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HomeMy WebLinkAboutTown Council Records - Strategic Plans (2)Town of Oro Valley 2009 Strategic Plan Nip,1...LEY A .A . 4;z1-0 , fost'-'"" vrT-%,;.:,17 o:4/ v.. Art,. 0,,,,,,,•',• 4:".-,'6A-', ..•.4 v54., V:„ ,,,,r%r.,.,4 "00;ii, : ' 1,'.':' •- it . '' - 44' 144,,L(44.,fre .:.7. '''I.%• Ir. 44 Pt '. i - ' 4V‹,:,1 ''''''''''"Wiv,;' 7-'.•:id.: u,,,,, 41.14,,:.--::::•'.: ,- ' , ,,,.<,.. 47:10#1 e.-. ';:"1....,1 :,. vDE6 4.,..,..„:. ...: ,..e.4,,,,,,,,.;.::..:.:,..0,..,!.:.i).:::..,:,,t ,-...-: •....• -...::::'.. 4 S.. 1,•,, • . . .,-4 ,"...;:,,,,9:',: .,-,E:# 7, .,:. •::,.- 1, P.' Alt.',,IL,•. .,„;: z,..t.W415".;:,,.,.‘" : ::':.,-:!,:. ,,... ti.P. 0,,, 4•Ctit:r.7..!7"..!",; 1'iw.:',14I.:4?...., 411...: .:'. 1::,;'°:'''''. 67111010. 04 ."Kik COMMUNITY OF EXCELLENCE 2009 Town of OValley k_LEy,,,, Q-9,,,, ------7(<-0 0 ,,,,,, ftt C 4w: f 7 rx^' T 6 lR` ey. 5.>b 5. Ear. ,"•qs,',", .5, is•• Nj `¢,c 41V r:f. .RR:k. NrZA 4 kR `Y F T '`'''''s S. ,,,,,,,,_„),,,,,,,-:%,,,,2K':+.,n.kms.". t z'fi.ti:"r "tyM ,u,5,. i''''' ,::::::.47, ':,.,', LADED Acknowledgements Townnilouc Paul H. Loomis, Mayor Al Kunisch, Vice Mayor Paula Abbott, Council Member Kenneth "KC" Carter, Council Member Bill Garner, Council Member BarryGillaspie, Council Member Salette Latas, Council Member 2 Management David L. Andrews, Town Manager Jerene Watson, Assistant Town Manager Sandra Abbey, Human Resources Director Craig Civalier, Town Engineer Kathryn Cuvelier, Town Clerk Mary Davis, Communications Administrator George Dunscomb, Town Magistrate Amanda Jacobs, Economic Development Specialist Ainsley Legner, Parks and Recreation Director Stacey Lemos, Finance Director Sarah More, Planning & Zoning Director Jane Peterson, Library Administrator Tobin Rosen, Town Attorney Philip Saletta, Water Utility Director Daniel Sharp, Chief of Police Suzanne Smith, Building Safety Director Kevin Verville, Information Technology Director 3 Leaders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, how directly they set the tone and spirit of everyone around them." Michael Abrashoff, "It's Your Ship" Overview The Oro Valley Strategic Plan provides an examination of where the municipal organization is today, identifies priority focus areas and outlines steps to move the community toward its vision. Simply put, the strategic plan is a document that provides direction to local decision-making and a tool to manage resources. In Oro Valley's 34-year history since incorporation, the challenge has been to balance the Town's long-term interests while being responsive to current community needs. After experiencing significant growth over the last decade, the community will soon be reaching build-out. As the community matures and growth slows, revenues generated by growth will diminish. Therefore, it is critical to ensure that the community has a realistic view of the Town's financial situation balanced against demands for services. Oro Valley is a "community of excellence." With this commitment comes a tremendous responsibility to sustain and balance needs, desires and expectations. The Town of Oro Valley's strategic plan is a living document that guides the Town in its comprehensive community planning and prioritization process. It is purposely "strategic" in terms of its timeframe (2 to 5 years) because any successful organization must be flexible enough to respond to local, regional and national dynamics and comprehensive in its scope. The strategic plan provides direction for all municipal activities to move toward its ultimate community goal. The strategic plan will be reviewed and updated periodically by Town management and Council to ensure that the resources and focus are still relevant. The strategic plan is grounded in the "vision" expressed in the Council-adopted and voter-ratified Oro Valley General Plan. The General Plan provides the long- term (up to 20 years) vision for community growth, development and redevelopment. The following diagram presents the relationship of the Oro Valley Strategic Plan and General Plan with other community documents. 4 Oro Valley Oro Valley i Strategic Plan General Plan Departmental Financial Specific Topic Strategic Plans Sustainability Plans Including Capital PlanandPersonnel Requirements Zoning Capital Ordinances Specific Improvements Specific Master Plans Plan Area Plans and Studies Design Guidelines Impact Fees and Other Ordinances Annual Town Budget 5 Community Vision Vision is the philosophy and unique image of the future if the community were successful. It's a future statement; a description of the desired future state for the community. Oro Valley's citizens drafted a community vision that was the foundation for the adopted General Plan. Oro Valley's vision is... To be a well-planned community that uses its resources to balance the needs of today against the potential impacts on future generations. Oro Valley's lifestyle is defined by the highest standard of environmental integrity, education, infrastructure, services and public safety. It is a community of people working together to create the Town's future with a government that is responsive to residents and ensures the long-term financial stability of the Town. VISION Caring for our heritage, our community, our future. 6 Organizational Mission The Town of Oro Valley is a "mission-driven" organization. The mission statement is the fundamental purpose of local government. It focuses on what is most important and sets in motion an organizational culture that encourages innovation and strives for excellence. Our Mission is to: Govern efficiently, inclusively and responsively to promote community health, safety and a sustainable quality of life. Organizational Values-We are strongly committed to: Honesty, Integrity, Trustworthiness Maintain an ethical organizational culture Treat everyone fairly and with respect We live up to our commitments Openness, Accountability, Transparent Government Communicate broadly to provide accurate, timely information Ensure accessibility to our constituents Provide avenues for citizen input Manage resources responsibly and respect our community's investment through exceptional stewardship Respect the public process Respect for Diversity Listen to all points of view Encourage broad participation Treat people equitably and with dignity Creativity, Teamwork and Continuous Improvement Include and involve stakeholders Provide education and training opportunities Listen effectively and work toward achieving the best community decisions Promote an atmosphere of support for change and innovation Excellent Service We are a responsive, responsible service-oriented organization Go above and beyond to meet and exceed community expectations 7 Focus Areas The Oro Valley Strategic Plan outlines the goals and strategies for the municipal government to successfully address the community's vision. Four Focus Areas provide the framework for the Strategic Plan. These focus areas indicate where Oro Valley must direct its attention in order to address community needs and desires. All of the Focus Areas are inter-related and not intended to be viewed independently. Implementing these Focus Areas will require leadership, financial commitment, effective management and continual evaluation. The Focus Areas are: Financial & Economic Sustainability Quality of Life Community Infrastructure Leadership and Communication Within each Focus Area, there is a focus area description, goals, strategies and community indicators, as defined below. The goals and strategies are designed to be action-oriented, thereby yielding desired outcomes. The numbered goals and strategies do not indicate the order of priority for implementation. Focus Areas are strategic initiatives that will be addressed. Focus Area Discussion defines the focus area's situation. Goals describe a fundamental direction or broad course of action. Strategies are specific tasks that will be accomplished to assist in implementing the related goal. Community Indicators are measures of activities that are important to the community. These indicators are used to track the progress toward established goals. They reveal whether the key organizational attributes are going up or down, forward or backward, getting better or worse, or staying the same. 8 A. Financial & Economic Sustainability The Town has reduced its reliance on growth and development to fuel its economy. However, the community is susceptible to economic fluctuations and continues to rely on growth to a significant extent, especially commercial development. As the Town approaches build-out, revenue previously generated from growth must be replaced. Revenue diversification is essential for the Town to provide services commensurate with the expectations of the community as identified in the community survey and to implement this Strategic Plan. Financial& Economic Sustainability is defined as the Town's ability to ensure stable, long-term resources to fund existing and future service levels. Financial & Economic Sustainability Goals: 1. Maintain a balanced budget. 2. Develop a diverse revenue stream. 3. Adapt, as needed, contingency reserves to meet Town policies. 4. Ensure financial resources are available with a supportable level of community services 5. Cultivate healthy business relationships, opportunities and environment. Strategies: 1. Maintain current service levels into the future through the following internal mechanisms and reviews: a. Use the Economic Vitality Model to continuously monitor the Town's short-term and long-term financial forecast. b. Prepare timely financial and budgetary performance reports for the Town Council and the Finance and Bond Committee. c. Continuously evaluate Town's user fee policies. d. Ensure compliance with the Town's adopted budget policy guiding the use of contingency funds. 2. Educate and communicate the cost of projects and services. 3. Understand priorities, desires and possibilities through ongoing use of community surveys. 4. Utilize performance measures for benchmarking and resource allocation decision-making. 5. Evaluate annexation opportunities that provide a positive cost/benefit to the Town. 6. Evaluate and determine economic incentive guidelines for high-paying, professional level jobs. 7. Consider new, stable revenue sources by the Town Council and/or the voting public of Oro Valley. 8. Encourage the attraction, expansion and retention of high-tech/bio-tech, tourism/resort/convention and hospital/medical facilities. 9. Collaborate with regional public and private economic development partners. 9 Community Indicators: Maintain bond rating of at least A+ (Fitch Ratings) and AA- (Standard and Poor's) Increase median wage rate within Oro Valley Increase in the number of primary jobs in Oro Valley Improve statistics showing attraction, expansion or retention in the high- tech/bio-tech, tourism/resort/convention and hospital/ medical facilities target industries 10 B. Quality of Life & Environmental Sustainability For decades, the Oro Valley area has been a preferred place to live. The challenge is to sustain rich cultural, artistic, safe and recreationally-oriented environments that continue to contribute to the area's desirable quality of life. Amenities that contribute to our quality of life include: Parks, Recreation and trails Good air quality Open Space Preservation Cultural events and venues Library Environmental sensitivity Public Safety Archaeological preservation Archaeological & Historic Sustainability Preservation Retail and dining opportunities Safe and clean community Quality built environment High quality water Quality of Life Goals: 1. Preserve open space and protect environmentally sensitive lands. 2. Cultivate and sustain archaeological and historic resources. 3. Develop and maintain parks and recreational assets. 4. Create an environment that supports cultural opportunities and events. 5. Maintain a safe community where residents feel secure. 6. Provide diverse educational, informational and recreational opportunities. 7. Manage development in order to assure a quality built environment. Strategies: 1. Monitor and collaborate with other entities as appropriate on: land use, open space, water, public safety, transportation, information technology and economic development to ensure that growth and development within the Town's planning boundaries have a positive impact on Oro Valley's quality of life. 2. Survey the leadership and community to identify the level of satisfaction with Town services and establish benchmarks. 3. Coordinate and secure funding, either solely or in concert with other public or private entities, to identify and protect environmentally sensitive lands and open space. 4. Coordinate and secure funding, either solely or in concert with other public or private entities, to identify, acquire and manage archaeological, historic, cultural, parks and recreational assets as may be necessary to sustain, expand and diversify them. 5. Provide a high quality potable water supply, promote water conservation and foster regional cooperation for water development. 6. Work with local and regional performing and visual arts groups to provide cultural opportunities. 7. Maintain an efficient and effective local criminal justice system. 8. Maintain an emergency response and business continuity plan to deal with catastrophic events and maintain essential services. 11 Community Indicators: High level of citizen satisfaction as identified through a community survey High library usage per capita High park usage per capita Increase in number of citizens and volunteers involved in Town programs Ratings in lifestyle magazines or polls Low crime rates per capita Low accident rates per capita Increased number of environmentally-sensitive acres preserved Increased implementation of studies and plans developed to protect the environment, archaeological, historical and cultural assets Increased number of arts and cultural events and venues Increased number of LEED certified buildings 12 C. Community Infrastructure Oro Valley's capacity to provide quality public service is critical. Therefore, adequate services and facilities are necessary to meet community expectations. Maintaining the infrastructure will strengthen the economic viability and quality of life in the Town. Community Infrastructure Goals: 1. Ensure appropriate municipal facilities to meet service demands and staffing needs. 2. Plan for and provide the necessary infrastructure to support community growth and preservation. 3. Maintain and acquire sufficient water resources to ensure that the community has an adequate water supply. 4. Explore the development of transportation alternatives. 5. Partner with regional jurisdictions to cooperate in the development and maintenance of quality infrastructure, as appropriate. 6. Maintain a high-speed data network to meet information storage and data management needs to provide timely and accurate information. Strategies: 1. Monitor and collaborate with other entities as appropriate on: land use, open space, water, public safety, transportation, information technology and economic development to ensure that growth and development within the Town's planning boundaries have a positive impact on Oro Valley's quality of life. 2. Develop and implement a comprehensive strategic and operational plan for municipal facilities and infrastructure. 3. Ensure infrastructure is maintained and replaced/upgraded to meet the community's short and long-term needs. 4. Maintain an assured water supply designation by planning and developing a renewable water supply (e.g., Central Arizona Project (CAP) and reclaimed water), providing a high quality potable water supply, promoting water conservation and fostering regional cooperation for water development. 5. Coordinate and secure funding, either solely or in concert with other public or private entities, for the development of community infrastructure. 6. Continue to implement network upgrades and infrastructure improvements, allowing the fastest data transmission speeds across all segments of our local area network (LAN). These improvements will also provide the means to monitor network performance and minimize vulnerabilities and downtime. Community Indicators: Increased rating Overall Condition Index (OCI) of public streets Construction of Rancho Vistoso Municipal Complex and Town Hall addition Increased number of new lane miles Implementation of Regional Transportation Authority circulator and fixed routes Increased water storage reserves supply Reduce unaccounted for water Completion of business continuity plans 13 Decreased IT downtime of network Completion of scheduled milestones for the CAP water delivery system 14 D. Leadership and Communication Leadership and communication are interrelated principles. You cannot have one without the other. Leadership is the ability to communicate a vision well, which in turn motivates people, transforming great ideas into action. It is what makes all achievement possible. Oro Valley is committed to leadership and communication. Through effective communication internally as well as externally, a leadership culture will be developed and strengthened at every organizational level. Leadership and Communication Goals: 1. Build trust through effective public outreach and communication. 2. Create an environment conducive to effective dialogue among the Council, staff and community. 3. Improve intergovernmental relationships. 4. Encourage and develop leadership skills and opportunities. Strategies: 1. Support and expand community and staff leadership development opportunities. 2. Expand public and organizational communications programs. 3. Develop the capabilities and vehicles to promote community leadership for positive change. 4. Develop and implement a clear, widely-shared and recognized Town identity brand). 5. Conduct at a minimum—a biennial community survey to identify levels of citizen expectations and satisfaction with Town services and quality of life indicators. 6. Attract, develop and retain talented employees. 7. Maintain consistency in implementing policy. Community Indicators: High satisfaction level expressed from residents responding to community surveys Increased employee retention Increased staff participation in leadership development opportunities Increased participation in local, regional, state and federal collaborative government efforts that provide a positive impact for the town Develop opportunities for collaboration in local, regional, state and federal government efforts 15 APPENDIX 16 OroValley It was agreed that growing Oro Valley geographically offers many opportunities because of the following: Opportunity to control our destiny and quality of life Ability to be creative in planning Ability to increase revenues Oro Valley will have become too big when we grow beyond our ability to maintain our community values and quality of life. The term "Bedroom Community" was used and defined. A bedroom community is one that allows a person to live here but they have to work somewhere else. As a result, the roadways become more congested as people have to leave for work and services. The voter ratified Oro Valley General Plan states that Oro Valley is a diverse community where people can live, work and play. It is a "Planned Community" that has services and employment. It was agreed that Oro Valley is not or should not become a bedroom community and the vision is to become a well-rounded community. Facts About the Future The participants identified the following "facts about the future" that will impact Oro Valley. These facts need to be addressed when discussing the community's vision and strategic direction. Cost of services will continue to go up. Town must find a way to fund citizen desired amenities. Need to provide or continue to provide quality services. The majority of the Town's sales tax revenues fund the general fund. Sales taxes are cyclical. Impact fees are one-time fees. Taxes impact people. User fees are directly related to use. Need to explore different revenue sources. Build out is coming and construction-related revenues will diminish. Increased public safety needs as population grows. The Town of Oro Valley completed the following analysis by examining the community's Strengths, Weaknesses, Opportunities and Threats." The purpose of this exercise was to understand a "snap-shot" of the organization and community today. 17 Strengths Weaknesses Leadership position in regional issues Lack of diverse and sustainable funding sources Excellent Public Safety Lack of demographic diversity Excellent Schools Lack of employment opportunities Excellent Library Lack of community identity Financially sound and fiscally responsive Lack of retail and dining options Excellent Communications Lack of cultural opportunities Codes and Standards maintain a well- Lack of sensitivity to environmental planned community protection areas Boards, committees and volunteerism Lack of recreational facilities Engaged citizenry and staff Lack of public transportation Excellent roads Lack of a downtown Expanding Bio-tech corridor Lack of willing citizen participants Expanding retail base Segmented community Clean environment Appearance of being developer friendly Scenic Beauty The NIMBY mindset Natural resources Trying to do too much Quality recreation and leisure activities Sound infrastructure High water quality Attractive to development community People 18 Opportunities/Hot Issues Threats Funding Regional growth Sustainability NIMBYs Naranja Townsite State legislature making decisions that impact state-shared revenue Arroyo Grande Influence of the minority Water supply Service expectations without funding Economic development Economy High paying jobs Apathy Roadways Terrorists Bio-tech Retail opportunities (OV Marketplace) Open Space Regionalism Communication Taxes Annexation 19 EY O N kz Oi;':.:',i'ii-':• ;,•;.'::.,-,:::', 2',.;-:-,,.!,„,;,,.:1 M'rr f 27"::: ) d Ni.,r 1":-..,_ y{a 1:" V itii''' 1:.,';',:;;;;;:.;:.'it Dov 1g1f t), LADED 0 c wS wS. ..,,. 4„,,,,,..,,...„,,,„,,;,:„.„,„.,,,,„,„,„,„,„...„,„:,,,,,,,„, iii,„,„,,,., a .,,, -$ " , rg 0 w n Fw s, x- ciitrj a„:,_,„..,„,...„..„, t,4,_,,:„,„,,,„,„,,„,,,„.,,,, i,:,„,„„,,,,, s, S,ky „¢„ „ Y „ a, ,' tjmr c F„„,,,,,, i.„,„:„.,„,,,,„:„,„:„„:„.„.„,„:„.„,.,„..,,,,,..,„:„ 1„ i Y [k,* , k4As nia a„.dq,kS a 1 1 eyr0 z;.:::--:;N:: :'.-:-:' -_ - 4- '''''. 1 ... 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Sandra Abbey, Human Resources Director Craig Civalier,Town Engineer Kathryn Cuvelier,Town Clerk 3 . Mary Davis,Communications Administratorf . 3, S{ A George Dunscomb,Town Magistrate Amanda Jacobs, Economic Development SpecialistIL a. rzssi€'g!,se:;?i Ainsley Legner, Parks and Recreation Director 2ttiliiipirt:0,41,;',:a Stacey Lemos, Finance Director 23':::'.i.ts1:;;:';:; Sarah More, Planning &Zoning Director Jane Peterson, Library Administrator Y r Tobin Rosen,Town Attorney4 t 1r Philip Saletta,Water Utility Director t; Daniel Sharp, Chief of Police 1 Suzanne Smith, Building Safety Director Kevin Verville, Information Technology Director r 2 Leaders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, how directly they set the tone and spirit of everyone around them." Michael Abrashoff, "It's Your Ship" Overview The Oro Valley Strategic Plan provides an examination of where the municipal organization is today, identifies priority focus areas and outlines steps to move the community toward its vision. Simply put,the strategic plan is a document that provides direction to local decision-making and a tool to manage resources. In Oro Valley's 34-year history since incorporation,the challenge has been to balance the Town's long- term interests while being responsive to current community needs. After experiencing significant growth over the last decade,the community will soon be reaching build-out. As the community matures and growth slows, revenues generated by growth will diminish. Therefore, it is critical to ensure that the community has a realistic view of the Town's financial situation balanced against demands for services. Oro Valley is a"community of excellence." With this commitment comes a tremendous responsibility to sustain and balance needs, desires and expectations. The Town of Oro Valley's strategic plan is a living document that guides the Town in its comprehensive community planning and prioritization process. It is purposely"strategic"in terms of its timeframe (2 to 5 years) because any successful organization must be flexible enough to respond to local, regional and national dynamics and comprehensive in its scope. The strategic plan provides direction for all municipal activities to move toward its ultimate community goal. The strategic plan will be reviewed and updated periodically by Town management and Council to ensure that the resources and focus are still relevant. The strategic plan is grounded in the"vision"expressed in the Council-adopted and voter-ratified Oro Valley General Plan. The General Plan provides the long-term (up to 20 years) vision for community growth,development and redevelopment.The following diagram presents the relationship of the Oro Valley Strategic Plan and General Plan with other community documents. 3 Oro Valley Oro Valley Strategic Plan General Plan r r Department Strategic Plans Financial Specific including Capital t Stability t Topic and Personnel Plan Plans Requirements r Zoning Ordinances Specific Capital Specific Area Plans Master Plans Improvements Design Guidelines and Studies Plan Impact Fees and Other Ordinances Annual Town Budget 4 CommunityVision Vision •is the philosophy and unique image of the future if the community were successful. It's a future statement;a description of the desired future state for the community. Oro Valley's citizens drafted a community vision that was the foundation for the adopted General Plan. Oro Valley's vision is... p To be a well-planned community that uses its resources to balance the needs oftoday against the potential impacts on future generations. Oro Valley's lifestyle is defined by the highest standard ofenvironmental integrity,education,infrastructure,services and public safety. It is a community ofpeople working together to create the Town's future with a government that is responsive to residents and ensures the long-term financial stability of the Town. Vision Caring for our heritage, our community, our future. o; r . yY g*ir, ::K.'':„,::.„:„,,t.;:.,‘.:,:...:::.,.::.,,,.:,,:;:,,;,,,,,:!:,...,„,,,ti.o:losfak.:.i;::. .:..: s : :. 2 w+° 2,. i. y C" y21 v: 4 s a teY A.41, z.:.,.,,,:::.,..,:,...7:----,,, ...:::!..:!- ;------, '.:,,,,,,.,,,,,..„.. . 7:10....- ,--, f.a,f1.fnilg;' vitrtkk:' r,:.:::)-,'?::;':--4,-,.:,-..-,;sE-r: :-i:t'----:-y:-l • x. xH j 2 - , Tte \ « \ <.i , S ; $. £ r ii ,„'ttat yp1')---- • ' i:::::,..,y1;F:.,:.!.. ifit;;;t„,..i,t-;-,,,,,,,,,,,.,::.--,. ,-2:-:„..,...,i0;.„.,-,.:r,. , -- c F" Y : .« ' v a ee'-` z: f Ail'n, i '''''''"); (:',-;,-,i',. o y-_{ 2,l 24-. ""r x >8, ij\ g_ „,,,,,,,„,,..„1„y 2 r7 :+ < Fi L «• 4f1 $ H::: 1;'.,,:.:::;;, 2T M ` i., ,,,,',,',.:;:::::: 4,::',1: 4 a t'' i C . a z a < yEYan h t „ 'i. ex S ,Cyt ,• • 7:::,:.--7--- w- 74, 5 Organizational Mission The Town of Oro Valley is a"mission-driven"organization. The mission statement is the fundamental purpose of local government. It focuses on what is most important and sets in motion an organizational culture that encourages innovation and strives for excellence. Our Mission is to: Govern efficiently, inclusively and responsively to promote community health,safety and a sustainable quality of life. Organizational Values-We are strongly committed to: Honesty, Integrity,Trustworthiness Maintain an ethical organizational culture Treat everyone fairly and with respect We live up to our commitments Openness,Accountability,Transparent Government Communicate broadly to provide accurate,timely information Ensure accessibility to our constituents Provide avenues for citizen input Manage resources responsibly and respect our community's investment through exceptional stewardship Respect the public process Respect for Diversity Listen to all points of view Encourage broad participation Treat people equitably and with dignity Creativity,Teamwork and Continuous Improvement Include and involve stakeholders Provide education and training opportunities Listen effectively and work toward achieving the best community decisions Promote an atmosphere of support for change and innovation Excellent Service We are a responsive, responsible service-oriented organization Go above and beyond to meet and exceed community expectations 6 Focus Areas The Oro Valley Strategic Plan outlines the goals and strategies for the municipal government to successfully address the community's vision. Four Focus Areas provide the framework for the Strategic Plan. These focus areas indicate where Oro Valley must direct its attention in order to address community needs and desires. All of the Focus Areas are inter-related and not intended to be viewed independently. Implementing these Focus Areas will require leadership,financial commitment,effective management and continual evaluation. The Focus Areas are: Financial & Economic Sustainability Quality of Life Community Infrastructure Leadership and Communication Within each Focus Area,there is a focus area description,goals, strategies and community indicators, as defined below.The goals and strategies are designed to be action-oriented,thereby yielding desired outcomes.The numbered goals and strategies do not indicate the order of priority for implementation. Focus Areas are strategic initiatives that will be addressed. Focus Area Discussion defines the focus area's situation. Goals describe a fundamental direction or broad course of action. Strategies are specific tasks that will be accomplished to assist in implementing the related goal. Community Indicators are measures of activities that are important to the community.These indicators are used to track the progress toward established goals.They reveal whether the key organizational attributes are going up or down,forward or backward,getting better or worse, or staying the same. 7 A. Financial & Economic Sustainability The Town has reduced its reliance on growth and development to fuel its economy. However,the community is susceptible to economic fluctuations and continues to rely on growth to a significant extent,especially commercial development. As the Town approaches build-out,revenue previously generated from growth must be replaced. Revenue diversification is essential for the Town to provide services commensurate with the expectations of the community as identified in the community survey and to implement this Strategic Plan. Financial&Economic Sustainability is defined as the Town's ability to ensure stable,long-term resources to fund existing and future service levels. Financial&Economic Sustainability Goals: 1. Maintain a balanced budget. 2. Develop a diverse revenue stream. 3. Adapt,as needed,contingency reserves to meet Town policies. 4. Ensure financial resources are available with a supportable level of community services 5. Cultivate healthy business relationships,opportunities and environment. Strategies: 1. Maintain current service levels into the future through the following internal mechanisms and reviews: a. Use the Economic Vitality Model to continuously monitor the Town's short-term and long-term financial forecast. b. Prepare timely financial and budgetary performance reports for the Town Council and the Finance and Bond Committee. c. Continuously evaluate Town's user fee policies. d. Ensure compliance with the Town's adopted budget policy guiding the use of contingency funds. 2. Educate and communicate the cost of projects and services. 3. Understand priorities,desires and possibilities through ongoing use of community surveys. 4. Utilize performance measures for benchmarking and resource allocation decision-making. 5. Evaluate annexation opportunities that provide a positive cost/benefit to the Town. 6. Evaluate and determine economic incentive guidelines for high-paying, professional level jobs. 7. Consider new,stable revenue sources by the Town Council and/or the voting public of Oro Valley. 8. Encourage the attraction,expansion and retention of high-tech/bio-tech,tourism/resort/convention and hospital/medical facilities. 9. Collaborate with regional public and private economic development partners. Community Indicators: Maintain bond rating of at least A+ (Fitch Ratings)and AA-(Standard and Poor's) Increase median wage rate within Oro Valley Increase in the number of primary jobs in Oro Valley Improve statistics showing attraction,expansion or retention in the high-tech/bio-tech,tourism/ resort/convention and hospital/medical facilities target industries B. Quality of Life & Environmental Sustainability For decades,the Oro Valley area has been a preferred place to live.The challenge is to sustain rich cultural, artistic,safe and recreationally-oriented environments that continue to contribute to the area's desirable quality of life. Amenities that contribute to our quality of life include: Parks, Recreation and trails Open Space Preservation Library Public Safety Archaeological &Historic Preservation Safe and clean community High quality water Good air quality Cultural events and venues Environmental sensitivity Archaeological preservation Sustainability Retail and dining opportunities Quality built environment Quality ofLife Goals: 1. Preserve open space and protect environmentally sensitive lands. 2. Cultivate and sustain archaeological and historic resources. 3. Develop and maintain parks and recreational assets. 4. Create an environment that supports cultural opportunities and events. 5. Maintain a safe community where residents feel secure. 6. Provide diverse educational, informational and recreational opportunities. 7. Manage development in order to assure a quality built environment. Strategies: 1. Monitor and collaborate with other entities as appropriate on:land use,open space,water, public safety,transportation, information technology and economic development to ensure that growth and development within the Town's planning boundaries have a positive impact on Oro Valley's quality of life. 2. Survey the leadership and community to identify the level of satisfaction with Town services and establish benchmarks. 3. Coordinate and secure funding,either solely or in concert with other public or private entities,to identify and protect environmentally sensitive lands and open space. 4. Coordinate and secure funding,either solely or in concert with other public or private entities,to identify,acquire and manage archaeological, historic,cultural,parks and recreational assets as may be necessary to sustain,expand and diversify them. 5. Provide a high quality potable water supply, promote water conservation and foster regional cooperation for water development. 6. Work with local and regional performing and visual arts groups to provide cultural opportunities. 7. Maintain an efficient and effective local criminal justice system. 8. Maintain an emergency response and business continuity plan to deal with catastrophic events and maintain essential services. 9 Community Indicators: High level of citizen satisfaction as identified through a community survey High library usage per capita High park usage per capita Increase in number of citizens and volunteers involved in Town programs Ratings in lifestyle magazines or polls Low crime rates per capita Low accident rates per capita Increased number of environmentally-sensitive acres preserved Increased implementation of studies and plans developed to protect the environment,archaeological, historical and cultural assets Increased number of arts and cultural events and venues Increased number of LEED certified buildings h 0 C. Community Infrastructure Oro Valley's capacity to provide quality public service is critical.Therefore,adequate services and facilities are necessary to meet community expectations. Maintaining the infrastructure will strengthen the economic viability and quality of life in the Town. Community Infrastructure Goals: 1. Ensure appropriate municipal facilities to meet service demands and staffing needs. 2. Plan for and provide the necessary infrastructure to support community growth and preservation. 3. Maintain and acquire sufficient water resources to ensure that the community has an adequate water supply. 4. Explore the development of transportation alternatives. 5. Partner with regional jurisdictions to cooperate in the development and maintenance of quality infrastructure,as appropriate. 6. Maintain a high-speed data network to meet information storage and data management needs to provide timely and accurate information. Strategies: 1. Monitor and collaborate with other entities as appropriate on: land use,open space,water, public safety,transportation, information technology and economic development to ensure that growth and development within the Town's planning boundaries have a positive impact on Oro Valley's quality of life. 2. Develop and implement a comprehensive strategic and operational plan for municipal facilities and infrastructure. 3. Ensure infrastructure is maintained and replaced/upgraded to meet the community's short and long-term needs. 4. Maintain an assured water supply designation by planning and developing a renewable water supply e.g.,Central Arizona Project(CAP)and reclaimed water), providing a high quality potable water supply, promoting water conservation and fostering regional cooperation for water development. 5. Coordinate and secure funding,either solely or in concert with other public or private entities,for the development of community infrastructure. 6. Continue to implement network upgrades and infrastructure improvements,allowing the fastest data transmission speeds across all segments of our local area network(LAN). These improvements will also provide the means to monitor network performance and minimize vulnerabilities and downtime. Community Indicators: Increased rating Overall Condition Index(OCI) of public streets Construction of Rancho Vistoso Municipal Complex and Town Hall addition Increased number of new lane miles Implementation of Regional Transportation Authority circulator and fixed routes Increased water storage reserves supply Reduce unaccounted for water Completion of business continuity plans Decreased IT downtime of network Completion of scheduled milestones for the CAP water delivery system 11 D. Leadership and Communication Leadership and communication are interrelated principles. You cannot have one without the other. Leadership is the ability to communicate a vision well,which in turn motivates people,transforming great ideas into action. It is what makes all achievement possible. Oro Valley is committed to leadership and communication. Through effective communication internally as well as externally,a leadership culture will be developed and strengthened at every organizational level. Leadership and Communication Goals: 1. Build trust through effective public outreach and communication. 2. Create an environment conducive to effective dialogue among the Council, staff and community. 3. Improve intergovernmental relationships. 4. Encourage and develop leadership skills and opportunities. Strategies: 1. Support and expand community and staff leadership development opportunities. 2. Expand public and organizational communications programs. 3. Develop the capabilities and vehicles to promote community leadership for positive change. 4. Develop and implement a clear,widely-shared and recognized Town identity(brand). 5. Conduct at a minimum—a biennial community survey to identify levels of citizen expectations and satisfaction with Town services and quality of life indicators. 6. Attract,develop and retain talented employees. 7. Maintain consistency in implementing policy. Community Indicators: High satisfaction level expressed from residents responding to community surveys Increased employee retention Increased staff participation in leadership development opportunities Increased participation in local,regional, state and federal collaborative government efforts that provide a positive impact for the town Develop opportunities for collaboration in local, regional, state and federal government efforts 12 q_. z T" .1 ..Z,:-. I,...i:.1.:„. 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The term "Bedroom Community"was used and defined. A bedroom community is one that allows a person to live here but they have to work somewhere else. As a result,the roadways become more congested as people have to leave for work and services. The voter ratified Oro Valley General Plan states that Oro Valley is a diverse community where people can live,work and play. It is a"Planned Community"that has services and employment. It was agreed that Oro Valley is not or should not become a bedroom community and the vision is to become a well-rounded community. Facts About the Future The participants identified the following"facts about the future"that will impact Oro Valley. These facts need to be addressed when discussing the community's vision and strategic direction. Cost of services will continue to go up. Town must find a way to fund citizen desired amenities. Need to provide or continue to provide quality services. The majority of the Town's sales tax revenues fund the general fund. Sales taxes are cyclical. Impact fees are one-time fees. Taxes impact people. User fees are directly related to use. Need to explore different revenue sources. Build out is coming and construction-related revenues will diminish. Increased public safety needs as population grows. The Town of Oro Valley completed the following analysis by examining the community's"Strengths, Weaknesses,Opportunities and Threats:'The purpose of this exercise was to understand a"snap-shot"of the organization and community today. 14 Strengths Weaknesses Leadership position in re ional issues Lack of diverse and sustainablegfundingsources Excellent Public Safety Lack of demographic diversity Excellent Schools Lack of employment opportunities Excellent Library Lack of community identity Financially sound and fiscally responsive Lack of retail and dining options Excellent Communications Lack of cultural opportunities Codes and Standards maintain a Lack of sensitivity to environmental well-planned community protection areas Boards, committees and volunteerism Lack of recreational facilities Engaged citizenry and staff Lack of public transportation Excellent roads Lack of a downtown Expanding Bio-tech corridor Lack of willing citizen participants Expanding retail base Segmented community Clean environment Appearance of being developer friendly Scenic Beauty The NIMBY mindset Natural resources Trying to do too much Quality recreation and leisure activities Sound infrastructure High water quality Attractive to development community People Opportunities/Hot Issues Threats Funding Regional growth Sustainability NIMBYs Naranja Townsite State legislature making decisions that impact state-shared revenue Arroyo Grande Influence of the minority Water supply Service expectations without funding Economic development Economy High paying jobs Apathy Roadways Terrorists Bio-tech Retail opportunities (OV Marketplace) Open Space Regionalism Communication Taxes Annexation 15