8% 880,810 -4.5% General Administration 2,572,580 4,077,234 63.1% 3,306,623 -18.9% Human Resources 401,863 569,905 70.5% 547,534 -3.9% Innovation & Technology 3,390,844 4,797,809 70.7% 4,486,939 -6.5% Legal 733,829 1,015,753 72.2% 1,023,542 0.8% Manager 896,452 1,349,776 66.4% 1,279,552 -5.2% Parks & Recreation 2,559,507 3,775,162 67.8% 3,699,552 -2.0% Police 13,559,013 20,403,472 66.5% 20,089,276 -1.5% Public Works 4,030,220 6,200,227 65.0% 5,818,436 -6.2% Town Court 666,160 1,059,674 62.9% 959,785 -9.4% Total Expenditures 32,234,455 48,073,483 67.1% 45,786,599 -4.8% Revenues Over/(Under) Expenditures 8,543,355 2,665,508 8,875,627 Other Financing Sources/(Uses) Transfers In - - na - na Transfers Out (11,048,965) (16,446,977) 67.2% (15,996,977) -2.7% Total Other Financing Sources/(Uses) (11,048,965) (16,446,977) 67.2% (15,996,977) -2.7% Net Change in Fund Balance (7,121,350) Beginning Fund Balance 30,390,425 Ending Fund Balance **23,269,074 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision FY 2022/2023 ATTACHMENT B March YTD Financial Status FY 2022/2023 Highway Fund % Budget Completion through March --- 75% Actuals thru 3/2023 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget Revenues Licenses & Permits 19,792 25,000 79.2% 26,500 6.0% State/County Shared 3,025,678 4,127,100 73.3% 4,127,100 0.0% Interest Income 100,381 8,000 1254.8% 110,000 1275.0% Miscellaneous 7,262 3,000 242.1% 7,825 160.8% Total Revenues 3,153,113 4,163,100 75.7% 4,271,425 2.6% Expenditures Transportation Engineering 2,193,536 4,192,089 52.3% 4,144,195 -1.1% Street Maintenance 280,197 460,100 60.9% 459,816 -0.1% Total Expenditures 2,473,733 4,652,189 53.2% 4,604,011 -1.0% Revenues Over/(Under) Expenditures 679,380 (489,089) (332,586) Other Financing Sources/(Uses) Transfers In - - na - na Transfers Out - - na - na Total Other Financing Sources/(Uses) - - na - na Net Change in Fund Balance (332,586) Beginning Fund Balance 1,206,986 Ending Fund Balance **874,400 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision ATTACHMENT C-1 March YTD Financial Status Community Center Fund % Budget Completion through March --- 75% Actuals thru 3/2023 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget Revenues Contracted Operating Revenues Golf Revenues, Trail and Cart Fees 1,943,658 2,060,519 94.3% 2,274,702 10.4% Member Dues 1,036,889 1,102,500 94.0% 1,222,244 10.9% Food & Beverage 540,407 546,350 98.9% 684,292 25.2% Merchandise & Other 297,881 270,780 110.0% 369,700 36.5% Subtotal 3,818,837 3,980,149 95.9% 4,550,938 14.3% Town Operating Revenues Daily Drop-Ins 38,198 30,000 127.3% 50,500 68.3% Member Dues 539,019 620,500 86.9% 670,000 8.0% Recreation Programs 133,666 170,000 78.6% 405,000 138.2% Facility Rental Income 65,796 67,300 97.8% 80,000 18.9% Subtotal 776,679 887,800 87.5% 1,205,500 35.8% Other Revenues Local Sales Tax 2,720,227 3,477,236 78.2% 3,714,218 6.8% Real Property Rental Income 19,502 - na 19,502 na Interest Income 26,698 3,000 889.9% 35,000 1066.7% Miscellaneous 163,202 159,150 102.5% 173,343 8.9% Subtotal 2,929,629 3,639,386 80.5% 3,942,063 8.3% Total Revenues 7,525,145 8,507,335 88.5% 9,698,501 14.0% Expenditures Contracted Operating Expenditures Personnel 1,242,904 1,728,134 71.9% 1,709,113 -1.1% Food & Beverage 441,619 487,863 90.5% 556,329 14.0% Operations & Maintenance 1,719,252 2,344,939 73.3% 2,273,050 -3.1% Equipment Leases 110,808 162,682 68.1% 151,480 -6.9% Subtotal 3,514,583 4,723,618 74.4% 4,689,972 -0.7% Town Operating Expenditures Personnel 702,233 920,274 76.3% 1,017,000 10.5% Operations & Maintenance 670,800 775,299 86.5% 891,299 15.0% Subtotal 1,373,033 1,695,573 81.0% 1,908,299 12.5% Capital Outlay 1,199,974 2,666,700 45.0% 1,853,347 -30.5% Total Expenditures 6,087,590 9,085,891 67.0% 8,451,618 -7.0% Revenues Over/(Under) Expenditures 1,437,555 (578,556) 1,246,883 Other Financing Sources/(Uses) Transfers In - - na - na Transfers Out (2,028,066) (4,085,380) 49.6% (6,107,341) 49.5% Total Other Financing Sources/(Uses) (2,028,066) (4,085,380) 49.6% (6,107,341) 49.5% Net Change in Fund Balance (4,860,458) Beginning Fund Balance 5,860,458 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 Note: Estimated sales tax collections on golf operations for FY 22/23 is $120,000 FY 2022/2023 ATTACHMENT C-2 Budget Last Year Budget Last Year Actual Budget Variance Last Year Variance Actual Budget Variance Last Year Variance Rounds 4,927 3,800 1,127 4,270 657 Rounds ‐ Member 30,826 25,150 5,676 25,951 4,875 955 800 155 770 185 Rounds ‐ Outing 4,838 4,525 313 5,686 (848) 8,453 6,950 1,503 8,432 21 Rounds ‐ Public 39,153 33,725 5,428 43,316 (4,163) ==================================================================================================================================================================== 14,335 11,550 2,785 13,472 863 Total Rounds 74,817 63,400 11,417 74,953 (136) Revenue 396,115 321,500 74,615 391,461 4,654 Green Fees 1,668,438 1,430,500 237,938 1,779,113 (110,675) 27,810 23,875 3,935 25,893 1,917 Cart Fees 242,923 199,375 43,548 210,617 32,307 6,221 5,250 971 4,697 1,524 Driving Range 32,297 30,750 1,547 36,003 (3,706) 0 3,250 (3,250)4,954 (4,954)Golf Cards/Passes 0 17,750 (17,750)19,485 (19,485) 48,156 31,050 17,106 30,475 17,681 Pro Shop Sales 213,241 165,835 47,406 174,283 38,958 40,610 26,075 14,535 36,270 4,340 Food (Food & Soft Drinks) 276,245 211,925 64,320 242,980 33,266 43,159 31,575 11,584 32,131 11,028 Beverages (Alcohol) 253,083 194,870 58,213 212,524 40,559 965 450 515 819 146 Other Food & Beverage Revenue 11,079 3,720 7,359 21,453 (10,374) 7,064 5,155 1,909 6,273 791 Other Golf Revenues (Club Rent, Handica 35,729 22,885 12,844 27,183 8,546 3,365 2,200 1,165 3,584 (219)Clinic / School Revenue 25,579 15,525 10,054 23,182 2,397 120,516 96,000 24,516 99,830 20,686 Dues Income ‐ Monthly Dues 1,032,029 830,250 201,779 847,917 184,113 0 0 0 0 0 Initiation Fee Income / Annual Membersh 4,860 0 4,860 0 4,860 (547)760 (1,307)749 (1,296)Miscellaneous Income and Discounts 23,333 10,266 13,067 7,212 16,121 ================================================================================= ============================================================= ================ 693,434 547,140 146,294 637,137 56,297 Total Revenue 3,818,837 3,133,651 685,186 3,601,950 216,886 Cost of Sales 32,391 21,135 (11,256)17,159 (15,232)COGS ‐ Pro Shop 148,750 113,725 (35,026)122,286 (26,464) 10,735 7,265 (3,470)10,855 121 COGS ‐ Food 80,636 60,845 (19,791)70,607 (10,029) 1,862 1,286 (576)2,176 314 COGS ‐ Non‐Alcoholic Beverages 14,833 8,750 (6,083)12,000 (2,833) 12,436 9,657 (2,779)9,149 (3,287)COGS ‐ Alcohol 65,459 59,487 (5,973)64,365 (1,094) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 57,424 39,344 (18,081)39,339 (18,085)Total Cost of Sales 309,678 242,806 (66,872)269,258 (40,420) ================================================================================= ============================================================= ================ 636,010 507,797 128,213 597,798 38,212 GROSS INCOME 3,509,158 2,890,845 618,314 3,332,692 176,466 Labor 43,429 43,290 (139)39,130 (4,299)Golf Operation Labor 312,007 309,801 (2,206)262,209 (49,798) 10,287 9,250 (1,037)9,211 (1,077)General and Administrative 91,240 88,750 (2,490)86,325 (4,915) 72,383 69,120 (3,264)55,652 (16,731)Maintenance and Landscaping 587,737 622,477 34,740 527,283 (60,454) 26,027 22,593 (3,434)23,247 (2,780)F&B 208,887 185,935 (22,952)200,078 (8,808) 19,765 6,417 (13,348)4,316 (15,449)Sales and Marketing 69,536 62,900 (6,636)59,408 (10,128) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 171,891 150,669 (21,222)131,555 (40,336)Total Direct Labor 1,269,407 1,269,862 455 1,135,303 (134,104) 8,451 13,890 5,439 9,797 1,346 Total Payroll Taxes 117,682 116,766 (915)89,762 (27,919) 5,127 12,280 7,153 10,155 5,028 Total Medical/Health Benefits 91,768 98,701 6,933 72,843 (18,925) 2,443 1,789 (654)2,639 196 Total Workmans Comp 18,177 15,063 (3,114)20,716 2,539 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 16,021 27,959 11,938 22,591 6,570 Total Payroll Burden 227,626 230,530 2,904 183,321 (44,305) ================================================================================= ============================================================= ================ 187,912 178,628 (9,284)154,146 (33,766)Total Labor 1,497,033 1,500,393 3,359 1,318,624 (178,409) Other Operational Expenses 4,572 11,167 6,595 8,767 4,194 Golf Ops 53,798 46,029 (7,769)67,583 13,786 28,257 14,549 (13,708)16,764 (11,493)G&A 130,916 102,995 (27,921)111,648 (19,267) 57,614 38,073 (19,541)36,723 (20,891)Maintenance 540,886 487,872 (53,014)473,697 (67,189) 2,634 2,355 (279)3,384 750 F&B 26,562 25,020 (1,542)25,638 (923) 8,372 1,050 (7,322)1,650 (6,721)Sales and Marketing 41,302 21,325 (19,977)16,938 (24,363) 13,259 13,557 298 15,394 2,135 Golf Cart Leases 108,423 122,013 13,590 129,134 20,711 298 0 (298)0 (298)Equipment Leases 2,385 0 (2,385)0 (2,385) 17,630 66,750 49,120 72,374 54,744 Utilities ‐ Maintenance 487,272 747,000 259,728 674,693 187,421 20,546 12,950 (7,596)14,070 (6,476)Utilities ‐ G&A 146,996 134,725 (12,271)138,271 (8,726) 10,404 10,404 0 10,200 (204)Management Fees 93,636 93,636 0 91,800 (1,836) 4,000 3,812 (188)4,039 39 Insurance ‐ P&C 48,197 35,995 (12,202)34,122 (14,075) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 167,586 174,667 7,081 183,365 15,780 Total Other Operational Expenses 1,680,371 1,816,610 136,239 1,768,123 87,752 ================================================================================= ============================================================= ================ 355,497 353,295 (2,203)337,511 (17,986)Total Expenses 3,177,405 3,317,003 139,598 3,086,748 (90,657) ================================================================================= ============================================================= ================ 280,512 154,502 126,011 260,286 20,226 EBITDAR 331,753 (426,158)757,911 245,945 85,809 ================================================================================= ============================================================= ================ 280,512 154,502 126,011 260,286 20,226 EBITDA 331,753 (426,158)757,911 245,945 85,809 Interest Expense/Dep&Amt 0 0 0 0 0 Other Expense 0 0 0 (343) (343) 0 0 0 0 0 Capital Improvements/Cap Reserve 27,500 0 (27,500)20,529 (6,972) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 0 0 0 0 0 Total Interest Expense 27,500 0 (27,500)20,186 (7,315) ================================================================================= ============================================================= ================ 280,512 154,502 126,011 260,286 20,226 Net Income 304,253 (426,158)730,411 225,759 78,494 El Conquistador Golf Club For the Month Ending March 31st, 2023 March YTD ATTACHMENT DConsolidated Year-to-Date Financial Report through March 2023FY 2022/2023FundFY 22/23Beginning BalanceRevenueOther Fin Sources/Transfers InTotal In Personnel O&M CapitalDebt ServiceCapital Leases /Transfer OutTotal OutFund Balance Through March 2023General Fund 30,390,425 40,777,810 40,777,810 23,188,876 8,587,080 458,499 11,048,965 43,283,420 27,884,815 Highway Fund 1,206,986 3,153,113 3,153,113 867,410 371,981 1,234,342 2,473,733 1,886,366 Grants and Contributions Fund 208,250 5,444,029 5,444,029 84,249 41,482 125,731 5,526,548 Seizure & Forfeiture - Justice/State 237,863 10,237 10,237 51,535 51,535 196,565 Community Center Fund 5,860,458 7,525,145 7,525,145 1,945,137 2,831,671 1,199,974 2,138,874 8,115,656 5,269,946 Municipal Debt Service Fund 164,136 147,716 4,200,971 4,348,687 8,645 4,331,059 4,339,704 173,119 Water Resource System & Dev. Impact Fee Fund 17,544,433 1,506,594 1,506,594 86,217 651,678 335,322 1,073,217 17,977,810 Townwide Roadway Dev Impact Fee Fund 1,939,688 157,467 157,467 2,190 2,190 2,094,965 Parks & Recreation Impact Fee Fund 509,474 111,778 111,778 1,022 1,022 620,230 Police Impact Fee Fund 132,559 39,458 39,458 292 121,500 121,792 50,225 Capital Fund 24,110,390 1,066,722 9,000,000 10,066,722 163,420 4,162 13,150,656 13,318,238 20,858,874 PAG/RTA Fund 873,366 275,919 275,919 33,878 479,143 513,021 636,264 Water Utility 12,628,510 13,952,346 13,952,346 2,552,530 6,310,801 489,027 4,436,072 2,440 13,790,870 12,789,986 Stormwater Utility 1,125,140 1,106,294 1,106,294 627,480 241,908 22,820 892,208 1,339,226 Benefit Self Insurance Fund 2,869,952 3,536,712 3,536,712 3,520,802 3,520,802 2,885,862 Recreation In-Lieu Fee Fund 16,617 66 66 - 16,683 Total 99,818,247 78,811,406 13,200,971 92,012,377 29,344,853 22,136,433 17,727,621 9,102,453 13,311,779 91,623,139 100,207,485 ATTACHMENT EGeneral Fund Local Sales Tax Collections FY 2022/23JULAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNTOTALConstruction Sales Tax586,039 575,738 540,567 518,177 382,338 478,496 580,594 364,554 331,226 4,357,729 Utility Sales Tax317,210 371,973 356,012 334,868 295,825 266,797 293,200 333,721 320,870 2,890,476 Retail Sales Tax716,720 680,117 691,138 713,672 729,067 838,562 995,470 705,424 711,636 6,781,805 Bed Tax146,263 128,132 114,626 142,628 213,392 186,186 165,540 256,564 320,963 1,674,294 Restaurant & Bar Sales Tax186,438 180,577 199,405 204,482 205,881 227,422 246,520 215,557 281,190 1,947,472 All Other Local Sales Tax *210,893 199,992 202,571 205,672 240,009 259,665 291,232 268,511 287,294 2,165,839 Monthly Total 2,163,563$ 2,136,529$ 2,104,319$ 2,119,499$ 2,066,512$ 2,257,128$ 2,572,556$ 2,144,331$ 2,253,179$ 19,817,615$ Cumulative Total2,163,563$ 4,300,092$ 6,404,411$ 8,523,910$ 10,590,421$ 12,847,549$ 15,420,105$ 17,564,436$ 19,817,615$ Monthly variance240,939$ 225,525$ 51,037$ (287,250)$ (359,497)$ 200,346$ (232,225)$ (162,723)$ 241,115$ Cumulative variance240,939$ 466,464$ 517,501$ 230,250$ (129,247)$ 71,098$ (161,126)$ (323,849)$ (82,735)$ FY 2021/22JULAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNTOTALConstruction 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 Total1,922,624$ 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$ *Does not include cable franchise fees or sales tax audit revenues ATTACHMENT FGeneral Fund State Shared RevenuesFY 2022/23JULAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNTOTALState Shared Income Tax 756,893 756,894 756,893 756,893 756,893 756,893 756,895 756,893 756,893 6,812,040 State Shared Sales Tax 308,350 462,557 664,529 559,547 823,170 575,594 246,387 1,007,946 568,981 5,217,061 County Auto Lieu 97,269 201,901 209,941 195,695 270,425 175,823 195,867 182,872 267,340 1,797,133 Smart and Safe- - - - - 126,622 - - - 126,622 Opioid Settlement- - - - - - - - 91,120 91,120 Monthly Total 1,162,512$ 1,421,352$ 1,631,363$ 1,512,135$ 1,850,488$ 1,634,932$ 1,199,149$ 1,947,711$ 1,684,334$ 14,043,976$ Cumulative Total 1,162,512$ 2,583,864$ 4,215,227$ 5,727,362$ 7,577,850$ 9,212,782$ 10,411,931$ 12,359,642$ 14,043,976$ Monthly variance 269,837$ 207,656$ 435,171$ 276,657$ 728,539$ 140,931$ (53,834)$ 786,088$ 423,354$ Cumulative variance 269,837$ 477,493$ 912,664$ 1,189,322$ 1,917,861$ 2,058,792$ 2,004,958$ 2,791,046$ 3,214,400$ FY 2021/22JULAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNTOTALState 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 Opioid Settlement- - - - - - - - - - - - - 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$