HomeMy WebLinkAboutBudget Records-Town - 6/30/2014Town of Oro Valley
ANNUAL BUDGET | FY 2013-14
ORO VALLEY,
ANNUAL BUDGET 2013 – 2014
Community Vision
Oro Valley is a community defined by the highest standards 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.
Mission
Govern efficiently, inclusively and responsively to promote
community health, safety and a sustainable quality of life for
residents, business and visitors.
Organizational Values
We are strongly committed to:
Honesty, Integrity, Trustworthiness
Openness, Accountability, Transparent Government
Respect for Diversity
Creativity, Teamwork and Continuous Improvement
Excellent Service
2013-2014 Annual Budget
Table of Contents
Introduction
Budget Message ......................................................1
Community Profile ...................................................9
History of Oro Valley ................................................13
Budget Document Guide ..........................................17
Mayor and Council ...................................................21
Organizational Chart ................................................22
Strategic Plan ..........................................................25
General Plan ............................................................33
Fund Structure ........................................................37
Financial and Budgetary Policies ...............................41
Budget Process ........................................................49
Budget Calendar ......................................................51
Financial Overview
Budget Overview .....................................................53
Fund Balances .........................................................57
Historical Fund Balances ..........................................59
Budget Summary .....................................................63
Revenue Summary ..................................................65
Revenue Schedule by Fund ......................................67
Revenue Sources .....................................................75
Expenditure Summary ..............................................85
Expenditure Schedule by Fund .................................89
Expenditures by Program .........................................91
Personnel Summary .................................................95
Personnel Summary by Fund ....................................97
Personnel Schedule ..................................................99
Debt Service ............................................................105
Debt Service Schedules ............................................109
Long Term Forecast .................................................117
Program Budgets
Clerk .......................................................................123
Council ....................................................................125
Development & Infrastructure Services .....................127
Finance ...................................................................154
General Administration .............................................157
Human Resources ....................................................158
Information Technology ...........................................161
Legal ......................................................................169
Magistrate Court ......................................................176
Town Manager’s Office .............................................179
Bed Tax Fund ..........................................................187
Parks and Recreation ...............................................188
Program Budgets Cont’d
Recreation In-Lieu Fee Fund .....................................200
Parks and Recreation Impact Fee Fund .....................201
Aquatic Center Project Fund .....................................202
Police ......................................................................203
Police Impact Fee Fund ............................................224
Water Utility ............................................................225
Alternative Water Resource Development
Impact Fee Fund .................................................233
Potable Water Systems Development Impact Fee Fund .................................................234 Municipal Debt Service Fund .....................................235
Oracle Road Improvement District
Debt Service Fund ................................................236
General Government Impact Fee Fund ......................237
Benefit Self-Insurance Fund ......................................238
Capital Improvement Program
Program Overview ...................................................239
Projects by Fund ......................................................246
Map of Projects ........................................................252
Project Descriptions .................................................253
Appendix
Resolution Adoption .................................................265
Auditor General Statements ......................................269
Glossary ..................................................................281
2013 – 2014 Annual Budget
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2013 – 2014 Annual Budget
Financial Organizational Chart
FY 2014 Budget
$93,913,429
Operating Budget
$51,202,016
Contingency
$33,656,413
Capital Projects
$9,055,000
Council $225,853
Clerk $345,118
Town Mgr’s Office $1,202,751
Human Resources $523,821
Court $761,430
Finance $709,242
IT $1,282,173
General Administration $4,196,730
Legal $804,344
Police $14,104,943
Parks & Recreation $2,426,955
Development Services $2,470,454
Facilities $317,532
Streets & Roadways $2,635,981
Transit $1,188,575
Debt Service $1,205,230
Water $14,804,545
Stormwater $774,376
General Fund $9,566,171
Special Revenue Funds $4,198,457
Debt Service Funds $536,926
Capital Project Funds $10,765,331
Enterprise Funds $7,883,698
Street Maintenance $1,085,000
Water Systems $3,265,000
Road Expansions $3,380,000
Stormwater $560,000
Internal Service Funds $705,830
Parks & Recreation $110,000 Fleet $1,221,963
Public Safety $350,000
Information Technology $200,000
General Administration $50,000
Transit $55,000
2013 – 2014 Annual Budget
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The Government Finance Officers Association of the United States and Canada (GFOA) presented
an award of Distinguished Budget Presentation to the Town of Oro Valley, Arizona for its annual
budget for the fiscal year beginning July 1, 2012.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a
communication device.
The award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
2013 – 2014 Annual Budget
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INTRODUCTION
2013 – 2014 Annual Budget Introduction
Budget Message
Greg Caton, Town Manager
To All Oro Valley Residents and the Honorable Mayor and Town
Councilmembers:
It is my privilege to present the Town of Oro Valley balanced budget for fiscal year 2013/2014.
The FY 2013/14 adopted budget totals $93.9 million, which represents a
$1.5 million, or 1.6%, decrease from the prior year adopted budget of
$95.4 million. This budget is the culmination of a major effort by
numerous members of Town staff, Town Council and the citizens of Oro
Valley whose input has been used to develop policy and spending priorities.
The Town Council has made financial decisions the last three years that have put the Town on
a sustainable financial path. These decisions range from increasing revenues and efficiencies to
utilizing valuable intergovernmental partnerships to enhance and, in several instances, expand
services while decreasing costs to the Town. The organization has reduced staff, and we
continue to right-size operations to ensure that expenditures are aligned with revenues.
KEY BUDGET DEVELOPMENT FACTORS
This budget reflects the continued economic recovery that we are seeing both at the State level
and locally through slight increases in State shared revenues and local sales taxes.
The Town relies heavily on State shared revenues to fund its operations. Over 1/3 of the
Town’s General Fund revenues, or approximately $9.7 million, come from State shared sales,
income taxes and vehicle license registration fees. For FY 2013/14, State shared revenues
increased by 5%, or nearly $500,000, over last fiscal year indicating signs of a slowly recovering
State economy. Additionally, our local sales tax collections are improving over past years as
indicated in the graph below:
Town of Oro Valley
State Shared Revenues and Local Sales Tax Collections
$-
$2
$4
$6
$8
$10
$12
$14
05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 est 13/14 budget
Fiscal Year
Am
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Local Sales Tax Collections
State Shared Revenue Collections
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2013 – 2014 Annual Budget Introduction
Other factors and actions taken over the past several years that influenced the development of
this year’s budget are shown below:
Revenue Enhancements
Increased annexation efforts in surrounding areas
Increased Parks & Recreation facility usage fees and other fees for service (e.g. liquor
license application fee)
Increased utility tax from 2% to 4% effective August, 2011
Partnered with Regional Transportation Authority (RTA) for expanded transit service,
resulting in greater reimbursement of RTA funds and reduced Town subsidy of service
Diversified Town investment portfolio to increase interest income
Ensured proper reimbursement of General Fund services provided to utility enterprise
funds
Invested in expanded Aquatic Center to attract major special events and enhance
tourism to our area
Implemented an Economic Expansion Zone (EEZ) in Innovation Park to streamline
development process resulting in businesses opening sooner
Implemented OV Dollars program to encourage shopping locally
Implemented automated meter replacement program in Water Utility to increase
accuracy of measuring water usage
Expenditure Reductions
Expanded partnership with Pima County Library District in moving to branch status and
saving the Town approximately $600,000 annually
Realized approximately $1.8 million in vacancy savings over last two fiscal years
Paid off outstanding bond debt in 2010, resulting in significant debt service savings,
approximately $600,000 per year
Refunded Water Utility debt to cut bond interest rates in half, resulting in net present
value savings of $3.4 million
Consolidated Development & Infrastructure Services (DIS) Department and reduced
staff
Transitioned to self-funded methodology for employee medical insurance coverage,
eliminating profit paid to medical provider and implemented enhanced wellness
program
Expanded volunteer program throughout Town of Oro Valley
Partnered with Tucson Water for delivery of our CAP water through their system
Implemented energy efficiency and solar power project at Town facilities
By achieving significant savings outlined above, along with a more positive revenue picture in
FY 2013/14, the Town was able in invest in a number of areas where needs had been deferred
for the last four fiscal years during the Great Recession.
As a result, the budget focus was developed along the following six core themes:
1. Investment in Town employees
2. Investment in infrastructure and Town assets
3. Investment in technology
4. Economic development as a key strategy to achieve a healthy financial environment
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2013 – 2014 Annual Budget Introduction
5. Support quality-of-life programs and services for the community
6. Revenue enhancement and expenditure reductions (discussed above)
The above themes focus on investing in several areas that will generate returns through
economic development and programs that not only benefit our residents, but enhance our
ability to attract and retain quality businesses.
It is important to note that all of these themes tie directly into the goals and objectives identified in the Town’s 2013 Adopted Strategic Plan, which identifies four (4) main focus areas:
Fiscal Responsibility; Communication; Economic Development and Community Services.
Investment in Town employees
The Town has reduced staff considerably over the past five years. In FY 2008/09, the adopted
budget included 389 full-time equivalent (FTE) positions. The adopted FY 2013/14 budget
includes a total of 331 authorized FTE positions. The Town has also reduced full-time,
benefitted positions from 332 in FY 2008/09 to 288 in the FY 2013/14 adopted budget, an
overall reduction of 44 full-time positions over the past five years.
Employee Compensation
The Town has many dedicated and competent employees who have taken on additional
responsibilities. In an effort to recognize the efforts of our employees, last year we introduced a
modest 2.5% cost-of-living adjustment (COLA) for all employees effective July 1, 2012 - the
first COLA since FY 2008/09. This year we are fulfilling the commitment to step and merit pay increases for employees. The adopted budget includes $567,000 to implement these increases
for all eligible employees in FY 2013/14.
Employee compensation is a critical component of the Town’s budget. Two items are included
in the adopted budget to ensure appropriate allocation of resources in this area. The first is a
small amount of funding (approximately $50,000) to compensate employees who have been
working beyond their job description. Because of the significant reduction in staff, many have
taken on responsibilities above and beyond their pay classification. We completed a
comprehensive reclassification process starting in late fall of 2012 and are recommending minor
adjustments to some positions.
The second addition to the adopted budget is funding to conduct a salary market survey. As the
economy slowly recovers, the job market will continue to improve, and Town employees will be
presented with opportunities. In order to stay current with the recovering job market, we are
budgeting a $30,000 salary market survey for the coming year. This will ensure that our
positions are properly placed in the market. The last time a comprehensive salary study was
conducted by the Town was FY 2005/06.
Self-Funded Medical Insurance
Employee medical insurance is another critical component of the Town’s budget. Last year, in
cooperation with the Town’s insurance broker, staff reviewed the Town’s medical claim history.
Based on our exceptionally low claims history, we switched to self-funded insurance. The Town
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2013 – 2014 Annual Budget Introduction
has accepted additional risk in this new funding methodology; however, given the Town’s
excellent claim history, we believe there are considerable financial benefits to be gained in
future years.
The Town’s annual expenditure for medical insurance is approximately $2.2 million, and
although it is too early to determine recognized savings, we believe the medical benefit can be
maintained with less likelihood of potential increases and no further reduction to the quality of
the plan. Since the Town has more to benefit from a culture supportive of health and wellness,
we have also added funding ($20,000) to the health and wellness program.
We feel that investing in Town employees is of the highest priority in fulfilling the Community
Services element of our Strategic Plan with the goal of attracting, engaging and retaining highly
qualified employees.
Investment in infrastructure and Town assets
The Town is well known for having quality infrastructure. The adopted budget includes $1
million for the pavement preservation program in the Highway Fund, which maintains the
current condition of our streets and roads and prevents deterioration of roadway infrastructure.
Fleet Replacement Program
During the economic downturn, the Town went without a regular fleet replacement program. As
a result, it will take years to fully return to a sustainable fleet replacement program. This is the
second year of our effort to return to a regular replacement schedule. The adopted budget
includes the replacement of eight (8) police vehicles, one (1) general administration vehicle, one (1) truck for Development and Infrastructure Services (DIS) operations, one (1) utility
vehicle for Parks and Recreation, and matching funds for one (1) grant-funded Transit vehicle
for a total budgeted cost $483,000. The Water Utility will replace two (2) vehicles totaling
$44,000.
In addition, the adopted budget includes $108,000 set aside as a reserve for future replacement
of the new vehicles purchased during FY 2012/13. As the Town continues to replace its fleet,
funds for the future replacement of those vehicles will continue to be added to this reserve,
ensuring that funding will be available at the end of their useful lives.
The emphasis on fleet management and pavement preservation falls under the Fiscal
Responsibility element of the Strategic Plan with the goal of ensuring that funding is available to
maintain and replace key assets and avoid infrastructure deterioration.
Water Meter Replacement Program
The Water Utility plans to continue progress on the installation of Automated Metering
Infrastructure (AMI) communications equipment and the replacement of approximately 3,700 aging meters with new electronic meters. This project is budgeted in the Water Utility Fund for
$1.3 million and is proposed to be financed with a loan from the Water Infrastructure Finance
Authority (WIFA).
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2013 – 2014 Annual Budget Introduction
Naranja Park Improvements
Naranja Park saw considerable improvements during FY 2012/13. With the help of a grant,
community support and in-kind assistance by Town resources, more than $100,000 was
invested in the development of the Naranja Park archery range. To maintain this momentum,
two projects are planned for FY 2013/14. First, grants will be pursued for further improvements
to the archery range, and the adopted budget includes $20,000 to assist with matching funds.
Second, $40,000 has been allocated to update the Naranja Park Master Plan. It is anticipated
that the update will span two fiscal years, with the total project cost estimated at $80,000.
Police Evidence Facility
The Police Department has identified a growing need for an expanded property and evidence
storage facility to remediate a lack of proper storage space and to provide a safer working
environment for staff assigned to this area. An amount of $350,000 has been allocated in the
adopted budget to construct such a facility during FY 2013/14.
Investment in technology
Technology needs have been a focus over the last year, and this budget includes additional
resources to meet the growing demand. The following items are included in the adopted
budget:
Permitting system replacement - $200,000 (first of two years)
Phone system replacement - $150,000 (first of two years)
Online module for business license applications and renewals - $11,000
Microsoft Office update – Ongoing operational expense of $45,000/yr. for 3 years
Mobile application implementation - $10,000
Additional staff resources in the Town Manager’s Office have allowed us to refocus and
strengthen our communications strategy via the website. The website continues to be the first
stop for information for residents, businesses, and guests to the community. As such, the
website needs to represent the Town in the most professional manner possible.
Regular replacement of computers and other technology is critical to maintaining operational
efficiency. The adopted budget includes computer replacement for aging equipment at a
budgeted cost of $186,000. This includes several servers, desktop computers and mobile data
terminals (MDTs) for the Police Department and building inspectors.
Economic development as a key strategy to achieve a healthy financial environment
Even with minimal resources dedicated to economic development, a key element in the
Strategic Plan, the Town has been very successful in primary job development. Given the increasingly competitive nature of business attraction, additional focus has been added to this
area. Resource allocation to the Economic Development division was enhanced during the last
budget process to ensure the fiscal stability of the Town. This type of allocation will have a
significant return on investment that contributes to effective service delivery throughout the
organization.
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2013 – 2014 Annual Budget Introduction
Prior to the economic downturn, the Town was directly involved in business recruitment
through staff attendance at targeted recruiting events; however, this involvement was reduced
when staff vacancies occurred during the recession. Through the additional resources added to
the Economic Development division last fiscal year, these recruiting efforts will be restored in FY
2013/14. Revenues generated from business activity continue to be the major driver of Town
funding; therefore, continued efforts toward business retention and recruitment will remain a
high priority.
The Town is considering the development of a business incubator/bioscience accelerator in order to further promote Innovation Park and strengthen the Town’s foothold in the bioscience
and high-tech industry. An amount of $30,000 has been budgeted for an Economic Feasibility
Study of this concept. This study would build on the strategy recently developed in partnership
with Tucson Regional Economic Opportunities (TREO).
Special events continue to be an important element of our economic recovery. Next year, the
Town will celebrate its 40th anniversary, so a small amount of funding ($10,000) has been
allocated to recognize this important milestone. Additionally, to extend the Town’s rebranding
effort, $10,000 has been allocated for banners to hang from light poles along the town’s main
corridors.
To further promote arts and culture in Oro Valley, the Town will continue its partnership with
the Southern Arizona Arts & Cultural Alliance (SAACA) to provide programs such as the concert
series and other related events.
Support quality-of-life programs and services for community members
All Town functions contribute to the overall quality of life for residents. From our recognized
public safety services to our first-class Water Utility and everything in between, these services
contribute to what makes Oro Valley a special place for residents to call home.
Enhanced Aquatic Center
This will be the first full year of operations at the expanded Oro Valley Aquatic Center. The
Town will continue to aggressively recruit large-scale events, which will generate increased
tourism and economic activity. Additionally, the new Aquatic Center will appeal to a broader
audience of potential local users. This recreational gem will be a highly-utilized facility and will
become a regional attraction. Indirect revenues from events at the Aquatic Center are not included in this budget. We will closely monitor revenues generated from upcoming events and
make future adjustments as appropriate.
Steam Pump Ranch
Last year, the historic Steam Pump Ranch property saw improvements needed to open the
facility to the public. The restroom facility and enlarged parking area now allow the hosting of events. There have been discussions with the operators of the Heirloom Farmer’s Market about
moving to Steam Pump Ranch in the fall of 2013. In order to accommodate this move, an
amount of $70,000 has been included in the adopted budget to build a ramada structure on this
property that will be equipped with electricity and provide shade for a broad range of functions.
This investment will also serve well for hosting a variety of other events.
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2013 – 2014 Annual Budget Introduction
Community Survey
One of the goals in the newly-adopted Strategic Plan is to conduct print and/or electronic
surveys to solicit community feedback. An amount of $30,000 has been included in the adopted
budget to conduct a formal community survey. The last time the Town conducted a community
survey was in 2008.
General Plan Update
As the Town prepares to update its General Plan for approval by voters in 2016, the adopted
budget includes $206,500 to be allocated primarily for outside consultant assistance and public
outreach efforts in this area.
FUTURE SUSTAINABILITY
As we balance the adopted budget for FY 2013/14, we view the economic future with a
cautious optimism as we recover from the Great Recession. While this budget follows through
with delivering outcomes discussed in last year’s budget message, we still find ourselves with
unfunded needs in some areas. One of the main areas where needs outpace available
resources is in our pavement preservation program funded from the Highway Fund. The
Highway Fund’s two main sources of revenue, local construction sales taxes and State shared
highway user revenue funds (HURF), are inadequate to fund the ongoing needs for town-wide
roadway maintenance. These revenue sources are impacted by shifts in the economy, as well
as actions by the State legislature to sweep the HURF funds for other purposes in the State
budget. The short-term solution has been to draw down on the fund balance reserves in the
Highway Fund that were built up when the Town saw a spike in construction activity
approximately seven years ago. The longer term solution is to continue to right-size the operations in the Highway Fund, as has been done in the General Fund, and seek to diversify
the sources of revenue in this fund.
In the meantime, we continue to seek opportunities to reduce our long term costs, including the
reduction of our outstanding debt. For example, the Town recently completed a refinancing of
outstanding water refunding bonds paying an average interest rate of 4.1% with new bonds
that were issued at an average interest rate of 1.45%.
We also continue to maintain strong investment-grade ratings on our outstanding excise tax
revenue bonds, rated “AA-“ by both Standard and Poor’s and Fitch Ratings. This is largely
achieved by the Council’s goal of continuing to diversify the Town’s revenue base and
maintaining strong fund balance reserves in the General Fund, currently at $9.6 million, or 33%
of FY 2013/14 adopted expenditures. This well exceeds the Council-adopted policy threshold of
25% of adopted expenditures.
CONCLUSION
The FY 2013/14 budget continues to provide a high level of service to the citizens of Oro Valley as exemplified by maintaining public safety services, improving parks and aquatics facilities,
delivering quality water service and maintaining our streets and roadways to the highest
standards in the region. The Town adopted its 2013 Strategic Plan, outlining further ways of
improving the quality of life for all residents of Oro Valley. Further, the Town will continue to
maintain best practices in the management of its finances and include long-term planning tools
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2013 – 2014 Annual Budget Introduction
in its forecasting to ensure that decisions made today will also provide positive impact to the
Town in the future.
I appreciate the Town Council for providing the long-term vision and support that are crucial for
the Town to achieve its goals. I would also like to recognize the contributions of the Town staff
for not only reducing their operations spending, but for doing it in such a way as to minimize
the impact to our community. The Town of Oro Valley is well-positioned to maintain an
excellent quality of life for our residents and a strong economic base for local businesses.
Sincerely,
Greg Caton, ICMA-CM
Town Manager
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2013-2014 Annual Budget
Bachelor's Degree or Higher
Oro Valley
48.0%
Arizona
26.4%
Community Profile
Oro Valley, Arizona
Oro Valley is located in northern Pima County approximately three miles north of
the Tucson city limits. Nestled between the Catalina and Tortolita mountain
ranges, the town sits at an elevation of 2,620 feet and covers more than 34.75 miles.
ACCOLADES
Best Place in Arizona to Raise Kids – Bloomberg Businessweek, 2013
Among the Best Places to live in Arizona – Yahoo, January 2011
Playful City Community USA, 2011, 2012 and 2013
10 Best Towns for Families – Family Circle Magazine, August 2008
100 Best Places in America to Live and Launch a Small Business –
Fortune Small Business Magazine, April 2008
CLIMATE
When it comes to climate, Oro Valley is one of the sunniest, most comfortable
places in the country. High temperatures average 83.4 degrees while lows
average 53.8 degrees.
PRINCIPAL ECONOMIC ACTIVITIES
Biotechnology/medical
Recreation/resort/leisure
Arts and culture
Basic Information
Founded: 1881 Distance to Major Cities:
Incorporated: 1974 Phoenix: 109 miles
County: Pima Tucson: 3 miles
Legislative District: 26 Congressional District: 8 Form of Government: Council – Manager
Oro Valley
Phoenix
Population 1990 2000 2010
Oro Valley 6,670 29,700 41,011
Pima County 666,880 843,746 980,263
Arizona 3,665,228 5,130,632 6,392,017
Source: Arizona Department of Commerce and US Census Bureau
Age & Gender Composition
Male 47.6%
Female 52.4%
Median Age 49.8 Under 5 years 3.9% 5 to 9 years 5.0% 10 to 14 years 6.2%
15 to 19 years 6.4%
20 to 34 years 10.7%
35 to 44 years 10.6%
45 to 54 years 15.3% 55 to 64 years 15.7% 65 + years 26.1% Source: US Census Bureau, 2010 Census
Labor Force 1990 2000 2010
Civilian Labor Force 3,201 13,741 17,546
Unemployed 102 353 1,331 Unemployment Rate 3.2% 2.6% 7.6%
Source: Arizona Department of Commerce and US Census Bureau, 2007-2011
American Community Survey
Marital Status
Single 19.0%
Married 63.2%
Separated 1.4%
Widowed 7.5% Divorced 9.1% Source: US Census Bureau, 2007-2011 American Community Survey
Education Attainment
Source: US Census Bureau, 2007-2011 American Community Survey
Tucson
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2013-2014 Annual Budget
Community Profile
Household Income
6.1%6.7%7.9%
17.2%16.1%
13.6%
18.4%
14.2%
Less than $15k
$15k to $25k
$25k to $35k
$35k to $50k
$50k to $75k
$75k to $100k
$100k to $150k
$150k or more
Source: US Census Bureau, 2007-2011 American Community Survey
Principal Employers
Ventana Medical Systems, a member of the Roche Group Amphitheater School District
Oro Valley Hospital
Hilton El Conquistador Golf & Tennis
Resort
Town of Oro Valley Walmart
Fry’s Food & Drug Store
Splendido at Rancho Vistoso
Target Kohls
Community Facilities
Oro Valley offers a broad range of community and cultural
facilities including a park with a recently expanded aquatic facility,
as well as racquetball courts and Little League fields. Oro Valley has two country clubs, four 18-hole golf courses and one 9-hole course. Tennis and swimming as well as other recreation activities are available at the country clubs.
Educational Institutions Public Private
Elementary Y Y
High School Y Y Financial Number of banks: 9
Government
Fire Departments:
Golder Ranch Fire District, Mountain Vista Fire District Law Enforcement: Oro Valley Police Department Medical
Oro Valley Hospital, Northwest Urgent Care
Hotel & Lodging
Number of Rooms: 585
Source: AZ Dept of Commerce
and Oro Valley Business Navigator
Home Values
Less than $50k 1.0%
$50k to $99k 0.9%
$100k to $199k 15.0% $200k to $299k 30.8% $300k to $499k 37.2% $500k to $999k 14.1%
$1M or more 1.0%
Source: US Census Bureau, 2007-2011 American Community Survey
Taxes
Property Tax Rate (per $100 assessed valuation) Elementary/High Schools $5.55
Countywide $6.45
Fire District $1.76
Town of Oro Valley $0.00 Total $13.76 Source: Pima County Treasurer’s Office, 2012 Sales Tax City/Town 2.0%
County 0.5%
State 5.6%
Source: League of Arizona Cities and Towns, Arizona Dept of Revenue
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2013-2014 Annual Budget
Community Profile
Land Use
(Does not include roads or rights of way)
Commercial/Office
8%Resort/Golf Course
7%
Public Open Space
17%
Park
2%
School
2%
Residential
64%
Service Statistics
Police:
Sworn Personnel: 101.00 Non-Sworn Personnel: 33.13
Total Police Personnel 134.13
Avg. Emergency Response Time:
Priority 1 calls 3.39 minutes
Priority 2 calls 4.43 minutes
Parks and Recreation: Number of Parks: 6 Park Acres Maintained: 440 Miles of Trails & Paths: 78 Recreation Programs Offered: 21
Transit:
Registered riders: 1,755
Average Daily Ridership: 125
Street Maintenance: Total Town Lane Miles: 683.8 FY 2012/13 Lane Miles Resurfaced: 35.69
Water:
Customer Base: 18,716
Conservation Audits: 144
Meter Reads: 222,304 Billing Collection Rate: 99.99%
Disclaimer: Non-surveyed data – for planning purposes only
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History of Oro Valley
The area of Oro Valley has been inhabited intermittently for nearly
two thousand years by various groups of people. The Native
American Hohokam tribe lived in the Honeybee Village located in the
foothills of the Tortolita Mountains on Oro Valley's far north side
around 500 AD. Hohokam artifacts are still being discovered in the
Honeybee Village site that the Hohokam inhabited continuously for
nearly 700 years.
Early in the 16th century, Native American tribes known as the
Apache arrived in the southern Arizona area, including Oro Valley. These tribes inhabited the region only
a few decades prior to the arrival of the Spanish Conquistadors, including Francisco Coronado. The Spanish established forts in the area, including the Presidio at Tucson (1775) beginning in the late 16th century. Arizona Territorial Period
Beginning in the 19th century, Americans increasingly settled in the
Arizona Territory, following the Mexican-American War and the
subsequent Gadsden Purchase that included the area of southern
Arizona. George Pusch, a German immigrant, settled in the area of
Oro Valley in 1874 and established a cattle ranch. This ranch was
unique because it utilized a steam pump to provide water,
eventually popularizing Pusch's property as the Steam Pump Ranch
on the Cañada del Oro. The steam pump was one of only two in the
Arizona Territory.
Pusch's ranch provided respite for settlers and travelers entering and leaving the Tucson area. Pusch Ridge is named in honor of George Pusch. Ranching in the area continued to flourish as greater numbers of Americans settled in the Arizona
Territory. Large ranching families in the Oro Valley area included the Romeros and the Rooneys.
Gold rushers into the American West also were attracted to southern Arizona, where gold was said to be
in abundance in and around the Santa Catalina mountains north of Tucson. Fueled by the legend of the
lost Iron Door Gold Mine in the mountains, those in search of gold trekked through the Oro Valley area
focusing their attention along the Cañada del Oro washbed.
Post-World War II Period
After World War II, the Tucson area experienced dramatic population growth, impacting Oro Valley as well. In the early 1950s, the Oro Valley Country Club opened at the base of Pusch Ridge, affirming the area's future as an affluent community. Although one tract housing development was built in the area in the early 1950s, the majority of the original homes in the Oro Valley area were built by individual land owners in a large ranch residential style.
Founding of the Town
The community continued to grow gradually, and area residents increasingly desired local control of the
land in the area. In the late 1960s, incorporation became a greater focus in Oro Valley. Tucson Mayor
James M. Corbett, Jr. expressed great interest in expanding the Tucson city limits to the far north side of
Pima County. Corbett vowed to bring the Oro Valley area into Tucson "kicking and screaming," alluding to
the reservations Oro Valley residents expressed about joining Tucson.
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History of Oro Valley
A petition to incorporate began to circulate in Oro Valley. The Pima County Board of Supervisors officially
refused to allow Oro Valley to incorporate, and litigation followed. Ultimately, in 1974 a group of area
residents successfully incorporated the Town of Oro Valley, then only 2.4 square miles in size. Oro Valley
was centered primarily around the Oro Valley Country Club and Canyon del Oro High School. The Town
began with a population of nearly 1,200. The map below depicts Oro Valley’s growth since its inception.
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Town of Oro Valley
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Budget Document Guide
The budget document seeks to implement the Town of Oro Valley’s adopted General Plan and Strategic
Plan within the boundaries of its available financial resources. The budget is a policy document, financial
plan, operations guide and communication device.
The purpose of this guide is to provide the reader with some basic understanding on the organization of
the budget document and what is included in each of the sections.
The budget document is comprised of the following five major areas:
Introduction
The introduction section includes
the Manager’s budget message
along with information on the
town, the Town’s Strategic Plan,
General Plan, financial policies,
fund structure and the budget
process.
Financial Overview
The financial overview section
illustrates the total financial picture
of the Town, sources and uses of
funds, as well as types of debt
issued and their uses.
The Manager’s budget message provides an introduction to the budget. The message outlines the assumptions used in the development of the budget, goals for the upcoming fiscal year, any new program enhancements or changes in service levels, and any challenges for the upcoming year.
Also included are interesting facts about the town and its
history, as well as information on the Town’s elected
officials, an organization chart, elements of the Town’s Strategic Plan and General Plan, and financial policies of the Town and the budget development process.
The financial overview begins with the total sources and uses of funds. Summary tables and graphs depict revenue sources and expenditure categories.
Consolidated financial summaries and schedules provide a
look, by major fund levels, at the sources and uses of
funds, starting and ending fund balances, and explanations
of any major variance in these balances.
The revenue and expenditure section provides a detailed history of sources and uses both at the fund level and the program level. It also contains a section on revenue
sources which discusses their use, assumptions used in
forecasting, and anticipated growth. The expenditure
section includes an explanation of year-over-year changes
in expenditure categories.
The personnel summary provides an overview of personnel and employee compensation, staffing levels by function,
employee benefit matching rates, FTEs per capita and
consolidated personnel schedules.
The debt section provides an overview on the types of debt used by the Town, their uses, and future debt requirements.
The long term forecast discusses the broader economic
outlook for the Town and includes five-year forecasts of
the Town’s three main tax-based funds, which are the
General Fund, the Highway Fund and the Bed Tax Fund.
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Budget Document Guide
Program Budgets
The program budget section
contains the operating piece of the
budget document. Specifics on
types of services offered and
associated costs are found in this
section.
Capital Improvement Program (CIP)
The capital improvement section
contains information on the
projects budgeted in this fiscal
year and their operating impacts
on the budget.
Appendix
The appendix section contains
several additional documents
pertaining to the budget and a
glossary of terms.
Each program budget begins with a department overview and a summary of expenditures. It also contains the following information -
Highlights: Lists accomplishments achieved by the
departments in the previous fiscal year.
Goals & Objectives: Tie to the Town’s Strategic Plan
and lists what the departments plan to accomplish
this budget year.
Measures and Indicators: Performance measures and workload indicators provide an assessment of department outcomes and outputs.
Organizational Chart: Outlines the separate
programs within the department. Organizational
charts are provided for departments that have more
than one program area.
Departmental Budgets: Each departmental budget is divided into program areas. The program areas give a brief description of each program and the service provided. It includes data on personnel,
expenditures by category, and explanations on
variances between budget years.
The capital improvement section describes the process and timeline for compiling the CIP budget, a summary of revenue sources to support the program, and a fifteen-year CIP plan.
It also includes a description and justification for each
of the projects budgeted and their future operating
impact.
The appendix section contains the resolution adopting the budget, Auditor General Statements and a glossary of frequently used terms.
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Mayor and Council
Oro Valley’s Mayor and Council are committed to providing high-
quality municipal services and responsible development. Through
the Town Manager, the Mayor and Council provide policy direction by adopting rules, regulations, and procedures to meet community
needs. The Mayor and Council remain accountable and accessible
to the residents through their commitment to full, honest, and
timely communication.
Dr. Satish I. Hiremath, DDS
Mayor Term Expires: November 2014
Lou Waters
Vice-Mayor
Term Expires: November 2014
William Garner Councilmember
Term Expires: November 2016
Joe Hornat
Councilmember Term Expires: November 2014
Mike Zinkin Councilmember
Term Expires: November 2016
Mary Snider
Councilmember Term Expires: November 2014
Brendan Burns
Councilmember Term Expires: November 2016
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2013 – 2014 Annual Budget Introduction
Organizational Chart
Oro Valley Residents
Town MagistrateTown Manager’s Office
Town Council
Finance Human Resources DISParks & RecreationITWater Utility
Communications
Economic Development
Operations
Planning & Engineering
Development Services
Infrastructure Services
Recreation
Parks
Business Application & Development
Technical Services
GIS Services Utility Administration
Appointed Boards & Commissions
Contract Town Attorney
Chief of Police
Field Services
Support Services
Legal Services
Prosecution
Civil
Aquatics
Town Clerk
Trails
Cultural Resources
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Strategic Plan
Introduction
The Town of Oro Valley’s Strategic Plan guides Town decision-making and resource management in pursuit of organizational goals. It is “strategic” in the sense that it provides guidance over a 2 to 5 year timeframe. The Strategic Plan will be reviewed and updated periodically by the Town Council and management to ensure that the goals, strategies and actions outlined herein remain relevant. Oro Valley will continue to have success because the organization is flexible enough to respond to local, national and global change.
The Strategic Plan is grounded in the “vision” expressed in the Council-adopted and voter-ratified Oro
Valley General Plan. While the Strategic Plan guides short-term decision-making, the General Plan
provides a long-term (up to 20 years) direction regarding the growth, development and redevelopment of
the community.
Vision for the Future
Oro Valley is a community 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.
The following diagram presents the relationship between the Oro Valley Strategic Plan, the General Plan,
and other Town documents.
Oro Valley Strategic Plan Oro Valley General Plan
Financial Sustainability Plan
Capital Improvements Plan
Annual Town Budget
Departmental Strategic Plans Including Capital and Personnel Requirements
Specific Master Plans and Studies
Specific Topic Plans
• Zoning Ordinances • Specific Area Plans • Design
Guidelines
• Impact Fees
and Other
Ordinances
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Strategic Plan
Focus Areas
Four focus areas provide the framework for the Strategic Plan and indicate where the organization must direct resources in order to address the needs and desires of the community. The four focus areas are:
• Fiscal Responsibility
Communication
• Economic Development
• Community Services
There are one or more Goals under each Focus Area, along with specific Strategies and Actions to be
taken by the organization in order to achieve these goals.
FISCAL RESPONSIBILITY
GOAL Maintain long-term financial health through diversified revenue sources while investing in community initiatives
STRATEGY Ensure funding is available to maintain and replace key assets and avoid
infrastructure deterioration
ACTIONS
Evaluate opportunities to diversify the Town’s revenue sources
Enhance revenue by taking steps to ensure collection of established taxes, fees, rates and fines
Expand capital improvement plan (CIP) to a 15-year program, identifying
potential funding sources, operating cost impacts and cash flow requirements
Consider voter approval of franchise agreements with utility providers
Conduct a cost of service study for the Water Utility
Establish a fleet management task force to develop alternatives for long-term
fleet maintenance and repair
Develop an Infrastructure Improvement Plan; evaluate the use of impact fees in accordance with state statute
Expand and develop initiatives to support public safety services that enhance community safety
STRATEGY Pursue annexation and acquisition opportunities that will deliver long-term
benefits to the Town
ACTIONS
Initiate annexations that establish a southern corporate boundary along Ina Road
Partner with the Arizona State Land Department regarding annexation of the
Arroyo Grande area and state trust land between Oro Valley and Marana
Consider acquisition of properties within annexation areas or adjacent to significant roadway improvement projects that are candidates for redevelopment or other beneficial use
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Strategic Plan
COMMUNICATION
GOAL Ensure residents are educated about and engaged in moving community initiatives forward STRATEGY Improve access to accurate, timely and relevant Town information
ACTIONS
Launch a new Town website with a focus on information design, making it easier
for the end-user to find the information they need, and directing web traffic to
important events and initiatives
Use the email notification system to expand our reach into the community and
improve the quality of those communiqués
Use emerging media technologies such as mobile computing and social media to
expand the ways in which information can be accessed
Expand public access to Geographic Information Systems (GIS) mapping tools
Enhance the Oro Valley VISTA, the quarterly community e-newsletter and, as the
budget allows, increase printed quantities
Use the internal Communications Roundtable to engage representatives from
each department in communications planning for internal news and community-
wide events
STRATEGY Increase internal and external awareness of the Town’s successes, assets, values
and initiatives
ACTIONS
Launch new marketing and branding efforts to better define the Town’s identity and promote our successes, assets, values and initiatives
Promote consistency in messaging across multiple platforms, including website,
intranet, Council talking points, press releases, VISTA newsletter and other
internal and external publications
Enhance presence of Parks & Recreation programs, amenities and event
information in Town publications and electronic media
Enhance presence of Police Department crime prevention programs and event
information in Town publications and electronic media
STRATEGY Provide opportunities for residents to become engaged in and knowledgeable about the role of local government ACTIONS
Conduct Council on Your Corner events, where elected officials speak at
community gatherings throughout the year
Support relationships with volunteers and members of boards and commissions
through the annual Volunteer of the Year Awards program and reception
Expand the Citizens’ Police Academy to include an Alumni Association
Enhance the Community Academy program based on participant feedback
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Strategic Plan
STRATEGY Improve the customer service experience for residents who contact the Town for
information or assistance
ACTIONS
Initiate a Town-wide customer service training module for all employees
Explore opportunities for expanded service hours to enable customers to conduct
business with the Town outside of traditional business hours
Use the Constituent Service Coordinator, and department-level representatives as necessary, to respond to community questions, concerns or ideas
Develop information resources to help employees more efficiently identify
solutions to residents’ questions
Conduct print and/or electronic surveys to solicit community feedback and
suggestions
Expand the online payment system to include Business Licenses and Building
Permits
ECONOMIC DEVELOPMENT
GOAL Attract and retain globally-competitive high technology and bioscience employers
STRATEGY Support the creation of primary jobs
ACTIONS
Hold regular meetings with existing companies at Innovation Park and Foothills
Business Park, including the University of Arizona Bio5 Institute
Explore the possibility of a public-private partnership to build speculative space
to attract high technology and bioscience employers
Evaluate technology and communication infrastructure
Promote the Economic Expansion Zone (EEZ) overlay district as a business
attraction tool
Support regional efforts to attract and retain major employers
Develop a strategic partnership with the Arizona Commerce Authority
Establish a Central Business District (CBD) along Oracle Road
STRATEGY Promote partnerships to enhance public safety, education and workforce development ACTIONS
Promote public safety, educational opportunities and state and national school
rankings in Town marketing materials and online
Hold regular meetings with University of Arizona and Pima Community College to
support educational needs
Hold regular meetings with public and private K-12 educational organizations and
provide support through the School Resource Officer program
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Strategic Plan
GOAL Develop recreation and cultural opportunities to promote tourism and support
employee attraction and retention
STRATEGY Support cultural events and opportunities
ACTIONS
Partner with the Southern Arizona Arts and Cultural Alliance (SAACA) and the Hilton El Conquistador Golf & Tennis Resort on the 4th of July Celebration
Partner with Tohono Chul Park, SAACA and other organizations on marketing efforts and arts & cultural events
Promote the Public Art collection throughout Oro Valley
Develop plans for the Town's 40th Anniversary Celebration in 2014
STRATEGY Support local, national and international sporting events
ACTIONS
Enhance the reputation of Oro Valley as a destination for winter training
activities, specifically swimming, running and cycling
Partner with the Metropolitan Tucson Convention and Visitors Bureau (MTCVB) to
attract local, national and international sporting events
Promote Naranja Park as a venue for local archers and regional competitions
STRATEGY Promote Oro Valley as a bicycle-friendly community ACTIONS
Complete construction of the Cañada del Oro Linear Park from First Avenue to Oracle Road, including access to the Steam Pump Ranch trailhead and restroom facilities
Seek funding to complete the shared use path between Steam Pump Ranch and
Catalina State Park, and between Magee Road and La Cañada Drive
Establish a Complete Streets policy stating our intent to plan, design, and
maintain streets so they are safe for all users of all ages and abilities
Explore public private partnership to reinstate bicycle safety classes
Support regional funding for completion of The Loop shared use facility
Support regional efforts to develop a velodrome and cyclist training facility
Consider stand-alone application for Bicycle Friendly Community certification by
the League of American Bicyclists
COMMUNITY SERVICES
GOAL Provide services to enhance residents' quality of life STRATEGY Enhance community policing through support of programs, activities and personnel assignments that prevent crime and promote safety
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Strategic Plan
ACTIONS
Use the current Police Department strategic planning program and related
documents to assist in acquisition and deployment of resources
Evaluate expansion of the reserve police officer program to support, supplement
and expand public safety services in the Town
Evaluate expansion of the Citizen Volunteer Assistants Program (CVAP) and
recruit additional volunteers
Conduct internal and regional training in contemporary traffic incident management protocols for first responder and support service providers to
maximize community safety (police, fire, EMS, transportation, towing etc.)
Ensure resources are available to evaluate and respond to legislative, judicial and
technological mandates
STRATEGY Reinforce the Oro Valley brand through excellence in infrastructure design and
maintenance
ACTIONS
Consider the replacement of conventional signalized intersections with roundabouts
Expand the pavement management program to plan for needed improvements
within the proposed annexation areas
Consider adjusting the Stormwater Utility fee to provide a funding mechanism for
drainage infrastructure projects
Complete the sign inventory and develop a plan for sign replacement and
removal of unnecessary signage
STRATEGY Deliver a safe and reliable water supply to all Water Utility customers ACTIONS
Renew the Town's Assured Water Supply (AWS) designation
Initiate the Advanced Metering Infrastructure Project for the Oro Valley Water
Service Area to accurately measure water usage and increase customer service
efficiency
Partner with Tucson Water to amend the Reclaimed Water Intergovernmental
Agreement
Develop a plan for acquisition and delivery of Central Arizona Project water
Promote water conservation through customer education and the provision of
water audits
Conduct an Energy Efficiency Study to determine improvements needed to increase efficiency of wells and booster pumps, reduce electric power consumption and enhance the reliability of the water system
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Strategic Plan
STRATEGY Continue restoration, preservation and rehabilitation of facilities at Steam Pump
Ranch
ACTIONS
Explore options for use of the Proctor/Lieber House as outlined in the Master
Plan
Explore hosting a Farmer's Market on the property
Establish an agreement with the State Historic Preservation Office regarding
treatment of original Pump House
Establish funding for implementation of the Steam Pump Ranch Master Plan
STRATEGY Seek to make continuous improvements to Town parks and other facilities
ACTIONS
Initiate an update of the Naranja Park Master Plan and Programming & Concept
Design documents
Establish a funding and phased development plan for implementation of the Naranja Park Master Plan
Initiate development of a comprehensive Parks and Recreation Master Plan
Initiate application to the Commission for Accreditation of Park and Recreation
Agencies
Complete a renovation of the Town Hall stage area, adjacent landscape areas,
and directional signage
Evaluate organizational space needs and develop a plan for implementation
STRATEGY Update the General Plan to reflect community values and future needs. ACTIONS
Develop a Public Participation Plan to guide resident involvement in decision-
making
Promote broad community participation in the development of the General Plan
Develop and implement a marketing plan to ensure voter ratification of the
General Plan in 2015
STRATEGY Provide Town staff with the best possible collaboration tools to increase efficiency of information delivery ACTIONS
Evaluate replacement of the phone system
Evaluate replacement of the Permits Plus software system
Evaluate operational areas that will realize the greatest value from mobile
applications
Evaluate methods of converting paper forms to electronic forms
Conduct a feasibility assessment of an organization-wide document management
system
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Strategic Plan
Develop IT policies and security measures regarding the use of personal mobile
devices for business functions
Enhance the Information Technology architecture to facilitate mobile access to
Town information and enterprise applications STRATEGY Attract, engage, and retain highly qualified employees
ACTIONS
Enhance the current employee recognition program as recommended by
employees
Conduct supervisory training as it relates to employee engagement, development
and performance management
Expand the number of on-site training opportunities to enhance employee
professional development
Evaluate the benefits package offered to employees
Conduct stay interviews with all new employees after 30 days of employment
Conduct exit interviews to assess the reasons for separation and report
separations on a monthly basis
Conduct a market study of the Town's benchmark classifications and make
necessary pay grade adjustments as needed and based on fiscal resources
Evaluate methods for determining employee engagement
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General Plan
The citizens of the Town of Oro Valley established and ordained this General Plan for the development
and support of the Town. The purpose of the General Plan is to provide basic direction and guidance to
all elected and appointed officials, employees, and residents of the Town in their decision making
process. The General Plan consists of eleven (11) main elements.
Land Use
Orderly growth that focuses primarily on low-density
development is especially important to the community, as
is development that is sensitive to and compatible with
the Sonoran Desert environment.
Community Design
The Town should integrate the manmade elements into the natural environment with great sensitivity and with
minimal disruption to existing topographic forms and
ecosystems.
Economic Development
Diversification in the local revenue base is desirable;
however, any new development must be consistent with the community’s vision for the future and values.
Cost of Development
This Cost of Development element articulates the Town’s
interest in ensuring that new development does its fair
share to perpetuate the high standards that the Town has
established since its incorporation.
Transportation/Circulation Oro Valley’s transportation system must provide residents
and visitors with safe, convenient and efficient mobility.
Public Facilities, Services and Safety
This element is to provide the Town with development oversight strategies that ensure orderly, rational development of infrastructure to support projected growth and to address the safety needs of its residents.
Housing
Efforts should continue to be made to provide a mix of
housing at various densities and price ranges to allow
people of all ages to enjoy the splendor of Oro Valley.
Parks and Recreation This element is intended to protect and enhance the
resort/residential image the Town wishes to maintain.
Arts and Culture To enhance the quality of life by promoting and sustaining the arts and culture in our community.
Archaeological and Historic
Resources
To preserve the unique archaeological, cultural, and
historic resources within Oro Valley to the degree not
already regulated by the state of Arizona.
Open Space and Natural Resources
Conservation
This element is intended to identify and address the
Town’s environmental resources in a comprehensive
manner. The protection, restoration, and maintenance of
environmental resources require an integrated approach.
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Fund Structure
The Town’s accounting and budget structure is segregated into various funds. In governmental
accounting, a fund is a separate, self-balancing set of accounts that are created and maintained for
specific purposes.
The General Fund is the primary operating fund of the Town and is set up to account for the resources
devoted to finance services traditionally associated with local government. Police, parks and recreation,
development services, human resources, finance, legal services and magistrate court are some examples
of services in the General Fund.
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are
legally restricted to expenditures for a specific purpose. The Highway User Revenue Fund accounts for the Town’s share of motor fuel tax revenues, which are expended on street/roadway construction, maintenance and improvements. The Bed Tax Fund accounts for the collection of the 6% bed tax revenues, which fund economic development and tourism initiatives. The Impound Fee Fund accounts for the collection of administrative fees for processing vehicles impounded by the police department. The
State Seizures & Forfeitures Fund accounts for state police seizures and forfeitures received by the Town,
while the Federal Seizures & Forfeitures Fund accounts for federal police seizures and forfeitures received
by the Town. Capital Project Funds are used to account for revenue received and expenditures related to
infrastructure improvements such as streets, water, buildings and park facilities. Revenue is received
from impact fees, the issuance of bonds, outside funding and special assessments. Most of the Town’s
Capital Project Funds consist of impact fee funds.
Debt Service Funds are used to account for the payment of principal and interest on general long term debt obligations that are not serviced by the General, Special Revenue and Enterprise Funds. It does not include contractual obligations accounted for in the individual funds.
Town of Oro Valley Budgetary Funds
Governmental FundsGovernmental Funds Proprietary FundsProprietary Funds
General Fund Capital Project FundsCapital Project Funds Debt Service FundsDebt Service Funds Enterprise FundsEnterprise Funds
Highway User
Bed Tax
Seizures & Forfeitures
Impound Fee
Water Utility
Stormwater Utility
Municipal Debt Service
Oracle Rd Debt Service
Naranja Park
Police Impact Fee
Potable Water System
Alternative Water Resource
Recreation-In-Lieu Fee
General Government Impact Fee
Parks & Recreation Impact Fee
Library Impact Fee
Roadway Development Impact Fee
Aquatic Center Project
Special Revenue Funds Internal Service FundsInternal Service Funds
Fleet
Benefit Self Ins.
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Fund Structure
Enterprise Funds are funds in which the services provided are financed and operated similarly to those
of a private business. User fees are established to ensure that revenues are adequate to meet all
expenses. The Town’s major Enterprise Fund is the Water Utility Fund, which is used to account for the
costs to operate, construct and finance the town’s water system. The Town’s nonmajor Enterprise Fund
is the Stormwater Utility Fund, which accounts for costs of maintaining the town’s stormwater drainage
system.
Internal Service Funds are funds that account for services provided to other divisions and departments within the Town government. The Fleet Fund accounts for replacement, preventative maintenance and repair of the Town’s fleet of vehicles and heavy equipment. The Benefit Self Insurance Fund is used to manage costs related to the Town’s self-funding of health insurance.
BUDGET BASIS VERSUS ACCOUNTING BASIS
Budget Basis
The Town’s governmental and proprietary fund budgets are prepared using the modified accrual basis
of accounting. Modified Accrual Basis is the method under which revenues are recognized when they
become susceptible to accrual; that is when they become both “measurable” and “available to finance expenditures of the current period.” Revenue and expenditure recognition is determined by near-term inflows and outflows of financial resources. Accounting Basis
The basis of accounting refers to when revenues and expenditures or expenses are to be recognized
and reported in the Town’s financial statements.
Full Accrual Basis is the method under which revenues are recorded when they are earned (whether or
not cash is received at the time) and expenses are recorded when goods and services are received
(whether cash disbursements are made at the time or not).
In accordance with generally accepted accounting principles (GAAP), the Town’s proprietary fund
financial statements are prepared using the full accrual basis of accounting, while the Town’s
governmental fund financial statements are prepared using the modified accrual basis of accounting.
Because the accounting basis differs from the budgeting basis for the Town’s proprietary funds, the following differences are noted:
Compensated absences liabilities that are expected to be liquidated with expendable available
financial resources are accrued as earned by employees (GAAP) as opposed to being expended
when paid (budget basis)
Principal payments on long-term debt within the enterprise funds are applied to the outstanding
liability on a GAAP basis, as opposed to being expended on a budget basis
Capital outlays within the proprietary funds are recorded as assets on a GAAP basis and
expended on a budget basis
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Financial and Budgetary Policies
The Town of Oro Valley has an important responsibility to its residents to carefully account for public
funds, manage its finances prudently, and plan for the adequate funding of services desired by the
public. Sound financial policies help to ensure the Town’s capability to adequately fund and provide the
government services desired by the community. The policies contained herein are designed to foster and
support the continued financial strength and stability of the Town of Oro Valley. Following these policies
enhances the Town’s financial health as well as its image and reputation with residents, the general
public, bond and credit rating agencies and investors. The policies serve as guidelines for the Town’s
overall fiscal planning and management. In addition, the Government Finance Officers Association (GFOA), as well as the National Advisory Council on State and Local Budgeting (NACSLB) recommends formal adoption of financial policies by the jurisdiction’s governing board. The policies were adopted by Mayor and Council on May 18, 2011 per Resolution (R)11-30.
A. Financial Planning Policies
A.1 Balanced Budgeting and Fiscal Planning
Policies
Fiscal planning is the process of identifying
resources and allocating those resources among multiple and competing needs. The primary vehicle for this planning is the preparation, monitoring and analysis of the Town’s budget.
The Town shall develop an annual budget
whereby recurring Town revenues shall be
sufficient to support recurring operating expenditures with no use of General Fund contingency to support ongoing operational expenses.
The Town’s annual budget will include
contingency appropriation to provide for
unanticipated increases in service delivery costs,
emergencies, and needs that may arise through the fiscal year. The contingency appropriation may only be expended upon Council approval.
Budget development will use strategic multi-year
fiscal planning; conservative revenue forecasts
and a program/performance based budgeting
method. This method requires each department to establish fiscal year goals and objectives that will be evaluated to determine the effectiveness and efficiency of both department and Town
resources. Utilization of a program/performance
budget format will provide a basis for evaluation
of service and other impacts of potential increases
or decreases in funding.
Monthly budget to actual revenue and expenditure reports will be prepared for all Town funds by the Finance Department and presented to Town
Council. The reports will also include revenue and
expenditure projections through the end of the
fiscal year.
The Town will not use one-time (non-recurring) revenues to fund continuing (recurring) uses, or use external borrowing
for operational requirements. The budget will
incorporate the best available estimates of
revenues and expenditures.
All budgetary appropriations that have not been expended or lawfully encumbered shall lapse at the end of the fiscal year, June 30th.
Appropriations for capital projects in progress
at fiscal year end shall be made for the
subsequent fiscal year. The Town shall work to minimize the financial burden on its taxpayers by routinely evaluating both its administrative and direct
service delivery systems in terms of
efficiency, effectiveness and responsiveness.
Technology shall be utilized when feasible to
increase efficiency and cost-effectiveness. Any fiscal year-end special revenue fund balance amounts in other special revenue
funds of the Town shall be maintained,
preserved separately, and carried forward
within those funds and not considered as part
of the contingency reserve requirement for the Town’s General Fund.
The Town’s annual budget shall be adopted
by the Town Council at the fund level, except in the General Fund, where it shall be adopted at the department level. To provide sufficient control and accountability, budgets
shall be prepared and monitored by major
expenditure categories (personnel, operations
and maintenance, capital outlay, debt
service). (A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources).
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2013-2014 Annual Budget Introduction
Financial and Budgetary Policies
The Town shall promote the understanding that
its employees are its most valuable resource and
shall employ sound management practices when
planning for service delivery. The Town is
committed to maintaining and improving the productivity of staff through a pleasant working environment, appropriate equipment including office automation and computer applications,
necessary training and adequate supplies and
materials as resources and adopted polices
permit.
A.2 Long Range Planning As part of the annual Town budget preparation cycle, the Finance Department shall prepare a minimum 5-year financial forecast of projected
revenues and expenditures to measure the
financial sustainability of the Town’s operations
and service levels.
A.3 Cash Management & Investment Policy Cash and investment programs will be maintained in accordance with the Town’s adopted
Investment Policy and will ensure that proper
controls and safeguards are maintained. Town
funds are managed with an emphasis of safety of
principal, liquidity and financial yield, in that order. Bond funds will be segregated from all other funds for arbitrage and accounting purposes.
Ownership of the Town’s investment securities will
be protected through third party custodial
safekeeping.
All Town bank accounts shall be reconciled and reviewed on a monthly basis.
The Town will consolidate cash balances from
various funds for investment purposes, and will
allocate investment earnings to each participating
fund. This will allow the Town to maximize yields from its overall portfolio. Investment performance will be reviewed and reported on as outlined in the current adopted
investment policy.
All treasury activities with financial institutions will
be conducted based upon written contracts between the Town and the respective financial institution(s).
A.4 Asset Inventory Capital assets are assets with an acquisition cost of $5,000 or more and an estimated
useful life of two or more years. Such assets
shall be depreciated in the Town’s financial
statements over their estimated useful lives.
Minor assets are assets with an acquisition cost of $1,000 or more but less than $5,000 and an estimated useful life of two or more years. Such assets will not be depreciated in
the Town’s financial statements.
Expendable items are machinery and
equipment purchases whose cost is less than $1,000. These items will not be depreciated. The Town will depreciate capital assets using
the straight line depreciation method.
The Town will project equipment and vehicle
replacement needs for the next five years and
will update this projection each year. Subject to funding availability, Town departments will be charged an annual contribution amount to accumulate funds for this purpose based on a
portion of their annual asset depreciation.
The Finance Department shall be responsible
for verifying the actual physical existence of capital and minor assets and the accuracy of the Town’s asset database. The process will be monitored through asset audits of Town
departments and divisions. Any significant
irregularities are reported to the Town
Manager.
The Town will maintain capital assets and infrastructure at a sufficient level to protect the Town’s investment, to minimize future replacement and maintenance costs, and to
continue service levels.
B. Revenue Policies
B.1 Revenue Diversification
The Town will strive for a General Fund revenue base consisting of a balance of sales taxes, state shared revenues, user fees and other revenue sources.
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2013-2014 Annual Budget Introduction
Financial and Budgetary Policies
The Town will maintain a diversified and stable revenue base to protect against short term
fluctuations in any single revenue source and
economic changes locally and nationally.
The Town will estimate revenues in a realistic and moderate manner in order to minimize the risk of a revenue shortfall.
B.2 Fees and Charges
All non-enterprise user fees and charges shall be
examined annually to determine the cost recovery
rate. The acceptable recovery rate and any
associated changes to user fees and charges will be approved by Town Council or as otherwise specified in Town code.
Development impact fees for capital expenses
attributable to new development will be reviewed
periodically to ensure the fees recover all direct
and indirect development related expenses and be approved by Town Council. For enterprise fund operations, the Town will
establish rates and fees at levels to cover fully the
total direct and indirect costs, including
operations, capital outlay, debt service, debt
coverage requirements and unrestricted cash reserve balances. Enterprise funds will not be used to subsidize the operations of other funds. Interfund charges will be assessed for the administrative support of the enterprise activity.
B.3 Use of One–Time Revenues
The Town will utilize one-time (non-recurring)
revenues to fund one-time operating expenditures, prepay existing debt, or supplement “pay as you go” capital outlay. One-time revenues shall not be used to fund recurring
expenditures.
B.4 Use of Unpredictable Revenues
If the Town should receive unpredictable revenues from sales tax audits, unbudgeted grant funding, gifts or donations, the Town shall account for these revenues as one-time revenues. They shall not be used to fund recurring expenditures.
C. Expenditure Policies
C.1 Debt Capacity, Issuance & Management The Town will seek to maintain and, if possible, improve its current bond rating in order to
minimize borrowing costs and preserve access to
credit. The Town will encourage and maintain
good relations with financial bond rating agencies
and will follow a policy of full and open disclosure.
Future bond issue proposals will be accompanied by an analysis showing how the
new issue, combined with current debt,
impacts the Town’s debt capacity and
conformance with Town debt policies.
The general policy of the Town is to fund capital projects with new, dedicated streams of revenue or voter-approved debt. Non
voter-approved debt may be utilized when a
dedicated revenue source other than general
revenue can be identified to pay debt service
expenditures. Financing shall not exceed the useful life of the acquired asset.
The Town shall not use long term debt to
finance current operations.
The Town will establish debt repayment schedules with fixed annual principal and interest payments.
Proceeds from bonded debt will be used in
accordance with the purpose of the issuance.
Funds remaining after the project is
completed will be used in accordance with the provisions stated in the bond ordinance that authorized the issuance of the debt. The Town shall comply with the Internal
Revenue Service arbitrage rebate
requirements for bonded indebtedness.
Interest earnings on bond proceeds will be limited to 1) funding or acquiring the improvement(s) or asset(s) or 2) payment of debt service on the bonds.
All projects funded with bonded debt must be
included in the Town’s Capital Improvement
Program. When considering refunding any outstanding bonded debt, the Town will perform a cost benefit analysis to determine if the cost
savings of refunding will be greater than the
cost to refund. Considerations will be made
with regard to the existing bond covenants
when refunding any bonded debt.
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2013-2014 Annual Budget Introduction
Financial and Budgetary Policies
When utility revenues are pledged as debt service payments, the Town will strive to maintain a 1.3
times debt service coverage ratio to ensure debt
coverage in times of revenue fluctuation. This will
be in addition to the required ratio in the bond
indenture. The Town will communicate, and where appropriate, coordinate with all jurisdictions with
which we share a common tax base concerning
our collective plans for future debt issues.
The Arizona Constitution limits the Town’s bonded
debt capacity (outstanding principal) to a certain percentage of the Town’s secondary assessed valuation by the type of project to be constructed. The limit for general purpose municipal projects is
6%. For water, light, sewer, open space, public
safety, park, law enforcement, fire and emergency
services, and streets and transportation facilities
projects, the limit is 20%. C.2 Capital Improvement Plan Policies The purpose of the Capital Improvement Plan
(CIP) is to systematically identify, plan, schedule,
finance, track and monitor capital projects to
ensure cost effectiveness as well as conformance
to established policies. A five year Capital Improvement Plan will be developed and updated annually, including anticipated funding sources. Capital improvement
projects are defined as infrastructure, equipment
purchases or construction which results in or
makes improvements to a capitalized asset costing
more than $50,000 and having a useful life of five or more years. The Capital Improvement Plan will include, in
addition to estimated operating maintenance
expenditures, adequate funding to support repair
and replacement of deteriorating infrastructure
and avoidance of a significant unfunded liability. Proposed capital projects will be reviewed and prioritized by a cross-departmental team regarding accurate costing (design, capital and
operating) and overall consistency with the
Town’s goals and objectives. Financing sources
will then be identified for the projects ranking the
highest based on the established ranking systems and limited monies.
Capital improvement lifecycle costs will be coordinated with the development of the operating budget. Future operating,
maintenance and replacement costs
associated with new capital improvements will
be forecast, matched to available revenue
sources and included in the operating budget. The current fiscal year of the Capital Improvement Plan will become the capital
budget.
Staff will monitor projects to ensure their
timely completion or determine if an
adjustment to the Capital Improvement Plan needs to be presented to Council. A quarterly status report will be presented to the Town Council to monitor each project’s progress
and identify any significant issues.
C.3 Fund Balance Reserve Polices
Fund balance reserves will be established to offset difficult economic times, stabilize fluctuations in cash flow requirements, provide for emergency situations threatening
the public health or safety and provide for
unanticipated increases in service delivery
costs, unanticipated declines in revenues,
unforeseen opportunities and contingencies. Use of reserves should be utilized only after all budget sources have been examined for available funds, and subject to Town Council approval.
In accordance with Governmental Accounting
Standards Board Statement No. 54, fund
balances will be classified in the following components: A. Nonspendable Fund Balance: That
portion of a fund balance that includes
amounts that cannot be spent because
they are either (a) not in spendable form,
such as prepaid items, supplies inventory or loans receivable; or (b) legally or contractually required to be maintained intact, such as the principal portion of an endowment. This category was
traditionally reported as a “reserved”
fund balance under the old standard.
B. Restricted Fund Balance: That portion of a fund balance that reflects constraints placed on the use of resources (other
44
2013-2014 Annual Budget Introduction
Financial and Budgetary Policies
replenish reserves when appropriations are projected to reduce reserves below the
required minimum levels.
When multiple categories of fund balance
reserves are available for expenditure (for example, a construction project is being funded partly by a grant, funds set aside by the Town Council and unassigned fund
balance), the Town will start with the most
restricted category – spending those funds
first – before moving down to the next
category with available funds.
Contingency reserves will be maintained at 5% of the operating budget expenditures for the Water Enterprise Fund.
All Town budgetary fund designations and
reserves will be evaluated annually for long-
term adequacy and use requirements in conjunction with development of the Town’s long-term financial forecast.
C.4 Operating Expenditure Accountability
Expenditures will be controlled as outlined in
the approved budget.
Department heads are responsible for monitoring expenditures to prevent exceeding their total departmental expenditure budget. It is the responsibility of department heads to
immediately notify the Finance Director and
Town Manager of any circumstances that
could result in a departmental budget being
exceeded. The Arizona Constitution sets a limit on the expenditures of local jurisdictions. The Town
will comply with these expenditure limitations
and will submit an audited expenditure
limitation report, audited financial statements,
and audited reconciliation report as defined by the Uniform Expenditure Reporting System to the State Auditor General within prescribed timelines.
Monthly budget to actual revenue and
expenditure reports will be prepared, for all
Town funds, by the Finance Department and
presented to the Town Council. The reports will also include revenue and expenditure projections through the end of the fiscal year.
To provide flexibility in the management of
departmental budgets for major expenditures
(personnel, operations and maintenance,
than nonspendable items) that are either (a) externally imposed by creditors, such as debt covenants, grantors, contributors, or
laws or regulations of other governments;
or (b) imposed by law through
constitutional provisions or enabling
legislation. This category was traditionally reported as a “reserved” fund balance under the old standard.
C. Committed Fund Balance: That portion of
a fund balance that includes amounts that
can only be used for specific purposes
pursuant to constraints imposed by formal action of the government’s highest level of decision making authority, and remain binding unless removed in the same manner. This category was traditionally
reported as a “designated” fund balance
under the old standard.
D. Assigned Fund Balance: That portion of a fund balance that includes amounts that are constrained by the government’s intent to be used for specific purposes, but that
are neither restricted nor committed. Such
intent needs to be established at either the
highest level of decision making, or by an
official designated for that purpose. This category was traditionally reported as a “designated” fund balance under the old standard.
E. Unassigned Fund Balance: That portion of
a fund balance that includes amounts that
do not fall into one of the above four
categories. The General Fund is the only fund that should report this category of fund balance. This category was traditionally reported as an “undesignated”
fund balance under the old standard.
The Town shall maintain, at a minimum, a fund
balance contingency reserve in the General Fund that represents 25% of the General Fund’s annual expenditures with no use of the General Fund contingency to support ongoing
operational expenditures. This minimum
reserve amount will be incorporated into the
General Fund budget adopted by formal action
taken by the Town Council. Accordingly, these
reserves will be classified as committed fund balances. Fund balance reserves may only be
appropriated by authorization of the Town
Council. A plan will be developed to adequately
45
2013-2014 Annual Budget Introduction
Financial and Budgetary Policies
capital outlay and debt service) the following
budget amendment and transfer provisions
shall apply:
A. Transfers between funds shall require the recommendation of the Town Manager and formal action by the Town Council.
B. Transfers between the line items within
each major expenditure category shall be
permitted upon recommendation of the
Department Head and approval by the Town Manager. C. Transfers between the line items or
major expenditure categories to fund
additional personnel or increased
expenditures as a result of personnel
reclassifications shall require the recommendation of the Town Manager and formal action by the Town Council.
D. Transfers between the operations and
maintenance and capital outlay major
expenditure categories shall be permitted
upon recommendation of the Department Head and approval by the Town Manager. E. Transfers that would reduce or eliminate
funding for items designated in the
adopted Capital Improvement Plan shall
require the recommendation of the Town
Manager and approval of the Town Council. F. Transfers that would reduce or eliminate
funding for debt service shall require the
recommendation of the Town Manager
and formal Council action.
D. Financial Reporting Policies The Town’s accounting and financial reporting
systems will be maintained in conformance
with all state and federal laws, generally
accepted accounting principles (GAAP) and
standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA).
An annual audit of the Town’s financial
statements will be performed by an
independent certified public accounting firm,
with an audit opinion to be included with the
Town’s published Comprehensive Annual Financial Report (CAFR). The Town’s CAFR will be submitted to the
GFOA Certification of Achievement for
Excellence in Financial Reporting Program.
The financial report should be in conformity
with GAAP, demonstrate compliance with
finance related legal and contractual provisions, disclose thoroughness and detail sufficiency, and minimize ambiguities and potentials for misleading inference.
The Town’s budget will be submitted annually
to the GFOA Distinguished Budget
Presentation Program. The budget should satisfy criteria as a financial and programmatic policy document, as a comprehensive financial plan, as an
operations guide for all organizational units
and as a communications device for all
significant budgetary issues, trends and
resource choices. Financial systems will maintain internal controls to monitor revenues, expenditures and program performance on an ongoing
basis.
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2013 – 2014 Annual Budget
Town of Oro Valley
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2013 – 2014 Annual Budget
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48
2013 – 2014 Annual Budget Introduction
Budget Process
Overview
The FY 2013 - 2014 budget process began in early January 2013 with individual meetings with
Councilmembers to outline their budget priorities for the upcoming fiscal year. The budget was
developed using six major themes derived from those meetings. Those six core themes are:
Investment in Town employees
Investment in infrastructure and Town assets
Investment in technology
Economic development as a key strategy to achieve a healthy financial environment
Support quality-of-life programs and services for the community
Revenue enhancement and expenditure reductions
Each department within the Town develops their budget at the line-item level. The departments project
year-end estimates and formulate the next year’s requests. This information is compiled on a program
level and an overall department level.
Although the local and national economies continue to improve, the Town still relies heavily on volatile
revenue sources. As a result, continued importance and emphasis are placed on the need to control costs
and obtain greater operating efficiencies both in operations and maintenance and personnel costs. In
preparing their budgets, departments were instructed to “hold the line” wherever possible while
continuing current service level provisions to Town residents.
Budget Review
Once departments have submitted their budget requests for personnel, O&M, and capital, Finance staff
reviews the requests and compiles a financial package for the Town Manager. Any gaps existing
between revenue and expenditures are discussed among Finance and Town management with a
recommendation for closure.
Simultaneously, a financial sustainability plan is updated with various assumption factors, and projected
revenue and departmental costs to complete a five-year financial picture.
The Town Manager meets with each department director to discuss and review their budget and
ultimately recommends a budget for Council consideration. The Town Manager’s recommended balanced
budget and a 15-year Capital Improvement Program are delivered to the Council along with an overview
of the Town’s five-year financial condition. Council members, during budget work sessions, have the
option of adding new items for consideration, as well as amending or removing existing staff
recommended budget items. Upon Council’s revisions to the Town Manager’s recommended budget,
Finance compiles and finalizes the proposed tentative budget.
Budget Adoption
The proposed budget was delivered and presented to Council for tentative adoption on May 1, 2013. The adoption of the tentative budget sets the expenditure limitation for the fiscal year. The budget is then available to the general public via newspaper and public hearings. After completion of public hearings, the final budget was adopted on May 15, 2013.
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2013 – 2014 Annual Budget Introduction
Budget Process
Expenditure Limitation
The State of Arizona imposes an expenditure limitation on local jurisdictions. State statute sets the limit
unless otherwise approved by the voters. If the limit imposed by the State is not sufficient to meet the
Town’s needs, the budget law provides four options to potentially solve the problem. All of these options
require voter approval.
A local home rule (alternative expenditure limitation)
A permanent base adjustment
A capital projects accumulation fund
A one-time override The voters of the Town of Oro Valley adopted the Home Rule Option in 2010. The expenditure limit approved by the voters must be used in determining the Town’s expenditure limit until a new base is adopted. The Home Rule option is voted on every four years. The FY 2013/2014 expenditure limit for
Oro Valley is $93,913,429.
Budget Amendments
Because detailed budgets are considered by the Town to be a planning tool for department management, departments should have some degree of flexibility in establishing and adjusting such detail including major expenditure categories. To provide such flexibility, the following budget amendment and transfer provisions shall apply: a) Transfers between funds shall require the recommendation of the Town Manager and
formal action by the Town Council.
b) Transfers between line items within each major expenditure category shall be permitted
upon recommendation of the Department Head and approval by the Town Manager.
c) Transfers between the line items or major expenditure categories to fund additional
personnel or increased expenditures as a result of personnel reclassifications shall require
the recommendation of the Town Manager and formal action by the Town Council.
d) Transfers between the operations and maintenance and capital outlay major expenditure
categories shall be permitted upon recommendation of the Department Head and
approval by the Town Manager.
e) Transfers that would reduce or eliminate funding for items designated in the adopted Capital Improvement Plan shall require the recommendation of the Town Manager and formal Council action. f) Transfers that would reduce or eliminate funding for debt service shall require the
recommendation of the Town Manager and formal Council action.
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2013 – 2014 Annual Budget Introduction
Budget Calendar
S M T WTh F S
12345
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
S M T W Th F S1 2
3 4 5 6 789
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28
S M T W Th F S1 2
3 4 5 6 789
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
S M T WTh F S
123 4 56
78910 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
S M T WTh F S
1 234
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
March
April
January
February
May
2013
Budget Calendar January 7-11 Individual Councilmember meetings with Budget Team to outline priorities 17 Community Budget Forum
Employee Budget Forum
February 1 Departments begin compiling requested budget for operations & maintenance and capital expenditures
11 Capital Improvement Program (CIP)
requests due to Finance
18 CIP Committee meeting to rank CIP projects 22 Finance finalizes FY 13/14 revenue
estimates
22 Departments submit operations &
maintenance and capital expenditure requests to Finance
March
1 Finance compiles, reviews and analyzes
department budget requests
4-8 Town Manager meets with department directors and Finance to review the proposed budget
11-22 Finance prepares Town Manager
Recommended Budget
April 3 Town Manager Recommended Budget and 15-year CIP delivered to Council
10 Council Budget Work Session
24 Council Budget Work Session
May
1 Adoption of Tentative Budget and CIP
15 Adoption of Final Budget and CIP
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2013 – 2014 Annual Budget
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FINANCIAL OVERVIEW
2013 – 2014 Annual Budget Financial Overview
Sales Taxes
23%
Interest Income
1%
Miscellaneous
4%Impact Fees
6%Fines, Licenses &
Permits
3%
State Shared Revenue
20%
Charges for Services
11%
Outside Funding
Sources
13%
Water Sales
19%
Budget Overview
The budget for FY 2013/2014 totals $93.9 million, which includes a $51.2 million operating budget and $9.1
million for capital projects, and represents a 1.6% decrease over the previous fiscal year budget of $95.4
million. Several steps have been taken over the last few years to put the Town on a sustainable financial
path. These steps include increasing revenues and efficiencies, streamlining operations and reducing staff
through vacancies and attrition. The FY 13/14 budget addresses several areas of critical need that were put
on hold during the economic downturn. Budgeted capital includes fleet and technology replacements, as well
as improvements to parks and public safety facilities. The reduction in overall budgeted capital is due to
completion of the expanded aquatic center and widening of Lambert Lane. Refer to the Capital Improvement
Program (CIP) for additional detail on budgeted projects. The FY 13/14 budget also provides for merit and step increases for all Town employees, the first of such an increase in five years. The O&M budget is increasing 11.1% to address several needs and initiatives, of which are further discussed in the Budget Message and Expenditure Summary section of this budget. A more detailed discussion on the changes to each category of the Town’s budget can also be found in the Expenditure Summary section of this document.
Comprehensive Budget Overview
$24.9 $25.1
$16.3$18.1
$17.5
$10.3 $6.3 $6.8
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
$45.0
$50.0
$M
Personnel O&M Capital Debt Service
FY 2013 Budget FY 2014 Budget
1.0%
11.1%41.5%
7.3%
Revenues
Budgeted revenue for FY 13/14
totals $62.2 million and represents a 7.4% increase from FY 12/13. The Town receives a variety of funding sources to finance operations which will be
discussed in further detail in the
Financial Overview section of the
budget document.
In FY 13/14, the Town has
budgeted revenue from Sales
Taxes, which is a major funding
source (23% of the total), State
Shared Revenues (20% of total), and Water Sales (19% of total). Revenue from Outside Funding Sources (13% of total) includes $6.3 million in state and federal grant proceeds.
53
2013 – 2014 Annual Budget Financial Overview
Personnel
42%
Debt Service
11%Capital
17%
O&M
30%
Budget Overview
FY 2012 FY 2013/14 Variance
Actual Budget Projected Budget to Budget %
Sales Taxes 13,325,105 13,427,168 13,775,472 14,989,579 1,562,411 11.6%
Charges for Services 5,383,924 5,844,039 6,095,337 6,839,823 995,784 17.0%
State Shared Revenue 10,563,670 11,655,122 11,655,122 12,159,167 504,045 4.3%
Fines, Licenses & Permits 1,386,534 1,169,469 1,561,706 1,731,455 561,986 48.1%
Miscellaneous 625,530 2,746,664 2,427,946 2,466,000 (280,664) -10.2%
Impact Fees 1,639,628 926,875 2,269,417 3,704,483 2,777,608 299.7%
Interest Income 681,416 551,678 540,960 510,368 (41,310) -7.5%
Water Sales 11,578,980 11,707,800 11,693,000 11,748,000 40,200 0.3%
Outside Funding Sources 12,462,836 9,876,039 7,202,422 8,046,867 (1,829,172) -18.5%
Total Revenue 57,647,623$ 57,904,854$ 57,221,382$ 62,195,742$ 4,290,888$ 7.4%
Does not include interfund transfers or carry-forward fund balances
FY 2012/13
Revenue Sources
Expenditures Budgeted expenditures for FY
13/14 total $60.3 million and
represent a 7.3% decrease
over FY 12/13. The budget
includes $51.2 million to
support daily operations and
services and $9.1 million in
capital projects to fund
technology, parks and public
safety facilities improvements, roadway expansions and improvements, as well as water and stormwater infrastructure improvements.
Further detail on uses of
expenditures and types can be
found in the Financial Overview section of the budget document.
FY 2012 FY 2013/14 Variance
Actual Budget Projected Budget to Budget %
Personnel 23,863,037 24,855,460 24,479,784 25,099,764 244,304 1.0%
O&M 11,119,323 16,339,099 15,365,748 18,148,045 1,808,946 11.1%
Capital 11,718,954 17,523,613 14,814,607 10,258,790 (7,264,823) -41.5%
Debt Service 8,716,009 6,288,559 6,596,828 6,750,417 461,858 7.3%
Total Expenditures 55,417,323$ 65,006,731$ 61,256,967$ 60,257,016$ (4,749,715)$ -7.3%
Does not include depreciation, amortization, interfund transfers or contingency amounts
FY 2012/13
54
2013 – 2014 Annual Budget Financial Overview
Required
Contingency
25%
Budgeted
Contingency
33%
Total FY 2013/14
General Fund Expenditures = $28.5M
$20.0 $22.0 $24.0 $26.0 $28.0
$M
FY 2014 General Fund Expenditures and Revenue
Revenue
Expenditures
Deficit = $(158K)
$28.5M
$28.4M
Budget Overview
Budget Policy
In accordance with the Town’s adopted Financial and Budgetary Policies, A.1 – Balanced Budgeting and
Fiscal Planning Policies, “The Town shall develop an annual budget whereby recurring Town revenues shall
be sufficient to support recurring operating expenditures with no use of General Fund contingency to
support ongoing operational expenses.”
Revenues $ 28,386,906 Expenditures 28,545,242 Surplus/(Deficit) $ ( 158,336)
The negative difference of
$158,336 between revenues and
total expenditures in the General
Fund for FY 13/14 is attributed
to one-time capital expenditures.
All recurring expenditures are
expected to be covered with
budgeted revenues.
Another section of Financial Policy A.1, involves contingencies, its uses, and the reserve requirement – “The
Town’s annual budget will include contingency appropriation to provide for unanticipated increases in
service delivery costs, emergencies, and needs that may arise through the fiscal year.” The policy set by
Council mandates 25% of recurring expenditures must be set aside as a required contingency in the
General Fund.
Expenditures $28,545,242 Contingency Requirement 25%
Required Contingency $ 7,136,311 The budgeted contingency reserve for FY 2013/14 is $9,566,171 in the General
Fund and is equal to 33% of expenditures.
Of this amount, $8.0 million is unassigned,
while $1.6 million is assigned for employee
compensated absences (i.e. for accrued
vacation, sick and compensatory time leave)
and for unemployment compensation
claims.
55
2013 – 2014 Annual Budget
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56
Special Capital Internal
General Revenue Water Utility Non-Major Projects Service Debt Service 2013-2014
Fund Funds Fund Enterprise Fund Funds Funds Funds Total
Revenues
and Other Sources
Taxes 13,123,382$ 1,866,197$ -$ -$ -$ -$ -$ 14,989,579$
Licenses and Permits 1,493,455 48,000 - - - - - 1,541,455
Fines 190,000 - - - - - - 190,000
Water Sales - - 11,748,000 - - - - 11,748,000
Charges for Services 1,443,437 176,993 597,100 771,500 2,568,000 1,282,793 - 6,839,823
State Shared Revenue 9,659,167 2,500,000 - - - - - 12,159,167
Intergovernmental 30,000 - - - - - - 30,000
Grants 2,086,190 35,000 - 450,000 3,650,000 - 70,677 6,291,867
Seizures & Forfeitures - 425,000 - - - - - 425,000
Impact Fees - - - - 3,704,483 - - 3,704,483
Interest Income 62,275 10,975 66,250 500 4,500 - 365,868 510,368
Miscellaneous 114,000 10,000 - - 30,000 2,229,000 83,000 2,466,000
Other Financing Sources 185,000 - 1,400,000 - - - 371,576 1,956,576
Total 28,386,906$ 5,072,165$ 13,811,350$ 1,222,000$ 9,956,983$ 3,511,793$ 891,121$ 62,852,318$
Expenditures
and Other Uses
General Government
Clerk 345,118$ -$ -$ -$ -$ -$ -$ 345,118$
Council 225,853 - - - - - - 225,853
Finance 709,242 - - - - - - 709,242
General Administration 2,037,730 - - - - 2,209,000 12,720 4,259,450
Human Resources 523,821 - - - - - - 523,821
Information Technology 1,482,173 - - - - - - 1,482,173
Legal 804,344 - - - - - - 804,344
Magistrate Court 761,430 - - - - - - 761,430
Town Manager's Office 700,989 501,762 - - - - - 1,202,751
Debt Service
Principal - - - - - - 704,000 704,000
Interest - - - - - - 488,510 488,510
Police 14,223,297 231,646 - - - - 14,454,943
Dev. & Infrastructure Svcs.4,031,561 3,720,981 - 1,334,376 - 1,221,963 - 10,308,881
Parks and Recreation 2,536,955 - - - - - - 2,536,955
Water Utility
Personnel - - 2,688,464 - - - - 2,688,464
Operations & Maintenance - - 6,084,961 - 293,463 - - 6,378,424
Capital Outlay - - 2,654,750 - 790,000 - - 3,444,750
Debt Service
Principal - - 2,033,797 - 1,220,330 - - 3,254,127
Interest - - 1,357,899 - 945,881 - - 2,303,780
Roadway Improvements - - - - 3,380,000 - - 3,380,000
Other Financing Uses 162,729 390,669 3,178 - 100,000 - - 656,576
Total 28,545,242$ 4,845,058$ 14,823,049$ 1,334,376$ 6,729,674$ 3,430,963$ 1,205,230$ 60,913,592$
Increase/(Decrease)(158,336) 227,107 (1,011,699) (112,376) 3,227,309 80,830 (314,109) 1,938,726
Beginning Fund Balance 9,724,507$ 3,971,350$ 8,678,569$ 329,204$ 7,538,022$ 625,000$ 851,035$ 31,717,687$
Ending Fund Balance 9,566,171$ 4,198,457$ 7,666,870$ 216,828$ 10,765,331$705,830$ 536,926$ 33,656,413$
(1) The General Fund is decreasing by $158,336, which will be used to fund capital projects.
(2) Special Revenue Funds are increasing by $227,107.
(3) Enterprise Funds are decreasing by $1,124,075 which will be used to fund capital projects.
(4) Capital Projects Funds are increasing by $3,227,309 due to collection of impact fees expected from increased development activity.
(5) Internal Service Funds are increasing by $80,830.
(6) Debt Service Funds are decreasing by $314,109 which will be used to fund debt service payments.
Fund Balances
This table depicts the estimated beginning fund balance at July 1, 2013, the budgeted revenues and expenditures for FY 2013/14
and the projected ending fund balance at June 30, 2014.
Enterprise Funds
(1)(2)(3)(4)(5)(6)
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58
Historical Fund Balances
2012 2013 2014 2012 2013 2014
Actual Estimate Budget Actual Estimate Budget
Revenues
and Other Sources
Taxes 12,182,009$ 12,523,845$ 13,123,382$ 1,143,096$ 1,251,627$ 1,866,197$
Licenses and Permits 1,138,348 1,330,596 1,493,455 47,514 51,110 48,000
Fines 200,672 180,000 190,000
Water Sales
Charges for Services 1,252,066 1,284,554 1,443,437 2,386,152 2,836,996 2,744,993
State Shared Revenue 8,145,065 9,175,117 9,659,167 2,418,605 2,480,005 2,500,000
Intergovernmental 574,589 442,339 30,000
Grants 1,218,792 1,736,432 2,086,190 7,289,438 4,930,784 3,755,677
Seizures & Forfeitures 645,858 85,000 425,000
Impact Fees 1,639,628 2,269,417 3,704,483
Interest Income 159,184 62,275 62,275 395,999 407,635 381,343
Miscellaneous 215,047 157,623 114,000 267,207 147,683 123,000
Other Financing Sources 318,426 126,966 185,000 3,379,075 1,665,487 371,576
Total 25,404,198$ 27,019,747$ 28,386,906$ 19,612,572$ 16,125,744$ 15,920,269$
Expenditures
and Other Uses
General Government
Clerk 408,628$ 321,989$ 345,118$
Council 198,857 224,618 225,853
Finance 708,721 726,233 709,242
General Administration 1,716,537 1,831,394 2,037,730 7,449 135,963 12,720
Human Resources 466,611 464,107 523,821
Information Technology 1,182,391 1,213,633 1,482,173
Legal 767,988 768,813 804,344
Magistrate Court 691,870 726,527 761,430
Town Manager's Office 693,924 638,569 700,989 201,616 386,710 501,762
Debt Service
Principal 539,820 571,910 704,000
Interest 444,401 489,529 488,510
Police 11,980,950 12,599,309 14,223,297 255,215 664,493 231,646
Dev. & Infrastructure Svcs.2,934,686 3,349,021 4,031,561 3,757,844 3,630,438 3,720,981
Parks and Recreation 3,006,722 2,387,353 2,536,955 417,198 4,829,795
Water Utility
Personnel
Operations & Maintenance 163,133 352,600 293,463
Capital Outlay 1,053,866 46,000 790,000
Debt Service
Principal 1,424,608 1,476,493 1,220,330
Interest 966,314 1,160,092 945,881
Roadway Improvements 7,501,852 4,760,000 3,380,000
Use of Contingency 66,708 2,100,000 19,013
Other Financing Uses 185,240 1,345,324 162,729 918,426 776,966 490,669
Total 25,009,833$ 28,696,890$ 28,545,242$ 17,670,755$ 19,280,989$ 12,779,962$
Increase/(Decrease)394,365 (1,677,143) (158,336) 1,941,817 (3,155,245) 3,140,307
Beginning Fund Balance 11,007,285$ 11,401,650$ 9,724,507$ 13,573,835$ 15,515,652$ 12,360,407$
Ending Fund Balance 11,401,650$ 9,724,507$ 9,566,171$ 15,515,652$ 12,360,407$ 15,500,714$
(A) Includes Special Revenue, Capital Projects and Debt Service Funds
General Fund Other Non-Major Governmental Funds
(A)
2013-2014 Annual Budget Financial Overview59
Revenues
and Other Sources
Taxes
Licenses and Permits
Fines
Water Sales
Charges for Services
State Shared Revenue
Intergovernmental
Grants
Seizures & Forfeitures
Impact Fees
Interest Income
Miscellaneous
Other Financing Sources
Total
Expenditures
and Other Uses
General Government
Clerk
Council
Finance
General Administration
Human Resources
Information Technology
Legal
Magistrate Court
Town Manager's Office
Debt Service
Principal
Interest
Police
Dev. & Infrastructure Svcs.
Parks and Recreation
Water Utility
Personnel
Operations & Maintenance
Capital Outlay
Debt Service
Principal
Interest
Roadway Improvements
Use of Contingency
Other Financing Uses
Total
Increase/(Decrease)
Beginning Fund Balance
Ending Fund Balance
Historical Fund Balances
2012 2013 2014 2012 2013 2014
Actual Estimate Budget Actual Estimate Budget
11,578,980 11,693,000 11,748,000
557,223 572,400 597,100 752,212 762,600 771,500
40,324 7,867 450,000
125,912 66,250 66,250 321 4,800 500
143,145 20,000 131 20,140
100,000 100,000 1,400,000
12,505,260$ 12,451,650$ 13,811,350$ 792,988$ 795,407$ 1,222,000$
655,365 941,151 1,334,376
2,497,865 2,524,231 2,688,464
4,010,407 5,660,204 6,084,961
3,600,815 3,080,700 2,654,750
1,310,654 1,458,286 2,033,797
1,414,745 1,440,518 1,357,899
6,900 600
2,319 3,178
12,841,386$ 14,166,258$ 14,823,049$ 655,965$ 941,151$ 1,334,376$
(336,126) (1,714,608) (1,011,699) 137,023 (145,744) (112,376)
10,729,303$ 10,393,177$ 8,678,569$ 337,925$ 474,948$ 329,204$
10,393,177$ 8,678,569$ 7,666,870$ 474,948$ 329,204$ 216,828$
Note: Does not include depreciation or amortization
Enterprise Funds
Water Utility Fund Non-Major Enterprise Fund
2013-2014 Annual Budget Financial Overview60
Revenues
and Other Sources
Taxes
Licenses and Permits
Fines
Water Sales
Charges for Services
State Shared Revenue
Intergovernmental
Grants
Seizures & Forfeitures
Impact Fees
Interest Income
Miscellaneous
Other Financing Sources
Total
Expenditures
and Other Uses
General Government
Clerk
Council
Finance
General Administration
Human Resources
Information Technology
Legal
Magistrate Court
Town Manager's Office
Debt Service
Principal
Interest
Police
Dev. & Infrastructure Svcs.
Parks and Recreation
Water Utility
Personnel
Operations & Maintenance
Capital Outlay
Debt Service
Principal
Interest
Roadway Improvements
Use of Contingency
Other Financing Uses
Total
Increase/(Decrease)
Beginning Fund Balance
Ending Fund Balance
Historical Fund Balances
2012 2013 2014 2012 2013 2014
Actual Estimate Budget Actual Estimate Budget
13,325,105$ 13,775,472$ 14,989,579$
1,185,862 1,381,706 1,541,455
200,672 180,000 190,000
11,578,980 11,693,000 11,748,000
436,271 638,787 1,282,793 5,383,924 6,095,337 6,839,823
10,563,670 11,655,122 12,159,167
574,589 442,339 30,000
8,548,554 6,675,083 6,291,867
645,858 85,000 425,000
1,639,628 2,269,417 3,704,483
681,416 540,960 510,368
2,082,500 2,229,000 625,530 2,427,946 2,466,000
300,000 3,797,501 2,192,453 1,956,576
436,271$ 3,021,287$ 3,511,793$ 58,751,289$ 59,413,835$ 62,852,318$
408,628$ 321,989$ 345,118$
198,857 224,618 225,853
708,721 726,233 709,242
1,757,500 2,209,000 1,723,986 3,724,857 4,259,450
466,611 464,107 523,821
1,182,391 1,213,633 1,482,173
767,988 768,813 804,344
691,870 726,527 761,430
895,540 1,025,279 1,202,751
539,820 571,910 704,000
444,401 489,529 488,510
12,236,165 13,263,802 14,454,943
436,271 638,787 1,221,963 7,784,166 8,559,397 10,308,881
3,423,920 7,217,148 2,536,955
2,497,865 2,524,231 2,688,464
4,173,540 6,012,804 6,378,424
4,654,681 3,126,700 3,444,750
2,735,262 2,934,779 3,254,127
2,381,059 2,600,610 2,303,780
7,501,852 4,760,000 3,380,000
93,221 2,100,000
1,103,666 2,124,609 656,576
436,271$ 2,396,287$ 3,430,963$ 56,614,210$ 65,481,575$ 60,913,592$
- 625,000 80,830 2,137,079 (6,067,740) 1,938,726
-$ -$ 625,000$ 35,648,348$ 37,785,427$ 31,717,687$
-$ 625,000$ 705,830$ 37,785,427$ 31,717,687$ 33,656,413$
Note: Does not include depreciation or amortization
Total All FundsInternal Service Funds
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62
Budget Summary
FY 2011 FY 2012 FY 2014BudgetProjected Budget
Personnel
General Fund 252.12 263.01 269.50 254.23 258.86
Special Revenue Funds 39.31 27.24 33.04 32.08 29.58
Capital Project Funds - - - - -
Enterprise Funds 37.50 39.50 40.10 40.10 41.10
Internal Service Funds 2.35 1.35 1.15 1.15 1.15
TOTAL PERSONNEL 331.28 331.10 343.79 327.56 330.69
Expenditures by Fund
General Fund 24,723,096 24,757,885 26,264,992 25,251,566 28,382,513
Special Revenue Funds 4,576,434 4,214,675 4,381,610 4,598,995 4,454,389
Debt Service Funds 871,851 991,670 1,024,378 1,074,159 1,205,230
Capital Project Funds 12,401,783 11,526,971 14,340,629 12,830,869 6,629,674
Enterprise Funds 12,042,746 13,489,851 16,173,671 15,105,091 16,154,247
Internal Service Funds 874,968 436,271 2,821,451 2,396,287 3,430,963
TOTAL EXPENDITURES 55,490,878 55,417,323 65,006,731 61,256,967 60,257,016
Expenditures by Category
Personnel 24,464,800 23,863,037 24,855,460 24,479,784 25,099,764
Operations & Maintenance 11,093,553 11,119,323 16,339,099 15,365,748 18,148,045
Capital Outlay 13,571,409 11,718,954 17,523,613 14,814,607 10,258,790
Debt Service 6,361,116 8,716,009 6,288,559 6,596,828 6,750,417
TOTAL EXPENDITURES 55,490,878 55,417,323 65,006,731 61,256,967 60,257,016
Operating Results
Total Revenues 53,894,212 57,647,623 57,904,854 57,221,382 62,195,742
Total Expenditures 55,490,878 55,417,323 65,006,731 61,256,967 60,257,016
NET OPERATING RESULTS (1,596,666) 2,230,300 (7,101,877) (4,035,585) 1,938,726
1) Excludes depreciation, amortization, contingency amounts and interfund transfers2) Excludes carry-forward balances and interfund transfers
3) Negative net operating results are attributable to planned outlay for capital projects and any associated debt service
FY 2013Actual
1)
1)
1)
2)
3)
2013-2014 Annual Budget Financial Overview63
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64
2013 – 2014 Annual Budget Financial Overview
Revenue for FY 2013-14 is estimated to total $62,195,742. In comparison to the FY 2012-13 budget,
revenue is projected to increase 7.4%. Economic recovery appears steady at the state and local level. The Town’s state shared revenue collections will increase for the second consecutive year. The number of single family residential permits issued within the Town has increased dramatically over the previous year and several new apartments are in either development or construction phases. Year-over-year growth in local construction sales taxes is roughly 50%. The Town does continue to rely heavily on these
economically sensitive revenue sources, however, with sales taxes and state shared revenues making up
43% of the projected FY 2013-14 revenues.
Local sales tax represents 23% of the Town’s FY 2013-14 projected revenues. In this category, taxes
related to retail trade are the biggest contributor. In previous years, taxes related to construction activity
were the greatest component. For FY 2013-14, residential construction revenue was projected assuming
development and activity patterns similar to what is currently being observed. The Town expects to issue
approximately 218 single family residential (SFR) permits in FY 2012-13. Residential permit revenues for
FY 2013-14 are based on the assumption that 180 SFR permits will be issued next year. Increases in the commercial sector are of lower scale, perhaps a factor of economic conditions and of the Town approaching buildout within its incorporated boundaries. In collaboration with Economic Development and Development Services, the Finance department compiled a list of all projects in the pipeline and their likelihood of completion in the next budget year. The FY 2013-14 budget is forecasted to see an addition
of nearly 175,000 square feet of commercial building in the form of industrial and office space, retail,
recreation, and completion of a retirement center.
Compiling revenue estimates in a sensitive fiscal climate is a difficult task. 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.
FY 2013/14 Budgeted Revenue Sources
Sales Taxes
23%
Interest Income
1%
Miscellaneous
4%Impact Fees
6%Fines, Licenses &
Permits
3%
State Shared Revenue
20%
Charges for Services
11%
Outside Funding
Sources
13%
Water Sales
19%
Revenue Summary
65
2013 – 2014 Annual Budget Financial Overview
FY 2012 FY 2013/14 Variance
Actual Budget Projected Budget to Budget %
Sales Taxes 13,325,105 13,427,168 13,775,472 14,989,579 1,562,411 11.6%
Charges for Services 5,383,924 5,844,039 6,095,337 6,839,823 995,784 17.0%
State Shared Revenue 10,563,670 11,655,122 11,655,122 12,159,167 504,045 4.3%
Fines, Licenses & Permits 1,386,534 1,169,469 1,561,706 1,731,455 561,986 48.1%
Miscellaneous 625,530 2,746,664 2,427,946 2,466,000 (280,664) -10.2%
Impact Fees 1,639,628 926,875 2,269,417 3,704,483 2,777,608 299.7%
Interest Income 681,416 551,678 540,960 510,368 (41,310) -7.5%
Water Sales 11,578,980 11,707,800 11,693,000 11,748,000 40,200 0.3%
Outside Funding Sources 12,462,836 9,876,039 7,202,422 8,046,867 (1,829,172) -18.5%
Total Revenue 57,647,623$ 57,904,854$ 57,221,382$ 62,195,742$ 4,290,888$ 7.4%
Does not include interfund transfers or carry-forward fund balances
FY 2012/13
Revenue Sources
A brief description of the changes in revenue sources from budget year to budget year is as follows:
Sales Taxes
$1.6M
$1.0M increase (51%) in construction taxes based on observed and
anticipated residential building activity
Increases in utility and retail collections due to improving economic conditions
Charges for Services
$1.0M
$644K increase in Fleet Fund for vehicle reserves and replacements
$140K increase in aquatics revenue due to facility expansion
$122K increase in Water Utility Fund revenue
$100K increase in Groundwater Preservation Fee revenue
State Shared Revenue
$500K
$387K increase (9%) in State Income Tax
$114K increase (3%) in State Sales Tax
Fines, Licenses & Permits
$562K
$435K increase in residential building permit revenues (anticipated multi-family residential building activity)
$117K increase in commercial building permit revenues based on observed
and anticipated building activity
$5K increase in business license revenue
$5K increase in road permit revenue
Miscellaneous
$(281K)
$270K decrease in donations for aquatics facility expansion
$20K decrease in sale of assets and insurance recoveries
$17K decrease in electricity rebates from Tucson Electric Power for generation
of solar energy
$26K increase for self-funded employee and employer health insurance
premiums
Impact Fees
$2.8M Due to observed and anticipated residential and commercial building activity
Interest Income
$(41K) Due to observed earnings rates
Outside Funding Sources
$(1.8M)
$2.5M decrease in grants for roadway project funding (due to project
completions or postponements)
$300K decrease in federal transit vehicle grants
$580K decrease in Pima County Library District reimbursement due to transfer
of library operations to the County
$1.3M increase in loan proceeds from Water Infrastructure Finance Authority
$243K increase in reimbursement from Regional Transportation Authority
(RTA) due to continued expansion of the Sun Shuttle transit service
Revenue Summary
66
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to Budget
General FundLocal Sales Tax:Local Sales Tax 10,965,452 11,539,523 11,727,995 12,015,845 12,623,382 7.6%
Sales Tax Audit Recoveries 95,409 117,059 100,000 8,000 - -100.0%
Cable Franchise Fees 514,814 525,427 500,000 500,000 500,000 0.0%Total Local Sales Tax 11,575,674 12,182,009 12,327,995 12,523,845 13,123,382 6.5%
License & Permit Fees:Business Licenses & Permits 173,396 176,853 171,140 174,900 176,700 3.2%Residential Building Permits 426,876 554,042 632,435 887,360 1,067,255 68.8%Commercial Building Permits 360,645 352,796 83,394 220,936 200,000 139.8%
Sign Permits 37,445 36,397 38,000 39,000 40,000 5.3%
Special Inspection Fees 4,644 3,110 4,500 3,400 4,000 -11.1%Grading Permit Fees 10,386 15,150 7,000 5,000 5,500 -21.4%Total License & Permit Fees 1,013,392 1,138,348 936,469 1,330,596 1,493,455 59.5%
Federal Grants:CNA 120,466 119,801 122,500 127,965 127,500 4.1%DEA OT Reimbursement 26,489 31,601 30,000 25,000 25,000 -16.7%Miscellaneous Federal Grants 172,384 9,405 431,000 25,000 9,405 -97.8%
HIDTA 112,905 137,934 130,700 161,000 156,763 19.9%HIDTA-DEA 85,851 62,155 70,000 90,700 90,700 29.6%GOHS 68,302 39,442 90,000 170,140 76,000 -15.6%Homeland Security - 80,538 99,800 87,527 73,920 -25.9%Joint Terrorism Task Force 9,976 3,470 9,000 16,900 17,202 91.1%Total Federal Grants 596,374 484,346 983,000 704,232 576,490 -41.4%
State Grants:
Safe Schools Grant 60,000 60,000 - 60,000 134,000 0.0%
Misc State Grants 272,826 236,988 220,000 114,200 343,700 56.2%The 100 Club of Arizona - - 5,000 - - -100.0%RTA Reimbursements - 437,458 789,042 858,000 1,032,000 30.8%Total State Grants 332,826 734,446 1,014,042 1,032,200 1,509,700 48.9%
State/County Shared:State Income 3,834,911 3,461,359 4,188,806 4,188,806 4,575,389 9.2%State Sales 3,024,857 3,204,612 3,429,349 3,429,349 3,543,661 3.3%
Vehicle License Tax 1,549,821 1,479,094 1,556,962 1,556,962 1,540,117 -1.1%Total State/County Shared 8,409,589 8,145,065 9,175,117 9,175,117 9,659,167 5.3%
Other Intergovernmental:PCLD Reimbursements 592,075 574,589 613,413 442,339 30,000 -95.1%Total Other Intergovernmental 592,075 574,589 613,413 442,339 30,000 -95.1%
Charges for Services:
Court Costs 171,523 173,438 200,000 180,000 200,000 0.0%Public Defender Fees 4,687 3,269 4,000 4,000 4,000 0.0%Recording Fees 64 - - - - 0.0%Zoning & Subdivision Fees 77,752 91,197 70,000 74,000 75,000 7.1%User Fees - Swimming Pool 156,290 112,832 160,000 130,000 271,500 69.7%User Fees - Electricity 55,201 32,549 55,000 40,000 40,000 -27.3%User Fees - Miscellaneous 153,343 171,904 80,000 165,000 165,000 106.3%Copy Services 3,772 2,430 2,500 2,500 2,500 0.0%
Town Hall Usage Fees 3,172 5,904 3,000 3,000 3,000 0.0%
General Government Other 2,074 970 1,000 1,000 1,000 0.0%Police Report Copying 27,820 16,921 2,900 5,600 5,500 89.7%Police Other 6,156 3,939 3,000 14,200 2,200 -26.7%Building Inspection Copying 6 10 - 5 - 0.0%Engineer Plan Review Fees 34,875 46,890 35,000 40,000 40,000 14.3%Grading Review Fees 904 296 1,000 1,000 1,200 20.0%Grading Inspection Fees 960 1,400 700 700 800 14.3%
Fare Box - 49,977 34,765 58,000 54,000 55.3%
Administrative Services - 321,000 321,000 321,000 321,000 0.0%Financial Services 135,538 135,588 135,591 135,591 136,637 0.8%Real Property Rental Income 69,500 65,604 83,600 83,600 83,600 0.0%Maps 172 85 - 58 - 0.0%Code Book Sales 152 415 - - - 0.0%Pawn Slips 1,920 3,198 2,500 2,800 2,500 0.0%Police Fingerprinting - 12,250 22,000 22,500 22,000 0.0%Concession Sales - - - - 12,000 0.0%
Total Charges for Services 905,881 1,252,066 1,217,556 1,284,554 1,443,437 18.6%
FY 2013Actual
Revenue Schedule by Fund
2013-2014 Annual Budget Financial Overview67
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to BudgetFY 2013Actual
Revenue Schedule by Fund
Fines:Fines 195,993 200,672 190,000 180,000 190,000 0.0%
Total Fines 195,993 200,672 190,000 180,000 190,000 0.0%
Interest Income:Interest - Investments 29,305 159,184 89,000 62,275 62,275 -30.0%Total Interest Income 29,305 159,184 89,000 62,275 62,275 -30.0%
Miscellaneous:Donations 15,000 995 - - - 0.0%Miscellaneous 34,394 4,093 4,000 24,217 4,000 0.0%
Special Events 2,275 3,350 - 3,495 - 0.0%Insurance Recoveries 67,146 62,278 20,000 2,042 10,000 -50.0%In-Lieu Income 109,897 127,437 100,000 100,000 100,000 0.0%Sale of Assets 41,893 16,894 10,000 27,869 - -100.0%Total Miscellaneous 270,605 215,047 134,000 157,623 114,000 -14.9%
TOTAL GENERAL FUND 23,921,715 25,085,772 26,680,592 26,892,781 28,201,906 5.7%
Highway Fund
Local Sales Tax:
Construction Sales Tax 291,349 348,378 316,890 469,344 1,077,197 239.9%Total Local Sales Tax 291,349 348,378 316,890 469,344 1,077,197 239.9%
License & Permit Fees:Road Permits 44,807 45,935 42,000 50,000 47,000 11.9%Floodplain Use Permits 1,110 1,579 1,000 1,110 1,000 0.0%Total License & Permit Fees 45,917 47,514 43,000 51,110 48,000 11.6%
Charges for Services:Administrative Services - 15,000 229,493 229,493 129,493 -43.6%Total Charges for Services - 15,000 229,493 229,493 129,493 -43.6%
State Grants:PAG Reimbursements 125,966 231,995 260,000 125,000 35,000 -86.5%RTA Reimbursements 7,551 28,479 - - - 0.0%Total State Grants 133,517 260,474 260,000 125,000 35,000 -86.5%
State/County Shared:Highway User 2,693,145 2,418,605 2,480,005 2,480,005 2,500,000 0.8%Total State/County Shared 2,693,145 2,418,605 2,480,005 2,480,005 2,500,000 0.8%
Interest Income:Interest - Investments 8,834 10,810 7,000 7,000 7,000 0.0%Total Interest Income 8,834 10,810 7,000 7,000 7,000 0.0%
Miscellaneous:Miscellaneous 14,685 8,716 10,000 15,014 10,000 0.0%Insurance Recoveries 7,828 16,458 - 2,669 - 0.0%Total Miscellaneous 22,513 25,174 10,000 17,683 10,000 0.0%
TOTAL HIGHWAY FUND 3,195,274 3,125,955 3,346,388 3,379,635 3,806,690 13.8%
Seizures & Forfeitures Funds
Interest Income:Interest - Investments 5,496 4,307 - 3,730 - 0.0%Total Interest Income 5,496 4,307 - 3,730 - 0.0%
Miscellaneous:
Forfeitures 323,688 645,858 425,000 85,000 425,000 0.0%
Total Miscellaneous 323,688 645,858 425,000 85,000 425,000 0.0%
TOTAL SEIZURES & FORFEITURES FUNDS 329,184 650,165 425,000 88,730 425,000 0.0%
Bed Tax FundLocal Sales Tax:Local Sales Tax 219,939 794,718 782,283 782,283 789,000 0.9%
2013-2014 Annual Budget Financial Overview68
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to BudgetFY 2013Actual
Revenue Schedule by Fund
Total Local Sales Tax 219,939 794,718 782,283 782,283 789,000 0.9%
Interest Income:
Interest - Investments 2,228 7,550 5,700 3,975 3,975 -30.3%
Total Interest Income 2,228 7,550 5,700 3,975 3,975 -30.3%
TOTAL BED TAX FUND 222,168 802,268 787,983 786,258 792,975 0.6%
Regional Transportation Authority (RTA) FundState Grants:RTA Reimbursements 1,256 - - - - 0.0%Total State Grants 1,256 - - - - 0.0%
TOTAL RTA FUND 1,256 - - - - 0.0%
Public Transportation FundFederal Grants:Miscellaneous Grants - - - - 0.0%Total Federal Grants - - - - - 0.0%
State Grants:PAG Reimbursements 34,944 - - - 0.0%RTA Reimbursements 67,647 - - - 0.0%
Total State Grants 102,591 - - - - 0.0%
State/County Shared:LTAF - - - - 0.0%Total State/County Shared - - - - - 0.0%
Charges for Services:Fare Box 50,254 - - - 0.0%
Total Charges for Services 50,254 - - - - 0.0%
Interest Income:Interest - Investments 147 - - - 0.0%Total Interest Income 147 - - - - 0.0%
Miscellaneous:Miscellaneous 991 - - - 0.0%Sale of Assets - - - - 0.0%
Total Miscellaneous 991 - - - - 0.0%
TOTAL PUBLIC TRANSPORTATION FUND 153,983 - - - - 0.0%
Fleet FundMiscellaneous:Insurance Recoveries - - - - - 0.0%Sale of Assets - - - - 20,000 0.0%Total Miscellaneous - - - - 20,000 0.0%
Charges for Services:Fleet Services - 436,271 638,787 638,787 1,282,793 100.8%Total Charges for Services - 436,271 638,787 638,787 1,282,793 100.8%
TOTAL FLEET FUND - 436,271 638,787 638,787 1,302,793 103.9%
Benefit Self Insurance FundMiscellaneous:Self Insurance Premiums - Employer - - 1,824,194 1,749,071 1,900,000 4.2%Self Insurance Premiums - Employee - - 358,470 333,429 260,000 -27.5%
COBRA Premiums - - - - 13,000 0.0%Retiree Premiums - - - - 15,000 0.0%UHC Wellness Program - - - - 20,000 0.0%Miscellaneous - - - - 1,000 0.0%Total Miscellaneous - - 2,182,664 2,082,500 2,209,000 1.2%
2013-2014 Annual Budget Financial Overview69
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to BudgetFY 2013Actual
Revenue Schedule by Fund
TOTAL BENEFIT SELF INSURANCE FUND - - 2,182,664 2,082,500 2,209,000 1.2%
Impound Fee FundCharges for Services:Impound Fees 41,260 37,040 47,503 47,503 47,500 0.0%Total Charges for Services 41,260 37,040 47,503 47,503 47,500 0.0%
TOTAL IMPOUND FEE FUND 41,260 37,040 47,503 47,503 47,500 0.0%
Municipal Debt Service Fund
Interest Income:Interest 347 82 - 20 - 0.0%Total Interest Income 347 82 - 20 - 0.0%
Federal Grants:Miscellaneous Grants 81,811 84,527 83,784 83,784 70,677 -15.6%Total Federal Grants 81,811 84,527 83,784 83,784 70,677 -15.6%
Miscellaneous:
Miscellaneous - 203,287 100,000 100,000 83,000 -17.0%Total Miscellaneous - 203,287 100,000 100,000 83,000 -17.0%
TOTAL MUNICIPAL DEBT SERVICE FUND 82,157 287,896 183,784 183,804 153,677 -16.4%
Oracle Road Debt Service FundInterest Income:Special Assessments 141,543 128,661 117,578 117,578 105,868 -10.0%Penalties - 1,598 - - - 0.0%
Total Interest Income 141,543 130,259 117,578 117,578 105,868 -10.0%
Principal Repayments:Principal Repayments 224,267 235,768 250,000 250,000 260,000 4.0%Total Principal Repayments 224,267 235,768 250,000 250,000 260,000 4.0%
TOTAL ORACLE RD DEBT SERVICE FUND 365,811 366,027 367,578 367,578 365,868 -0.5%
Townwide Roadway Development Impact Fee FundFederal Grants:
Miscellaneous Grants - - 699,000 - 500,000 -28.5%
Total Federal Grants - - 699,000 - 500,000 -28.5%
State Grants:PAG Reimbursements 4,457,079 6,394,443 4,657,000 4,657,000 1,700,000 -63.5%RTA Reimbursements 331,568 549,994 623,000 65,000 1,450,000 132.7%Total State Grants 4,788,647 6,944,437 5,280,000 4,722,000 3,150,000 -40.3%
Impact Fees:
Residential Development Impact Fees 83,509 114,043 355,151 347,940 749,606 111.1%Commercial Development Impact Fee 179,793 124,690 58,967 325,000 41,769 -29.2%Total Impact Fees 263,302 238,733 414,118 672,940 791,375 91.1%
Interest Income:Interest - Investments 3,182 1,534 1,600 19,500 1,500 -6.3%Total Interest Income 3,182 1,534 1,600 19,500 1,500 -6.3%
Miscellaneous:
Miscellaneous 35,687 31,598 - - - 0.0%Total Miscellaneous 35,687 31,598 - - - 0.0%
Charges for Services:Real Property Rental Income 18,000 18,000 18,000 18,000 18,000 0.0%Total Charges for Services 18,000 18,000 18,000 18,000 18,000 0.0%
TOTAL DEVELOPMENT IMPACT FEE FUND 5,108,819 7,234,302 6,412,718 5,432,440 4,460,875 -30.4%
2013-2014 Annual Budget Financial Overview70
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to BudgetFY 2013Actual
Revenue Schedule by Fund
Parks & Recreation Development Impact Fee FundImpact Fees:Residential Development Impact Fees 117,584 99,542 92,001 110,000 201,297 118.8%Total Impact Fees 117,584 99,542 92,001 110,000 201,297 118.8%
Interest Income:
Interest - Investments 316 317 - 1,150 - 0.0%
Total Interest Income 316 317 - 1,150 - 0.0%
TOTAL PARKS DEV. IMPACT FEE FUND 117,901 99,859 92,001 111,150 201,297 118.8%
Library Development Impact Fee FundImpact Fees:Residential Development Impact Fees 30,152 28,640 37,461 4,574 - -100.0%Total Impact Fees 30,152 28,640 37,461 4,574 - -100.0%
Interest Income:Interest - Investments 81 89 - 32 - 0.0%Total Interest Income 81 89 - 32 - 0.0%
TOTAL LIBRARY DEV. IMPACT FEE FUND 30,233 28,729 37,461 4,606 - -100.0%
Police Development Impact Fee Fund
Impact Fees:Residential Development Impact Fees 22,271 26,195 48,376 48,376 106,393 119.9%Commercial Development Impact Fee 5,790 4,423 1,464 13,000 999 -31.8%Total Impact Fees 28,061 30,618 49,840 61,376 107,392 115.5%
Interest Income:Interest - Investments 69 80 - 700 - 0.0%Total Interest Income 69 80 - 700 - 0.0%
TOTAL POLICE DEV. IMPACT FEE FUND 28,130 30,698 49,840 62,076 107,392 115.5%
General Government Development Impact Fee Fund
Impact Fees:
Residential Development Impact Fees 16,529 11,395 - (3,115) - 0.0%Commercial Development Impact Fee 25,991 7,980 5,315 - 0.0%Total Impact Fees 42,520 19,375 - 2,200 - 0.0%
Interest Income:Interest - Investments 92 105 - 1,050 - 0.0%Total Interest Income 92 105 - 1,050 - 0.0%
TOTAL GEN. GOVT. IMPACT FEE FUND 42,612 19,480 - 3,250 - 0.0%
Steam Pump Ranch Acquisition FundFederal Grants:
Miscellaneous Federal Grants - - - - 0.0%Total Federal Grants - - - - - 0.0%
Other Intergovernmental:Pima County Bond Proceeds 243,100 - - - 0.0%Total Other Intergovernmental 243,100 - - - - 0.0%
TOTAL STEAM PUMP RANCH FUND 243,100 - - - - 0.0%
2013-2014 Annual Budget Financial Overview71
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to BudgetFY 2013Actual
Revenue Schedule by Fund
Water Utility FundWater Sales:Residential Water Sales 8,043,658 7,761,639 7,917,000 7,802,000 7,836,000 -1.0%
Commercial Water Sales 921,825 954,472 947,000 954,000 960,000 1.4%
Irrigation Water Sales 1,180,178 1,064,068 1,122,300 1,092,000 1,099,000 -2.1%Turf Related Water Sales 1,799,749 1,677,318 1,624,500 1,692,000 1,692,000 4.2%Construction Water Sales 92,257 120,830 96,000 152,000 160,000 66.7%Other 814 653 1,000 1,000 1,000 0.0%Total Water Sales 12,038,482 11,578,980 11,707,800 11,693,000 11,748,000 0.3%
Charges for Services:
Engineer Plan Review Fees 2,465 6,450 3,000 10,000 10,000 233.3%
Construction Inspection Fees 6,963 2,712 1,500 7,000 7,000 366.7%Misc Service Revenue 13,749 17,318 10,000 10,000 10,000 0.0%Backflow-Install Permit Fee 3,900 2,795 2,600 1,500 2,000 -23.1%Served by Tucson 12,866 11,633 11,000 2,700 - -100.0%Served by Metro 9,190 7,820 7,000 2,100 - -100.0%Sewer Fees 169,676 170,185 170,000 190,000 205,000 20.6%Late Fees 86,785 85,897 85,000 85,000 85,000 0.0%NSF Fees 4,445 4,781 5,000 5,000 5,000 0.0%
Rain Sensors 38 233 100 100 100 0.0%Meter Income 19,677 35,456 20,000 50,000 50,000 150.0%New Service Establish Fees 71,432 85,720 40,000 80,000 80,000 100.0%Reconnect Fees 46,783 37,685 30,000 39,000 35,000 16.7%Other 82,217 88,538 90,000 90,000 108,000 20.0%Total Charges for Services 530,186 557,223 475,200 572,400 597,100 25.7%
Interest Income:
Interest - Investments 22,389 125,912 75,000 66,250 66,250 -11.7%
Total Interest Income 22,389 125,912 75,000 66,250 66,250 -11.7%
Miscellaneous:Miscellaneous 5,728 934 - - - 0.0%Insurance Recoveries 5,386 142,211 - - - 0.0%Sale of Assets - - - 20,000 - 0.0%Total Miscellaneous 11,113 143,145 - 20,000 - 0.0%
Other Financing Sources:WIFA Loan Proceeds - - - - 1,300,000 0.0%Total Other Financing Sources - - - - 1,300,000 0.0%
TOTAL WATER UTILITY FUND 12,602,170 12,405,260 12,258,000 12,351,650 13,711,350 11.9%
Alternative Water Resources Development Impact Fee FundCharges for Services:Groundwater Preservation Fee 2,096,093 2,315,277 2,456,000 2,542,000 2,550,000 3.8%
Total Charges for Services 2,096,093 2,315,277 2,456,000 2,542,000 2,550,000 3.8%
Impact Fees:Residential Impact Fees 293,894 475,726 174,370 896,760 896,760 414.3%Commercial Impact Fees 107,094 284,232 44,830 8,000 781,562 0.0%Total Impact Fees 400,988 759,958 219,200 904,760 1,678,322 665.7%
Interest Income:Interest - Investments 2,320 1,229 800 900 1,000 25.0%
Total Interest Income 2,320 1,229 800 900 1,000 25.0%
TOTAL AWRDIF FUND 2,499,401 3,076,464 2,676,000 3,447,660 4,229,322 58.0%
Potable Water System Development Impact Fee FundImpact Fees:Single Family Connections 154,026 237,455 89,845 462,060 462,060 414.3%Multi-Family Connections - - - 2,567 340,710 0.0%Commercial Connections 69,880 156,200 10,280 20,550 43,160 319.8%Irrigation Connections 10,780 34,880 10,900 25,160 58,860 440.0%
Fire-Flow Connections 9,690 34,227 3,230 3,230 21,307 559.7%Total Impact Fees 244,376 462,762 114,255 513,567 926,097 710.6%
2013-2014 Annual Budget Financial Overview72
FY 2011 FY 2012 FY 2014 %Major Revenue Accounts Actual Budget Projected Budget to BudgetFY 2013Actual
Revenue Schedule by Fund
Interest Income:Interest - Investments 13,737 5,467 4,500 2,000 2,000 -55.6%Total Interest Income 13,737 5,467 4,500 2,000 2,000 -55.6%
TOTAL PWSDIF FUND 258,113 468,229 118,755 515,567 928,097 681.5%
Stormwater Utility FundFederal Grants:Miscellaneous Federal Grants 1,086,932 1,993 67,800 7,867 - -100.0%Total Federal Grants 1,086,932 1,993 67,800 7,867 - -100.0%
State Grants:Miscellaneous State Grants 366,203 38,331 450,000 - 450,000 0.0%
Total State Grants 366,203 38,331 450,000 - 450,000 0.0%
Charges for Services:Late Fees 1,895 2,095 1,500 2,600 1,500 0.0%Stormwater Utility Fee 749,446 750,117 760,000 760,000 770,000 1.3%Total Charges for Services 751,341 752,212 761,500 762,600 771,500 1.3%
Interest Income:
Interest - Investments 376 321 500 4,800 500 0.0%
Total Interest Income 376 321 500 4,800 500 0.0%
Miscellaneous:Miscellaneous 925 131 20,000 20,140 - -100.0%Total Miscellaneous 925 131 20,000 20,140 - -100.0%
TOTAL STORMWATER UTILITY FUND 2,205,776 792,988 1,299,800 795,407 1,222,000 -6.0%
Solar Photovoltaic FundOther Financing Sources:Bond Proceeds 2,445,000 - - - - 0.0%Total Other Financing Sources 2,445,000 - - - - 0.0%
Interest Income:Interest - Investments 152 - - - - 0.0%Total Interest Income 152 - - - - 0.0%
TOTAL SOLAR PHOTOVOLTAIC FUND 2,445,152 - - - - 0.0%
Aquatics Center Project FundOther Financing Sources:Bond Proceeds - 2,693,835 - - - 0.0%Total Other Financing Sources - 2,693,835 - - - 0.0%
Miscellaneous
Donations - 5,550 300,000 30,000 30,000 -90.0%Total Miscellaneous - 5,550 300,000 30,000 30,000 -90.0%
TOTAL AQUATICS CENTER PROJECT FUND - 2,699,385 300,000 30,000 30,000 -90.0%
Recreation In Lieu Fee FundCharges for Services:Recreation In Lieu Fees - 835 - - - 0.0%Total Charges for Services - 835 - - - 0.0%
TOTAL REC IN LIEU FEE FUND - 835 - - - 0.0%
TOTAL REVENUE - ALL FUNDS 53,894,212$ 57,647,623$ 57,904,854$ 57,221,382$ 62,195,742$ 7.4%
Note: Does not include Interfund Transfers or Carry-Forward Balances
2013-2014 Annual Budget Financial Overview73
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5,000
10,000
15,000
20,000
25,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
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Local Sales Tax Construction Other
Revenue Sources
Local Sales Tax
Description
Arizona cities and towns under state law have the authority to establish certain taxes for revenue purposes.
The local sales tax, as a means of financing municipal services, has been increasing in importance. The
Town of Oro Valley levies a 2% tax on sales collected within the town boundaries, with the exception of sales on utilities and construction activity, which are a 4% tax. The Town also levies an additional 6% tax on lodging. The sales tax is collected by the state and remitted to the Town on a weekly basis. Uses
The 2% local sales tax and 4%
utility sales tax are used for
various general governmental
purposes. The 6% tax on
lodging is used to support
economic development and
tourism efforts, and 1.5% of the
4% tax on construction activity
is used to fund maintenance on
Town-wide roads. The remaining portion goes to various governmental purposes. Projections
Local construction sales tax has decreased significantly from its peak in 2008. This is due to the recent
economic recession and as the town approaches build-out. Commercial activity on the horizon consists
mostly of infill projects. Considerable increases in residential activity, however, are expected in the near
future, with several new apartment complexes currently under construction or in development. Single family
residential building activity is also growing. With the opening of several new commercial centers a few years
ago, the Town’s retail revenues have grown. In addition, the Town’s utility sales tax was increased from 2%
to 4%, effective August, 2011. The following assumptions were used in compiling the projections:
retail and utility sales tax projected to grow at a rate of 3% per year with population growth and inflation
bed tax collections increase 2-3% per year with population growth and annexation of
additional hotel
construction sales tax increases 40% in FY 2014, 6% in FY 2015, then begins to decline as
the pace of residential building activity slows
Local Sales Tax Construction Sales Tax Other
2008 8,983,504 7,619,524 1,082,621
2009 9,142,532 6,055,863 684,699
2010 9,409,890 2,772,542 1,297,719
2011 9,714,530 1,765,739 610,223 AC
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2012 10,866,793 1,815,826 642,486
2013 11,217,472 2,050,000 508,000
2014 11,617,055 2,872,525 500,000
2015 11,920,593 3,050,000 500,000
2016 12,222,294 2,600,000 500,000
2017 12,552,946 2,380,000 500,000
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2018 12,882,503 2,150,000 500,000
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2013 – 2014 Annual Budget Financial Overview
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1,000
1,500
2,000
2,500
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
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Residential Building Permits Commercial Building Permits Fines/ Licenses
Revenue Sources
Fines, Licenses and Permits
Description
Revenue from court fines comes from traffic violations and other fines paid for the violation of municipal
ordinances. License revenue includes fees charged for obtaining a business license to operate a business within town boundaries. Permit fee revenue includes fees collected from building permits, both residential and commercial, zoning permits and a variety of other programs. Uses
The revenue received from fines,
licenses and permit fees is
placed in the General Fund and
used for various general
governmental purposes.
Projections
Revenues received from fines
and licenses are projected to
remain relatively flat over the next 5 years. The growth over the last year in residential building permit revenue is
expected to continue with the
development and construction of several new apartment complexes. As the apartment construction is
completed, and as the Town continues to approach build-out, residential activity will decrease. The
following assumptions were used in compiling the projections:
150 to 200 single family residential permits issued per year through FY 2018
permits issued in FY 2014 and FY 2015 for new apartment complexes
an average of 50K square feet of miscellaneous commercial development will be added each
year for the next 5 years
revenue from business licenses and fines remains relatively flat
Residential Building Permits Commercial Building Permits
Business
Licenses, Fines
& Other
2008 1,250,093 1,272,320 520,212
2009 566,583 684,269 542,705
2010 505,226 331,510 473,818
2011 426,876 360,645 467,780 AC
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2012 554,042 352,796 479,696
2013 887,360 220,936 453,410
2014 1,067,255 200,000 464,200
2015 1,164,000 300,000 463,019
2016 864,000 350,000 464,856
2017 792,240 350,000 466,712
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2018 685,200 350,000 468,587
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4,000
6,000
8,000
10,000
12,000
14,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
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State Income Tax State Sales Tax Vehicle License Tax
Revenue Sources
State Shared Revenue
Description
Cities and towns in the state receive a portion of the revenues collected by the state of Arizona. These
sources consist of the state sales tax, income tax, and vehicle license tax. Oro Valley receives its share of
the state sales and income tax based on the relation of its population to the total population of all
incorporated cities and towns in the state based on U.S. Census population figures. The vehicle license tax
is distributed to Oro Valley based on the relation of its population to the total population of all incorporated cities and towns in Pima County. Uses State Shared Revenue is
collected in the General Fund
and used for various general
governmental purposes.
Projections
State Shared Revenue is a
significant source of funding
and represents 34% of
General Fund budgeted
revenue for FY 2014. Revenues are expected to increase in FY 2014 for the second consecutive year, after experiencing several years of
considerable declines during the recent economic recession. Continued, steady recovery is anticipated over
the next few years. The following assumptions were used in compiling the projections:
5% increases per year are projected for FY 2014 through FY 2016
3% increases per year are projected for FY 2017 and FY 2018
State Income Tax State Sales Tax Vehicle License Tax
2008 5,544,763 3,621,016 1,738,874
2009 5,886,132 3,134,789 1,655,875
2010 5,086,954 2,891,386 1,484,125
2011 3,834,911 3,024,857 1,549,821 AC
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2012 3,461,359 3,204,612 1,479,094
2013 4,188,806 3,429,349 1,556,962
2014 4,575,389 3,543,661 1,540,117
2015 4,799,583 3,742,106 1,555,518
2016 5,077,959 3,936,696 1,571,073
2017 5,230,298 4,054,796 1,586,784
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2018 5,387,207 4,176,440 1,602,652
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2013 – 2014 Annual Budget Financial Overview
-
500
1,000
1,500
2,000
2,500
3,000
3,500
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
$
t
h
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u
s
a
n
d
s
Revenue Sources
Highway User Revenue (HURF)
Description HURF revenues are primarily generated from the State collected gasoline tax. Cities and towns receive
27.5% of highway user revenues. One-half of the monies that Oro Valley receives is based on its population
in relation to the population of all cities and towns in the state. The remaining half is allocated on the basis
of “county of origin” of gasoline sales and the relation of Oro Valley’s population to the population of all cities
and towns in Pima County. The intent of this distribution formula is to spread a portion of the money across
the state solely on the basis of population while the remaining money flows to those areas with the highest
gasoline sales.
Uses
There is a state constitutional
restriction on the use of the highway user revenues which requires that these funds be used solely for street and highway purposes. The Town
has a separate fund – Highway
Fund – where this revenue is
collected and distributed for such
purposes.
Projections
HURF revenue collections are a
major source of funding for
roadway improvements and account for 66% of Highway Fund budgeted revenue for FY 2014. This revenue source is impacted by economic downturns, as well as actions taken by the State legislature to sweep these funds for state Department of Public Safety (DPS) purposes. The following assumptions were used in compiling the projections:
revenue is projected to increase 1% in FY 2014
revenue is projected to increase 3% in FY 2015
3-4% growth is projected each year for FY 2016 through FY 2018
HURF Revenue
2008 3,002,828
2009 2,855,668
2010 2,667,797
2011 2,693,145 AC
T
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A
L
2012 2,418,605
2013 2,480,005
2014 2,500,000
2015 2,580,000
2016 2,675,460
2017 2,771,777
PR
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T
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2018 2,877,104
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2013 – 2014 Annual Budget Financial Overview
-
500
1,000
1,500
2,000
2,500
3,000
3,500
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
$ t
h
o
u
s
a
n
d
s
Revenue Sources
Charges for Services
Description
Charges for Services are fees
charged for specific services
provided by the Town. They include recreation user fees, development services fees, fees collected for stormwater collection, various water fees
and fares received from transit
services, to name a few. With
the exception of Development
Services fees and certain
General Services fees, the
anticipated revenue generated
from charges for services is tied
to population and could be
expected to increase or decrease as the population changes. Over the past few years, these revenues have experienced slight declines due to the recent economic recession. Fees for development services are tied to development activity and will increase/decrease accordingly based on development growth within the town. Projections
The increase in FY 2012 is due to the implementation of administrative services charges, which are collected
from the Town’s Enterprise Funds to support General Fund operations.
Total revenue from the charges for service category is projected overall to remain essentially flat through FY
2018. The following assumptions were used in compiling the projections:
revenue generated from commercial activity remains relatively flat through FY 2018
recreation fee revenue increases 42% in FY 2014, due to program revenues and a full year’s
collections of revenues from the newly expanded aquatics facility, then remains relatively flat thereafter
transit farebox and stormwater utility fee revenues increase slightly each year, as town
population increases
General
Services
Development
Services
Recreation
Fees Transit Water Stormwater
2008 503,675 197,862 371,153 57,600 620,169 357,602
2009 556,435 175,637 382,920 55,194 617,857 734,599
2010 478,473 161,975 376,400 51,817 525,227 744,944
2011 485,485 114,821 364,834 50,254 530,186 751,341 AC
T
U
A
L
2012 799,551 140,293 317,285 49,977 557,223 752,212
2013 841,294 115,763 335,000 58,000 572,400 762,600
2014 849,437 117,000 476,500 54,000 597,100 771,500
2015 849,437 117,000 476,500 55,080 597,100 778,700
2016 849,437 117,000 476,500 56,182 597,100 786,477
2017 849,437 117,000 476,500 57,305 597,100 794,332
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N
2018 849,437 117,000 476,500 58,451 597,100 802,265
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2013 – 2014 Annual Budget Financial Overview
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
$ t
h
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s
a
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d
s
Water Sales Groundwater Preservation Fee
Revenue Sources
Water Revenue
Description
The Town’s water utility fund is a self-sustaining fund with revenue generated from water sales, service fees
and miscellaneous charges. Annually, the Oro Valley Water Utility Commission reviews and develops
recommendations for water revenue requirements, water rates and fee structures.
Uses The revenue collected from water sales is used for personnel, operations and
maintenance, improvements to
existing systems and debt
service. Revenue collected
from the groundwater
preservation fee (GPF) is used
for renewable water capital
infrastructure costs and
related debt service.
Projections Revenue projections relating to water sales and preservation fees are based on growth of the population as well as proposed rate increases. The following assumptions were used in compiling the projections:
growth is estimated at 200 new connections annually through FY 2018
modest water rate increases over the next five years
no groundwater preservation fee increases over the next five years
average monthly water use remains at 8,000 gallons
Water Sales Groundwater Preservation Fee
2008 11,686,598 1,092,778
2009 11,434,786 1,323,549
2010 12,071,030 1,769,142
2011 12,038,482 2,096,093 AC
T
U
A
L
2012 11,578,980 2,315,277
2013 11,693,000 2,542,000
2014 11,748,000 2,550,000
2015 11,903,000 2,576,934
2016 12,173,000 2,580,095
2017 12,493,000 2,583,260
PR
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2018 12,893,000 2,585,840
Note: Projections and assumptions used were for financial modeling purposes as related to proposed changes in water
rates and fees to be reviewed and studied by Council at a future date. The actual rates and fees adopted and implemented may differ from budgeted projections.
80
2013 – 2014 Annual Budget Financial Overview
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
$th
o
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a
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d
s
Residential Commercial
Revenue Sources
Development Impact Fees
Description
Development Impact Fees are
fees assessed by the Town on
new development for the
purpose of financing
infrastructure ultimately
needed to support a growing
community. Recent state legislation has restricted the types of impact fees collected with increased limitations placed on their use.
Commercial impact fees are
assessed to support roadways,
water facilities and police;
residential impact fees are
assessed to support roadways, water facilities, police, and parks & recreation facilities.
Uses
As mandated by state law, impact fee revenue can only be used to support new projects and expansion-
related capital infrastructure.
Projections As the Town approaches build-out, residential and commercial construction activity will continue to decrease. The following assumptions were used in compiling the projections:
150 to 200 single family residential (SFR) permits will be issued per year through FY 2018;
FY 2014 include residential fees from new apartment complexes
commercial fees tie to anticipated development activity within the town
Residential Fees Commercial Fees
2008 2,633,328 715,612
2009 1,619,926 1,221,918
2010 1,055,038 298,656
2011 717,965 409,018 AC
T
U
A
L
2012 992,996 646,632
2013 1,869,162 400,255
2014 2,756,826 947,657
2015 2,056,800 946,097
2016 1,956,800 946,097
2017 1,751,120 946,097
PR
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2018 1,667,600 946,097
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2013 – 2014 Annual Budget
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84
2013 – 2014 Annual Budget Financial Overview
Expenditure Summary
The expenditure budget for FY 2013/14 totals $60,257,016 and represents a 7.3% decrease over the
prior fiscal year budgeted expenditures. The budget includes $51.2 million to support daily operations
and services and $9.1 million in capital projects.
At the onset of the budget planning phase, all departments were instructed to hold operating costs flat
wherever feasible while keeping service levels whole. Significant cost savings have been achieved over
the past four fiscal years via measures such as: consolidating departments; completing an early payoff of
debt; eliminating vacant positions; and transferring library operations to the Pima County Library District.
As a result of these strategies and an improving local and state economy, the Town has been able to add capacity in both the personnel and operations and maintenance categories for FY 13/14. A description of the changes in expenditure categories from budget year to budget year can be found on the following page. Please reference the Personnel section of the budget document for further explanations on personnel changes.
The FY 2013/14 capital budget addresses several areas of critical need that were put on hold during the
recent economic recession. Budgeted capital includes fleet and technology replacements, improvements
to parks and public safety facilities, roadway expansions and improvements, as well as stormwater and
water infrastructure improvements. Please reference the Capital Improvement Plan (CIP) section of the
budget document for further details on capital improvement projects.
FY 2013/14 Budgeted Uses
Personnel
42%
Debt Service
11%Capital
17%
O&M
30%
85
2013 – 2014 Annual Budget Financial Overview
Expenditure Summary
FY 2012 FY 2013/14 Variance
Actual Budget Projected Budget to Budget %
Personnel 23,863,037 24,855,460 24,479,784 25,099,764 244,304 1.0%
O&M 11,119,323 16,339,099 15,365,748 18,148,045 1,808,946 11.1%
Capital 11,718,954 17,523,613 14,814,607 10,258,790 (7,264,823) -41.5%
Debt Service 8,716,009 6,288,559 6,596,828 6,750,417 461,858 7.3%
Total Expenditures 55,417,323$ 65,006,731$ 61,256,967$ 60,257,016$ (4,749,715)$ -7.3%
Does not include depreciation, amortization, interfund transfers or contingency amounts
FY 2012/13
A brief description of the changes in expenditure categories from budget year to budget year is as
follows:
Personnel $244K $835K decrease due to position eliminations
$567K increase for step and merit increases
$249K increase due to new positions
$166k increase due to increased pension costs
$50K increase due to position reclasses
$47K increase due to increased workers compensation costs
O&M
$1.8M
General Fund O&M increased $1.5M (28%) due to the following:
o $170K increase in contract personnel services for recreation programs and an
update of the Town’s General Plan
o $218K increase in outside professional services for contract attorney services (in place of
staffed position), various surveys and studies and an update of the Town’s General Plan
o $499K increase for vehicle reserve and replacement charges from the Fleet Fund
o $49K increase in retail sales tax rebates due to growth in retail sales
o $74K increase in travel and training
o $170K increase to address information technology and software maintenance needs
o $60K increase in insurance costs o $105K increase in ongoing fleet maintenance charges from the Fleet Fund
Highway Fund O&M increased $100K (15%) due to the following:
o $45K increase for vehicle replacement charges from the Fleet Fund
o $50K increase for contracted roadway personnel and outside professional services costs
Fleet Fund O&M increased $100K (17%) due to vehicle repair and maintenance costs
Water Utility Fund O&M increased $78K (1%) due primarily to an increase in Central Arizona
Project (CAP) water delivery charges
Capital
$(7.3M)
$2.8M decrease in roadway design & construction, due to completion of a large project
$5.2M decrease due to completion of the expanded aquatics facility
$530K decrease in Water Utility existing system improvements
$130K decrease in projects funded with recreation in lieu fees
$400K decrease in vehicles funded with grants and impact fees
$110K decrease in Stormwater Utility capital outlay
$690K increase in Water Utility reclaimed and CAP projects
$483K budgeted for vehicle replacement
$350K budgeted for police evidence facility
$350K budgeted for replacement of development permitting and phone systems
Debt Service
$462K
$183K increase in principal and interest payments on outstanding excise tax and Clean
Renewable Energy Bonds
$279K increase in principal and interest payments on Water Utility bonds
86
2013 – 2014 Annual Budget Financial Overview
Expenditure Summary
Capital Improvement Program
The Capital Improvement Program (CIP) is a comprehensive, fifteen-year plan of capital projects that
identifies priorities, methods of financing, costs, and associated revenues. It includes a one-year
recommendation for the Town’s capital budget. The CIP is one of the mechanisms that implement the
Town’s General Plan. It allocates funds to programs specified in the General Plan, uses implementation
of the General Plan in the project evaluation criteria, and its evaluation criteria are based on the goals
established in the General Plan.
The FY 2013/14 adopted budget includes $9.1 million in capital improvement projects, funded with a
variety of sources. Projects to be completed include technology, public safety and parks improvements,
roadway improvements, stormwater drainage projects and water utility system expansions and improvements. Further information and project descriptions can be found in the Capital Improvement section of the budget document.
FY 2013/14 Capital Improvement Projects = $9.1M
Buildings &
Improvements
$460,000
Street
Maintenance
$1,000,000
Equipment
$540,000
Road Expansion
$3,380,000
Stormwater
Infrastructure
$550,000
Water
Infrastructure
$3,125,000
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Major Expenditure Accounts FY 2011 FY 2012 FY 2014 %Budget Projected Budget to budget
General Fund
Clerk 375,742 408,628 322,779 321,989 345,118 6.9%
Council 194,897 198,857 224,618 224,618 225,853 0.5%
Development & Infrastructure Services 2,748,774 2,934,686 3,803,751 3,349,021 4,031,561 6.0%
Finance 722,897 708,721 744,111 726,233 709,242 -4.7%
General Administration 2,292,534 1,716,537 1,859,094 1,831,394 2,037,730 9.6%
Human Resources 470,174 466,611 496,156 464,107 523,821 5.6%
Information Technology 1,073,741 1,182,391 1,213,633 1,213,633 1,482,173 22.1%
Legal 738,969 767,988 816,559 768,813 804,344 -1.5%
Magistrate Court 733,544 691,870 757,629 726,527 761,430 0.5%
Town Manager's Office 906,583 693,924 728,646 638,569 700,989 -3.8%
Parks and Recreation 3,017,942 3,006,722 2,630,112 2,387,353 2,536,955 -3.5%
Police 11,447,300 11,980,950 12,667,903 12,599,309 14,223,297 12.3%TOTAL GENERAL FUND 24,723,096 24,757,885 26,264,992 25,251,566 28,382,513 8.1%
Special Revenue Funds
Highway User Revenue Fund 3,598,066 3,757,844 3,669,829 3,630,438 3,720,981 1.4%
Public Transportation Fund 390,833 - - - - 0.0%
Bed Tax Fund 371,007 201,616 471,662 386,710 501,762 6.4%
Impound Fee Fund 41,260 37,040 47,503 47,503 24,414 -48.6%
Seizures & Forfeitures Funds 175,268 218,175 192,616 534,344 207,232 7.6%TOTAL SPECIAL REVENUE FUNDS 4,576,434 4,214,675 4,381,610 4,598,995 4,454,389 1.7%
Debt Service Funds
Municipal Debt Service Fund 499,304 624,247 654,080 703,861 836,642 27.9%
Oracle Road Improvement District Fund 372,548 367,423 370,298 370,298 368,588 -0.5%TOTAL DEBT SERVICE FUNDS 871,851 991,670 1,024,378 1,074,159 1,205,230 17.7%
Capital Project Funds
Steam Pump Ranch 402,953 - - - - 0.0%
Regional Transportation Authority Fund 1,256 - - - - 0.0%
Solar Photovoltaic Fund 2,443,635 - - - - 0.0%
Recreation-In-Lieu Fee Fund - 30,245 130,188 139,477 - -100.0%
Aquatics Center Project Fund - 77,052 4,810,000 4,600,218 - -100.0%
Parks Impact Fee Fund - 309,901 400,000 90,100 - -100.0%
Police Impact Fee Fund - - 89,066 82,646 - -100.0%
General Government Impact Fee - - 25,000 123,243 - -100.0%
Capital Asset Replacement Fund 321,583 - - - - 0.0%
Alternative Water Resource Dev. Impact Fee 1,165,807 2,472,130 2,099,631 2,312,919 2,506,098 19.4%
Potable Water Systems Dev. Impact Fee 3,181,919 1,135,791 632,744 722,266 743,576 17.5%
Townwide Roadway Dev. Impact Fees 4,884,630 7,501,852 6,154,000 4,760,000 3,380,000 -45.1%TOTAL CAPITAL PROJECT FUNDS 12,401,783 11,526,971 14,340,629 12,830,869 6,629,674 -53.8%
Enterprise Funds
Water Utility 10,224,005 12,834,486 14,608,222 14,163,940 14,819,871 1.4%
Stormwater Utility 1,818,740 655,365 1,565,449 941,151 1,334,376 -14.8%TOTAL ENTERPRISE FUNDS 12,042,746 13,489,851 16,173,671 15,105,091 16,154,247 -0.1%
Internal Service FundsFleet Fund 874,968 436,271 638,787 638,787 1,221,963 91.3%Benefit Self Insurance - - 2,182,664 1,757,500 2,209,000 1.2%TOTAL INTERNAL SERVICE FUNDS 874,968 436,271 2,821,451 2,396,287 3,430,963 21.6%
TOTAL EXPENDITURES - ALL FUNDS 55,490,878$ 55,417,323$ 65,006,731$ 61,256,967$ 60,257,016$ -7.3%
Note: Does not include depreciation, amortization, interfund transfers or contingency amounts
FY 2013Actual
Expenditure Schedule by Fund
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Department/Program FTE General Fund
Special Revenue Funds Debt Service Funds Capital Project Funds Enterprise Funds Internal Service Funds Total
Clerk 4.54 345,118 345,118 4.54 345,118 - - - - - 345,118
Council 7.00 225,853 225,853 7.00 225,853 - - - - - 225,853
Development & Infrastructure Svcs. Administration 3.75 216,241 657,860 874,101 Planning 7.30 966,811 966,811 Permitting 8.96 679,433 679,433
Inspection and Compliance 8.00 607,969 607,969
Transportation Engineering 5.68 1,547,739 1,547,739 Traffic Engineering 4.65 516,327 516,327 Pavement Management 1.20 111,022 111,022 Street Maintenance 8.80 888,033 888,033 Facilities Maintenance 2.15 317,532 317,532
Fleet 1.15 1,221,963 1,221,963
Stormwater Utility 4.10 1,334,376 1,334,376 Public Transportation 19.96 1,243,575 - 1,243,575 75.70 4,031,561 3,720,981 - - 1,334,376 1,221,963 10,308,881
Finance 7.00 709,242 709,242 7.00 709,242 - - - - - 709,242
General Administration 2,037,730 2,209,000 4,246,730 - 2,037,730 - - - - 2,209,000 4,246,730
Human Resources 5.00 523,821 523,821 5.00 523,821 - - - - - 523,821
Information TechnologyAdministration 1.00 600,184 600,184 GIS Services 1.50 132,091 132,091
Technical Services 2.00 330,354 330,354
Business Application & Development 2.00 180,594 180,594 Telecommunications 238,950 238,950 6.50 1,482,173 - - - - - 1,482,173
Legal
Civil 2.00 372,398 372,398
Prosecution 4.00 431,946 431,946 6.00 804,344 - - - - - 804,344
Magistrate Court 8.00 761,430 761,430 8.00 761,430 - - - - - 761,430
Town Manager's OfficeTown Management 3.88 397,353 397,353 Communications & Constituent Svcs.3.50 303,636 303,636 Economic Development 3.00 501,762 501,762 10.38 700,989 501,762 - - - - 1,202,751
Parks and RecreationAdministration 3.00 324,058 324,058 Parks 8.58 1,025,172 1,025,172 Recreation 3.70 267,419 267,419 Trails 1.00 77,892 77,892
Aquatics 12.96 697,441 697,441
Cultural Resources 0.20 144,973 144,973 29.44 2,536,955 - - - - - 2,536,955
PoliceAdministration 4.00 1,101,278 1,101,278
Support Services 61.21 6,584,108 24,414 6,608,522
Field Services 66.92 6,232,928 207,232 6,440,160 Professional Development & Training 1.00 190,750 190,750 Professional Standards 1.00 114,233 114,233 134.13 14,223,297 231,646 - - - - 14,454,943
This table represents a summary of the adopted FY 2013 - 2014 budget and is structured around major program areas within departments which represent services
and operations viable to the Town and to which resources are allocated on a fiscal year basis. Footnotes are provided to delineate the specific fund(s) that support(s)
each program. The table also includes funding sources and full-time equivalent employees (FTE) for each program. Further information on a specific program can be
found in the Program Budgets Section of the budget document.
Expenditures by Program
(A)
(A)
(A)
(A)
(A)
(B)
(C)
(D)
(E)
(F)
(G)
2013-2014 Annual Budget Financial Overview91
Expenditures by Program
Department/Program FTE General Fund
Special Revenue Funds Debt Service Funds Capital Project Funds Enterprise Funds Internal Service Funds Total
Water UtilityAdministration 15.00 9,411,681 9,411,681 Engineering & Planning 6.00 1,694,275 1,694,275 Production 8.00 2,874,406 2,874,406 Distribution 8.00 839,509 839,509 Alternative Water Resources 2,506,098 2,506,098
Potable Water Systems 743,576 743,576 37.00 - - - 3,249,674 14,819,871 - 18,069,545
Debt Service 1,205,230 1,205,230 - - - 1,205,230 - - - 1,205,230
Roadway Improvements 3,380,000 3,380,000 - - - - 3,380,000 - - 3,380,000
FY 2013/14 Adopted Budget 330.69 28,382,513 4,454,389 1,205,230 6,629,674 16,154,247 3,430,963 60,257,016
Note: Does not include depreciation, amortization, interfund transfers or contingency amounts
(A) Highway Fund(B) Fleet Fund(C) Stormwater Utility Fund(D) Benefit Self Insurance Fund
(E) Bed Tax Fund
(F) Impound Fee Fund(G) Seizure Funds(H) Water Utility Fund(I)Alternative Water Resources Dev Impact Fee Fund(J) Potable Water System Dev Impact Fee Fund(K) Municipal Debt Service Fund and Oracle Road Imp District Fund
(L) Roadway Dev Impact Fee Fund
(H)
(H)
(H)(H)
(I)(J)
(K)
(L)
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2013 – 2014 Annual Budget Financial Overview
Personnel Summary
Personnel and Employee Compensation
Personnel service represents 49% of the total operating budget. As it is a significant portion of the budget, employee compensation is heavily scrutinized. Due to recent economic and financial conditions, as well as escalating benefit costs, Town management continues to seek ways to somewhat lessen this rising cost. Every position that becomes vacant is scrutinized to determine whether the position is mission-critical and
whether it needs to be refilled. Positions continue to be left unfilled or have been eliminated as vacancies
occur. These efforts have resulted in a FY 13/14 personnel budget that is $1.1 million or 4% less than FY
2008/09, with nearly 57 fewer FTEs funded.
For the first time in five years, the Town’s budget includes funding for employee merit and step
increases. Based on the financial scenario laid out for the next five years, the Town’s recurring revenues
will be analyzed each year to determine the feasibility and affordability of providing some level of
employee pay increases.
The following table summarizes the changes in staffing levels for the new fiscal year. The increase in Police is for a grant-funded school resource officer and three part-time reserve officers. The increase in DIS is due largely to expanded transit service in partnership with the Regional Transportation Authority.
The decrease in Parks and Recreation is a result of the transfer of library operations to Pima County.
Refer to the Personnel Schedule document for a detailed listing of positions by department and/or
program.
FY 2012/13 Budget FY 2013/14 Budget +/-
Police 131.69 134.13 2.44
Development and Infrastructure Services (DIS) 73.38 75.70 2.32
Parks and Recreation 46.68 29.44 (17.24)
Water Utility 36.00 37.00 1.00
Magistrate Court 8.00 8.00 -
Administration 48.04 46.42 (1.62)
Total Positions 343.79 330.69 (13.10)
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2013 – 2014 Annual Budget Financial Overview
2009 2010 2011 2012 2013 2014
8.72 8.15 7.88 7.85 7.647.69
-
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
FTEs per Thousand Town Population
Personnel Summary
FY 2013/14 Personnel
Development &
Infrastructure
Services
23%
Police
41%
Administration
14%
Water Utility
11%
Parks &
Recreation
9%
Magistrate Court
2%
Health care premiums for FY 2013/14 remain flat to FY 2012/13, while dental premiums are increasing
7%. The Town is absorbing the dental premium increase to employees. The contribution rates for the
Town’s two major retirement plans experienced .4-1.6% increases for FY 2013/14. The table below
illustrates the changes to employee benefit rates over the last several years.
Employer Matching Rates
FY 10/11 FY 11/12 FY 12/13 FY 13/14
AZ State Retirement System (ASRS) 9.85% 10.75% 11.15% 11.54%
Public Safety Personnel Retirement System (PSPRS) 15.63% 16.31% 18.72% 20.33%
Correction Officers Retirement Plan (CORP) 9.68% 9.13% 11.28% 16.29%
Health Care Premiums (per year)* $3,849 $3,849 $3,849 $3,849
Dental Premiums (per year)** $233 $233 $240 $257
* single-employee HMO coverage ** single-employee base plan coverage
Looking at an employee per
capita trend, full-time
equivalent positions (FTEs) per
capita began to decline during
the recent economic recession. FTEs per capita are expected to remain roughly flat, as the town’s population and
development growth have
slowed.
96
FY 2011 FY 2012 FY 2014 +/-
Budget Projected Budget to Budget
General FundClerk 4.63 4.44 4.54 4.54 4.54 - Council 7.00 7.00 7.00 7.00 7.00 -
Development & Infrastructure Svcs.29.35 42.29 42.09 46.89 47.37 5.28 Finance 7.00 7.00 7.00 7.00 7.00 - Human Resources 5.00 5.00 5.00 5.00 5.00 -
Information Technology 8.00 6.50 6.50 6.50 6.50 - Legal 8.00 8.00 8.00 6.00 6.00 (2.00) Magistrate Court 9.00 8.00 8.00 8.00 8.00 -
Town Manager's Office 8.10 7.10 7.00 7.00 7.38 0.38
Parks and Recreation 42.31 40.47 46.68 28.61 29.44 (17.24) Police 123.73 127.21 127.69 127.69 130.63 2.94 General Fund Personnel 252.12 263.01 269.50 254.23 258.86 (10.64)
Special Revenue FundsHighway Fund 28.30 26.24 26.04 25.08 23.08 (2.96)
Bed Tax Fund 0.40 - 3.00 3.00 3.00 - Impound Fee Fund 1.00 1.00 1.00 1.00 0.50 (0.50) Seizure Funds - - 3.00 3.00 3.00 -
Public Transportation Fund 9.61 - - - - - Special Revenue Funds Personnel 39.31 27.24 33.04 32.08 29.58 (3.46)
Enterprise FundsWater Utility 34.00 36.00 36.00 36.00 37.00 1.00 Stormwater Utility 3.50 3.50 4.10 4.10 4.10 -
Enterprise Funds Personnel 37.50 39.50 40.10 40.10 41.10 1.00
Internal Service Funds
Fleet Fund 2.35 1.35 1.15 1.15 1.15 - Internal Service Funds Personnel 2.35 1.35 1.15 1.15 1.15 -
Total Town Personnel 331.28 331.10 343.79 327.56 330.69 (13.10)
FY 2013
Actual
Personnel Summary by Fund
2013-2014 Annual Budget Financial Overview97
2013 – 2014 Annual Budget
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98
FY 2011 FY 2012 FY 2014 +/-Budget Projected Budget to Budget
CouncilMayor 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 -
- 7
ClerkTown Clerk 1.00 1.00 1.00 1.00 1.00 - Deputy Town Clerk 1.00 1.00 1.00 1.00 1.00 - Assistant to the Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Licensing & Customer Service Clerk 1.00 - - - - - Office Assistant 0.63 1.44 1.44 1.44 1.44 - Communications Intern - - 0.10 0.10 0.10 - Total Clerk 4.63 4.44 4.54 4.54 4.54 -
3 4
Development & Infrastructure Svcs. (DIS)Director, Dev. & Infrastructure Svcs.1.00 1.00 1.00 1.00 1.00 - Town Engineer 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, Inspection & Compliance/Bldg Official 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 -
Conservation & Sustainability Administrator 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineer 2.00 1.00 1.00 1.00 1.00 - Principal Planner 1.00 1.00 1.00 1.00 1.00 - Civil Engineer 3.00 3.00 3.00 3.00 3.00 - Stormwater Engineer 1.00 1.00 1.00 1.00 1.00 - Transit Services Administrator 1.00 1.00 1.00 1.00 1.00 - Senior Planner 3.00 2.00 2.00 2.00 2.00 - Planner - 1.00 1.00 1.00 1.00 -
Senior Planning Technician - - - - 1.00 1.00 GIS Analyst - 0.50 0.50 0.50 0.50 - Civil Engineering Designer 2.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 1.00 1.00 - Special Projects Coordinator 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 - Plans Examiner I 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineering Tech 1.00 1.00 1.00 1.00 2.00 1.00 Streets & Drainage Senior Crew Leader 1.00 1.00 1.00 1.00 1.00 - Senior Traffic Technician 1.00 1.00 1.00 1.00 1.00 -
Code Compliance Specialist 1.00 1.00 1.00 1.00 1.00 - Construction Inspector 1.00 1.00 1.00 1.00 - (1.00) Administrative Coordinator 1.00 1.00 1.00 1.00 1.00 -
Civil Engineering Technician 1.00 1.00 1.00 1.00 1.00 - Facilities Maintenance Crew Leader 1.00 1.00 1.00 1.00 1.00 - Fleet Maintenance Mechanic III 1.00 1.00 1.00 1.00 1.00 -
Pavement Management Specialist 1.00 1.00 1.00 1.00 - (1.00) Traffic Signs/Markings Crew Leader 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 - Zoning Plans Examiner 1.00 1.00 1.00 1.00 - (1.00) Zoning Technician 1.00 1.00 1.00 1.00 1.00 - Development Coordinator 1.00 - - - - - Facilities Maintenance Technician 1.00 1.00 1.00 1.00 1.00 -
Fleet Maintenance Mechanic II 1.00 - - - - - Heavy Equipment Operator III 1.00 1.00 1.00 - 2.00 1.00 Heavy Equipment Operator II 4.00 4.00 4.00 5.00 3.00 (1.00)
Heavy Equipment Operator I 2.00 0.96 0.96 - - (0.96) Senior Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 - (1.00) Building Permit Technician 2.00 2.00 2.00 2.00 2.00 -
Actual FY 2013
Full-time employees:Part-time employees:
Full-time employees:Part-time employees:
Personnel Schedule
2013-2014 Annual Budget 99
FY 2011 FY 2012 FY 2014 +/-Budget Projected Budget to BudgetActualFY 2013
Personnel Schedule
Senior Office Specialist - - - - 1.00 1.00 Office Specialist/Ombudsperson 1.00 - - - - - Office Specialist 1.00 1.96 1.96 1.96 2.44 0.48
Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 1.00 - Lead Transit Driver 1.00 1.00 1.00 1.00 1.00 - Transit Dispatcher 1.00 2.11 2.11 2.11 2.11 -
Senior Office Assistant 2.00 2.00 2.00 2.00 1.00 (1.00) Office Assistant - 0.96 0.96 0.96 0.96 - Transit Driver 7.11 10.89 10.89 15.39 15.39 4.50 Intern - - - 0.30 0.30 0.30 Total DIS 73.11 73.38 73.38 77.22 75.70 2.32
60
36
FinanceFinance Director 1.00 1.00 1.00 1.00 1.00 - Procurement Administrator 1.00 1.00 1.00 1.00 1.00 - Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 - Management & Budget Analyst 1.00 1.00 1.00 1.00 1.00 - Senior Accountant 1.00 1.00 1.00 1.00 1.00 - Finance Analyst 1.00 1.00 1.00 - - (1.00) Payroll Specialist - - - 1.00 1.00 1.00 Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Total Finance 7.00 7.00 7.00 7.00 7.00 -
7 -
Human ResourcesHuman Resource Director 1.00 1.00 1.00 1.00 1.00 - Safety & Risk Manager 1.00 1.00 1.00 1.00 1.00 - Employee and Org. Dev. Analyst 1.00 1.00 1.00 1.00 1.00 - Human Resource Specialist 2.00 2.00 2.00 2.00 2.00 - Total Human Resources 5.00 5.00 5.00 5.00 5.00 -
5
-
Information TechnologyIT Director 1.00 1.00 1.00 1.00 1.00 - Network Administrator 1.00 1.00 1.00 1.00 1.00 - Network Manager 1.00 - - - - - Systems Analyst 1.00 1.00 1.00 1.00 1.00 - Data Base Analyst 1.00 1.00 1.00 1.00 1.00 - GIS Analyst 2.00 1.50 1.50 1.50 1.50 - IT Technician 1.00 1.00 1.00 1.00 1.00 - Total Information Technology 8.00 6.50 6.50 6.50 6.50 -
7 -
LegalTown Attorney 1.00 1.00 1.00 - - (1.00) *Legal Services Director - - - - 1.00 1.00 **Town Prosecutor 1.00 1.00 1.00 1.00 - (1.00) Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 1.00 - Senior Paralegal 1.00 1.00 1.00 1.00 1.00 - Paralegal II 1.00 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 1.00 - Office Assistant 1.00 1.00 1.00 - - (1.00) Total Legal 8.00 8.00 8.00 6.00 6.00 (2.00)
*contract Attorney in FY 2014 6
**title change from Town Prosecutor -
Part-time employees:
Full-time employees:Part-time employees:
Part-time employees:
Full-time employees:
Part-time employees:
Full-time employees:
Full-time employees:
Full-time employees:
Part-time employees:
2013-2014 Annual Budget 100
FY 2011 FY 2012 FY 2014 +/-Budget Projected Budget to BudgetActualFY 2013
Personnel Schedule
Magistrate CourtMagistrate Judge 1.00 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 1.00 - Courtroom Clerk 1.00 1.00 1.00 1.00 1.00 - Senior Court Clerk 3.00 3.00 3.00 3.00 3.00 -
Court Clerk 2.00 1.00 1.00 1.00 1.00 - Bailiff 1.00 1.00 1.00 1.00 1.00 - Total Magistrate Court 9.00 8.00 8.00 8.00 8.00 -
8 -
Town Manager's OfficeTown Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 - 1.00 - - (1.00) Assistant to the Town Manager 1.00 1.00 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 - Management Intern - - - - 0.38 0.38 Economic Development Manager 1.00 1.00 1.00 1.00 1.00 - Economic Development Specialist - - 1.00 1.00 1.00 - Economic Development Intern 0.40 - - - - - Communications Administrator - 1.00 1.00 1.00 1.00 - New Media Developer - - - 1.00 1.00 1.00 Communications Specialist 1.00 - - - - -
Communications Intern 0.10 0.10 - - - - Constituent Services Coordinator 1.00 1.00 1.00 1.00 1.00 - Office Specialist - - 1.00 1.00 1.00 - Total Town Manager's Office 8.50 7.10 10.00 10.00 10.38 0.38
10 1
Parks and RecreationParks & Recreation Director 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Manager 1.00 1.00 1.00 1.00 1.00 - Recreation Manager 1.00 1.00 1.00 1.00 1.00 - Multimodal Planner 1.00 1.00 1.00 1.00 1.00 -
Aquatics Manager 1.00 1.00 1.00 1.00 1.00 - Parks Maintenance Crew Leader 1.00 1.00 1.00 1.00 1.00 - Senior Park Maintenance Worker 2.00 2.00 3.00 3.00 3.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 - Office Assistant - 0.48 1.00 1.00 1.00 - Senior Office Assistant 1.00 - - - - - Assistant Recreation Manager 1.00 1.00 1.00 1.00 1.00 - Recreation Leader 0.40 0.40 0.40 0.40 0.40 - Assistant Aquatics Manager - - 1.00 1.00 1.00 - Aquatics Facility Supervisor - - 1.36 1.36 1.36 - Aquatics Shift Leader - - 2.72 2.72 2.72 -
Park Maintenance Worker 3.00 3.00 2.00 2.00 2.35 0.35 Park Monitor 0.70 0.70 1.23 1.23 1.23 - Aquatics Facility Attendants - - 2.40 2.40 2.88 0.48
Recreation Aide 2.70 1.50 1.50 1.50 1.50 - Water Safety Instructor 6.15 6.32 4.00 4.00 4.00 - Library Services Manager 1.00 1.00 1.00 - - (1.00) Librarian II 4.00 4.00 4.00 - - (4.00) Office Specialist 1.00 1.00 1.00 - - (1.00) Library Associate 4.95 4.48 4.48 - - (4.48) Library Technical Assistant II 4.36 4.51 4.51 - - (4.51) Library Technical Assistant I 3.05 3.08 3.08 - - (3.08) Total Parks and Recreation 42.31 40.47 46.68 28.61 29.44 (17.24)
15 15 Part-time employees:(not including seasonal employees)
Part-time employees:
Full-time employees:Part-time employees:
Full-time employees:
Full-time employees:
2013-2014 Annual Budget 101
FY 2011 FY 2012 FY 2014 +/-Budget Projected Budget to BudgetActualFY 2013
Personnel Schedule
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 - Detective 5.00 6.00 7.00 7.00 7.00 - Patrol Officer 49.00 49.00 51.00 51.00 52.00 1.00 Motorcycle Officer 6.00 7.00 7.00 7.00 7.00 - School Resource Officer 7.00 7.00 7.00 7.00 8.00 1.00 K-9 Officer 3.00 3.00 3.00 3.00 2.00 (1.00) DUI Officer 2.00 2.00 2.00 2.00 2.00 -
Training Officer 1.00 1.00 1.00 1.00 1.00 - Reserve Officer 0.48 0.96 1.44 1.44 2.88 1.44 Communications Supervisor 1.00 1.00 1.00 1.00 1.00 -
Lead Dispatcher 3.00 3.00 3.00 3.00 3.00 - Dispatcher 9.00 9.00 9.00 9.00 9.00 - Records Supervisor 1.00 1.00 1.00 1.00 1.00 - Records Specialist 5.00 5.00 5.00 5.00 5.00 - Lead IT Forensics Technician 1.00 1.00 1.00 1.00 1.00 - Property Forensics Technician 2.00 2.00 2.00 2.00 2.00 - Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 - Crime Analyst 1.00 1.00 1.00 1.00 1.00 - Emergency Response Planner 1.00 1.00 1.00 1.00 1.00 - Fleet Maintenance Mechanic II - 1.00 1.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 1.00 1.00 3.00 2.00
Office Specialist 2.00 2.00 2.00 2.00 - (2.00) Office Assistant 1.25 1.25 1.25 1.25 1.25 - Total Police 124.73 128.21 131.69 131.69 134.13 2.44
130 8
Water UtilityWater 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 Production Superintendent 1.00 1.00 1.00 1.00 1.00 -
Water Distribution Superintendent 1.00 1.00 1.00 1.00 1.00 - Water Engineer Project Manager 1.00 1.00 1.00 1.00 1.00 - Meter Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Engineering Design Reviewer 1.00 1.00 1.00 1.00 1.00 - Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 - Lead Water Utility Operator 4.00 4.00 4.00 4.00 4.00 - Construction Inspector 2.00 2.00 2.00 2.00 2.00 - Electric and Control Technician - - - - 1.00 1.00 Civil Engineer Tech 1.00 1.00 1.00 1.00 1.00 - Water Utility Operator III - - - - 7.00 7.00 Water Utility Operator II 8.00 9.00 9.00 9.00 2.00 (7.00)
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 - Customer Service Supervisor 1.00 1.00 1.00 1.00 1.00 - Water Utility Operator I 4.00 5.00 5.00 5.00 5.00 -
Customer Service Representative 4.00 4.00 4.00 4.00 4.00 - Total Water Utility 34.00 36.00 36.00 36.00 37.00 1.00
37 -
Total Personnel 331.28 331.10 343.79 327.56 330.69 (13.10)
288
71
Full-time employees:Part-time employees:
Full-time employees:
Part-time employees:
Full-time employees:Part-time employees:
2013-2014 Annual Budget 102
2013 – 2014 Annual Budget
Town of Oro Valley
103
2013 – 2014 Annual Budget
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2013 – 2014 Annual Budget Financial Overview
Debt Service
The Town of Oro Valley issues debt to provide funding for the construction of capital projects. The Town
has adopted financial policies on debt capacity that set guidelines for issuing debt and provide guidance in
the timing and structuring of long-term debt commitments. The general policy of the Town is to fund
capital projects with new, dedicated streams of revenue or voter-approved debt. Non voter-approved debt
may be utilized when a dedicated revenue source other than general revenue can be identified to pay debt
service expenditures. The Town currently uses Excise Tax Revenue Bonds, Water Project Revenue Bonds,
Improvement District Bonds, Clean Renewable Energy Bonds, and programs offered by the State as funding
mechanisms for capital projects.
The chart below represents the percentage each type of bonded debt contributes to the total outstanding debt of the Town as of June 30, 2013.
Senior Lien Water
Project Revenue
Refunding
Obligations
28%
Excise Tax Revenue
Bonds
53%
Clean Renewable
Energy Bonds
4%
Improvement District
Bonds
4%
Water Infrastructure
Finance Authority
Loans
11%
The chart below depicts total annual principal and interest requirements on the Town’s current outstanding
debt.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Annual Debt Service
Principal Interest
Outstanding Principal = $58,581,559
105
2013 – 2014 Annual Budget Financial Overview
Debt Service
Financing Sources
Excise Tax Revenue Bonds Excise Tax Revenue Bonds are issued by the Town for the purpose of financing the construction or acquisition of capital improvement projects. These bonds may be issued without voter approval. The Town of Oro Valley has issued excise tax revenue bonds for the construction and improvement of water
facilities, and the acquisition of land and construction of buildings to support Town services. Repayment of
the debt is pledged with excise sales tax, state shared revenue and other permit and fee revenues.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
2014 2016 2018 2020 2022 2024 2026 2028
Principal Interest
Senior Lien Water Project Revenue Refunding Obligations
The Senior Lien Water Project Revenue Refunding Obligations were issued by the Town in 2012 for the
purpose of refunding previously issued water revenue obligations. The previously issued obligations
financed improvements to the Town’s reclaimed and potable water systems. Water project revenue bonds
may be issued without voter approval. Repayment of the debt is pledged with water system revenues.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2016 2018 2020 2022 2024 2026 2028
Principal Interest
Bond Rating
Standard & Poor’s AA
Fitch AA –
106
2013 – 2014 Annual Budget Financial Overview
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
2014 2015 2016 2017 2018 2019 2020 2021
Principal Interest
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
2014 2016 2018 2020 2022 2024 2026 2028 2030
Principal Interest
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
2014 2016 2018 2020 2022 2024 2026 2028
Principal Interest
Debt Service
Improvement District Bonds
Improvement District Bonds are
issued to finance projects in a
designated area within a town or
city. The majority of property
owners in this district must
approve the formation of the
district and the amount of indebtedness. The bonds are then repaid by the assessments levied on the property in the district. The Town issued
Improvement District Bonds in
2005 in the amount of
$3,945,000 to finance the widening of Oracle Road along the Rooney Ranch development.
Water Infrastructure Finance Authority Loans (WIFA)
WIFA is a state agency that has
specific programs that can improve
a city or town’s ability to use
bonding as a revenue source. WIFA has the ability to assist smaller to medium sized communities in pooling their bond issues to help lower the costs of
issuing debt. They also have
monies set aside to help secure
the debt and allow the bonds to be
issued at the lowest interest rate
possible. WIFA’s charge is
specifically with water and
wastewater projects. In 2007, the Town was approved for up to $6M in WIFA loan proceeds for
infrastructure expansion of the reclaimed water system in the Town. In 2009, the Town was approved for
a $3.4 million loan to finance existing water system infrastructure improvements.
Clean Renewable Energy Bonds (CREBS) In 2010, the Town issued Clean Renewable Energy Bonds in the amount of $2.4 million to finance the
construction of solar panel covered
parking structures in the parking lot
of Town hall. The bonds are secured
by the Town’s excise tax revenues.
The debt service will be paid through
a combination of energy savings,
electricity rebates from Tucson
Electric Power Company, and a 70%
interest subsidy from the U.S. Treasury Department.
107
2013 – 2014 Annual Budget Financial Overview
Debt Service
Debt Capacity
The Arizona Constitution limits the Town’s bonded debt capacity (outstanding principal) to a certain
percentage of the Town’s secondary assessed valuation for General Obligation (G.O.) bonds. The
Constitution states that for general municipal purposes, the Town cannot incur a debt exceeding 6% of the
assessed valuation of taxable property. Additional bonds amounting to 20% of the assessed valuation of taxable property can be issued for water, lighting and sewer projects, and for the acquisition and development of land for open space preserves, parks, playgrounds and recreational facilities. The Town’s current bond holdings do not include G.O. bonds and, therefore, are not subject to the debt limitation. Summary
The below information summarizes the total outstanding principal and interest on current Town debt
obligations for the next twenty years. A measure of a community’s financial soundness is its bond rating.
The Town continues to maintain very strong coverage of debt service which contributes to the favorable
bond ratings received from Standard & Poor’s and Fitch Investors Service.
Excise Tax
Revenue Bonds
Water Project
Revenue Bonds
Improvement
District Bonds WIFA Loans CREBS Total
2014 2,654,002 891,081 371,328 546,846 250,864 4,714,120
2015 3,042,178 1,954,681 370,408 546,657 246,274 6,160,197
2016 3,074,364 1,943,281 368,798 546,462 240,887 6,173,792
2017 3,046,861 1,980,781 371,478 546,260 234,900 6,180,280
2018 3,053,563 1,963,731 371,728 546,051 228,460 6,163,533
2019 3,043,703 1,965,481 372,623 545,835 226,507 6,154,148
2020 3,046,048 1,962,481 372,673 545,612 219,108 6,145,921
2021 3,456,575 1,957,081 371,863 545,381 216,354 6,547,254
2022 2,598,888 1,945,531 - 545,142 208,249 5,297,810
2023 2,601,394 1,941,906 - 544,896 204,706 5,292,902
2024 2,601,563 630,331 - 544,640 195,721 3,972,255
2025 2,595,322 362,931 - 544,376 191,318 3,693,947
2026 2,600,213 365,231 - 544,104 186,370 3,695,917
2027 2,218,584 368,631 - 543,821 176,066 3,307,102
2028 224,125 362,925 - 443,834 170,437 1,201,321
2029 - 371,159 - 228,905 - 600,065
2030 - - - 228,796 - 228,796 39,857,379 20,967,247 2,970,895 8,537,620 3,196,217 75,529,358
108
2013 – 2014 Annual Budget Financial Overview
Debt Service Schedules
$15,750,000 Excise Tax Revenue Refunding Bonds, Series 2003
Date: December 1, 2003
Interest: Payable semiannually commencing on January 1, 2004, and semiannually thereafter on
July 1 and January 1 of each year.
Purpose: The bonds were issued for the purpose of providing funding to refinance certain outstanding excise tax secured obligations. Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2014 942,500 150,279 1,092,779
Total $942,500 $150,279 $1,092,779
Note: Future debt service has been refunded with Excise Tax Revenue Refunding Obligations, Series 2013
$6,215,000 Excise Tax Revenue Obligations, Series 2005
Date: September 29, 2005
Interest: Payable semiannually commencing on July 1, 2006, and semiannually thereafter on
January 1 and July 1 of each year.
Purpose: The bonds were issued for the land acquisition, development costs and construction of a Municipal Operations Center. Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2014 275,000 177,819 452,819 2015 290,000 167,244 457,244 2016-2018 930,000 435,481 1,365,481 2019-2022 1,420,000 393,544 1,813,544
2023-2026 1,665,000 142,691 1,807,691
Total $4,580,000 $1,316,778 $5,896,778
109
2013 – 2014 Annual Budget Financial Overview
Debt Service Schedules
$3,945,000 Roadway Improvement Assessment Bonds, Series 2005
Date: January 20, 2005
Interest: Payable semiannually commencing on July 1, 2005, and semiannually thereafter on
January 1 and July 1 of each year.
Purpose: The bonds were issued for the improvement of Oracle Road along the Rooney Ranch development. Security: The bonds are payable from and secured by special assessment proceeds.
Debt Service:
Fiscal Year Principal Interest Total
2014 260,000 111,328 371,328
2015 270,000 100,408 370,408
2016-2018 885,000 227,003 1,112,003
2019-2021 1,020,000 97,158 1,117,158
Total $2,435,000 $535,895 $2,970,895
$17,810,000
Excise Tax Revenue Refunding Bonds, Series 2007
Date: April 19, 2007
Interest: Payable semiannually commencing on July 1, 2007, and semiannually thereafter on January 1 and July 1 of each year. Purpose: The bonds were issued for the purpose of providing funding to refinance certain
outstanding excise tax secured obligations. Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2014 125,000 730,381 855,381
2015 130,000 724,963 854,963
2016-2019 2,740,000 2,651,663 5,391,663
2020-2024 7,805,000 2,090,281 9,895,281 2025-2027 5,475,000 358,806 5,833,806
Total $16,275,000 $6,556,094 $22,831,094
110
2013 – 2014 Annual Budget Financial Overview
Debt Service Schedules
$4,584,652 Water Infrastructure Finance Authority Loan Date: August 17, 2007
Interest: Payable semiannually commencing on July 1, 2008, and semiannually thereafter on
January 1 and July 1 of each year.
Purpose: This loan was secured to finance the construction of infrastructure to expand the
reclaimed water system in the Town. Security: Water Revenues
Debt Service: Fiscal Year Principal Interest Total 2014 192,168 124,478 316,647
2015 198,963 117,563 316,526
2016-2019 868,739 396,078 1,264,817
2020-2024 1,270,302 307,459 1,577,761
2025-2028 1,086,224 73,258 1,159,482
Total $3,616,397 $1,018,837 $4,635,233
$3,403,000
Water Infrastructure Finance Authority Loan
Date: October 22, 2009
Interest: Payable semiannually commencing on July 1, 2010, and semiannually thereafter on
January 1 and July 1 of each year.
Purpose: This loan was secured to finance existing water system infrastructure improvements. Security: Water Revenues Debt Service:
Fiscal Year Principal Interest Total
2014 136,676 93,523 230,200
2015 141,010 89,120 230,131
2016-2018 450,432 239,526 689,958
2019-2022 670,105 248,737 918,842
2023-2026 759,230 158,198 917,429
2027-2030 860,209 55,619 915,828
Total $3,017,663 $884,723 $3,902,386
111
2013 – 2014 Annual Budget Financial Overview
Debt Service Schedules
$2,445,000
Clean Renewable Energy Bonds – Direct Payment
Date: July 22, 2010
Interest: Payable semiannually commencing on January 1, 2011, and semiannually thereafter on
July 1 and January 1 of each year.
Purpose: The bonds were issued to finance the construction of solar panel covered parking structures in the parking lot of Town Hall.
Security: Excise Taxes
Debt Service: Fiscal Year Principal * Interest * Total
2014 135,000 115,864 250,864
2015 135,000 111,274 246,274
2016-2018 405,000 299,247 704,247 2019-2022 570,000 300,217 870,217 2023-2026 615,000 163,114 778,114
2027-2028 325,000 21,502 346,502
Total $2,185,000 $1,011,217 $3,196,217
*Debt Service is subsidized by electricity rebates from Tucson Electric Power Co. and a 70% interest subsidy from the
U.S. Treasury Department
$2,580,000
Excise Tax Revenue Obligations, Series 2012
Date: April 5, 2012 Interest: Payable semiannually commencing on January 1, 2013, and semiannually thereafter on
July 1 and January 1 of each year.
Purpose: The bonds were issued to finance the construction of enhancements and upgrades to the Oro Valley aquatic facility.
Security: Excise Taxes
Debt Service: Fiscal Year Principal Interest Total 2014 115,000 90,669 205,669
2015 140,000 88,119 228,119
2016-2018 440,000 239,756 679,756
2019-2022 670,000 235,475 905,475 2023-2026 780,000 121,888 901,888 2027-2028 435,000 16,272 451,272
Total $2,580,000 $792,178 $3,372,178
112
2013 – 2014 Annual Budget Financial Overview
Debt Service Schedules
$16,595,000 Senior Lien Water Project Revenue Refunding Obligations, Series 2012 Date: May 24, 2012
Interest: Payable semiannually commencing on January 1, 2013, and thereafter on July 1 and
January 1 of each year.
Purpose: The bonds were issued to refund previously issued excise tax revenue bonds. The
previously issued obligations financed improvements to the Town’s reclaimed and potable
water systems.
Security: Water Revenues Debt Service: Fiscal Year Principal Interest Total 2014 280,000 611,081 891,081 2015 1,360,000 594,681 1,954,681
2016-2019 5,895,000 1,958,275 7,853,275
2020-2024 7,375,000 1,062,331 8,437,331
2025-2029 1,685,000 145,878 1,830,878
Total $16,595,000 $4,372,247 $20,967,247
$6,355,000 Excise Tax Revenue Refunding Obligations, Series 2013
Date: June 26, 2013
Interest: Payable semiannually commencing on January 1, 2014, and thereafter on July 1 and
January 1 of each year.
Purpose: The bonds were issued to refund previously issued excise tax revenue refunding bonds.
The previously issued obligations provided funding to refinance certain outstanding excise tax secured obligations. Security: Excise Taxes Debt Service:
Fiscal Year Principal Interest Total
2014 - 47,354 47,354
2015 1,420,000 81,853 1,501,853
2016-2017 1,940,000 114,913 2,054,913
2018-2020 2,995,000 65,431 3,060,431
Total $6,355,000 $309,550 $6,664,550
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2013 – 2014 Annual Budget
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2013 – 2014 Annual Budget
Town of Oro Valley
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2013 – 2014 Annual Budget Financial Overview
0
100
200
300
400
500
600
700
800
2001 2003 2005 2007 2009 2011 2013 2015 2017
Fiscal Year
Si
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F
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s
Long Term Forecast
Oro Valley continues to operate within its budgetary limits. A major area of focus by the Town Council
has been on the future financial sustainability of the Town. This type of long term planning involves
aligning our Strategic Plan to our long range forecast, which in turn, drives our budget. A long term
forecast allows the Town to determine how current spending plans will impact future budgets.
The base forecast is developed using the current services offered by the Town. Assumptions relating to
inflation and growth rates are used to predict expenditure levels. Revenues are projected by trend or by
specific information, when available. This information is used in conjunction with the impact of new
commercial development, future construction projects and economic conditions to develop a long term
forecast. New development is crucial to the forecast not only due to the additional tax revenue and service fees, but also the cost of providing services to support the new development. Finance staff works in tandem with Development Services and Economic Development when compiling projections for long range planning to ensure compatibility among all planning processes. When
compiling the long range forecast, the focus is on the main tax-based funds of the Town, which are the
General Fund, the Highway Fund and the Bed Tax Fund.
Economic Environment
In previous years, the Town relied heavily on residential and commercial development to fund the
business of operating a community. As the Town approaches build-out and these sources begin to
diminish, other revenues sources are needed to continue the viability of the Town.
In early 2000, the Town of Oro Valley issued nearly 800 single family residential (SFR) permits,
which was considerably
higher than other
communities in the area.
In 2002 the number of
permits began to decline.
Development revenues
such as these, as well as
sales taxes and state
shared revenues, are economically volatile and may experience steep declines during economic downturns, as was the case with the most recent recession. The Town does
Strategic Plan
Business Plan
(Long Term Forecast)
Resource Allocation
(Budget & CIP)
Monitor & Adjust
(Monthly financial reports, financial analysis)
Community Feedback
(Surveys, Citizen Based Committees, Meetings)
Strategic Plan
Business Plan
(Long Term Forecast)
Resource Allocation
(Budget & CIP)
Monitor & Adjust
(Monthly financial reports, financial analysis)
Community Feedback
(Surveys, Citizen Based Committees, Meetings)
117
2013 – 2014 Annual Budget Financial Overview
Projected Population
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2010 2011 2012 2013 2014 2015 2016 2017 2018
Long Term Forecast
not levy a property tax, and is therefore extremely vulnerable to shifts in economic conditions.
Furthermore, the State legislature has made many recent attempts to impact state shared revenues and
local tax collection efforts, and it is likely that those attempts will continue.
Nevertheless, the Town is seeing signs of gradual economic recovery, both at the local and state levels.
The Town’s retail sales tax collections continue to grow, and residential and commercial activity has
increased over the past twelve months. All indications suggest continued slow, steady growth. Three
new luxury apartment complexes within the town are in either construction or development phases. The Town’s five-year forecast incorporates these revenues. Projections in development activity include growth in the near term and a gradual decline in the outer years of the forecast period. Projections in state shared revenues and sales taxes reflect growth rates of 3-6%. Low inflation is anticipated over the forecast period.
Population growth is
projected to increase at a
slow pace over the next five
years due in part to the
limited amount of
developable land within the
incorporated boundaries of
the town.
Impacts of Future Capital Needs
In additional to personnel costs, the Capital Improvement Program makes up a significant portion of the Town’s expenditure forecast, for both the one-time cost of the capital and the continued operational impacts of the new facilities or equipment. New or expanded parks and police facilities, for example, will
require additional personnel and increased operations & maintenance (O&M) costs. Capital projects,
particularly in the outer years of the forecast period, will demand much of the Town’s resources. Costs to
support these projects, as well as any identified recurring costs, have been incorporated in the long-term
forecast.
118
2013 – 2014 Annual Budget Financial Overview
General Fund
Projected Revenues, Expenditures and Fund Balance
$
2
7
,
1
3
1
,
5
5
9
$
2
8
,
3
8
6
,
9
0
6
$
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9
,
2
1
3
,
8
9
9
$
2
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6
8
9
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9
4
4
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1
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1
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4
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5
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6
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1
8
$
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7
0
4
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6
$
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4
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4
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3
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8
6
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5
6
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$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Revenues Expenditures Fund Balance
Long Term Forecast
Fund Forecasts
General Fund. Overall, the General Fund remains stable over the five-year horizon based upon revenue growth centered around continued economic recovery both at the local and state levels. Revenues in the General Fund reflect 3-6% growth in recurring revenue sources, such as state shared revenues and local retail sales tax. One-time revenues generated from construction sales taxes and building permits revenues are slightly more volatile as several large projects are completed over the next two to three
years.
General Fund expenditure projections reflect the continued commitment to providing fair employee
compensation, maintaining flat O&M budgets as much as possible and allocating resources to asset
replacement (computers, vehicles) and capital infrastructure needs.
The fund balance in the General Fund is maintained at healthy levels over the five-year period above the
Town’s adopted policy requirement of 25% of adopted expenditures each year.
119
2013 – 2014 Annual Budget Financial Overview
Long Term Forecast
Highway Fund. Highway Fund revenues are comprised primarily of local construction sales taxes and
state shared highway user (gas tax) revenues. The construction sales tax revenues are one-time in
nature and fluctuate based on local construction activity. The state shared highway user revenues are
expected to grow by approximately 3-4% per year based on projections provided by the Arizona
Department of Transportation.
Highway Fund expenditures reflect similar assumptions as those in the General Fund forecast for
personnel and O&M costs. Funding for the pavement preservation program is included in the forecast
and ranges from $1 million to $1.3 million per year. The fund balance in the Highway Fund is projected to decrease based on the current assumptions, with an ending balance of approximately $1.7 million in FY 2017/18.
Highway Fund
Projected Revenues, Expenditures and Fund Balance
$
3
,
3
7
9
,
6
3
5
$
3
,
8
0
6
,
6
9
0
$
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0
6
0
,
7
6
3
$
4
,
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4
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8
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$
4
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6
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4
$
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5
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$
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4
,
0
6
7
$
3
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7
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9
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$
4
,
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4
4
,
9
1
2
$
4
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4
8
6
,
7
5
2
$
4
,
2
3
6
,
1
7
8
$
4
,
4
8
5
,
0
7
5
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Revenues Expenditures Fund Balance
120
2013 – 2014 Annual Budget Financial Overview
Long Term Forecast
Bed Tax Fund. The Bed Tax Fund captures revenues generated by the Town’s 6% lodging tax on
hotels/motels. State law requires that two-thirds of the Town’s bed tax collections be allocated to
tourism promotion purposes and economic development. The Bed Tax Fund remains stable over the
forecast period with modest revenue growth following continued economic recovery projected in the
tourism industry.
Bed Tax Fund expenditures reflect existing contract amounts with several tourism and economic
development agencies. This fund also covers debt service payments on bonds issued for the recently completed expansion of the Town’s aquatic facility, as well as the increase in operating costs as a result of the expansion.
This fund shows a slight surplus in each year of the forecast, with an ending balance projected at almost
$740,000 in FY 2017/18.
Bed Tax Fund
Projected Revenues, Expenditures and Fund Balance
$
7
8
6
,
2
5
8
$
7
9
2
,
9
7
5
$
9
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6
,
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$
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$
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$
8
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1
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$
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$
9
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$
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6
1
$
9
5
0
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8
$
9
6
3
,
0
8
7
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Revenues Expenditures Fund Balance
Conclusion
The reliance on growth, development and volatile revenue sources has left Oro Valley vulnerable to
economic fluctuations and forces the Town to make difficult decisions regarding programs and services.
A delicate balance exists between the demands of town citizens and the resources available to meet
those demands. Major service level changes or added programs will require new revenue sources to fund
such expansions.
121
2013 – 2014 Annual Budget
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PROGRAM BUDGETS
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Personnel Actual Budget Projected Budget to Budget
Town Clerk 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 -
Assistant to the Town Clerk 1.00 1.00 1.00 1.00 -
Office Assistant 1.44 1.44 1.44 1.44 -
Communications Intern - 0.10 0.10 0.10 -
Total FTEs 4.44 4.54 4.54 4.54 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 294,437$ 284,127$ 283,337$ 298,818$ 5.2%
Operations & Maintenance 99,944 38,652 31,381 35,300 -8.7%
Capital Outlay 14,247 - 7,271 11,000 0.0%
Total Expenditures 408,628$ 322,779$ 321,989$ 345,118$ 6.9%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Business Licenses & Permits 176,853$ 171,140$ 174,900$ 176,700$ 3.2%
Copy Services 2,430 2,500 2,500 2,500 0.0%
Total Revenues 179,283$ 173,640$ 177,400$ 179,200$ 3.2%
FY 2013
Revenue Sources
The Clerk's Office is the centralized information distribution point for our citizens, Town Council and staff. The
Clerk's Office is responsible for 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 & information; business licensing; records management; elections; voter registration; and notary services.
Functions of the Clerk's Office are performed in accordance with Arizona Revised Statutes, Oro Valley Town Code
and the administrative policies and objectives of the Town.
Clerk
Overview
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 5.2% to reflect merit increases budgeted for FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 8.7% due to savings in advertising and outside professional services costs.
2013-2014 Annual Budget Program Budgets123
Mission
FY 2013 Highlights
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Percentage of public records requests fulfilled within 72 hours of request 87% 88% 90%
►Percentage of new business licenses issued within 3-5 days of application 99% 99% 100%
►Percentage of business license renewals issued within 30 days 95% 98% 99%
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of Town Council meetings attended 19 22 22
Note: Regular Council meetings are held on the 1st & 3rd Wednesday of the month.
Council may add/cancel meetings as needed for study sessions, budget sessions, etc.
►Number of public notices posted 229 240 250
►Number of ordinances published, posted and codified 20 20 20
►Number of public records requests received and completed 147 220 200
►Total business licenses issued - new & renewal 2,411 2,475 2,500
►Number of liquor license applications processed 16 11 12
►Number of solicitor badge applications (commercial & nonprofit) processed 65 60 60
Performance Measures
Workload Indicators
FY 2014 Goals and Objectives
Highlights & Goals
Measures & Indicators Clerk
The Town Clerk's Office is committed to maintaining public confidence and trust. The office continually strives
to improve the quality and accessibility of public information, provide fair and impartial elections and provide
quality customer service to our citizens, Town Council, and staff.
− Completed transition from paper Council packets to electronic
packets
− With the assistance of the IT Department, completed upgrade
to Granicus system, which provides the public with meeting
information and video and audio recordings of Council and
Board and Commission meetings
− Implemented new business licensing software, which will
increase efficiency, reduce costs and provide a greater and
more reliable amount of economic data
– Assisted with the successful Oracle/Ina area annexation
Focus Area: Communication
■ Implement the MUNIS Citizen Self Service module so that
business owners will be able to pay business license fees
online, providing greater convenience for the business
community
Focus Area: Community Services
■ Assist with the feasibility assessment of an organization-
wide electronic document management system
■ Evaluate methods for automating the public records
request process and allowing users to make requests online
*
2013-2014 Annual Budget Program Budgets124
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
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 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 77,192$ 78,818$ 78,818$ 78,828$ 0.0%
Operations & Maintenance 114,723 145,800 145,800 147,025 0.8%
Capital 6,942 - - 0.0%
Total Expenditures 198,857$ 224,618$ 224,618$ 225,853$ 0.5%
Council
Overview
The Mayor and Council consist 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, responsible governance.
2013-2014 Annual Budget Program Budgets125
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Council
Mission
The Town of Oro Valley is a "Mission" driven organization. The Council's Mission is to: Act with openness,
respect, integrity, accountability, and quality to preserve and protect the health, safety and welfare of the
community; and promote organizational efficiency that upholds the long-term interests of the town while
responding to present community needs.
The Town Council focuses on the most important community issues and sets in motion an organizational
culture that encourages innovation and strives for excellence.
− Approved the new Strategic Plan
− Approved $2.1M from General Fund contingency reserves
to bury utility lines for preservation of natural beauty and
scenic corridors
− Approved the development of an archery range and two
archery walking courses at Naranja Park
– Oro Valley named "2013 Best Place to Raise Kids in
Arizona" by Bloomberg Businessweek
− Expanded partnerships with Metropolitan Tucson
Convention and Visitors Bureau (MTCVB) and the Greater
Oro Valley Chamber of Commerce
− Approved the Economic Expansion Zone (EEZ) for
Innovation Park
− Approved the annexation of 107 acres, known as the
Oracle/Ina area
− Approved the 15-year Capital Improvement Program (CIP)
− Formalized and expanded Spotlight on Youth recognition
program
Focus Area: Fiscal Responsibility
■ Maintain long-term financial health through diversified
revenue sources while investing in community initiatives
Focus Area: Communication
■ Ensure residents are educated about and engaged in
moving community initiatives forward
Focus Area: Economic Development
■ Attract and retain globally-competitive high technology
and bioscience employers.
■ Develop recreation and cultural opportunities to promote
tourism and support employee attraction and retention
Focus Area: Community Services
■ Provide services to enhance residents’ quality of life
2013-2014 Annual Budget Program Budgets126
2012 FY 2014
Actual Budget Projected Budget
73.38 73.38 77.22 75.70
2012 FY 2014 %
Actual Budget Projected Budget to Budget
General Fund 2,934,686$ 3,803,751$ 3,349,021$ 4,031,561$ 6.0%
Highway Fund 3,757,844 3,669,829 3,630,438 3,720,981 1.4%
Stormwater Utility Fund 655,365 1,565,449 941,151 1,334,376 -14.8%
Fleet Fund 436,271 638,787 638,787 1,221,963 91.3%
Roadway Development Impact Fee Fund 7,501,852 6,154,000 4,760,000 3,380,000 -45.1%
15,286,018$ 15,831,816$ 13,319,397$ 13,688,881$ -13.5%
2012 FY 2014 %
Actual Budget Projected Budget to Budget
General Fund 1,643,128$ 2,154,836$ 2,250,896$ 2,649,755$ 23.0%
Highway Fund 3,125,955 3,346,388 3,379,635 3,806,690 13.8%
Stormwater Utility Fund 792,988 1,299,800 795,407 1,222,000 -6.0%
Fleet Fund 436,271 638,787 638,787 1,302,793 103.9%
Roadway Development Impact Fee Fund 7,234,302 6,412,718 5,432,440 4,460,875 -30.4%
13,232,644$ 13,852,529$ 12,497,165$ 13,442,113$ -3.0%
Revenues by Fund
FY 2013
Total FTEs
FY 2013
Expenditures by Fund
FY 2013
Divisions/programs supported by the General Fund include Planning, Permitting, Inspection & Compliance,
Facilities Maintenance and Transit
The Development and Infrastructure Services (DIS) Department is comprised of the following divisions: Planning, Permitting, Inspection
& Compliance, Engineering, Operations and Transit. The department is responsible for ensuring harmonious growth as well as the
health, safety and welfare of the public in the built environment. All facets of planning, zoning, permitting, inspection, compliance,
transportation planning and engineering, traffic engineering, street maintenance, and pavement management are provided by this
department for all horizontal and vertical construction and infrastructure elements within the Town of Oro Valley. In addition, the
department is also responsible for the Town's stormwater management and flood control, facilities and fleet maintenance, as well as
providing transit services for the community.
Overview
Development and Infrastructure Services (DIS)
2013-2014 Annual Budget Program Budgets127
INFRASTRUCTURE SECTION DEVELOPMENT SECTION
Development and Infrastructure SvcsOrganizational Chart
DEVELOPMENT & INFRASTRUCTURE
SERVICES
Department Director
Town Engineer
ENGINEERING
TRANSP.
ENGINEERING
TRAFFIC
ENGINEERING
PAVEMENT
MANAGEMENT
OPERATIONS TRANSIT
STREET
MAINTENANCE
STORMWATER
UTILITY
FLEET
MAINTENANCE
FACILITIES
MAINTENANCE
PERMITTINGPLANNING INSPECTION &
COMPLIANCE
PLAN
REVIEW
INTAKE, ISSUE &
RECORD MGMT
CURRENT &
LONG RANGE
PLANNING
CONSERVATION &
SUSTAINABILITY
INSPECTION
CODE
COMPLIANCE
Admin. Support
2013-2014 Annual Budget Program Budgets128
2012 FY 2014
Actual Budget Projected Budget
24.48 24.48 24.78 25.26
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Administration 135,245$ 169,193$ 169,193$ 216,241$ 27.8%
Planning 638,378 815,942 663,495 966,811 18.5%
Permitting 700,641 658,836 655,880 679,433 3.1%
Inspection & Compliance 571,392 596,851 590,072 607,969 1.9%2,045,656$ 2,240,822$ 2,078,640$ 2,470,454$ 10.2%
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Residential Building Permits 554,042$ 632,435$ 887,360$ 1,067,255$ 68.8%
Commercial Building Permits 352,796 83,394 220,936 200,000 139.8%
Special Inspection Fees 3,110 4,500 3,400 4,000 -11.1%
Copying Fees/Code Book Sales 415 - - - 0.0%
Zoning and Subdivision Fees 91,197 70,000 74,000 75,000 7.1%
Sign Permits 36,397 38,000 39,000 40,000 5.3%
Energy Efficien. & Conserv. Grant 54,000 150,000 33,500 100,000 -33.3%
Grading Permit Fees 15,150 7,000 5,000 5,500 -21.4%
Engineer Plan Review Fees 46,890 35,000 40,000 40,000 14.3%
Grading Review Fees 296 1,000 1,000 1,200 20.0%
Grading Inspection Fees 1,400 700 700 800 14.3%1,155,693$ 1,022,029$ 1,304,896$ 1,533,755$ 50.1%
Revenue Sources
FY 2013
FY 2014 Expenditures by Category
Total FTEs
FY 2013
Expenditures by Division
FY 2013
FY 2014 Expenditures by Program
The Development Section of the DIS Department is organized into three functional divisions: Planning, Permitting, and Inspection
and Compliance. Planning administers the General Plan and Zoning Code for the harmonious development of the Town.
Permitting coordinates all facets of plan review and permitting to assess compliance with codes and ordinances adopted by the
Town. Inspection and Compliance is responsible for inspecting all new and altered commercial and residential construction within
the Town to assess compliance with codes and ordinances adopted by the Town.
Development Section
Overview
Inspection &
Compliance
607,969
25%
Administration
216,241
9%
Planning
966,811
38%
Permitting
679,433
28%
O&M
463,564
19%
Personnel
2,006,890
81%
Development and Infrastructure Services (DIS)
2013-2014 Annual Budget Program Budgets129
Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals DIS - Development Section
We are committed to ensuring harmonious community development and protection of the health and safety of the public in a quality
built environment by providing exceptional customer services.
Planning:
− Experienced a sharp increase in number of development review cases and
preliminary inquiries for planned development− Completion of Public Participation Plan for the General Plan Update
− Establishment of General Plan Scoping Committee which delivered
recommendations on the extent of update needed to the General Plan and
best methods for public outreach during the Plan Update
− Completed public art inventory for both publicly owned and privately owned
art collections in the town
– Partnered with Economic Development Division to create interactive public
art tour on the Town's website
– Completed the spring and fall community academies providing training to
Boards, Commissions and town residents
– Processed three Major General Plan Amendments
– Facilitated 21 neighborhood meetings
– Completed draft Development Capability Report addressing Town future
development capacity
Permitting:
− Generated over $1.5 million in revenue for the Town and issued over 1,500
permits
− Implemented Senate Bill 1598 (Regulatory Bill of Rights) requirements
− Issued more than 200 SFR permits in FY 12/13 which is a +275% increase
over FY 11/12
− Provided in-house assistance for Town related projects (e.g. Town Aquatics
Center, Archery Range)
− Implemented the requirements of the new Building Codes adopted by
Council − Provided training for staff to be knowledgeable with the newly adopted 2012
Building Code requirements
Inspection & Compliance:
− Provided approximately 24,000 field inspections (annually) − Responded to approximately 250 reports & opened approximately 550
zoning violations (annually)
− Provided a wide range of construction assistance from infrastructure and
grading inspections through final approvals for a multitude of residential and
commercial developments and projects. Some of these include the Canyon
del Oro High School remodel, Planet Fitness, LA Fitness, HSL Apartments,
Securaplane, and major residential construction at Hohokum Mesa
− Successfully worked to have the building codes updated to the latest
editions and attended both regional & national code development hearings
– Responsible for all inspections on the Oro Valley Aquatic Center and in
conjunction with other staff members, provided construction management
level oversight through successful completion and opening
Focus Area: Fiscal Responsibility
■ Manage public resources to maximize productivity
■ Continually work to cross-train staff to allow for greater plan review
capacity during heavy submittal periods
■ Provide undiminished inspection & compliance services at existing
staff levels regardless of level of need and adjust administratively to
make this accommodation
Focus Area: Communication
■ Continually improve internal and external communication for
development projects
■ Improve consistency of Department messaging to front counter
customers
■ Provide up-to-date information on the Town's webpage for items
such as applications, checklists, and other resource information for
applicants, developers, and/or the general public
■ Complete upgrade of inspection laptops to encompass existing and
upgraded software and new codes
■ Enhance the Community Academy program based on participant
feedback
Focus Area: Economic Development
■ Partner with Economic Development Division in preparing
information, analysis and strategies for achieving economic
development objectives
■ Provide information on development opportunities in the Town
■ Continually work to streamline and improve the review and
permitting process to promote development
■ Work closely with Southern Arizona Arts & Cultural Alliance
(SAACA) and other special event coordinators to assure that special
events are seamless in process
Focus Area: Community Services
■ Provide the highest quality development services through superior
customer service in the region
■ Ensure town residents have opportunities to participate in
community growth and development cases and issues
■ Work to find a replacement permitting system that allows for
greater functionality and technology advances such as web-based
applications and electronic submittals to provide better service
opportunities for new development
■ Provide inspection and project management assistance as needed
for Town-specific projects
2013-2014 Annual Budget Program Budgets130
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
Planning►Provide timely and complete Board and Commission packets,100% 100% 95%
delivery at least seven days prior to meeting date
- Goal 95%
►Provide education and training to Board and Commission members 75% 90% 90%
and interested citizens; achieve minimal level of attendance and
training of all Board members
- Goal 90% - Board members receive eight hours of training
►Substantial progress in completion of adopted Work Plan 25% 50% 85%
- Goal 50% per year of total estimated Work Plan effort
►Conservation & Sustainability grant funding received 54,000 33,500 100,000
(may fund other department programs)
Permitting
►Percentage of civil, zoning and building plan reviews completed 93% 92% 92%
within established timeframes
- Goal 90%
►Average calendar days from first civil, zoning and building plan 15 16 16
submittal to first review comments sent to applicants
- Goal is 20 days or less
►Average number of consultant submittals from initial application to approval 2.4 2.5 2.5
- Goal is 3.0 or less
Inspection & Compliance►Percentage of inspections completed on next business day for 99% 98% 95%
requests received by 3:30pm from previous business day
- Goal 95%
►Average calendar days from first zoning violation complaint to <2 2 2
investigation 90% of the time
- Goal is 2 days or less
►Average calendar days from zoning case inspection to voluntary compliance 5 55
- Goal is 15 days or less
►Average calendar days from zoning case inspection to forced compliance 35 30 30
- Goal is 60 days or less
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
Planning
►Number of Neighborhood Meetings 21 21 30
►Number of Major and Minor General Plan (GP) Amendments 3 3 4►Average number of reviews per FTE (Planners)53 62 64►Number of Zoning Code and Town Code text amendments 6 6 5
►Number of Rezoning / Planned Area Development (PAD) cases 3 33
►Number of Conceptual Design Review Board (CDRB) submittals 39 45 48
Permitting
►Number of Building Permits Issued 1,125 1,575 1,600
►Average number of permits processed per FTE (Permit Technician)562.5 786.5 800►Average number of civil, building and zoning reviews per FTE (Plan Examiner)365 590 600
Inspection & Compliance
►Number of civil, building and zoning inspections conducted 13,894 22,800 24,000
►Number of civil, building and zoning inspections conducted per FTE (Inspector)3,474 5,700 6,000►Number of violations issued (building & zoning)691 625 600
Performance Measures
Workload Indicators
Measures & Indicators DIS - Development Section
2013-2014 Annual Budget Program Budgets131
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Director, Dev. & Infrastruc. Svcs 1.00 1.00 1.00 1.00 -
Total FTEs 1.00 1.00 1.00 1.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 109,176$ 144,593$ 144,593$ 151,162$ 4.5%
Operations & Maintenance 24,052 24,600 24,600 65,079 164.5%
Capital 2,017 - - - 0.0%
Total Expenditures 135,245$ 169,193$ 169,193$ 216,241$ 27.8%
The primary function of the Development & Infrastructure Services 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 Town engineer, 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.
AdministrationProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 4.5% due to merit increases budgeted for FY 2014.
Operations & Maintenance
Operations & Maintenance increased 164.5% due to fleet maintenance costs that were previously budgeted in General Administration.
2013-2014 Annual Budget Program Budgets132
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Division Manager, Planning 1.00 1.00 1.00 1.00 -
Conservation & Sustainability Administrator 1.00 1.00 1.00 1.00 -
Senior Planner 2.00 2.00 2.00 2.00 -
Principal Planner 1.00 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 1.00 -
Intern - - 0.30 0.30 0.30
Senior Office Specialist - - - 1.00 1.00
Office Specialist 1.00 1.00 1.00 - (1.00)
Total FTEs 7.00 7.00 7.30 7.30 0.30
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 552,090$ 600,937$ 586,165$ 623,871$ 3.8%
Operations & Maintenance 86,288 215,005 61,330 342,940 59.5%
Capital - - 16,000 - 0.0%
Total Expenditures 638,378$ 815,942$ 663,495$ 966,811$ 18.5%
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,
Conceptual Design Review Board, Board of Adjustment, and project teams. The division's Work Plan for the next two years will
focus on updates to the sign code, zoning code, general plan and associated guidelines and standards.
PlanningProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.8% to reflect merit increases, a position reclass, and the addition of a part-time Intern.
Operations & Maintenance
Operations & Maintenance increased 59.5% due to costs budgeted for the Town's General Plan update.
2013-2014 Annual Budget Program Budgets133
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Division Manager, Permitting 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
Zoning Plans Examiner 1.00 1.00 1.00 - (1.00)
Building Permit Technician 2.00 2.00 2.00 2.00 -
Office Specialist 0.48 0.48 0.48 0.96 0.48 Total FTEs 8.48 8.48 8.48 8.96 0.48
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 670,347$ 616,821$ 613,865$ 640,283$ 3.8%
Operations & Maintenance 30,294 42,015 42,015 39,150 -6.8%
Capital - - - - 0.0%
Total Expenditures 700,641$ 658,836$ 655,880$ 679,433$ 3.1%
The Permitting division coordinates all facets of plan review and permitting for development plans, preliminary and final plats,
improvement and grading plans, building plans, walls, pools and spas, signs, miscellaneous structures and equipment for all new
or altered residential and commercial construction within the town to assess their compliance with the codes and ordinances
adopted by the Town.
PermittingProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.8% due to merit increases and the addition of a part-time Office Specialist.
Operations & Maintenance
Operations & Maintenance decreased 6.8% due to reduced outside professional services costs.
2013-2014 Annual Budget Program Budgets134
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Division Manager, Inspection & Compliance 1.00 1.00 1.00 1.00 -
Building Inspector II 4.00 4.00 4.00 4.00 -
Code Compliance Specialist 1.00 1.00 1.00 1.00 -
Zoning Technician 1.00 1.00 1.00 1.00 -
Senior Office Assistant 1.00 1.00 1.00 1.00 - Total FTEs 8.00 8.00 8.00 8.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 560,045$ 577,556$ 571,843$ 591,574$ 2.4%
Operations & Maintenance 11,347 18,095 18,229 16,395 -9.4%
Capital - 1,200 - - -100.0%
Total Expenditures 571,392$ 596,851$ 590,072$ 607,969$ 1.9%
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.
Inspection & ComplianceProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 2.4% due to merit increases budgeted for FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 9.4% due to a reduced budgets for telecommunications and printing & binding.
Capital
Capital decreased 100% due to minor assets that are not budgeted in FY 2014.
2013-2014 Annual Budget Program Budgets135
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Facilities Maintenance Crew Leader 1.00 1.00 1.00 1.00 -
Facilities Maintenance Technician 1.00 1.00 1.00 1.00 -
Civil Engineer 0.20 - - - -
Office Specialist - - - 0.15 0.15
Senior Office Assistant 0.15 0.15 0.15 - (0.15)
Total FTEs 2.35 2.15 2.15 2.15 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 138,818$ 117,203$ 117,203$ 129,732$ 10.7%
Operations & Maintenance 162,514 182,500 182,500 187,800 2.9%
Capital - - - - 0.0%
Total Expenditures 301,332$ 299,703$ 299,703$ 317,532$ 5.9%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Other Intergovernmental Revenue -$ -$ 30,000$ 30,000$ 0.0%
Total Revenues -$ -$ 30,000$ 30,000$ 0.0%
Revenue Sources
FY 2013
Facility Maintenance, a program within the Operations Division of the DIS Department, provides building
maintenance repairs, minor renovations, project management, contract administration, energy management and
HVAC services for the Town's facilities. This program is responsible for the maintenance of 15 Town buildings and
structures encompassing approximately 84,900 square feet of building space.
Infrastructure Section - Facility Maintenance
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 10.7% due to a position reclass and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 2.9% due to increased outside professional services costs.
Development & Infrastructure Services (DIS)
2013-2014 Annual Budget Program Budgets136
Mission
FY 2013 Highlights
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Repair expenditures per square foot of buildings maintained $2.65 $2.70 $2.70
►Percentage of work order requests completed within five business days 88% 85% 85%
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of work order requests completed 850 860 876
►Number of work order requests completed per FTE 425 430 438
Workload Indicators
Performance Measures
FY 2014 Goals and Objectives
Highlights & Goals
Measures & Indicators
The Facility Maintenance program is dedicated to providing a safe, healthy and functional working environment
for employees and citizens of the Town of Oro Valley to conduct daily business.
Facility Maintenance
− Completed preventative maintenance inspections and
normal maintenance on new solar energy efficient
equipment
− Installed a backup air conditioner for the Town's IT server
room, ensuring protection of Town data and equipment in
case of main air conditioning failure
− New call director was placed into operation which allows
any Town employee to use their computer to directly send
requests for facility work which are then converted to work
orders
Focus Area: Fiscal Responsibility
■ Manage the Facility Maintenance program within approved
expenditure limits
■ Ensure that the new solar equipment is functioning at the
highest optimal efficiency
■ Continue to improve the preventative maintenance
program for all Town Facilities
Focus Area: Community Services
■ Maintain a clean, safe environment for public and staff in
all buildings
■ Continue to ensure that all cleaning chemicals are
environmentally friendly
2013-2014 Annual Budget Program Budgets137
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Fleet Maintenance Mechanic III 1.00 1.00 1.00 1.00 -
Office Specialist - - - 0.15 0.15
Senior Office Assistant 0.35 0.15 0.15 (0.15)
Total FTEs 1.35 1.15 1.15 1.15 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 81,546$ 72,437$ 72,437$ 75,213$ 3.8%
Operations & Maintenance 354,725 566,350 566,350 663,750 17.2%
Capital - - - 483,000 0.0%
Total Expenditures 436,271$ 638,787$ 638,787$ 1,221,963$ 91.3%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Charges for Services 436,271$ 638,787$ 638,787$ 1,282,793$ 100.8%
Miscellaneous - - - 20,000 0.0%Total Revenues 436,271$ 638,787$ 638,787$ 1,302,793$ 103.9%
Revenue Sources
FY 2013
Fleet is set up as an internal service fund under the Operations Division of the DIS Department. Each
Town department that maintains a fleet of vehicles and/or heavy equipment contributes to this fund
based on their respective fleet size and related costs. Fleet is responsible for replacement, preventative
maintenance and repair of the Town's fleet of vehicles and heavy equipment. This is accomplished
through the combination of service contracts and staff. To note, the Police Department's ongoing fleet
maintenance costs are budgeted directly in the Police Department.
Infrastructure Section - Fleet Fund
Overview
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.8% due to a position reclass and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 17.2% due to increased fleet costs for Transit. This is a result of the
Town's Sun Shuttle service expansion provided via an intergovernmental agreement with the Regional
Transportation Authority.
Capital
Budgeted capital in FY 2014 is for vehicle replacement.
Development & Infrastructure Services (DIS)
2013-2014 Annual Budget Program Budgets138
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Total cost/mile to operate and maintain light vehicles, not $0.43 $0.46 $0.48
including Police vehicles (repair and fuel only)
►Total cost/hr to operate and maintain heavy vehicles $18.00 $17.00 $17.00
(repair and fuel only)
►Total cost/mile to operate and maintain transit vans $0.67 $0.77 $0.70
(repair and fuel only)
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of vehicles maintained 76 74 74
(not including Police vehicles)
►Number of heavy equipment maintained 52 53 54
►Number of transit vans maintained 17 18 21
Workload Indicators
Performance Measures
FY 2014 Goals and ObjectivesFY 2013 Highlights
Highlights & Goals
Measures & Indicators Fleet Fund
− Worked with the Finance Department to develop the
2014 capital replacement schedule for non-PD Town
vehicles and heavy equipment
− Monitored outside repair shops to ensure scheduled
preventative maintenance service and repairs are
completed correctly at the lowest cost
− Developed a program using the Arizona Department of
Corrections (AOC) crew to help Town staff complete
maintenance on small fleet equipment and minor repairs
on Town equipment and vehicles
Focus Area: Fiscal Responsibility
■ Maintain Town vehicles and heavy equipment in excellent
condition by scheduling preventative maintenance and
repairs
■ Reduce fleet maintenance cost of non-PD vehicle and
heavy equipment by completing more repair work and
preventative maintenance in-house with existing staff
■ Establish a fleet management task force to develop
alternatives for long-term fleet maintenance and repair
Focus Area: Communication
■ Develop a Town-wide fleet maintenance committee with
the goal of creating a total in-house fleet maintenance
program
Focus Area: Economic Development
■ Manage the fleet maintenance program within approved
expenditure limits
2013-2014 Annual Budget Program Budgets139
FY 2012 FY 2014
Actual Budget Projected Budget
26.24 26.04 25.08 23.08
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Administration 585,482$ 621,498$ 631,348$ 657,860$ 5.9%
Transportation Engineering 1,698,334 1,616,873 1,592,573 1,547,739 -4.3%
Pavement Management 113,688 102,051 104,301 111,022 8.8%
Street Maintenance 803,014 784,005 784,222 888,033 13.3%
Traffic Engineering 557,326 545,402 517,994 516,327 -5.3%
3,757,844$ 3,669,829$ 3,630,438$ 3,720,981$ 1.4%
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Construction Sales Tax 348,378$ 316,890$ 469,344$ 1,077,197$ 239.9%
Licenses & Permits 47,514 43,000 51,110 48,000 11.6%
State Grants 260,474 260,000 125,000 35,000 -86.5%
Charges for Services 15,000 229,493 229,493 129,493 -43.6%
HURF Gas Taxes 2,418,605 2,480,005 2,480,005 2,500,000 0.8%
Interest 10,810 7,000 7,000 7,000 0.0%
Miscellaneous 25,174 10,000 17,683 10,000 0.0%
3,125,955$ 3,346,388$ 3,379,635$ 3,806,690$ 13.8%
Total FTEs
FY 2013
Expenditures by Program
FY 2013
FY 2014 Expenditures by Category
Revenue Sources
FY 2013
FY 2014 Expenditures by Program
The Infrastructure Section is organized into three functional divisions: Engineering, Operations, and Transit. Engineering is
responsible for managing the design and construction of roadway projects, issuing right-of-way permits for all activities within
the Town's right-of-way, developing annual and long term schedules for surface treatments on town streets, as well as
maintaining and operating the town's traffic intersection signals and lights. Operations is responsible for the Stormwater
Utility enterprise, maintenance of the town's streets and drainage ways, facilities maintenance including repairs and minor
renovations, and fleet maintenance for vehicles and heavy equipment.
Infrastructure Section programs supported by the Highway Fund include Administration, Transportation Engineering,
Pavement Management, Street Maintenance, and Traffic Engineering.
Infrastructure Section - Highway Fund Operations
Overview
Pavement
Management
111,022
3%
Street
Maintenance
888,033
24%
Administration
657,860
18%
Traffic
Engineering
516,327
14%
Transportation
Engineering
1,547,739
41%
O&M
819,581
22%
Personnel
1,814,150
49%
Capital
1,087,250
29%
Development and Infrastructure Services (DIS)
2013-2014 Annual Budget Program Budgets140
Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals DIS - Highway Fund Operations
To provide the highest quality services to town residents and internal customers in a transparent and cost
effective manner.
− Repaired erosion, shoulder road edges, cleared vegetation and
swept streets in newly annexed area located west of Oracle Road
and north of Ina Road
− Coordinated monthly buffelgrass pulls in town rights of way
− Constructed a pad for a modular restroom for the Steam Pump
Ranch area that included electric, water and sewer connections
− Removed and replaced asphalt pavement on Greenock Drive
from Oracle Road to Roma Drive
− Received and eradicated 37 graffiti incidents
− Restriped 50% of crosswalks and stops bars throughout the
town
− Replaced 132 signs throughout the town
− Applied a surface treatment on the Town Hall complex parking
lot
− Designed and administered the construction of the perimeter
wall for the Oro Valley Police Impound yard at the Municipal
Operations Center (MOC)
− Installed pedestrian count down heads for signalized
intersection and an audible alarm for the hearing impaired at
Tangerine Road and La Cañada Drive
− Installed signs for the Steam Pump Ranch
− Repaired the street lights along Rancho Vistoso Boulevard
− Engineered and constructed the archery range at Naranja Park
− Engineered and constructed traffic calming features in the
Campo Bello Subdivision
Focus Area: Fiscal Responsibility
■ Maintain a balanced budget
■ Maximize use of outside funding sources including
grants, bonds and in-kind support from the Pima County
Flood Control District
■ Perform in-house design for minor transportation
infrastructure improvement projects
Focus Area: Communication
■ Develop an online survey for town residents to be able to
comment on how streets and drainage are being managed
Focus Area: Economic Development
■ Provide prompt response to graffiti eradication requests
■ Enforce Manual of Uniform Traffic Devices standards in
public streets
■ Continue a preventative maintenance program for all
town streets, roads and drainageways and expand to plan
for needed improvements within proposed annexation areas
■ Maintain roadways and multi-use paths in excellent
condition
Focus Area: Community Services
■ Partner with Pima Association of Governments (PAG) and
Regional Transportation Authority (RTA) to explore and
develop transportation alternatives
■ Continue the buffelgrass and fountain grass eradication
program
■ Conduct routine monthly traffic signal inspections
■ Perform annual striping of stop bars and crosswalks
throughout the town
2013-2014 Annual Budget Program Budgets141
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Road rehabilitation expenditures per paved lane mile $28,133 $26,618 $27,000
►Percentage of completed road rehabilitation paved lane miles 13% 10% 10%
►Overall Condition Index (OCI) rating for paved streets (rating goal >80)76 76 76
►Re-stripe cross-walks / legends and symbols throughout town 70% 50% 50%
►Street maintenance (crack-seal) lane miles completed 58 67 69
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Average Engineering design and construction capital improvement 1 0.75 0.75
projects funded per FTE
►Average Pavement Management capital projects funded per FTE 1.5 1.5 1
►Number of street maintenance work orders completed 605 621 648
►Number of street maintenance work orders completed per FTE 67 69 72
Performance Measures
Workload Indicators
Measures & Indicators DIS - Highway Fund Operations
2013-2014 Annual Budget Program Budgets142
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Town Engineer 1.00 1.00 1.00 1.00 -
Transit Administrator 0.50 0.50 0.50 0.50 -
GIS Analyst 0.25 0.25 0.25 0.25 -
Administrative Coordinator 1.00 1.00 1.00 1.00 -
Total FTEs 2.75 2.75 2.75 2.75 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 274,665$ 294,601$ 294,601$ 307,129$ 4.3%
Operations & Maintenance 310,817 316,897 326,747 350,731 10.7%
Capital - 10,000 10,000 - -100.0%
Total Expenditures 585,482$ 621,498$ 631,348$ 657,860$ 5.9%
Administration is responsible for funding and program implementation, contract management, and obtaining
reimbursement of outside funding for projects from Pima Association of Governments (PAG), the Arizona Department
of Transportation (ADOT), and the Federal Emergency Management Agency (FEMA). Administrative staff
responsibilities include clerical duties, maintaining the Development & Infrastructure Services website, records
management, and logistical support.
AdministrationProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 4.3% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 10.7% due to charges from the Fleet Fund for vehicle replacement in
FY 2014.
2013-2014 Annual Budget Program Budgets143
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Engineering Division Manager 0.70 0.70 0.70 0.70 -
Senior Civil Engineer 0.50 0.50 0.50 0.50 -
Senior Civil Engineer Technician 1.00 1.00 1.00 1.00 -
Civil Engineer 0.80 1.00 1.00 1.00 -
Civil Engineer/Project Manager 1.00 1.00 1.00 1.00 -
Civil Engineer Designer 1.00 1.00 1.00 1.00 -
Construction Inspector 1.00 1.00 1.00 - (1.00)
Office Specialist 0.48 0.48 0.48 0.48 -
Total FTEs 6.48 6.68 6.68 5.68 (1.00)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 514,727$ 564,613$ 564,613$ 518,289$ -8.2%
Operations & Maintenance 40,886 39,450 15,150 29,450 -25.3%
Capital 1,142,721 1,012,810 1,012,810 1,000,000 -1.3%
Total Expenditures 1,698,334$ 1,616,873$ 1,592,573$ 1,547,739$ -4.3%
Transportation Engineering is responsible for managing the design and construction of roadway projects. While most
large projects are designed by consultants, Development & Infrastructure Services has a small in-house design team for
smaller projects. Transportation Engineering provides construction management for all public roadway projects, large
and small, as well as issuing permits for all activity within the Town's right-of-way.
Transportation EngineeringProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 8.2% due to an eliminated position.
Operations & Maintenance
Operations & Maintenance decreased 25.3% due to reduced outside professional services costs.
2013-2014 Annual Budget Program Budgets144
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Engineering Division Manager 0.10 0.10 0.10 0.10 -
Senior Civil Engineer 0.50 0.50 0.50 0.50 -
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 -
Sr. Traffic Signs/Markings Worker 1.00 1.00 1.00 - (1.00)
Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 -
Office Specialist - - - 0.05 0.05
Senior Office Assistant 0.15 0.05 0.05 - (0.05)
Total FTEs 5.75 5.65 5.65 4.65 (1.00)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 394,524$ 406,452$ 406,452$ 318,027$ -21.8%
Operations & Maintenance 160,880 136,700 107,740 196,050 43.4%
Capital 1,922 2,250 3,802 2,250 0.0%
Total Expenditures 557,326$ 545,402$ 517,994$ 516,327$ -5.3%
Traffic Engineering
Traffic Engineering is responsible for maintaining and operating the town's traffic intersection signals and lights,
pavement markings, traffic signage, and conducting and reviewing traffic studies.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 21.8% due to an eliminated position.
Operations & Maintenance
Operations & Maintenance increased 43.4% due to an increase in outside professional services costs for roadway
striping.
2013-2014 Annual Budget Program Budgets145
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Engineering Division Manager 0.20 0.20 0.20 0.20 -
Senior Civil Engineering Technician - - - 1.00 1.00
Pavement Management Specialist 1.00 1.00 1.00 - (1.00)
Total FTEs 1.20 1.20 1.20 1.20 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 112,130$ 100,801$ 100,801$ 107,772$ 6.9%
Operations & Maintenance 1,558 1,250 3,500 3,250 160.0%
Capital - - - - 0.0%
Total Expenditures 113,688$ 102,051$ 104,301$ 111,022$ 8.8%
Pavement Management
Pavement Management is responsible for operating the pavement management system and developing annual and
long term schedules for surface treatments on town roadways.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 6.9% due to a position reclass and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 160% due to increases in travel & training costs.
2013-2014 Annual Budget Program Budgets146
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Operations Division Manager 0.75 0.75 0.75 0.75 -
Streets & Drainage Sr. Crew Leader 1.00 1.00 1.00 1.00 -
Streets & Drainage Crew Leader 2.00 2.00 2.00 2.00 -
Heavy Equipment Operator III 1.00 1.00 - 2.00 1.00
Heavy Equipment Operator II 4.00 4.00 5.00 3.00 (1.00)
Heavy Equipment Operator I 0.96 0.96 - - (0.96)
Office Specialist - - - 0.05 0.05
Senior Office Assistant 0.35 0.05 0.05 - (0.05)
Total FTEs 10.06 9.76 8.80 8.80 (0.96)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 569,994$ 565,405$ 545,622$ 562,933$ -0.4%
Operations & Maintenance 233,020 218,600 238,600 240,100 9.8%
Capital - - - 85,000 0.0%
Total Expenditures 803,014$ 784,005$ 784,222$ 888,033$ 13.3%
Street Maintenance
Street Maintenance is responsible for maintaining the town's streets and drainageways.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
One Heavy Equipment Operator II has been reclassed to III, a Senior Office Assistant has been reclassed to an Office
Specialist, and the Heavy Equipment Operator I position has been eliminated.
Operations & Maintenance
Operations & Maintenance increased 9.8% due to contracted services and increased field supplies costs.
Capital
Budgeted capital is for replacement of a crack seal unit.
2013-2014 Annual Budget Program Budgets147
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Stormwater Engineer 1.00 1.00 1.00 1.00 -
Operations Division Manager 0.25 0.25 0.25 0.25 -
Civil Engineer 1.00 1.00 1.00 1.00 -
Civil Engineering Technician 1.00 1.00 1.00 1.00 -
GIS Analyst 0.25 0.25 0.25 0.25 -
Office Specialist - - - 0.60 0.60
Senior Office Assistant - 0.60 0.60 - (0.60)
Total FTEs 3.50 4.10 4.10 4.10 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 271,933$ 304,200$ 304,200$ 319,843$ 5.1%
Operations & Maintenance 238,609 564,249 564,926 427,983 -24.1%
Capital 144,823 697,000 72,025 586,550 -15.8%
Total Expenditures 655,365$ 1,565,449$ 941,151$ 1,334,376$ -14.8%
Does not include contingency or non-cash outlays for depreciation
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Federal Grants 1,993$ 67,800$ 7,867$ -$ -100.0%
State Grants 38,331 450,000 - 450,000 0.0%
Charges for Services 752,212 761,500 762,600 771,500 1.3%
Miscellaneous 131 20,000 20,140 - 0.0%
Interest 321 500 4,800 500 0.0%
Total Revenues 792,988$ 1,299,800$ 795,407$ 1,222,000$ -6.0%
Revenue Sources
FY 2013
The Stormwater Utility enterprise is managed through the Development & Infrastructure Services Operations Division.
The Stormwater Utility is responsible for meeting all quality and quantity issues including the Town's Stormwater
Management Plan, Floodplain and Erosion Hazard Management, and supporting 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.
Infrastructure Section - Stormwater Utility
Overview
Development & Infrastructure Services (DIS)
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 5.1% due to a position reclass and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 24.1% due to contract labor savings for drainage channel vegetation
maintenance. Work is now being performed under contract with the Arizona Department of Corrections.
Capital
Capital decreased 15.8% due to capacity for an equipment purchase in FY 2013.
2013-2014 Annual Budget Program Budgets148
Mission
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of reduced/mitigated drainage problem areas ("hot spots") 5 7 3
►Number of outreach events held 5 4 4
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of stormwater outfall structures inspected once per year 135 152 170
►Number of mosquito traps set for testing West Nile virus 160 50 88
►Number of Town-owned property pollutant sources reported, investigated 0 00
and mitigated
FY 2014 Goals and Objectives
Workload Indicators
Performance Measures
FY 2013 Highlights
Highlights & Goals
Measures & Indicators Stormwater Utility
We will provide safe and efficient management of the Stormwater Utility to promote and protect life and
safety, water quality, and the Town's working and natural environment before, during, and after the
occurrence of storm events in accordance with all Town codes, standards, and policies.
− Secured regional funding for stormwater repair projects at
five various locations (sediment removal & erosion control
projects)
− Improved the bill collection process
− Eliminated seven stormwater "hot spots" throughout the
town
− Improved customer service and support to owners of
private stormwater management facilities throughout the
town
– Provided cleanup service to town areas affected by
significant monsoon events
Focus Area: Fiscal Responsibility
■ Continue to secure regional, state and federal funding for
Stormwater Utility projects
■ Continue to improve the bill collection process to minimize the
Utility's bad debt ratio
Focus Area: Communication
■ Continue with the development of a Stormwater "Good
Housekeeping" training program for Town Staff
■ Continue to improve support and customer service to owners of
private stormwater management facilities throughout the town
Focus Area: Economic Development
■ Continue to work with Stormwater Commission to ensure
stormwater deliverables are being reached with current stormwater
fee structure
Focus Area: Community Services
■ Continue to eliminate stormwater "hot spots" with targeted
floodplain studies and capital projects
■ Work with the Stormwater Commission to consider adjusting the
Stormwater Utility fee to provide a funding mechanism for drainage
infrastructure projects
2013-2014 Annual Budget Program Budgets149
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Transit Services Administrator 0.50 0.50 0.50 0.50 -
Dispatcher 2.11 2.11 2.11 2.11 -
Lead Transit Driver 1.00 1.00 1.00 1.00 -
Driver 10.89 10.89 15.39 15.39 4.50
Office Assistant 0.96 0.96 0.96 0.96 -
Total FTEs 15.46 15.46 19.96 19.96 4.50
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 498,490$ 605,720$ 605,720$ 762,075$ 25.8%
Operations & Maintenance 74,337 246,800 315,758 376,000 52.4%
Capital 14,871 410,706 49,200 105,500 -74.3%
Total Expenditures 587,698$ 1,263,226$ 970,678$ 1,243,575$ -1.6%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
RTA Reimbursement 437,458$ 789,042$ 858,000$ 1,032,000$ 30.8%
Fare Box 49,977 34,765 58,000 54,000 55.3%
Federal Grants - 300,000 - - -100.0%
Miscellaneous - 9,000 - - -100.0%
Total Revenues 487,435$ 1,132,807$ 916,000$ 1,086,000$ -4.1%
Revenue Sources
FY 2013
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. We are committed to providing high
quality transit alternatives and planning for the future.
Infrastructure Section - Transit Services
Overview
Development & Infrastructure Services
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 25.8% due to additional drivers and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 52.4% due to increased fleet costs related to the continued expansion of the Sun
Shuttle service.
Capital
Capital decreased 74.3% due to capacity budgeted in FY 2013 for a vehicle grant.
2013-2014 Annual Budget Program Budgets150
Mission
FY 2013 Highlights
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Total cost per passenger trip $36.57 $32.49 $34.03
►Percentage of requested reservations fulfilled 100% 100% 100%
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of registered riders 1,536 1,879 2,229
►Average monthly passenger trips 1,677 2,567 2,750
Workload Indicators
FY 2014 Goals and Objectives
Performance Measures
Highlights & Goals
Measures & Indicators Transit Services
Provide enhanced mobility to all Oro Valley residents.
Focus Area: Fiscal Responsibility
■ Maintain a balanced budget
■ Continue to manage the Intergovernmental Agreement with
the Regional Transportation Authority (RTA) to provide
funding for transit-related projects
Focus Area: Communication
■ Develop a team environment that is supportive and goal
oriented in order to achieve excellence in transit service
■ Maintain staffing levels and quality to provide excellent
customer service and meet growing transit demands
Focus Area: Economic Development
■ Increase awareness of alternate mode of access to
shopping, medical, job and other economic generators
■ Continue to work with the RTA to develop alternatives to
providing services supporting the growing demand for transit
within the area
Focus Area: Community Services
■ Encourage the use of transit service through continual
improvement
− Sun Shuttle Dial-a-Ride celebrated its first year of service as
a partnership with the Regional Transportation Authority (RTA)
Service
− Exceeded previous daily boardings by scheduling 182
passenger trips and delivered 166 on one day
− During the month of April, Transit operated over 35,000 miles
and offered over 2,432 hours of service
− Record ridership month in April of 3,307
− Fiscal year ridership exceeded 30,000 passenger trips
− The RTA and the Town entered into a five year
Intergovernmental Agreement continuing the partnership to
sustain the Sun Shuttle Dial-a-Ride service
2013-2014 Annual Budget Program Budgets151
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance -$ -$ -$ -$ 0.0%
Capital 4,886,385 6,154,000 4,760,000 3,380,000 -45.1%
Debt Service 2,615,467 - - - 0.0%
Total Expenditures 7,501,852$ 6,154,000$ 4,760,000$ 3,380,000$ -45.1%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Federal Grants -$ 699,000$ -$ 500,000$ -28.5%
State Grants 6,944,437 5,280,000 4,722,000 3,150,000 -40.3%
Development Impact Fees 238,733 414,118 672,940 791,375 91.1%
Interest 1,534 1,600 19,500 1,500 -6.3%
Miscellaneous 49,598 18,000 18,000 18,000 0.0%
Total Revenues 7,234,302$ 6,412,718$ 5,432,440$ 4,460,875$ -30.4%
Revenue Sources
FY 2013
This Fund is used to manage all roadway Capital Improvement Projects (CIP) from the planning stage through design and
construction. This process includes consultant selection and preparation of the Request for Proposal (RFP) process, review
of traffic control plans, and contract administration. This fund is managed by Development & Infrastructure Services staff.
Roadway Development Impact Fee Fund
Overview
FY 2013/2014 Expenditure Changes
Capital
Capital decreased 45.1% due to the Lambert Lane widening project, which will be completed in the summer of 2013.
Development & Infrastructure Services (DIS)
2013-2014 Annual Budget Program Budgets152
FY 2013 Highlights
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Capital improvement projects funding from the planning stage through 2 5 6
design and construction managed by staff
FY 2014 Goals and Objectives
Performance Measures
Highlights, Goals & Measures Roadway Dev Impact Fee Fund
– Completed the construction on the Lambert Lane
Widening Project
– Completed the design on the Cañada del Oro Shared Use
Path project
– Commenced the Sign Inventory project
Focus Area: Fiscal Responsibility
■ Develop an Infrastructure Improvement Plan and evaluate the use
of impact fees in accordance with state statute
■ Continue securing regional, state and federal funding for roadway
corridor projects that qualify for state and federal funds by
participating in Pima Association of Governments (PAG) and
Regional Transportation Authority (RTA) regional functions
Focus Area: Economic Development
■ Partner with the regional jurisdictions and PAG to secure funds in
the 2015 - 2019 Transportation Improvement Program (TIP) for
Tangerine Rd., Naranja Dr. and Lambert Lane Phase II
■ Partner with Pima County to start construction of the Magee Road
Project - Phase III, La Cañada Dr. to Oracle Rd. in the fall of 2013
■ Partner with Marana and Pima County on the final design of the
Tangerine Rd. Project - La Cañada Dr. to Twin Peaks
■ Advertise and start construction in late summer 2013 for the
Cañada del Oro Shared Use Path Project - First Ave. to Steam Pump
Village
Focus Area: Community Services
■ Complete the design of the Naranja Dr. Project - La Cholla Blvd. to
Shannon Rd. in spring 2014 and have the project ready for
construction in the summer of 2014
■ Design and construct a traffic signal at Rancho Vistoso & Vistoso
Highland
■ Complete the design and construction of the Rancho Vistoso
Sidewalk Project - Vistoso Highland to Morning Vista Drive
2013-2014 Annual Budget Program Budgets153
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Finance Director 1.00 1.00 1.00 1.00 -
Procurement Administrator 1.00 1.00 1.00 1.00 -
Accounting Supervisor 1.00 1.00 1.00 1.00 -
Budget & Management Analyst 1.00 1.00 1.00 1.00 -
Finance Analyst 1.00 1.00 - - (1.00)
Senior Accountant 1.00 1.00 1.00 1.00 -
Payroll Specialist - - 1.00 1.00 1.00
Accounting Clerk 1.00 1.00 1.00 1.00 -
Total FTEs 7.00 7.00 7.00 7.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 609,261$ 639,481$ 621,603$ 641,542$ 0.3%
Operations & Maintenance 99,460 104,630 102,797 67,700 -35.3%
Capital - - 1,833 - 0.0%
Total Expenditures 708,721$ 744,111$ 726,233$ 709,242$ -4.7%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Sales Tax Audit Recovery Fees 117,059$ 100,000$ 8,000$ -$ -100.0%
Total Revenues 117,059$ 100,000$ 8,000$ -$ -100.0%
Revenue Sources
FY 2013
The Finance Department 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. The Department also coordinates the development of the Town’s Capital
Improvement Program, assists with the Town’s risk management program and provides procurement administration
for the Town.
Finance
Overview
FY 2013/2014 Expenditure and Staffing Changes
Personnel
The Finance Analyst position has been replaced with a Payroll Specialist.
Operations & Maintenance
Operations & Maintenance decreased 35.3% due to a discontinued contract for sales tax audit services.
2013-2014 Annual Budget Program Budgets154
FY 2013 Highlights
Mission
FY 2014 Goals and Objectives
Highlights & Goals Finance
The Finance Department is dedicated to protecting the financial integrity of the Town of Oro Valley by
providing timely, accurate and relevant financial data to support informed decision-making for both internal
and external customers of the Town. The Finance Department encourages and promotes learning and
growth in the individual employee, the Finance Team and the organization as a whole.
− Received the Achievement of Excellence in Procurement
Award for the 5th consecutive year
− Surplus auctions generated over $175K in revenue
− Formal bid process resulted in average savings of
approximately $88,000 per contract award
− Received Certificate of Achievement for Financial Reporting
Excellence for FY 2011/12 from Government Finance Officers
Association (GFOA) for the 19th consecutive year
− Received Distinguished Budget Presentation Award from
GFOA for the 5th consecutive year
− Received first ever Popular Annual Financial Reporting
(PAFR) Award from the GFOA for FY 2011/12
− Received an unqualified "clean" audit opinion for FY 2011/12
financial statements
− Completed the issuance of Town of Oro Valley Excise Tax
Refunding Obligations, Series 2013, resulting in net present
value savings of nearly $460,000
− Assisted with successful annexation known as the Oracle/Ina
Annexation area
− Expanded capital improvement program (CIP) to a 15-year
program
− Initiated development impact fee update study
− Participated in successful transition of the Oro Valley Public
Library to Pima County
− Participated in successful transition to self-funded plan for
medical insurance coverage for FY 2012/13
Focus Area: Fiscal Responsibility
■ Evaluate opportunities to diversify revenues and ensure
collection of established taxes, fees, rates and fines
■ Evaluate the use of updated impact fees in accordance
with state statute
■ Prepare fiscal impact analyses of potential annexation
areas
■ Prepare annual 5-year forecast of revenues and
expenditures
Focus Area: Communication
■ Prepare timely and accurate financial and budgetary
performance reports
■ Prepare award-winning Popular Annual Financial Report
(PAFR), Annual Budget and Comprehensive Annual
Financial Report (CAFR)
■ Participate in public outreach efforts to enhance
community knowledge and understanding of Town budget
Focus Area: Economic Development
■ Participate in evaluating the feasibility of public-private
partnerships and assist in creating funding strategies
Focus Area: Community Services
■ Prepare funding strategy for development of Naranja
Park
■ Initiate replacement of Town phone system
■ Initiate replacement of Town permitting system
■ Initiate Town-wide upgrade to current version of Microsoft
Office
2013-2014 Annual Budget Program Budgets155
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of months during fiscal year in which posting, balancing, and 12 12 12
closing of each month's financial transactions were completed by
10th working day of following month
►Consecutive years awarded the Government Finance Officers 19 20 21
Association Certificate of Achievement for Excellence
in Financial Reporting
►Consecutive years awarded the Government Finance Officers 4 5 6
Association Distinguished Budget Award
►Percentage variance between mid-year revenue 1.9% 1.1% 2.0%
forecast and actual fiscal year-end revenue for all tax-based funds
►Percentage of internal customers rating Procurement quality as 100% 92% 95%
excellent or good
►Percentage of internal customers rating Procurement timeliness as 100% 100% 95%
excellent or good
►Standard and Poor's (S&P) and Fitch bond ratings AA- S&P
AA- Fitch
AA S&P
AA- Fitch
AA S&P
AA- Fitch
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of Procurement protests filed and sustained 0 0 0
►Number of cooperative purchasing agreements utilized with other >50 >50 >50
governmental jurisdictions
►Number of Accounts Payable checks processed 5,100 4,800 4,900
►Number of invoices paid 13,300 12,500 12,800
Performance Measures
Workload Indicators
Measures & Indicators Finance
2013-2014 Annual Budget Program Budgets156
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance 1,704,972$ 1,829,094$ 1,821,394$ 1,957,730$ 7.0%
Capital 11,565 30,000 10,000 80,000 166.7%
Contingency - - 2,100,000 - 0.0%
Other Financing Uses 185,240 1,045,324 1,345,324 162,729 -84.4%
Total Expenditures 1,901,777$ 2,904,418$ 5,276,718$ 2,200,459$ -24.2%
The General Administration budget accounts for certain overhead costs such as utility expenses and general
liability insurance. It also allocates monetary transfers to subsidize various funds, i.e. debt service and capital
projects.
General Administration
Overview
FY 2013/2014 Expenditure Changes
Operations & Maintenance
Operations and Maintenance increased 7% due to increased insurance and outside professional services costs, as
well as growth in retail sales tax rebates.
Capital
Capital increased 166.7% for Town Hall campus security upgrades budgeted in FY 2014.
Other Financing Uses
Other Financing Uses decreased 84.4% due to a one-time transfer out to the Aquatic Center Project Fund budgeted
in FY 2013 for construction of an expanded Town aquatic facility.
2013-2014 Annual Budget Program Budgets157
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Human Resource Director 1.00 1.00 1.00 1.00 -
Employee & Org. Dev. Analyst 1.00 1.00 1.00 1.00 -
Human Resource Specialist 2.00 2.00 2.00 2.00 -
Safety & Risk Manager 1.00 1.00 1.00 1.00 -
Total FTEs 5.00 5.00 5.00 5.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 404,090$ 427,506$ 395,457$ 424,091$ -0.8%
Operations & Maintenance 62,521 68,650 68,650 99,730 45.3%
Capital - - - - 0.0%
Total Expenditures 466,611$ 496,156$ 464,107$ 523,821$ 5.6%
The Human Resources Department provides services and support in the following areas: policy and procedure
administration and compliance, compensation and benefits, training and education, performance management,
employee and labor relations, and safety and risk management assistance.
Human Resources
Overview
FY 2013/2014 Expenditure and Staffing Changes
Operations & Maintenance
Operations & Maintenance increased 45.3% for a salary market survey to be conducted in FY 2014.
2013-2014 Annual Budget Program Budgets158
FY 2013 Highlights
Mission
FY 2014 Goals and Objectives
Highlights & Goals Human Resources
To provide expert support to the Town of Oro Valley through innovative and effective human resource
management action to include recruiting and retaining highly qualified employees, offering and administering
cost effective benefit solutions, delivering effective employee and organizational development programs;
reducing the Town's exposure to risk; creating a safe place for employees to work; promoting mutual respect
of employees; implementing policies, procedures, and programs that optimize employee engagement.
− Provided new employee and management development and
training opportunities
− Transitioned the employee medical plan from a fully insured
plan to self-insured plan
− Implemented mandatory sexual harassment prevention training
to all Town employees
− Led the Town's Wellness Initiative and increased employee
participation in biometric screening, mammograms, and weight
loss and exercise programs
− Updated the employee recognition program
− Produce a job (task) based phone list
− Initiated the new customer service training module
−Chose to keep United Healthcare as the Town's partner in
delivering cost effective medical insurance
− Enhanced Open Enrollment procedures by teaming with IT to
install computers in Council Chambers during enrollment
meetings
Focus Area: Communication
■ Initiate a Town-wide customer service training module for all
employees
■ Explore opportunities for expanded service hours to enable
customers to conduct business with the Town outside of
traditional business hours
■ Develop information resources to help employees more
efficiently identify solutions to residents’ questions
Focus Area: Community Services
■ Enhance the current employee recognition program as
recommended by employees
■ Conduct supervisory training as it relates to employee
engagement, development and performance
management
■ Expand the number of on-site training opportunities to
enhance employee professional development
■ Evaluate the benefits package offered to employees
■ Conduct stay interviews with all new employees after 30
days of employment
■ Conduct exit interviews to assess the reasons for
separation and report separations on a monthly basis
■ Conduct a market study of the Town’s benchmark
classifications and make necessary pay grade adjustments as
needed and based on fiscal resources
■ Evaluate methods for determining employee engagement
■ Reduce the number of traffic accidents involving Town
vehicles
■ Increase employee participation in Wellness initiatives
■ Increase health coach hours per week
2013-2014 Annual Budget Program Budgets159
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Percentage of employee turnover - Full Time 12% 15% 12%
►Percentage of employee turnover - Part Time (new measure in 2013)40% 40%
►Number of employees attending HR sponsored training events N/A 523 300
(new measure in 2013)
►Biometric Testing Participation 94 104 120
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of job applications received 1,382 1,850 1,850
►Number of job interviews conducted 280 350 350
►Number of new hires (includes seasonal and part-time employees)73 116 116
►Number of workers compensation claims 33 35 38
►Number of Training Classes Offered (new for 2013)N/A 82 75
►Number of Liability Claims submitted (new 2013)N/A 116 100
Performance Measures
Workload Indicators
Measures & Indicators Human Resources
2013-2014 Annual Budget Program Budgets160
FY 2012 FY 2014
Actual Budget Projected Budget
6.50 6.50 6.50 6.50
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Administration 382,303$ 397,405$ 397,405$ 600,184$ 51.0%
GIS Services 128,330 122,625 122,625 132,091 7.7%
Technical Services 374,446 360,615 360,615 330,354 -8.4%
Business Applications & Development 171,413 180,338 180,338 180,594 0.1%
Telecommunications 125,899 152,650 152,650 238,950 56.5%
1,182,391$ 1,213,633$ 1,213,633$ 1,482,173$ 22.1%
FY 2014 Expenditures by CategoryFY 2014 Expenditures by Program
FY 2013
FY 2013
Expenditures by Program Area
Total FTEs
The mission of the Information Technology (IT) Department is to effectively deploy and manage information services
and telecommunications technologies and to assist Town departments individually and collectively in achieving their
business goals.
Information Technology
Overview
Administration
600,184
41%
GIS Services
132,091
9%
Technical
Services
330,354
22%
Business Appl
& Dev
180,594
12%
Telecom
238,950
16%
Personnel
582,834
39%
O&M
572,939
39%
Capital
326,400
22%
2013-2014 Annual Budget Program Budgets161
Mission
FY 2013 Highlights
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Percentage of network and desktop device moves, additions, or changes 100% 100% 100%
completed when scheduled
►Percentage of Help Desk calls resolved at time of call 45% 50% 55%
►Percentage of Help Desk calls resolved within 4 hours of call 70% 60% 75%
►Percentage of Help Desk calls resolved within 8 hours of call 70% 60% 75%
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of vendor applications supported 56 60 65
►Number of custom applications supported 16 16 16
►Number of Telecommunications service requests received 57 120 90
►Number of Help Desk requests received 1,421 3,000 2,700
Workload Indicators
FY 2014 Goals and Objectives
Performance Measures
Highlights & Goals
Measures & Indicators Information Technology
The Information Technology department is dedicated to providing the vision and leadership that will enable the
Town of Oro Valley to improve public service by delivery of effective information technology products.
− Successful implementation of all voice, data, WiFi and
multimedia technologies at the new Oro Valley Aquatic Center
− Assisted with redesign of the Town’s website
− Expanded capabilities of the Constant Contact email
subscription service for constituents
− Successfully migrated the Town Library infrastructure off the
Town’s network to the Pima County network
− Upgraded the Granicus Managed Services (for Council
meetings) to the Open Platform service which expanded video
access beyond Windows based users
− Upgraded the Tyler MUNIS Enterprise Resource Planning
system
− Added redundant cooling capability to the Town’s Data Center
− Extended network access to greatly facilitate the wireless bar
code inventory of metering equipment for the Water Department
Focus Area: Fiscal Responsibility
■ Look for ways in which technologies can be consolidated to
eliminate redundancy, yield more efficient operations and provide
the potential to reduce total cost of operations
■ Realize economies of scale by sharing or collocating
technology services with surrounding municipalities
Focus Area: Communication
■ Replace the Town’s current phone system with Voice over
Internet Protocol (VOIP) or similar technology
■ Expand network bandwidth for the Police Department
substations and between the Police Department and the Pima
County Sheriff’s Office
Focus Area: Economic Development
■ Replace the Town’s aging Permits Plus permitting system
■ Utilize all technology services, specifically GIS mapping to
provide crucial parcel and land use information to assist
developers as they plan to locate services in the town
Focus Area: Community Services
■ Online application, renewal and payment of business licenses
■ Upgrade the transit scheduling software
2013-2014 Annual Budget Program Budgets162
Information TechnologyOrganizational Chart
GIS SERVICES TECHNICAL SERVICES BUSINESS APPLICATION &
DEVELOPMENT TELECOMMUNICATIONS
ADMINISTRATION
INFORMATION TECHNOLOGY DIRECTOR
2013-2014 Annual Budget Program Budgets163
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Information Technology Director 1.00 1.00 1.00 1.00 -
Total FTEs 1.00 1.00 1.00 1.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 121,785$ 124,430$ 124,430$ 129,145$ 3.8%
Operations & Maintenance 260,518 272,975 272,975 321,039 17.6%
Capital - - - 150,000 0.0%
Total Expenditures 382,303$ 397,405$ 397,405$ 600,184$ 51.0%
The Administration program manages all of Information Technology's logistics including procurements, budget
information and operations, and management and oversight.
Information TechnologyProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.8% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 17.6% due to software maintenance and licensing costs.
Capital
Budgeted capital in FY 2014 represents initial costs for a replacement development permitting system (costs shared with
Oro Valley Water Utility and Stormwater Utility).
2013-2014 Annual Budget Program Budgets164
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
GIS Analyst 1.50 1.50 1.50 1.50 -
Total FTEs 1.50 1.50 1.50 1.50 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 124,815$ 116,175$ 116,175$ 121,441$ 4.5%
Operations & Maintenance 3,515 6,450 6,450 10,650 65.1%
Capital - - - - 0.0%
Total Expenditures 128,330$ 122,625$ 122,625$ 132,091$ 7.7%
The GIS Services program is responsible for providing complete, accurate and current Geographic Information
System maps, analysis, proposals, and presentations to support the operations used by each department.
Information TechnologyProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 4.5% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 65.1% due to an increase in outside professional services costs.
2013-2014 Annual Budget Program Budgets165
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Network Administrator 1.00 1.00 1.00 1.00 -
IT Technician 1.00 1.00 1.00 1.00 -
Total FTEs 2.00 2.00 2.00 2.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 157,333$ 159,365$ 159,365$ 163,904$ 2.8%
Operations & Maintenance 43,297 50,250 50,250 40,050 -20.3%
Capital 173,816 151,000 151,000 126,400 -16.3%
Total Expenditures 374,446$ 360,615$ 360,615$ 330,354$ -8.4%
The Technical Services program provides management and security of the Town's computer networks, desktop
and network technology acquisition, support, and training.
Information TechnologyProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 2.8% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 20.3% due to a decrease in equipment repair & maintenance costs.
Capital
Capital decreased 16.3% due to Police mobile data computers budgeted in FY 2013 that will be expended in the Police
Department for FY 2014.
2013-2014 Annual Budget Program Budgets166
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Systems Analyst 1.00 1.00 1.00 1.00 -
Database Analyst 1.00 1.00 1.00 1.00 -
Total FTEs 2.00 2.00 2.00 2.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 157,619$ 161,088$ 161,088$ 168,344$ 4.5%
Operations & Maintenance 13,794 19,250 19,250 12,250 -36.4%
Capital - - - - 0.0%
Total Expenditures 171,413$ 180,338$ 180,338$ 180,594$ 0.1%
Information Technology
The Business Application & Development program is responsible for application development and support,
database management, project management, website support, and development of Electronic Government (E-
Gov) and future E-commerce applications.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 4.5% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 36.4% due to a decrease in outside professional services costs.
2013-2014 Annual Budget Program Budgets167
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance 125,899$ 152,650$ 152,650$ 188,950$ 23.8%
Capital - - - 50,000 0.0%
Total Expenditures 125,899$ 152,650$ 152,650$ 238,950$ 56.5%
Information Technology
The Telecommunications program is responsible for the management of all voice and data systems including the
Town's PBX (private branch exchange) phone system, voice mail, long distance, internet access, wireless and
point-to-point communication.
Program Budgets
FY 2013/2014 Expenditure Changes
Operations & Maintenance
Operations & Maintenance increased 23.8% as a result of additional Town facility interconnects (T1, fiber, wireless)
and the aquatic facility expansion.
Capital
Budgeted capital in FY 2014 represents initial costs for a replacement phone system for Town facilities. (Costs are
shared with the Oro Valley Water Utility).
2013-2014 Annual Budget Program Budgets168
FY 2012 FY 2014
Actual Budget Projected Budget
8.00 8.00 6.00 6.00
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Civil 379,713$ 412,213$ 364,467$ 372,398$ -9.7%
Prosecution 388,275 404,346 404,346 431,946 6.8%767,988$ 816,559$ 768,813$ 804,344$ -1.5%
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
State Grants 11,440$ 15,000$ 15,000$ 15,000$ 0.0%
11,440$ 15,000$ 15,000$ 15,000$ 0.0%
Total FTEs
FY 2013
FY 2013
Expenditures by Program Area
Revenue Sources
FY 2013
FY 2014 Expenditures by Program FY 2014 Expenditures by Category
The Legal Department is organized into two divisions, Civil and Prosecution. The Legal Department
provides two different, but equally important, types of legal services to the Town: handling civil matters for
the Mayor and Council, Town Manager and Town Departments; and prosecuting misdemeanor crimes and
traffic violations within the town.
Legal
Overview
Civil
372,398
46%
Prosecution
431,946
54%
O&M
234,150
29%
Personnel
555,194
69%
Capital
15,000
2%
2013-2014 Annual Budget Program Budgets169
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Per capita Civil Program operating and maintenance (O&M) $0.69 $1.37 $4.97
expenditures
* FY 2014 increase due to contracted Town Attorney
►Per capita Prosecution Program O&M expenditures $0.52 $0.80 $0.74
►Number of cases processed per prosecutor
Town Prosecutor 600 500 500
Assistant Town Prosecutor 497 500 500
►Percentage of requests from Town Council and staff for legal opinions,100% 100% 100%
ordinances, resolutions and other civil matters responded to
within 14 days
* Measured on calendar year basis
CY 2012 CY 2013 CY 2014
Actual Estimate Projected
►Number of civil files opened 195 200 200
►Number of ordinances drafted 31 35 35
►Number of resolutions drafted 80 83 83
►Number of Council agenda items worked 360 362 362
►Number of formal opinions issued 3 4 4
►Number of prosecution files opened 1,097 1,100 1,100
►Training of sworn Police personnel on arrest standards and legal trends 2 22
conducted two times per year
Performance Measures
Workload Indicators
Measures & Indicators Legal
* **
*
2013-2014 Annual Budget Program Budgets170
Organizational Chart Legal
PROSECUTION
DIVISION
CIVIL DIVISION
LEGAL SERVICES DEPARTMENT
2013-2014 Annual Budget Program Budgets171
Civil Mission
FY 2014 Goals and ObjectivesFY 2013 Highlights
Highlights & Goals Legal
The members of the Civil Division value a respectful approach to working with people; personal
commitment and loyalty to our client; timely and effective legal work; and consideration of other points of
view. We understand that legal issues are generally only one factor that Council and administration
need to consider in handling their respective responsibilities to the Town. We value a "preventative law"
approach to providing legal services whenever possible.
– Assisted in training regarding Open Meeting Law and Public
records for Council, Boards and Commissions
– Started new "hybrid" system with use of outside counsel
– Worked closely with Risk Retention Pool on Notice of Claim
matters
– Worked on proposed legislation to amend annexation statutes
Focus Area: Fiscal Responsibility
■ Assign staff to maximize productivity
■ Emphasize retention and advancement
■ Evaluate cases for appropriateness relating to use of
outside counsel
Focus Area: Communication
■ Continue to provide accurate and timely legal advice
and representation
Focus Area: Economic Development
■ Provide legal advice when appropriate regarding
laws and statutes
Focus Area: Community Services
■ Provide advice and contracts for Council approved
services
2013-2014 Annual Budget Program Budgets172
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Town Attorney 1.00 1.00 - - (1.00)
Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 -
Paralegal II 1.00 1.00 - - (1.00)
Paralegal I - - 1.00 1.00 1.00
Office Assistant 1.00 1.00 - - (1.00)
Total FTEs 4.00 4.00 2.00 2.00 (2.00)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 351,291$ 355,899$ 308,153$ 168,698$ -52.6%
Operations & Maintenance 28,422 56,314 56,314 203,700 261.7%
Capital - - - 0.0%
Total Expenditures 379,713$ 412,213$ 364,467$ 372,398$ -9.7%
The Civil Division is analogous to the General Counsel's office of a corporation. The Town itself is the client,
with the Council and Manager the primary "control group." They set the overall direction of legal services in
accordance with goals and objectives set by the Council as the governing board and the Manager as
Council's chief administrative officer.
The division drafts and/or reviews all Town contracts, resolutions and ordinances, policies and procedures;
advises officials and employees about regulatory compliance and risk management issues associated with
the matter for which they are responsible; advises officials and employees and assists them in complying with
administrative requirements such as open meeting, public records and conflict of interest laws. The Civil
Division handles code enforcement matters and a variety of negotiations arising out of contract and litigation
matters.
LegalProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 52.6% due to a position elimination and the Town Attorney position, which will be
provided via contracted service beginning FY 2014.
Operations & Maintenance
Operations & Maintenance increased 261.7% for Town Attorney services, which will be provided via contracted
service beginning FY 2014.
2013-2014 Annual Budget Program Budgets173
Prosecution Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Legal
The members of the Prosecution Division promise to fairly resolve criminal or civil court matters while
respecting the rights of all parties in as timely a manner as resources allow.
– Town Prosecutor is Arizona Prosecuting Attorney's
Advisory Council (APAAC) State Training Chairman
– Senior Paralegal negotiated a 0% increase in software
fees
– Senior Paralegal coordinated Court/Police/Prosecution
meetings
– Continued training of Udall Fellowship recipient from the
University of Arizona
– Participated in Special Olympics torch run
– Town Prosecutor taught statewide prosecution seminars
– Participation in Supreme Court committees
Focus Area: Fiscal Responsibility
■ Continue to seek grant funding
■ Stay within department budget
■ Maintain operating costs per capita
Focus Area: Communication
■ Continue Police/Court/Prosecutor meetings
■ Coordinate and assist with other agencies
■ Promote integrity in the prosecution profession and
coordination in the Criminal Justice System
Focus Area: Economic Development
■ Promote the fair, impartial and expeditious pursuit of
justice
Focus Area: Community Services
■ Continue participation with Arizona Prosecuting
Attorney's Advisory Council (APAAC)
2013-2014 Annual Budget Program Budgets174
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Town Prosecutor 1.00 1.00 1.00 - (1.00)
Legal Services Director - - - 1.00 1.00
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 -
Senior Paralegal 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 -
Total FTEs 4.00 4.00 4.00 4.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 355,701$ 356,482$ 356,482$ 386,496$ 8.4%
Operations & Maintenance 21,134 32,864 32,864 30,450 -7.3%
Capital 11,440 15,000 15,000 15,000 0.0%
Total Expenditures 388,275$ 404,346$ 404,346$ 431,946$ 6.8%
The Prosecution Division prosecutes, diverts, or otherwise handles misdemeanor crimes and traffic
violations within the Town.
The Prosecution Division also provides legal advice and training to the Oro Valley Police Department in
handling criminal investigations of matters that will be prosecuted by the County Attorney or Arizona
Attorney General.
The Prosecution Division handles Rule 11 mental health hearings at Superior Court for those persons
charged with criminal offenses.
The Prosecution Division provides Victim Services under the Arizona Constitution.
LegalProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 8.4% due to a change in benefits coverage for an employee and merits budgeted in
FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 7.3% due to a decrease in outside professional services costs.
2013-2014 Annual Budget Program Budgets175
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Magistrate Judge 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 -
Courtroom Clerk 1.00 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 3.00 3.00 -
Court Clerk 1.00 1.00 1.00 1.00 -
Bailiff 1.00 1.00 1.00 1.00 -
Total FTEs 8.00 8.00 8.00 8.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 604,704$ 635,469$ 604,367$ 636,520$ 0.2%
Operations & Maintenance 87,166 122,160 122,160 124,910 2.3%
Capital - - - - 0.0%
Total Expenditures 691,870$ 757,629$ 726,527$ 761,430$ 0.5%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Court Costs 173,438$ 200,000$ 180,000$ 200,000$ 0.0%
Public Defender Fees 3,269 4,000 4,000 4,000 0.0%
Fines 200,672 190,000 180,000 190,000 0.0%
Total Revenues 377,379$ 394,000$ 364,000$ 394,000$ 0.0%
FY 2013
Revenue Sources
Services rendered by Magistrate Court include the processing and adjudication of all cases filed in the court,
including the trial or other disposition of misdemeanor criminal cases, criminal traffic cases, town code violations
and civil traffic cases; collection of fines, surcharges, restitution and other fees; issuing injunctions against
harassment and domestic violence orders of protection, taking applications for and issuing marriage licenses, and
performing weddings. Services rendered by the Court are governed by rules set by the Arizona Supreme Court
and guided by statutes enacted by the Arizona Legislature.
Magistrate Court
Overview
FY 2013/2014 Expenditure and Staffing Changes
Operations & Maintenance
Operations & Maintenance increased 2.3% due to an increase in travel & training costs.
2013-2014 Annual Budget Program Budgets176
Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Magistrate Court
To uphold the law and administer justice fairly and efficiently and adjudicate all cases brought to the Oro
Valley Magistrate Court in a fair, courteous and impartial manner, treating all who come to the Oro Valley
Magistrate Court with dignity and respect, providing prompt, polite and efficient service.
−Implemented online Court Calendar thus improving
communication with constituents
−Reviewed and updated several forms on the Court's
webpage which improved communication and service to
the community
−Installed video cameras in hallways and courtroom and
electronic monitoring which improved safety for all Court
visitors and employees
−Replaced 13 year-old jury management software with
new software which improved reporting capabilities and
streamlined jury summonsing
–Purchased and installed an additional credit card terminal
which enabled faster payment processing time
–Installed and networked an additional printer/scanner in
the courtroom to increase efficiency in preparing
documents in court and an additional printer for jury
summonses if needed
–Upgraded Court's document management system,
improving the scanning, searching and retrieval of
scanned documents and faster customer service
–Installed another backup storage device for backup of
electronic case documents, enabling easier disaster
recovery
–Reinstated community restitution program with
defendants performing the work for the Town to satisfy
financial obligations with the Court
Focus Area: Fiscal Responsibility
■ Produce minute entries and other documents from the
Case Management System or independent source,
decreasing the need for more expensive custom, pre-printed
forms
■ Implement faster and less expensive web-based payment
portal for Court payments, enabling savings to constituents
and the Court
Focus Area: Communication
■ Use technology to enable destruction of the paper after it
is scanned to reduce the amount of space needed to store
the paper files and improve accessibility of court files
Focus Area: Community Services
■ Increase the quality of service to constituents by
continuing to implement online forms, making the forms
interactive/form-fill such as Jury questionnaires
■ Increase the number of defendants performing
community restitution and increase cooperation with other
departments in finding other work projects
2013-2014 Annual Budget Program Budgets177
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Variance between total cases completed and total cases filed 0% 1% 1%
(goal is +/-10%)
►Compliant with the Administrative Office of the Court (AOC)Yes Yes Yes
Minimum Accounting Standards
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of total cases filed 6,161 6,462 6,600
►Number of DUI cases filed 258 224 230
►Number of protective orders filed 122 143 155
Workload Indicators
Performance Measures
Measures & Indicators Magistrate Court
2013-2014 Annual Budget Program Budgets178
FY 2012 FY 2014
Actual Budget Projected Budget
7.10 10.00 10.00 10.38 **
**Note: FY 2013 and FY 2014 figures include 3 FTEs funded with Bed Tax Funds
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Town Management 374,712$ 533,404$ 384,221$ 397,353$ -25.5%
Council Support and Constituency 88,496 - - - 0.0%
Communications and Constituent Svcs 130,389 195,242 254,348 303,636 55.5%
Economic Development 100,327 - - - 0.0%
693,924$ 728,646$ 638,569$ 700,989$ -3.8%
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Economic Development 201,616 471,662 386,710 501,762 6.4%
201,616$ 471,662$ 386,710$ 501,762$ 6.4%
FY 2014 Expenditures by Category - General FundFY 2014 Expenditures by Program - General Fund
Expenditures by Program Area - Bed Tax Fund
FY 2013
Total FTEs
FY 2013
FY 2013
Expenditures by Program Area - General Fund
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 control and direction of the Town Council. The Town
Manager is further responsible for the promotion of economic development (funded by the Bed Tax Fund),
intergovernmental programs, communications, and for coordination of the administrative functions of the various
departments, divisions, boards, and services of the Town government. The Town of Oro Valley is made up of the
following departments and/or offices: Town Manager; Town Clerk; Human Resources; Finance; Legal Services;
Police; Water Utility; Development and Infrastructure Services; Parks and Recreation; Information Technology;
and Magistrate Court.
Town Manager's Office
Overview
Personnel
640,609
91%
O&M
60,380
9%
Town
Management
378,355
55%
Comm and
Constituent
Services
303,636
45%
2013-2014 Annual Budget Program Budgets179
Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Town Manager's Office
To execute the policies and programs established by the Town Council and to provide administrative
leadership and management of municipal operations.
− Successfully annexed 107 acres, known as the Oracle/Ina
area
− Developed and unveiled a new Town brand of "It's in our
nature"
− Launched a new Town website and improved online
Business Navigator
− Adopted the new Strategic Plan
– Implemented self-funded employee medical insurance
program and optional Health Savings Accounts
– Achieved financial sustainability by reducing recurring
expenditures through vacancy savings (approximately $1.8M)
– Developed the first Oro Valley Youth Advisory Council
− Completion of $5M renovation and expansion of the
Aquatic Center at James D. Kriegh Park
− Successfully retained Securaplane, a leading supplier of
avionics products for business, commercial and military
aircraft, who is expanding into a 55,000 sq ft building along
Innovation Park
− Successfully transitioned Library Services to Pima County
− Continued successful partnership with the Regional
Transportation Authority (RTA) for expanded public transit
services
− Continued partnership with the Southern Arizona Arts &
Cultural Alliance (SAACA) to provide the 2nd Thursday
Concert Series at Oro Valley Marketplace
− Launched an employee suggestion process
− Launched virtual art gallery and public art tours
Focus Area: Fiscal Responsibility
■ Maintain long-term financial health through diversified
revenue sources while investing in community initiatives
Focus Area: Communication
■ Ensure residents are educated about and engaged in
moving community initiatives forward
Focus Area: Economic Development
■ Attract and retain globally-competitive high technology
and bioscience employers.
■ Develop recreation and cultural opportunities to promote
tourism and support employee attraction and retention
Focus Area: Community Services
■ Provide services to enhance residents’ quality of life
2013-2014 Annual Budget Program Budgets180
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Average time to fulfill constituent requests (days)3.08 3.96 3.50
►Average monthly unique visitors to the Business Navigator 779 800 850
website
►Average monthly unique visitors to the Town's website 16,959 17,500 18,000
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of constituent requests received 318 517 450
Note: The Town received more requests due to public input on Major General Plan Amendments and burying of Tucson Electric Power lines
►Number of business retention site visits conducted 72 23 36
Note: Business Retention & Expansion site visits were higher in FY 2012 due to launch of the Oro Valley Dollars Program
►Number of new Oro Valley Dollars card activations 575 206 250
Performance Measures
Workload Indicators
Measures & Indicators Town Manager's Office
2013-2014 Annual Budget Program Budgets181
Town Manager's OfficeOrganizational Chart
COMMUNICATIONS AND
CONSTITUENT SERVICES ECONOMIC DEVELOPMENT
TOWN MANAGEMENT
TOWN MANAGER
2013-2014 Annual Budget Program Budgets182
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Town Manager 1.00 1.00 1.00 1.00 -
Assistant Town Manager - 1.00 - - (1.00)
Assistant to the Town Manager 1.00 1.00 1.00 1.00 -
Executive Assistant 0.75 1.00 1.00 1.00 -
Senior Office Specialist 0.25 0.50 0.50 0.50 -
Management Intern - - - 0.38 0.38
Total FTEs 3.00 4.50 3.50 3.88 (0.62)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 354,004$ 512,130$ 362,947$ 375,653$ -26.6%
Operations & Maintenance 19,647 21,274 21,274 21,700 2.0%
Capital 1,061 - - - 0.0%
Total Expenditures 374,712$ 533,404$ 384,221$ 397,353$ -25.5%
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, handles media relations,
promotes the Town’s legislative agenda through intergovernmental programs, and seeks opportunities for
partnerships and financial assistance at the county, state and federal levels through grants, legislation and federal
appropriation requests. The Town Manager’s office also maintains citizen and community relations, as well as Oro
Valley representation on regional boards and quasi-governmental councils to keep our needs considered in regional
decision–making.
Town Manager's OfficeProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 26.6% due to elimination of the Assistant Town Manager position.
Town Management Program Overview
2013-2014 Annual Budget Program Budgets183
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Constituent Services Coordinator 1.00 - - - -
Senior Office Specialist 0.25 - - - -
Executive Assistant 0.25 - - - -
Total FTEs 1.50 - - - -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 87,998$ -$ -$ -$ 0.0%
Operations & Maintenance 498 - - - 0.0%
Total Expenditures 88,496$ -$ -$ -$ 0.0%
Town Manager's OfficeProgram Budgets
Council Support and Constituency Program Overview
The Council Support & Constituent Services Division provides administrative support to the Town Council through the
Constituent Services Office (CSO) where concerns, complaints, inquiries, referrals and information requests are addressed
with excellent customer service and a common sense approach. The Constituent Services Coordinator facilitates public
education efforts, coordinates departmental responses, and ensures that constituent voices and perspectives are
consistently captured and transmitted to Town leadership. The CSO also conducts the Council on Your Corner program and
provides outreach to homeowner associations. Constituent issues are tracked to monitor changing community needs and
desires, allowing the Town leadership to adjust policies and budget options in order to better serve town residents.
Beginning FY 2013 this program has been combined with Communications & Community Relations, now called
Communications & Constituent Services.
2013-2014 Annual Budget Program Budgets184
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Communications Administrator 1.00 1.00 1.00 1.00 -
New Media Developer - - 1.00 1.00 1.00
Constituent Services Coordinator - 1.00 1.00 1.00 -
Communications Intern 0.10 - - - -
Senior Office Specialist 0.50 0.50 0.50 0.50 -
Total FTEs 1.60 2.50 3.50 3.50 1.00
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 105,511$ 182,437$ 241,543$ 264,956$ 45.2%
Operations & Maintenance 24,878 12,805 12,805 38,680 202.1%
Total Expenditures 130,389$ 195,242$ 254,348$ 303,636$ 55.5%
Town Manager's OfficeProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 45.2% due to the addition of the New Media Developer position.
Operations & Maintenance
Operations & Maintenance increased 202.1% due to one-time additional outside professional services and special
events costs.
Communications and Constituent Services Program Overview
The Communications & Constituent Services Division manages and facilitates all media relations on behalf of the
organization. The Communications Administrator is responsible for the oversight of communication, branding,
marketing related programs, activities and project management. In addition, the division plans, develops and
produces publications and services designed to facilitate communication between Town leadership and residents in
order to keep residents informed about Town services, activities and programs. Staff also provides administrative
support to the Town leadership through the Constituent Services Office (CSO) where concerns, complaints, inquiries,
referrals and information requests are addressed with excellent customer service and a common sense approach.
The Constituent Services Coordinator facilitates public education efforts, coordinates departmental responses, and
ensures that constituent voices and perspectives are consistently captured and transmitted to Town leadership. The
CSO also conducts the Council on Your Corner program as well as outreach activities to homeowner associations.
Constituent issues are tracked to monitor changing community needs and desires, allowing the Town leadership to
adjust policies and budget options in order to better serve town residents.
2013-2014 Annual Budget Program Budgets185
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Economic Development Manager 1.00 - - - -
Total FTEs 1.00 - - - -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 94,905$ -$ 0.0%
Operations & Maintenance 5,422 - 0.0%
Total Expenditures 100,327$ -$ -$ -$ 0.0%
Town Manager's OfficeProgram Budgets
Economic Development Program Overview
The Economic Development Division provides services such as business recruitment and retention, relocation
assistance, liaison to regional tourism and economic development organizations, development project team leadership,
and economic analysis and projections. The economic development manager adheres to the 2007 Community
Economic Development Strategy (CEDS), which indicated that the residents of Oro Valley are interested in expansion,
diversification, and development of local business. Beginning FY 2013, expenditures are budgeted 100% in the
Bed Tax Fund.
2013-2014 Annual Budget Program Budgets186
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Personnel Actual Budget Projected Budget to Budget
Economic Development Manager - 1.00 1.00 1.00 -
Economic Development Specialist - 1.00 1.00 1.00 -
Office Specialist - 1.00 1.00 1.00 -
Total FTEs - 3.00 3.00 3.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel -$ 231,126$ 197,385$ 208,412$ -9.8%
Operations & Maintenance 201,616 240,536 189,325 293,350 22.0%
Other Financing Uses 818,426 494,810 426,966 390,669 -21.0%
Total Expenditures 1,020,042$ 966,472$ 813,676$ 892,431$ -7.7%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Bed Taxes 794,718$ 782,283$ 782,283$ 789,000$ 0.9%
Interest Income 7,550 5,700 3,975 3,975 -30.3%
Total Revenues 802,268$ 787,983$ 786,258$ 792,975$ 0.6%
FY 2013
Revenue Sources
The Bed Tax Fund covers all economic development-related costs and activities. An example is funding for Visit
Tucson, formerly Metropolitan Tucson Convention and Visitors Bureau (MTCVB). Beginning FY 2013, the budget
includes funding for operational costs associated with the Aquatic Center expansion, as well as funding for the
Greater Oro Valley Chamber of Commerce. Also refer to the Manager program template for Economic
Development expenditure data prior to FY 2013.
Bed Tax Fund
Bed Tax Fund Overview
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 9.8% due to a decrease in budgeted salary for the Economic Development Specialist
position.
Operations & Maintenance
Operations & Maintenance costs increased 22% to reflect increases in economic development marketing and funding
for the Greater Oro Valley Chamber of Commerce.
Other Financing Uses
Other Financing Uses decreased 21%. The FY 2013 budget included a $300K transfer out to the Aquatic Center
Project Fund for construction of the expanded aquatic center.
2013-2014 Annual Budget Program Budgets187
FY 2012 FY 2014
Actual Budget Projected Budget
40.47 46.68 28.61 29.44
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Parks & Rec Administration 266,554$ 261,156$ 261,158$ 324,058$ 24.1%
Parks 699,186 728,204 714,745 1,025,172 40.8%
Recreation 301,135 232,714 229,387 267,419 14.9%
Trails 65,884 68,224 68,224 77,892 14.2%
Aquatics 397,130 600,447 593,308 697,441 16.2%
Library 1,153,455 583,413 423,224 - -100.0%
Cultural Resources 153,623 286,142 236,784 144,973 -49.3%
3,036,967$ 2,760,300$ 2,526,830$ 2,536,955$ -8.1%
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Charges for Services 318,285$ 295,000$ 335,000$ 476,500$ 61.5%
Other Intergovernmental Revenue 574,589 583,413 412,339 - -100.0%
State Grants 25,000 195,000 17,000 180,000 -7.7%
917,874$ 1,073,413$ 764,339$ 656,500$ -38.8%
Total FTEs
FY 2013
FY 2014 Expenditures by Category
FY 2013
Expenditures by Division
Revenue Sources
FY 2013
FY 2014 Expenditures by Division
This department represents municipal services in five areas, including parks, recreation, trails, aquatics, and cultural and
historic resources. This department is further responsible to provide staff support to the Parks and Recreation Advisory
Board and the Historic Preservation Commission. The Cultural Resources Division is responsible for the 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. To note, the Oro Valley
Public Library was previously managed within this department. Effective January 1, 2013, the Oro Valley Public Library
changed from affiliate status to branch status, and operations were assumed by Pima County.
Parks and Recreation
Overview
P&R
Administration
324,058
13%
Parks
1,025,172
40%Recreation
267,419
11%
Trails
77,892
3%
Aquatics
697,441
27%
Cultural
Resources
144,973
6%
Personnel
1,264,872
50%
O&M
1,087,083
43%
Capital
185,000
7%
2013-2014 Annual Budget Program Budgets188
Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Parks and Recreation
To enhance the quality of life for all Oro Valley residents by providing exceptional community facilities and programs
for all ages.
Focus Area: Fiscal Responsibility
■ Purchase, install and implement new Topaz Signature
Device in coordination with RecTrac software to eliminate
need of keeping paper copies of hold harmless forms and
waivers
■ Create an Aquatics Center procedural manual for cash
handling, operations, and training
Focus Area: Communication
■ Develop and implement a Parks & Recreation program
guide to be published three times per year
■ Develop high quality advertisement and flyers to promote
Aquatic Center, Steam Pump Ranch, trails, and recreation
programming
■ Continue to use the RecTrac database and Facebook to
promote programs and events
Focus Area: Economic Development
■ Continue to recruit and secure large swim meets
■ Support cultural events at Steam Pump Ranch, Aquatic
Center, and multi-use paths/bike/run events
■ Continue strong partnership with Visit Tucson (formerly
Metropolitan Tucson Convention and Visitors Bureau) and
seek out other strategic partners
■ Complete the Cañada Del Oro multi-use path
■ Continue to seek funding to complete Cañada Del Oro
loop and Steam Pump Ranch implementation
Parks and Recreation Administration
− Implemented installment billing feature for the Aquatic Center to
allow customers to purchase month to month passes using a credit
card or via Automated Clearing House (ACH)
−Created a comprehensive policy for jumping castle usage at James
D. Kriegh (JDK) Park including an approved Town vendor list
− Created procedures, updated website information and the software
system, created forms and an online form for archery
− Updated current web information, brochures and software system to
include new ramadas at Honeybee Canyon Park
– Updated the RecTrac software with options for daily archery passes
and annual archery passes to include prorating on a quarterly basis
– Hired new Parks & Recreation Director
Aquatics
– Completed the $5 million Aquatic Center construction project,
opening doors March 15
– Implemented RecTrac, point of sale and reservation system
− Hired/trained more than 70 new staff (lifeguards and facility
attendants)
− Hosted 8U state championships swim meet
– Hosted State Synchronized Swimming meet
– Hosted Masters Zone short course meet
– Hosted Oro Valley Open meet
Trails
– Oro Valley named Playful City Community USA 2013 for third
consecutive year
– Obtained Nutro Company grant for JDK dog park improvements
− Held Oro Valley's 5th Annual Bike to Work
Recreation
– Hosted the Town's annual tree lighting celebration
− Hosted the first Demo Day at the archery range at Naranja Park
− Completed archery instructors training for all staff
− Hosted 2nd Annual MOVE across 2 Ranges Hiking Challenge
– Coordinated the Kids Fun Run in conjunction with Arizona Distance
Classic Event
– Held Amphibious Athlete Summer Camp
– Held fall and spring break camps
– Improved field lease agreements
2013-2014 Annual Budget Program Budgets189
FY 2013 Highlights (Continued)FY 2014 Goals and Objectives (Continued)
Highlights & Goals (Continued)Parks and Recreation
Parks
− Provided design and implementation for new Aquatic Center
landscape
− Installed new shade structure over playgrounds at JDK Park
− Provided design and labor for completion of Steam Pump Ranch
historic garden fence and gates
− New restroom installed and brought on-line at Steam Pump Ranch
– Installed a new north main entrance gate and vehicular turn-around
at Steam Pump Ranch according to Arizona Department of
Transportation standards
– Repaired middle roof of Leiber house at Steam Pump Ranch
– Developed and installed archery range at Naranja Park to include a
fixed range and walking course
– Oversaw an Eagle Scout project for trail work on new archery range
walking course
– New synthetic turf added to Town Hall courtyard area
– Honeybee Canyon Park brought on-line after transfer from Pima
County
– Set up and recorded data for tree inventory at JDK Park, Riverfront
Park, Steam Pump Ranch and La Cañada Drive right-of-way from
Tangerine to Lambert Lane via a US Forestry grant
Library
– Successfully transferred Library services from the Town to Pima
County
Cultural Resources
– Successfully held fall and spring festivals at Steam Pump Ranch
– Implemented Steam Pump Ranch docent training
– Implemented 2nd Saturday program at Steam Pump Ranch
– Installed a Welcome to Steam Pump Ranch sign
Focus Area: Community Services
■ Offer year round swimming lesson program
■ Further develop competition swimming offerings for youth
and adults
■ Implement recreation/cultural programming at Steam
Pump Ranch
■ Investigate partnership opportunities to host special events
at Steam Pump Ranch
■ Complete Aquatic Center's landscape
■ Bring on-line Cañada Del Oro Linear Park (multi-use trail)
addition from First Avenue to Steam Pump Village
■ Construct the west archery walking course at Naranja Park
■ Install a new ramada and entry sign at Steam Pump Ranch
■ Develop the Farmer's Market area at Steam Pump Ranch
■ Upgrade the central courtyard area at Town Hall Campus
■ Begin the implementation of the Naranja Park Master Plan
Update
2013-2014 Annual Budget Program Budgets190
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Park acres per 1,000 residents 10.63 10.73 10.73
►Parks and Recreation FTEs per 1,000 population 0.51 0.66 0.72
►Percentage cost recovery for Aquatics division (a)(a)30%
(a) Due to closure of the pool in April 2012 for construction of an
expanded facility, the estimated cost recovery percentages are not provided
►Percentage cost recovery for recreation programs 53% 65% 65%
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of park acres maintained 436 440 441
►Annual swimming pool attendance 100,000 100,000 250,000
►Number of summer camp attendees 250 450 550
►Number of spring and fall camp attendees 60 55 75
►Hours of ball field usage 8,000 9,987 9,000
Performance Measures
Workload Indicators
Measures & Indicators Parks and Recreation
2013-2014 Annual Budget Program Budgets191
Organizational Chart
PARKS AND RECREATION
DEPARTMENT DIRECTOR
PARKS AND
RECREATION
STEAM PUMP
RANCH
CULTURAL
RESOURCES
AQUATICS
Parks and Recreation
PARKS
RECREATION
ADMINISTRATION
TRAILS
2013-2014 Annual Budget Program Budgets192
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Parks and Recreation Director 0.90 0.90 0.90 1.00 0.10
Senior Office Specialist 0.90 0.90 0.90 1.00 0.10
Office Assistant 0.48 1.00 1.00 1.00 -
Total FTEs 2.28 2.80 2.80 3.00 0.20
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 201,159$ 193,394$ 209,443$ 206,530$ 6.8%
Operations & Maintenance 56,663 67,762 51,715 117,528 73.4%
Capital 8,732 - - - 0.0%
Total Expenditures 266,554$ 261,156$ 261,158$ 324,058$ 24.1%
The Parks and Recreation Administration Division is responsible for program registrations, processing fees and
making deposits, coordinating facility reservations, responding to email inquiries, and clerical and organizational
support to the entire department. Additionally, this division provides administrative support to the Parks and
Recreation Advisory Board.
Parks & RecreationProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 6.8% due to reallocation of staff time among program areas and for merits budgeted in FY
2014.
Operations & Maintenance
Operations & Maintenance increased 73.4%. This is due to fleet maintenance costs that were previously budgeted in
General Administration, as well as vehicle replacement charges and vehicle reserve set-aside charges for future year
replacement. The purchase of the vehicles will be through the Town's Fleet Fund.
Administration Program Overview
2013-2014 Annual Budget Program Budgets193
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Parks Maintenance Manager 0.80 0.85 0.85 1.00 0.15
Parks Maintenance Crew Lead 0.80 1.00 1.00 1.00 -
Senior Parks Maint Worker 1.80 2.80 2.80 3.00 0.20
Parks Maintenance Worker 2.80 1.50 1.50 2.35 0.85
Park Monitor 0.70 1.23 1.23 1.23 -
Total FTEs 6.90 7.38 7.38 8.58 1.20
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 353,691$ 375,939$ 375,939$ 437,347$ 16.3%
Operations & Maintenance 303,531 293,265 274,665 502,825 71.5%
Capital 41,964 59,000 64,141 85,000 44.1%
Total Expenditures 699,186$ 728,204$ 714,745$ 1,025,172$ 40.8%
The Parks Division is responsible for building maintenance, janitorial services, turf management, landscape
maintenance and property upkeep for all parks, natural trails, and bicycle/pedestrian oasis facilities. Parks is also
responsible for the landscape maintenance at Town Hall, including the Police Department. Parks oversees all parks
construction projects, including new construction, renovations and repairs.
Parks & RecreationProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 16.3% due to an additional part-time Parks Maintenance Worker, reallocation of staff time
among program areas, and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 71.5% due to increased costs in several areas, including utilities and waste
disposal fees, field supplies, and outside professional services.
Capital
Budgeted capital in FY 2014 includes initial costs of a master plan update for Naranja Park, a Town Hall courtyard
upgrade, and a grant matching amount for restrooms at Naranja Park.
Parks Program Overview
2013-2014 Annual Budget Program Budgets194
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Recreation Manager 0.90 0.90 0.90 0.80 (0.10)
Assistant Recreation Manager 0.90 0.90 0.90 1.00 0.10
Recreation Leader 0.40 0.40 0.40 0.40 -
Recreation Aide 1.50 1.50 1.50 1.50 -
Total FTEs 3.70 3.70 3.70 3.70 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 145,999$ 152,260$ 143,137$ 150,269$ -1.3%
Operations & Maintenance 155,136 80,454 86,250 117,150 45.6%
Capital - - - - 0.0%
Total Expenditures 301,135$ 232,714$ 229,387$ 267,419$ 14.9%
The Recreation Division is responsible for providing recreational programs, activities, classes, hikes, and special
events for all ages. This division is also responsible for ball field management and contracts.
Parks & RecreationProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 1.3% due to reallocation of staff time among program areas.
Operations & Maintenance
Operations & Maintenance increased 45.6% due to an increase in contracted recreation programs.
Recreation Program Overview
2013-2014 Annual Budget Program Budgets195
FY 2012 FY 2013 FY 2013 FY 2014 VarianceActualBudgetProjectedBudget to Budget
Personnel
Multimodal Planner 0.90 0.90 0.90 1.00 0.10
Total FTEs 0.90 0.90 0.90 1.00 0.10
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 64,251$ 65,695$ 65,695$ 75,052$ 14.2%
Operations & Maintenance 1,633 2,529 2,529 2,840 12.3%
Capital - - - - 0.0%
Total Expenditures 65,884$ 68,224$ 68,224$ 77,892$ 14.2%
Parks & Recreation
The Trails Division is responsible for insuring that the Town's Trails Plan, as well as the Pedestrian & Bicycle Plan,
are implemented and followed. This section handles grant writing for the department, addresses trail issues,
manages the Adopt-a-Trail program, and provides public information, safety and instructional programs.
Additionally, Trails performs development review to insure that all "bike, ped & trails" issues are properly addressed
when development occurs.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 14.2% due to reallocation of staff time among program areas and merits budgeted in FY
2014.
Operations & Maintenance
Operations & Maintenance increased 12.3% due to an increase in trail programs.
Trails Program Overview
2013-2014 Annual Budget Program Budgets196
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Aquatics Manager 1.00 1.00 1.00 1.00 -
Assistant Aquatics Manager - 1.00 1.00 1.00 -
Facility Supervisor - 1.36 1.36 1.36 -
Shift Leader - 2.72 2.72 2.72 -
Facility Attendants - 2.40 2.40 2.88 0.48
Water Safety Instructor 6.32 4.00 4.00 4.00 -
Total FTEs 7.32 12.48 12.48 12.96 0.48
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 180,889$ 333,547$ 326,408$ 381,701$ 14.4%
Operations & Maintenance 198,486 266,900 256,763 297,740 11.6%
Capital 17,755 - 10,137 18,000 0.0%
Total Expenditures 397,130$ 600,447$ 593,308$ 697,441$ 16.2%
Parks & Recreation
The Aquatics Division is responsible for the safe operation, maintenance and management of the Oro Valley
Aquatic Center. This facility was expanded in FY 2013 and includes an Olympic-sized swimming pool, a 25-yard
pool, a splash pad for children and other family-friendly amenities. The facility will serve as one of Southern
Arizona's premier, competition-level facilities. FY 2014 will be the first full fiscal year of expanded operations.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 14.4% due to additional Facility Attendants and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 11.6% as a result of increased costs anticipated with the first full fiscal year of
expanded operations.
Aquatics Program Overview
2013-2014 Annual Budget Program Budgets197
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Library Services Manager 1.00 1.00 - - (1.00)
Librarian II 4.00 4.00 - - (4.00)
Library Associate 4.48 4.48 - - (4.48)
Library Technical Assistant II 4.51 4.51 - - (4.51)
Library Technical Assistant I 3.08 3.08 - - (3.08)
Office Specialist 1.00 1.00 - - (1.00)
Total FTEs 18.07 18.07 - - (18.07)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 820,509$ 417,363$ 393,224$ -$ -100.0%
Operations & Maintenance 332,946 166,050 30,000 - -100.0%
Capital - - - - 0.0%
Total Expenditures 1,153,455$ 583,413$ 423,224$ -$ -100.0%
Effective January 1, 2013, the Oro Valley Public Library changed from affiliate status to branch status, and
operations were assumed by Pima County.
LibraryProgram Budgets
Library Program Overview
2013-2014 Annual Budget Program Budgets198
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Parks and Recreation Director 0.10 0.10 0.10 - (0.10)
Multimodal Planner 0.10 0.10 0.10 - (0.10)
Parks Maintenance Manager 0.20 0.15 0.15 - (0.15)
Parks Maintenance Crew Lead 0.20 - - - -
Senior Parks Maintenance Worker 0.20 0.20 0.20 - (0.20)
Parks Maintenance Worker 0.20 0.50 0.50 - (0.50)
Recreation Manager 0.10 0.10 0.10 0.20 0.10
Assistant Recreation Manager 0.10 0.10 0.10 - (0.10)
Senior Office Specialist 0.10 0.10 0.10 - (0.10)
Total FTEs 1.30 1.35 1.35 0.20 (1.15)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 80,854$ 78,954$ 79,684$ 13,973$ -82.3%
Operations & Maintenance 50,283 107,000 48,064 49,000 -54.2%
Capital 22,486 100,188 109,036 82,000 -18.2%
Total Expenditures 153,623$ 286,142$ 236,784$ 144,973$ -49.3%
The Cultural Resources Division is responsible for the management of all town historic and cultural
properties, such as Steam Pump Ranch. Additionally, this Division writes and manages grants, and is
responsible for implementation and follow-through of master plans for town historic sites and cultural
resources.
Cultural ResourcesProgram Budgets
Cultural Resources Program Overview
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 82.3% due to reallocation of staff time among program areas.
Operations & Maintenance
Operations & Maintenance decreased 54.2% due to grant capacity that was budgeted in FY 2013.
Capital
Budgeted capital in FY 2014 is for improvements at Steam Pump Ranch.
2013-2014 Annual Budget Program Budgets199
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Capital 30,245$ 130,188$ 139,477$ -$ -100.0%
Total Expenditures 30,245$ 130,188$ 139,477$ -$ -100.0%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Charges for Services 835$ -$ -$ -$ 0.0%
Other Financing Sources 185,240 - - - 0.0%
Total Revenues 186,075$ -$ -$ -$ 0.0%
Revenue Sources
FY 2013
This fund is used to manage the collection and expenditure of recreation in-lieu fees from local residential development.
These funds are designated for Parks and Recreation infrastructure purposes.
Recreation In-Lieu Fee Fund
Overview
FY 2013/2014 Expenditure Changes
Capital
Capital decreased 100%. Projects completed in FY 2013 include construction of a restroom facility at Steam Pump
Ranch as well as upgrading of playground equipment at James D. Kriegh Park.
2013-2014 Annual Budget Program Budgets200
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Capital 309,901$ 400,000$ 90,100$ -$ -100.0%
Total Expenditures 309,901$ 400,000$ 90,100$ -$ -100.0%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Residential Impact Fees 99,542$ 92,001$ 110,000$ 201,297$ 118.8%
Interest Income 317 - 1,150 - 0.0%
Total Revenues 99,859$ 92,001$ 111,150$ 201,297$ 118.8%
Revenue Sources
FY 2013
This fund is used to manage the collection and expenditure of development impact fees dedicated to parks and recreation
purposes. Parks & Recreation impact fees are assessed on residential development within the Town.
Parks & Recreation Impact Fee Fund
Overview
FY 2013/2014 Expenditure Changes
Capital
Capital decreased 100% due to completion of construction on the expanded aquatic facility in FY 2013.
2013-2014 Annual Budget Program Budgets201
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance 75,890$ -$ 218$ -$ 0.0%
Capital 1,162 4,810,000 4,600,000 - -100.0%
Total Expenditures 77,052$ 4,810,000$ 4,600,218$ -$ -100.0%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Other Financing Sources 3,193,835$ 1,460,000$ 1,460,000$ -$ -100.0%
Donations 5,550 300,000 30,000 30,000 -90.0%
Total Revenues 3,199,385$ 1,760,000$ 1,490,000$ 30,000$ -98.3%
Revenue Sources
FY 2013
The Aquatic Center Project Fund was a new Capital Project Fund in FY 2013. This fund was used to account for
construction of an expanded town aquatic facility.
Aquatic Center Project Fund
Overview
FY 2013/2014 Expenditure Changes
Capital
Capital decreased 100%. Construction of the expanded town aquatic facility was completed in March 2013.
2013-2014 Annual Budget Program Budgets202
FY 2012 FY 2014
Actual Budget Projected Budget
128.21 131.69 131.69 134.13 **
** Note: Beginning FY 2013, figure includes 3 FTEs funded with Seizure Funds
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Administration (inc PD Impact Fees)865,531$ 1,080,958$ 1,066,271$ 1,101,278$ 1.9%
Support Services 4,940,309 5,496,303 5,435,975 6,608,522 20.2%
Field Services 5,908,579 6,133,832 6,133,832 6,440,160 5.0%
Professional Dev. & Training 195,865 177,813 177,813 190,750 7.3%
Professional Standards 107,706 108,183 108,183 114,233 5.6%
12,017,990$ 12,997,090$ 12,922,074$ 14,454,943$ 11.2%
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Federal Grants 484,345$ 558,000$ 704,232$ 576,490$ 3.3%
State Grants 184,114 65,000 108,700 182,700 181.1%
Seizures & Forfeitures - 192,616 192,616 202,438 5.1%
Report Copying 16,921 2,900 5,600 5,500 89.7%
Impound Processing 37,040 47,503 47,503 47,500 0.0%
Police Department Impact Fees - 89,066 82,646 - -100.0%
Other 19,387 27,500 39,500 26,700 -2.9%
741,807$ 982,585$ 1,180,797$ 1,041,328$ 6.0%
Expenditures by Division
FY 2014 Expenditures by Division
Revenue Sources
Total FTEs
FY 2013
FY 2014 Expenditures by Category
FY 2013
FY 2013
The Oro Valley Police Department (OVPD) is committed to providing public safety services to ensure a safe
environment. This is accomplished through collaborative partnerships between our organization, our citizens,
business owners/managers, schools, community organizations, media, and other government partners. OVPD
members seek the highest amount of professional development with one S.E.R.V.I.C.E. vision in mind:
Seek Excellence Remain Vigilant Involve Community Enforcement
Police
Overview
Prof Dev &
Training
190,750
1%
Prof.
Standards
114,233
1%
Admin
1,101,278
8%
Support
Services
6,608,522
45%
Field Services
6,440,160
45%
Capital
508,340
4%
Grant Funded
Capital
46,000
0%
O&M
1,928,927
13%
Personnel
11,971,676
83%
2013-2014 Annual Budget Program Budgets203
Mission
FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Police
We, the members of the Oro Valley Police Department, are dedicated to providing excellent service through
partnerships that build trust, eliminate crime, create a safe environment and enhance the quality of life within our
community.
− Dispose-A-Med program awarded Common Ground Celebration
Award by Metropolitan Pima Alliance
– 155 active businesses in the Adopt-A-Business Program
− Lead K9 Handler and canine partner named Team Leader for the
Pima Regional Bomb Squad; conducted 619 explosive detection
searches
− Citizen Volunteer Assistants Program (CVAP) members
contributed 14,455 volunteer hours, valued in excess of $320,000
− Updated the Town's Emergency Operations Plan
− Coordinated and hosted National Night Out
− Hosted two week Explorer Academy with participating
jurisdictions− In conjunction with the Fraternal Order of Police, helped raise
$5,000 by organizing and hosting the Rosie Fishing Derby to
benefit Special Olympics
− Chief appointed to serve on the High Intensity Drug Trafficking
Areas (HIDTA) program Management Sub-Committee− Chief continued to serve as Chairman of the Arizona Criminal
Justice Commission, and was elected to Chair the Pima County
Wireless Integrated Network (PCWIN) Executive Committee
− Continued to sponsor back to school and Christmas 'Shop with a
Cop' program− Completed upgrades to interview room recording equipment,
Quetel evidence system and Cellebrite forensic system
− Finalized construction of impound lot at the Municipal Operations
Center (MOC), as well as remodeling project of the main station
− Utilized grant and seizure funding for purchase of generator and
installation of video conferencing equipment at Tangerine
emergency command center
− School Resource Officer (SRO) Unit selected, through
nomination, as a model SRO Unit by Arizona School Resource
Officer Association− First police agency in Southern Arizona to use the Axon Flex® On-
Officer Camera System
− Introduced High Visibility Enforcement ("HiVE") traffic program to
reduce collisions at two of the town's most dangerous intersections
− Participated in the development and completion of the PCWIN
Cooperative Business Plan and Governance documents
Focus Area: Fiscal Responsibility
■ Maintain a balanced budget
■ Maximize use of non-Town funding sources by
participating in task force operations
■ Secure outside grant funding from federal, state, and
local sources
■ Research and pursue alternatives for a new police
evidence facility
■ Continue police station improvement project to protect
the Town's assets and avoid infrastructure deterioration
■ Participate in efforts to annex additional areas
Focus Area: Communication
■ Provide effective citizen outreach, communication and
education through Citizen Academy, Teen Academy,
neighborhood meetings, public meetings, Town website,
HOA Forums, special events and programs
■ Participate in joint Council and staff workshops to ensure
good participation and effective implementation of goals
■ Continue project to update and revise Department Policies
and Directives
■ Adopt new businesses as they open to provide support
and safety information
■ Complete and publish Annual Report
■ Ensure continuing development of all staff, especially as
related to succession planning
■ Maintain strong regional collaborative relationships
■ Update OVPD's Business Continuity Plan
■ Continue to work as a team internally and with other
departments to meet Town goals
Focus Area: Economic Development
■ Participate in Town annexation efforts
■ Ensure a safer community by reducing crime and
reducing fear of crime where residents and visitors feel
secure and property is protected
Focus Area: Community Services
■ Adopt new businesses as they open and cultivate
relationships to create a business friendly environment
■ Continue conducting Dispose-a-Med program
■ Ensure a safer community by reducing crime and
reducing fear of crime where residents and visitors feel
secure
2013-2014 Annual Budget Program Budgets204
CY 2012 CY 2013 CY 2014
Actual Estimate Projected
►Percentage of Priority I calls responded to in less than five minutes 83% 86% 89%
►Percentage of Priority II calls responded to in less than eight minutes 89% 91% 93%
►Percentage of residents on OVPD Citizen Satisfaction Survey that rated 95% 95% 95%
neighborhood walking safety during the day as reasonably safe or above
►Percentage of residents on OVPD Citizen Satisfaction Survey that rated 77% 79% 80%
neighborhood walking safety during the night as reasonably safe or above
►Percentage of residents on OVPD Citizen Satisfaction Survey rating their 88% 88% 87%
police services above average (of those who indicated they had contact
with the Police Department during the last 12 months) *Rating of a 7 or above on a scale of 1 to 10
CY 2012 CY 2013 CY 2014
Actual Estimate Projected
►Calls for service 16,876 16,976 17,142
►Number of incoming emergency and non-emergency phone calls 58,485 56,889 55,687
answered by police dispatchers
►Number of Priority I calls 251 250 257
►Number of Priority II calls 780 644 630
►Reported traffic accidents 537 495 491
Note: These figures are within a range, and reflect the median for those ranges
Workload Indicators
Performance Measures
Measures & Indicators Police
2013-2014 Annual Budget Program Budgets205
PoliceOrganizational Chart
ADMINISTRATION
Chief of Police
PROFESSIONAL
DEVELOPMENT &
TRAINING
SUPPORT SERVICES
ADMINISTRATION
SUPPORT
SERVICES
CRIMINAL
INVESTIGATIONS
PATROLPROPERTY/ID MOTOR/TRAFFIC
FIELD SERVICES
ADMINISTRATION
SCHOOL RESOURCE
OFFICER
TASK FORCE
COMMUNITY
RESOURCES
COMMUNICATIONS
RECORDS
PROFESSIONAL
STANDARDS
FIELD
SERVICES
COMMUNITY
ACTION TEAM
Deputy Chief of Police
FLEET
INFORMATION
TECHNOLOGY
TECHNICAL
SERVICES
SPECIAL
OPERATIONS
K-9 UNIT
DUI
REGIONAL
SWAT
2013-2014 Annual Budget Program Budgets206
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
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 -
Administrative Services Mgr 1.00 1.00 1.00 1.00 -
Total FTEs 4.00 4.00 4.00 4.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 489,737$ 541,387$ 541,387$ 547,433$ 1.1%
Operations & Maintenance 375,794 450,505 440,600 553,845 22.9%
Capital (incl PD impact fees)- 89,066 84,284 - -100.0%
Total Expenditures 865,531$ 1,080,958$ 1,066,271$ 1,101,278$ 1.9%
The Oro Valley Police Department (OVPD) is a true community policing organization and understands community
policing is a "way of life" for an organization. In Oro Valley, community policing is considered a core value that underlies
all programs and initiatives. The Police Department Administration embodies this philosophy and guides all staff
towards embracing this philosophy throughout the entire organization.
PoliceProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 1.1% to reflect merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 22.9% for building repair & maintenance, travel & training, telecommunications and
gas & electricity costs.
Capital
Capital decreased 100% due to new vehicle replacements budgeted in FY 2013. These vehicles were purchased with
Police impact fees.
2013-2014 Annual Budget Program Budgets207
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Reserve Officer 0.96 - - - -
Training Officer 1.00 1.00 1.00 1.00 -
Total FTEs 1.96 1.00 1.00 1.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 116,063$ 90,978$ 90,978$ 92,250$ 1.4%
Operations & Maintenance 79,802 86,835 86,835 98,500 13.4%
Capital - - - - 0.0%
Total Expenditures 195,865$ 177,813$ 177,813$ 190,750$ 7.3%
Police
Professional Development & Training is tasked to ensure that members provide the most efficient and effective public
safety service to the community in support of a community policing philosophy. Personnel are trained to deliver a high
level of service that not only meets community expectations but also allows our staff to maintain professional
certifications. Professional Development & Training focuses on developing the skills, abilities, knowledge, and talents of
the OVPD to maintain professional and expert service. This program is also responsible for new-hire recruit officer
orientation. This orientation is provided to prepare new officers for the stresses of attending a police academy along with
orienting them to Oro Valley.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 1.4% to reflect increased pension costs.
Operations & Maintenance
Operations & Maintenance increased 13.4% due mainly to increased field supplies costs.
2013-2014 Annual Budget Program Budgets208
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
Total FTEs 1.00 1.00 1.00 1.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 104,903$ 103,683$ 103,683$ 107,583$ 3.8%
Operations & Maintenance 2,803 4,500 4,500 6,650 47.8%
Capital - - - - 0.0%
Total Expenditures 107,706$ 108,183$ 108,183$ 114,233$ 5.6%
Police
It is the policy of the OVPD to thoroughly investigate all complaints against its employees in order to preserve public
confidence in our willingness to oversee and control the actions of our employees. The Office of Professional
Standards (O.P.S.) is managed by a sergeant who oversees and investigates citizens complaints and internally
ordered inspections. O.P.S. also maintains records of use of force incidents, vehicle pursuits and policy revisions.
Finally, O.P.S. conducts the hiring process and background investigations for interested Police Department applicants.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.8% due to step increases budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 47.8% due to an increase in outside professional services costs.
2013-2014 Annual Budget Program Budgets209
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Commander 1.00 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 2.00 -
Emergency Response Planner - 1.00 1.00 1.00 -
Senior Office Specialist - - - 1.00 1.00
Office Specialist 1.00 1.00 1.00 - (1.00)
Total FTEs 4.00 5.00 5.00 5.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 449,383$ 515,581$ 515,581$ 535,476$ 3.9%
Operations & Maintenance 4,437 400 500 800 100.0%
Capital - - - - 0.0%
Total Expenditures 453,820$ 515,981$ 516,081$ 536,276$ 3.9%
Police
The Support Services Division (SSD) provides the necessary support and enhancement to the Field Services Division
and Administration. SSD personnel are specially trained in law enforcement functions specific to the organization and
community, which enhance our ability to provide service. SSD must consistently evaluate the service efforts of the
department and make changes based upon these efforts. This is accomplished through technology, expertise,
resource allocation, intelligence gathering, and education.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 3.9% due to merits and a position reclass budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 100% due to increased field supplies costs.
2013-2014 Annual Budget Program Budgets210
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
Detective 5.00 6.00 6.00 6.00 -
Crime Analyst 1.00 1.00 1.00 - (1.00)
Total FTEs 7.00 8.00 8.00 7.00 (1.00)
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 703,011$ 747,863$ 747,863$ 707,152$ -5.4%
Operations & Maintenance 9,087 10,525 11,655 14,400 36.8%
Capital - - - - 0.0%
Total Expenditures 712,098$ 758,388$ 759,518$ 721,552$ -4.9%
Police
The Criminal Investigations Unit (CIU) is the primary investigative arm of the OVPD and is responsible for investigating
all major crimes that occur in Oro Valley. These crimes include Crimes against Person(s) - Homicide, Sexual Assault,
Aggravated Assault, etc., and Crimes against Property - Burglary, Larceny, Auto Theft, etc.
Detectives are cross-trained to investigate the various types of crimes committed in Oro Valley and many of them
network with task force groups outside Oro Valley to enhance service within our community.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs decreased 5.4% due to the Crime Analyst position being relocated to the Field Services Division.
Operations & Maintenance
Operations & Maintenance increased 36.8% due to non-capitalized equipment costs.
2013-2014 Annual Budget Program Budgets211
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
SRO Officer 7.00 7.00 7.00 8.00 1.00
Total FTEs 8.00 8.00 8.00 9.00 1.00
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 707,212$ 753,143$ 753,143$ 852,857$ 13.2%
Operations & Maintenance 532 125 150 100 -20.0%
Capital - - - - 0.0%
Total Expenditures 707,744$ 753,268$ 753,293$ 852,957$ 13.2%
Police
The School Resource Officer (SRO) program is designed upon the "basic triad concept" of being a law enforcement
officer, teacher, and counselor to the school community. This "community" includes the school administration,
faculty and staff, parents, students, and the schools surrounding the Oro Valley community. An SRO provides this
service in many ways while always taking a personal interest in students' lives, activities, and problems. Officers
are assigned to: Canyon del Oro High School, Ironwood Ridge High School, Copper Creek Elementary, Painted
Sky Elementary, and Wilson K-8.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 13.2% due to an additional SRO Officer budgeted in FY 2014. The filling of this position is
contingent upon an intergovernmental agreement for grant funding with Pusch Ridge Christian Academy.
Operations & Maintenance
Operations & Maintenance decreased 20% as field supplies are not budgeted in FY 2014.
2013-2014 Annual Budget Program Budgets212
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
Officer 7.00 7.00 7.00 7.00 -
Total FTEs 8.00 8.00 8.00 8.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 695,227$ 731,983$ 731,983$ 786,220$ 7.4%
Operations & Maintenance - - - - 0.0%
Capital 37,177 88,800 88,800 46,000 -48.2%
Total Expenditures 732,403$ 820,783$ 820,783$ 832,220$ 1.4%
Police
The OVPD is actively involved in multi-jurisdictional joint task forces across southern Arizona.
Counter Narcotics Alliance (CNA) is a multi-jurisdictional drug task force that consists of 18 participating agencies
to include local law enforcement, prosecuting agencies, the Arizona High Intensity Drug Trafficking Area (AZHIDTA),
and the Davis Monthan Air Force Base (DMAFB) operating in the Pima County metro area. Each agency
compliments the task force with staffing and administrative processes.
Drug Enforcement Agency (DEA) has numerous multi-jurisdictional task force groups that include federal agents,
prosecuting agencies, and state and local law enforcement agencies. Each task force takes a different segment of
the trafficking, production and use of drug related crime to combat this national epidemic.
Joint Terrorism Task Force (JTTF) are small cells of highly trained, locally based investigators, analysts, linguists,
SWAT experts, and other specialists from dozens of U.S. law enforcement and intelligence agencies. It is a multi-
agency effort led by the Justice Department and FBI designed to combine the resources of federal, state, and local
law enforcement.
The Gang and Immigration Intelligence Team Enforcement Mission (GIITEM) is a multi-jurisdictional task force
that focuses on street gang crime as well as U.S. border and immigration crimes. GIITEM strives to accomplish its
mission through a task force concept involving personnel from tribal, federal, state, county, and municipal law
enforcement agencies.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 7.4% due to step increases budgeted in FY 2014 and reallocation of officers among program
areas.
Capital
Capital decreased 48.2% due to grant funded equipment that was budgeted in FY 2013. Capital expenditures within this
program area are generally considered contingent upon grant funding and vary widely from year to year.
2013-2014 Annual Budget Program Budgets213
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
Officer/Special Events Coord.- - - 1.00 1.00
Officer 1.00 2.00 2.00 1.00 (1.00)
Total FTEs 2.00 3.00 3.00 3.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 214,375$ 273,261$ 241,055$ 279,424$ 2.3%
Operations & Maintenance 35,346 38,375 37,685 49,390 28.7%
Capital - - - - 0.0%
Total Expenditures 249,721$ 311,636$ 278,740$ 328,814$ 5.5%
Police
The Community Resource Unit (CRU) is dedicated to preventing crime through public education and offers a wide range
of presentations and programs.
Neighborhood Watch Program
Consists of a cohesive body of concerned citizens addressing issues that affect their neighborhood. OVPD has two
officers who organize, train, and provide valuable information to these neighborhoods in order to reduce and prevent
crime. Neighborhood Watch provides communities a direct liaison with the OVPD and quarterly newsletters are
distributed.
Crime Free Multi-Housing Program
This program is similar to Neighborhood Watch but for apartment complexes. It encourages neighbors to interact with
one another but also holds apartment managers to strict criteria when signing new tenants.
Citizen Volunteer Assistants Program (C.V.A.P.)
This program provides the opportunity for citizens to serve their community by assisting the Police department. The
volunteers become an extra set of eyes and ears and assist in many different areas. Volunteers patrol residential
neighborhoods, business complexes, shopping centers and assist with scene security at accidents or crime scenes.
Explorers Program
Consists of young men and women, ages 14 to 21, who are interested in a career in law enforcement. Police officers
are the Explorer advisors and assist in weekly instruction and training. Explorers dedicate themselves to community
service and help the CRU during special events.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 2.3% due to step increases budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 28.7% due to travel & training, uniforms, gas & electricity, field supplies and non-
capitalized equipment.
2013-2014 Annual Budget Program Budgets214
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Communications Supervisor 1.00 1.00 1.00 1.00 -
Lead Dispatcher 3.00 3.00 3.00 3.00 -
Dispatcher 9.00 9.00 9.00 9.00 -
Total FTEs 13.00 13.00 13.00 13.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 790,066$ 825,329$ 825,329$ 868,135$ 5.2%
Operations & Maintenance 2,482 3,350 3,337 3,350 0.0%
Capital - - - - 0.0%
Total Expenditures 792,548$ 828,679$ 828,666$ 871,485$ 5.2%
Police
The Communications Center is the primary answering point for all 9-1-1 emergency calls in Oro Valley. The center
operates 24 hours a day, 7 days a week. Public Safety Communications is skilled emergency service work that
involves receiving emergency and non-emergency requests for police assistance, determining the nature and the
urgency of calls, initiating police or other emergency service personnel action and maintaining close contact with field
units to monitor response and needed support requirements.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 5.2% due to step increases budgeted in FY 2014.
2013-2014 Annual Budget Program Budgets215
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Records Supervisor 1.00 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 5.00 -
Office Assistant 1.25 1.25 1.25 1.25 -
Total FTEs 7.25 7.25 7.25 7.25 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 350,863$ 358,112$ 358,112$ 364,148$ 1.7%
Operations & Maintenance 2,531 2,650 2,650 3,250 22.6%
Capital - - - - 0.0%
Total Expenditures 353,394$ 360,762$ 360,762$ 367,398$ 1.8%
Police
The Records Unit is responsible for processing, distributing, and maintaining all public law enforcement records
generated by OVPD. The Records Unit adheres to the release policy mandated by state law. The Unit is also
responsible for the handling of impound releases of vehicles, verifying the required documentation through the Motor
Vehicle Division, preparing the proper paperwork, and collecting the necessary fees.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 1.7% due to step increases and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 22.6% due to non-capitalized equipment costs.
2013-2014 Annual Budget Program Budgets216
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Detective/IT Manager 1.00 1.00 1.00 1.00 -
Total FTEs 1.00 1.00 1.00 1.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 97,224$ 99,163$ 99,163$ 102,702$ 3.6%
Operations & Maintenance 7,043 21,625 22,050 197,052 811.2%
Capital - - - 148,340 0.0%
Total Expenditures 104,267$ 120,788$ 121,213$ 448,094$ 271.0%
Police
The Information Technology Unit (ITU) provides support service to the department and is responsible for planning,
acquiring, implementing and developing information technology solutions to facilitate the department's mission. The
ITU also evaluates and acquires emerging technologies, information systems and networks that have law enforcement
applications.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.6% due to step increases budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 811.2% for software licensing, equipment repair & maintenance, and
non-capitalized equipment.
Capital
Budgeted capital in FY 2014 includes replacement of servers, computers, and mobile data computers, as well as
several ITU-related projects and system upgrades.
2013-2014 Annual Budget Program Budgets217
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Fleet Maintenance Mechanic II 1.00 1.00 1.00 1.00 -
Reserve Officer - 0.48 0.48 0.48 -
Total FTEs 1.00 1.48 1.48 1.48 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 60,227$ 85,247$ 85,247$ 87,565$ 2.7%
Operations & Maintenance 466,518 494,870 476,470 927,800 87.5%
Capital 68,821 183,093 171,394 - -100.0%
Total Expenditures 595,566$ 763,210$ 733,111$ 1,015,365$ 33.0%
Fleet Maintenance assists with the procurement, outfitting, assigning and maintenance of all vehicles in the OVPD fleet.
Fleet Maintenance ensures that all warranty work is performed and the fleet is maintained to manufacturer specifications
at the most competitive rates available. It is further tasked with preventative safety equipment maintenance.
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 2.7% due to step increases and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 87.5% due to vehicle replacement charges, as well as vehicle reserve set-aside
charges for future year replacement. The purchase of the vehicles will be through the Town's Fleet Fund.
Capital
Capital decreased 100%. Beginning FY 2014 vehicle replacements will be through the Town's Fleet Fund.
PoliceProgram Budgets
2013-2014 Annual Budget Program Budgets218
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Lead IT Forensic Tech 1.00 1.00 1.00 1.00 -
Property/ID Technician 2.00 2.00 2.00 2.00 -
Reserve Officer - 0.48 0.48 0.48 -
Total FTEs 3.00 3.48 3.48 3.48 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 203,689$ 228,858$ 228,858$ 244,161$ 6.7%
Operations & Maintenance 35,059 33,950 34,950 40,200 18.4%
Capital - - 350,000 0.0%
Total Expenditures 238,748$ 262,808$ 263,808$ 634,361$ 141.4%
Police
The Property and ID Unit is staffed with skilled technicians that locate, collect, secure and preserve a variety of critical,
physical and sometimes fragile evidence at crime scenes. Technicians must write accurate narratives, follow up on
collected evidence for scientific analysis, liaison with other agencies for complete related casework, and prepare
testimony for court proceedings.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 6.7% due to step increases budgeted in FY 2014 and reallocation of Reserve Officers among
program areas.
Operations & Maintenance
Operations & Maintenance increased 18.4% due to increased field supplies and outside professional services costs.
Capital
Budgeted capital in FY 2014 is for an expanded property and evidence storage facility.
2013-2014 Annual Budget Program Budgets219
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Commander 1.00 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 2.00 -
Crime Analyst - - - 1.00 1.00
Emergency Response Planner 1.00 - - - -
Senior Office Specialist 1.00 1.00 1.00 2.00 1.00
Office Specialist 1.00 1.00 1.00 - (1.00)
Total FTEs 6.00 5.00 5.00 6.00 1.00
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 606,341$ 523,232$ 523,232$ 628,220$ 20.1%
Operations & Maintenance 669 1,500 1,500 1,500 0.0%
Capital - - - - 0.0%
Total Expenditures 607,010$ 524,732$ 524,732$ 629,720$ 20.0%
The Field Services Division (FSD) is the largest division of the Police Department and is comprised of officers and
supervisors who provide the "front line" service to the community. FSD must continually monitor crime trends,
deployment methods, beat structure, business and neighborhood issues and response times to ensure that the
department is providing the most efficient and effective services.
PoliceProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 20.1% due to a position reassignment from another program area, a position reclassification, and
merits budgeted in FY 2014.
2013-2014 Annual Budget Program Budgets220
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 6.00 6.00 6.00 6.00 -
Lead Officer 6.00 6.00 6.00 7.00 1.00
K-9 Officer 3.00 3.00 3.00 2.00 (1.00)
DUI Officer 2.00 2.00 2.00 2.00 -
Officer 29.00 30.00 30.00 30.00 -
Reserve Officer - 0.48 0.48 1.92 1.44
Total FTEs 46.00 47.48 47.48 48.92 1.44
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 4,134,865$ 4,206,906$ 4,206,906$ 4,366,845$ 3.8%
Operations & Maintenance 9,371 15,655 15,655 16,390 4.7%
Capital - - - 10,000 0.0%
Total Expenditures 4,144,236$ 4,222,561$ 4,222,561$ 4,393,235$ 4.0%
Police
The Patrol Division consists of six (6) Squads, supplemented by one (1) Motorcycle Squad. The Patrol Division focuses
on providing 24 hours, 7 days a week police service to the citizens, schools, business owners, employees and visitors of
Oro Valley. OVPD divides the Town into four (4) separate geographical patrol areas. Patrol deployment methods are
based on a variety of factors with the most significant factors being response times, call loads, crime statistics, and
neighborhood issues. The Patrol Division focuses on high visibility patrol and strict enforcement to deter crime from our
community. Programs like Adopt-A-Business allow patrol officers to work cooperatively with a segment of our community
in a proactive manner to solve issues before they become problems. K-9 officers and DUI officers are incorporated within
the Patrol Division providing service 7 days a week.
K-9
Three K-9 teams (handler/canine) are deployed throughout the week. Two teams are "dual purpose" and are trained in
two specific areas; patrol/handler protection, and narcotics detection. The remaining team is trained to detect explosives
and an accelerant component used to make explosive devices, and is a member of the Pima Regional Bomb Squad. Two
separate canine breeds are used: German Shepard and Belgium Malinois.
DUI
The DUI Unit is comprised of two officers whose primary function is to actively seek impaired drivers. Patrol Officers who
have developed special skills in the area of drug recognition and phlebotomy supplement them in their task. DUI Officers
assume the lead investigative role in impairment investigations initiated by Patrol Officers and are well versed in the field
of impaired driver investigations. OVPD is a participant in the Southern Arizona DUI Task Force and participates in task
force deployments annually.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.8% due to additional reserve officers and step increases budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 4.7% due to field supplies and memberships & subscriptions.
Capital
Budgeted capital in FY 2014 is for a replacement canine.
2013-2014 Annual Budget Program Budgets221
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
Lead Officer 1.00 1.00 1.00 1.00 -
Officer/Special Events Coord.1.00 - - - -
Motorcycle Officer 7.00 7.00 7.00 7.00 -
Total FTEs 10.00 9.00 9.00 9.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 691,771$ 824,893$ 824,893$ 836,417$ 1.4%
Operations & Maintenance 12,131 16,000 16,000 14,700 -8.1%
Capital - - - - 0.0%
Total Expenditures 703,902$ 840,893$ 840,893$ 851,117$ 1.2%
Police
The goals of the Oro Valley Motor Unit are: to respond to citizens traffic concerns; be highly visible to the public and;
enforce traffic laws. By staying proactive and achieving these goals, the Motor Unit is able to deter criminal behavior
from residing in or targeting Oro Valley. The three measures deploying the Motor Unit are: highest collision
intersections, special events, and citizen traffic concerns.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 1.4% due to step increases budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 8.1% due to non-capitalized equipment and memberships & subscriptions.
2013-2014 Annual Budget Program Budgets222
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Sergeant 1.00 1.00 1.00 1.00 -
Lead Officer 1.00 1.00 1.00 1.00 -
Officer 3.00 4.00 4.00 4.00 -
Total FTEs 5.00 6.00 6.00 6.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 453,431$ 545,346$ 545,346$ 565,088$ 3.6%
Operations & Maintenance - 300 300 1,000 233.3%
Capital - - - - 0.0%
Total Expenditures 453,431$ 545,646$ 545,646$ 566,088$ 3.7%
Police
The Community Action Team (C.A.T.) serves as one of OVPD's most pro-active and successful community policing
initiatives. The primary premise of C.A.T. is to focus on the "root-causes" of problems and identify which crimes
lead to secondary crimes and how they are associated. C.A.T. members spend a great deal of time gathering
information on specific issues through various connections with other law enforcement organizations and the public.
These "partnerships" foster trust between the community and our organization and has been paramount in our
ability to combat crime.
Program Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel costs increased 3.6% due to step increases budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 233.3% due to non-capitalized equipment.
2013-2014 Annual Budget Program Budgets223
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Capital -$ 89,066$ 82,646$ -$ -100.0%
Total Expenditures -$ 89,066$ 82,646$ -$ -100.0%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Residential Impact Fees 26,195$ 48,376$ 48,376$ 106,393$ 119.9%
Commercial Impact Fees 4,423 1,464 13,000 999 -31.8%
Interest Income 80 - 700 - 0.0%
Total Revenues 30,698$ 49,840$ 62,076$ 107,392$ 115.5%
Revenue Sources
FY 2013
This fund is used to manage the collection and expenditure of development impact fees dedicated to public safety
purposes. Police impact fees are assessed on both residential and commercial development within the Town.
Police Impact Fee Fund
Overview
FY 2013/2014 Expenditure Changes
Capital
Capital decreased 100%. Budgeted capital in FY 2013 was for two new vehicles.
2013-2014 Annual Budget Program Budgets
224
FY 2012 FY 2014
Actual Budget Projected Budget
36.00 36.00 36.00 37.00
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Administration 6,560,252$ 8,551,015$ 8,486,353$ 9,414,859$ 10.1%
Engineering & Planning 3,420,479 2,827,321 2,468,384 1,694,275 -40.1%
Production 2,244,931 2,401,617 2,385,702 2,874,406 19.7%
Distribution 608,824 830,588 825,820 839,509 1.1%
12,834,486$ 14,610,541$ 14,166,259$ 14,823,049$ 1.5%
Does not include contingency or non-cash outlays for depreciation and amortization
FY 2012 FY 2014 %
Actual Budget Projected Budget to Budget
Charges for Services 557,222$ 475,200$ 572,400$ 597,100$ 25.7%
Interest 125,912 75,000 66,250 66,250 -11.7%
Miscellaneous 143,145 - 20,000 - 0.0%
WIFA Loan Proceeds - - - 1,300,000 0.0%
Water Sales 11,578,981 11,707,800 11,693,000 11,748,000 0.3%
Other Financing Sources 100,000 100,000 100,000 100,000 0.0%
12,505,260$ 12,358,000$ 12,451,650$ 13,811,350$ 11.8%
Total FTEs
FY 2013
FY 2013
Revenue Sources
FY 2013
FY 2014 Expenditures by Division FY 2014 Expenditures by Category
Expenditures by Division
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 and in sufficient quantity to meet customer
demands. 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.
Water Utility
Overview
O&M
6,084,961
41%Capital
2,654,750
18%
Personnel
2,688,464
18%
Other Financing
Uses
3,178
0%
Debt Service
3,391,696
23%
Distribution
839,509
6%
Production
2,874,406
19%
Engineering &
Planning
1,694,275
11%
Administration
9,414,859
64%
2013-2014 Annual Budget Program Budgets225
Mission
CY 2012 and FY 2013 Highlights FY 2014 Goals and Objectives
Highlights & Goals Water Utility
The Oro Valley Water Utility has the responsibility and obligation to ensure that safe, high quality and reliable drinking
water is delivered to every customer. The Utility ensures that adequate amounts of water and pressure are available
at all times. The Utility will strive to develop, finance and maintain all infrastructures deemed necessary to meet public
safety needs. The Utility staff shall strive to treat all customers with respect, courtesy and professionalism and
provide the highest quality of customer service.
– Refunded $16,595,000 of Senior Lien Bonds for a net present
value savings of $3,385,000 due to lower interest rates and
additional payment of $3,000,000 to reduce the remaining principal
amount
– Constructed and completed the Campo Bello Water Pipeline
Improvements Project
– Completed the Tangerine Hills valve and Hydrant Replacement
Project
– Constructed a chlorine storage facility at the secure reclaimed
water site and away from commercial and residential areas
– Increased customer base by 171 new connections for a total of
18,716 connections as of 12/31/12
– Potable water deliveries were 2.27 billion gallons in CY 2012
– Reclaimed water deliveries were 684 million gallons in CY 2012
– Delivered 418 million gallons of our Central Arizona Project (CAP)
water under the Intergovernmental Agreement with the City of
Tucson in CY 2012
– Replaced 2,498 water meters under the Meter Replacement
Program and Advanced Metering Infrastructure Project
– Installed Advanced Metering Infrastructure (AMI) communications
equipment in the Oro Valley water service area
– Reviewed and approved 7 water improvement plans for
construction
– Oro Valley and Countryside water systems found to be in
compliance with the Arizona Department of Environmental Quality
(ADEQ) sanitary survey
– Collected 2,250 water quality samples with all results
meeting federal, state and local water quality regulations
– Performed 144 residential water use audits, reducing water usage
and costs for our customers
– Recharged 5,000 acre feet of our CAP water in CY 2012
– Installed additional water system security features and
updated the Emergency Response Plan and the Business
Continuity Plan
– Issued a renewed Designation of Assured Water Supply through
2023 from the Arizona Department of Water Resources (ADWR)
– Permitted 2 additional recovery wells which further reduced our
obligations to the Central Arizona Groundwater Replenishment
District (CAGRD)
– Completed the ADWR Annual Report minimizing the cut to the
aquifer for groundwater storage, reducing CAGRD obligations, and
reducing lost and unaccounted for water
Focus Area: Fiscal Responsibility
■ Perform an annual water rates analysis to evaluate
revenue requirements over a projected 5-year period
■ Complete a cost of service study to evaluate adjusting the
rate structure based on customer classifications
■ Continue the Meter Replacement Program and the
Advanced Metering Infrastructure Project to accurately
measure and bill for water usage
■ Prepare an Infrastructure Improvements Plan for
evaluating water development impact fees
■ Reduce debt and seek low interest loans when feasible
Focus Area: Communication
■ Provide our customers with updates and information
through billing inserts and the Oro Valley Vista newsletter
■ Continue to promote water conservation through water
use audits, public education and outreach
■ Implement a youth water conservation education class to
be taught in local elementary schools
■ Respond to customer concerns in a prompt, courteous
and effective manner
■ Implement a customer web portal to assist customers in
early leak detection and water conservation methods
Focus Area: Economic Development
■ Review water improvement plans for new development
■ Construct and inspect water facilities in accordance with
approved plans to meet demands and enhance system
reliability
■ Conduct long-term planning for delivery of our Central
Arizona Project (CAP) water
Focus Area: Community Services
■ Continue to provide excellent customer service
■ Maintain a safe and reliable drinking water supply that
meets all water quality standards
■ Install Advanced Metering Infrastructure equipment in the
Oro Valley water service area
■ Develop a new Reclaimed Water Intergovernmental
Agreement with Tucson Water
■ Conduct water resource planning for existing and future
needs
2013-2014 Annual Budget Program Budgets226
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of voluntary water conservation audits 144 120 120
►Debt service coverage (annual net operating revenue divided by 1.71 1.54 1.47
annual debt service) for water revenue bonds (goal 1.3 minimum)
►Number of years worth of reserves contained in groundwater storage 3.2 3.1 2.8
accounts (data for calendar year)
►Compliant with Arizona Department of Water Resources assured water Yes Yes Yes
supply requirements for service area
►Compliant with all Arizona Department of Environmental Yes Yes Yes
Quality and Arizona Department of Water Resources regulations
►Percentage of critical broken valves replaced within 45 days after they are 100% 100% 100%
identified as being broken
►Percentage of broken fire hydrants repaired or replaced within 7 days after 100% 100% 100%
they are identified as being broken
FY 2012 FY 2013 FY 2014
Actual Estimate Projected
►Number of metered connections 18,599 18,815 19,000
►Number of water meters replaced 2,498 2,700 3,500
►Number of water plans approved 10 7 11
►Number of water plans inspected 6 5 8
►Feet of pipeline inspected 8,700 7,200 10,000
►Percentage of unplanned service outages as a percentage of total <0.002% <0.003% <0.004%
annual customer hours
►Percentage of valves in distribution system exercised 7% 7% 7%
►Number of operating wells rehabilitated (out of 22 well sites)2 3 3
►Number of reservoirs cleaned and inspected (out of 19 reservoir sites) 6 5 5
Performance Measures
Workload Indicators
Measures & Indicators Water Utility
2013-2014 Annual Budget Program Budgets227
Water UtilityOrganizational Chart
WATER UTILITY
DIRECTOR
ADMINISTRATIVE
SUPPORT
UTILITY ADMINISTRATION
WATER
CONSERVATION
CUSTOMER
SERVICE METERS ENGINEERING &
PLANNING
ENGINEERING/OPERATIONS DIVISION
WATER
PRODUCTION
WATER
DISTRIBUTION
2013-2014 Annual Budget Program Budgets228
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
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 1.00 1.00 -
Customer Service Supervisor 1.00 1.00 1.00 1.00 -
Meter Operations Supervisor 1.00 1.00 1.00 1.00 -
Water Utility Operator I 5.00 5.00 5.00 5.00 -
Customer Service Rep.4.00 4.00 4.00 4.00 -
Water Conservation Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 15.00 15.00 15.00 15.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 1,022,462$ 1,005,857$ 984,337$ 1,026,625$ 2.1%
Operations & Maintenance 2,034,933 3,688,938 3,333,093 3,455,360 -6.3%
Capital 777,458 984,500 1,267,800 1,538,000 56.2%
Other Financing Uses - 2,319 2,319 3,178 37.0%
Debt Service 2,725,399 2,869,401 2,898,804 3,391,696 18.2%
Total Expenditures 6,560,252$ 8,551,015$ 8,486,353$ 9,414,859$ 10.1%
Does not include contingency or non-cash outlays for depreciation and amortization
The Administration Division is responsible for the overall management of the Utility, customer service, meter reading,
water utility billings, collection of water revenues, administration of department's budget, implementation of water rates,
fees and charges, and strategic planning. Programs within this division include:
• Billings/Collections/Meters
• Water Conservation
• Water Resource Planning
Water UtilityProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 2.1% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 6.3% due to a reduction in regulatory expenses.
Capital
Capital increased 56.2% for meter replacements.
Debt Service
Debt Service increased 18.2% for principal and interest payments on a new refunding obligation and a potential WIFA
loan.
Administration Division Overview
2013-2014 Annual Budget Program Budgets229
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Engineering Division Manager 1.00 1.00 1.00 1.00 -
Project Manager 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 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 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 493,344$ 504,375$ 504,375$ 521,825$ 3.5%
Operations & Maintenance 116,156 162,946 187,109 307,450 88.7%
Capital 2,810,979 2,160,000 1,776,900 865,000 -60.0%
Total Expenditures 3,420,479$ 2,827,321$ 2,468,384$ 1,694,275$ -40.1%
This Division is responsible for managing design and construction of the capital improvement program and new
development, construction inspection and the geographic information mapping system. Programs within this division
include:
• Construction Inspection
• Mapping
• Capital Improvements
Water UtilityProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 3.5% due to merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 88.7% due to an increase in outside professional services.
Capital
Capital decreased 60% due to completion of several capital projects.
Engineering & Planning Division Overview
2013-2014 Annual Budget Program Budgets230
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Water Production Superintendent 1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 1.00 1.00 1.00 1.00 -
Electric and Control Technician - - - 1.00 1.00
Water Utility Operator III - - - 5.00 5.00
Water Utility Operator II 5.00 5.00 5.00 - (5.00)
Total FTEs 7.00 7.00 7.00 8.00 1.00
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 496,963$ 487,740$ 495,950$ 569,045$ 16.7%
Operations & Maintenance 1,735,590 1,901,877 1,881,752 2,080,111 9.4%
Capital 12,378 12,000 8,000 225,250 1777.1%
Total Expenditures 2,244,931$ 2,401,617$ 2,385,702$ 2,874,406$ 19.7%
Does not include non-cash outlays for depreciation and amortization
Production programs within this division are responsible for production of the potable water supply, operation and
maintenance of all potable and reclaimed water production facilities including wells, reservoirs, booster stations, electrical
controls and operation and maintenance of security devices. Production programs include:
• Disinfection
• Security
• Preventative Maintenance
Water UtilityProgram Budgets
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 16.7% due to the new Electric and Control Technician position, as well as reclasses and merits
budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance increased 9.4% due to increases in power purchased for pumping and equipment repair &
maintenance.
Capital
The increased capital capacity is for reservoirs, booster stations and equipment.
Operations Division - Production Overview
2013-2014 Annual Budget Program Budgets231
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Personnel
Water Distribution Superintendent 1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 3.00 3.00 3.00 3.00 -
Water Utility Operator III - - - 2.00 2.00
Water Utility Operator II 4.00 4.00 4.00 2.00 (2.00)
Total FTEs 8.00 8.00 8.00 8.00 -
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Personnel 485,096$ 549,498$ 539,570$ 570,969$ 3.9%
Operations & Maintenance 123,728 253,090 258,250 242,040 -4.4%
Capital - 28,000 28,000 26,500 -5.4%
Total Expenditures 608,824$ 830,588$ 825,820$ 839,509$ 1.1%
Water Utility
Distribution programs within this division are responsible for the operation and maintenance of potable and reclaimed
water distribution facilities including, but not limited to, water mains, fire hydrants, and valves. Distribution programs
include:
• Water Quality Sampling
• Backflow Prevention
• Preventative Maintenance
Program Budgets
Operations Division - Distribution Overview
FY 2013/2014 Expenditure and Staffing Changes
Personnel
Personnel increased 3.9% due to reclasses and merits budgeted in FY 2014.
Operations & Maintenance
Operations & Maintenance decreased 4.4% due to reduced water quality testing costs.
Capital
Capital decreased 5.4% due to a vehicle replacement budgeted in FY 2013.
2013-2014 Annual Budget Program Budgets232
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance 163,133$ 224,875$ 352,600$ 293,463$ 30.5%
Capital 547,920 100,000 46,000 790,000 690.0%
Debt Service 1,761,077 1,774,756 1,914,319 1,422,635 -19.8%
Other Financing Uses 100,000 100,000 100,000 100,000 0.0%
Total Expenditures 2,572,130$ 2,199,631$ 2,412,919$ 2,606,098$ 18.5%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Groundwater Preservation Fee 2,315,277$ 2,456,000$ 2,542,000$ 2,550,000$ 3.8%
Impact Fees 759,958 219,200 904,760 1,678,322 665.7%
Interest 1,229 800 900 1,000 25.0%
Total Revenues 3,076,464$ 2,676,000$ 3,447,660$ 4,229,322$ 58.0%
Revenue Sources
FY 2013
The Alternative Water Resource Development Impact Fee Fund accounts for expenditures for alternative water
resource capital costs and any related debt service. Revenues are received from groundwater preservation fees
and impact fees. Specific activities include analysis, planning, design and construction of infrastructure required
to deliver alternative water resources (Central Arizona Project (CAP) and reclaimed water) to the town.
Water Utility
Overview
Alternative Water Resource Development
FY 2013/2014 Expenditure Changes
Operations & Maintenance
Operations & Maintenance increased 30.5% for CAP water capital charges.
Capital
Capital increased 690% for transmission/distribution main projects.
2013-2014 Annual Budget Program Budgets233
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Capital 505,946$ -$ -$ -$ 0.0%
Debt Service 629,845 632,744 722,266 743,576 17.5%
Total Expenditures 1,135,791$ 632,744$ 722,266$ 743,576$ 17.5%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Single Family Connections 237,455$ 89,845$ 462,060$ 462,060$ 414.3%
Multi - Family Connections - - 2,567 340,710 0.0%
Commercial Connections 156,200 10,280 20,550 43,160 319.8%
Irrigation Connections 34,880 10,900 25,160 58,860 440.0%
Fire Flow Connections 34,227 3,230 3,230 21,307 559.7%
Interest 5,467 4,500 2,000 2,000 -55.6%
Total Revenues 468,229$ 118,755$ 515,567$ 928,097$ 681.5%
Revenue Sources
FY 2013
The Potable Water Systems Development Impact Fee Fund accounts for expenditures for potable water
capital improvements that are growth-related and debt service. Revenues are received from impact fees
which are collected and used for repayment of bonds sold to finance the capital projects. Specific activities
include design and construction of infrastructure required to deliver potable water to meet the needs of
future customers.
Water Utility
Overview
Potable Water Systems Development
FY 2013/2014 Expenditure Changes
Capital
There are no capital expenditures planned in this fund for FY2014.
Debt Service
Debt service increased 17.5% due to an increase in principal and interest payments on outstanding debt.
2013-2014 Annual Budget Program Budgets234
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance 4,729$ 10,000$ 10,000$ 10,000$ 0.0%
Debt Service 619,518 644,080 693,861 826,642 28.3%
Total Expenditures 624,247$ 654,080$ 703,861$ 836,642$ 27.9%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Other Financing Sources -$ 155,706$ 205,487$ 369,576$ 137.4%
Federal Grants 84,527 83,784 83,784 70,677 -15.6%
Miscellaneous 203,287 100,000 100,000 83,000 -17.0%
Interest Income 82 - 20 - 0.0%
Total Revenues 287,896$ 339,490$ 389,291$ 523,253$ 54.1%
Revenue Sources
FY 2013
The Municipal Debt Service Fund allocates money for principal and interest payments on the issuance of
tax-exempt bonds. The Town has issued bonds for the acquisition of land and construction of buildings to support Town
services. This fund also allocates money for principal and interest payments on the Town's Clean Renewable Energy
Bonds (CREBS). Repayment of debt is pledged with excise sales tax, state shared revenue and other permit and fee
revenues.
Municipal Debt Service Fund
Overview
FY 2013/2014 Expenditure Changes
Debt Service
Debt service increased 28.3% due to increased principal and interest payments on the Town's outstanding debt.
2013-2014 Annual Budget Program Budgets235
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance 2,720$ 2,720$ 2,720$ 2,720$ 0.0%
Debt Service 364,703 367,578 367,578 365,868 -0.5%
Total Expenditures 367,423$ 370,298$ 370,298$ 368,588$ -0.5%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Interest Repayments 128,661$ 117,578$ 117,578$ 105,868$ -10.0%
Principal Repayments 235,768 250,000 250,000 260,000 4.0%
Penalty 1,598 - - - 0.0%
Other Financing Sources - - - 2,000 0.0%
Total Revenues 366,027$ 367,578$ 367,578$ 367,868$ 0.1%
Revenue Sources
FY 2013
The Oracle Road Improvement District Debt Service Fund allocates money for principal and interest payments on the
issuance of Improvement District Bonds. The Town issued bonds in 2005 to finance the widening of Oracle Road along the
Rooney Ranch development. The bonds are repaid by the assessments levied on the property owners in the improvement
district.
Oracle Road Improvement District
Overview
2013-2014 Annual Budget Program Budgets236
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Capital -$ 25,000$ 123,243$ -$ -100.0%
Total Expenditures -$ 25,000$ 123,243$ -$ -100.0%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Residential Impact Fees 11,395$ -$ (3,115)$ -$ 0.0%
Commercial Impact Fees 7,980 - 5,315 - 0.0%
Interest Income 105 - 1,050 - 0.0%
Total Revenues 19,480$ -$ 3,250$ -$ 0.0%
Revenue Sources
FY 2013
This fund is used to manage the collection and expenditure of development impact fees dedicated to general government
purposes. General government impact fees were previously assessed on both residential and commercial development
within the Town. These fees are no longer collected.
General Government Impact Fee Fund
Overview
FY 2013/2014 Expenditure Changes
Capital
Capital decreased 100%. Capital in FY 2013 was used towards a new vehicle and construction of the expanded
aquatic facility.
2013-2014 Annual Budget Program Budgets237
FY 2012 FY 2013 FY 2013 FY 2014 Variance
Actual Budget Projected Budget to Budget
Expenditures
Operations & Maintenance -$ 2,182,664$ 1,757,500$ 2,209,000$ 1.2%
Total Expenditures -$ 2,182,664$ 1,757,500$ 2,209,000$ 1.2%
FY 2012 FY 2014 Variance
Actual Budget Projected Budget to Budget
Self-Insurance Premiums -$ 2,182,664$ 2,082,500$ 2,188,000$ 0.2%
Other Financing Sources - - 300,000 - 0.0%
Miscellaneous - - - 21,000 0.0%
Total Revenues -$ 2,182,664$ 2,382,500$ 2,209,000$ 1.2%
Revenue Sources
FY 2013
The Benefit Self Insurance Fund is a new Internal Service Fund in FY 2013. This fund is used to manage costs related to
the Town's self funding of health insurance.
Benefit Self Insurance Fund
Overview
2013-2014 Annual Budget Program Budgets238
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CAPITAL IMPROVEMENT PROGRAM
2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Overview Providing infrastructure is a primary function of a local government. Maintaining public safety, town services, parks and recreation facilities, adequate transportation systems, and the community’s quality of life are all heavily dependent on how the Town handles infrastructure issues.
The Capital Improvement Program (CIP) is a comprehensive, fifteen-year plan of capital projects that will
support the continued growth and development of the Town. The CIP establishes the Capital Budget,
which is submitted as the capital outlay portion of the annual Town budget. The CIP is used in
implementing the General Plan and supporting the Town’s adopted Strategic 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
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 Process and Timeline The FY 13/14 CIP process began in January. Project requests were submitted, reviewed and analyzed by
Finance staff and the Town Manager’s Office. An internal, cross-departmental review and ranking of all
project requests was completed in order to prepare the proposed fifteen-year Capital Improvement Plan.
Meetings convened in March for project presentation and evaluation. The fifteen-year recommendation
was submitted to Council for approval and adoption with the Town’s final budget in May. A summary of
the process and timeline is provided below:
January: CIP request forms provided to department directors
February: Department requests due Cost analysis performed, forms edited CIP packets and evaluation forms distributed
March: Meetings scheduled to present project requests
Project rankings due
CIP recommendations finalized
April: Budget study sessions to present Budget and CIP to Mayor and Council
May: Adoption of Tentative Budget and CIP
Adoption of Final Budget and CIP
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2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Project Evaluation Criteria Critical to the selection of the CIP projects are the criteria by which projects are assessed and evaluated.
The evaluation criteria guide the review and ranking committee in their selection of the projects to be
funded. The evaluation criteria areas are as follows:
Public Health, Safety and Welfare
Supports Stated Community Goals
Fiscal Impact
Service Level Impact
Legal Ramifications
Relationship to Other Projects
Only projects funded by the General Fund are subject to the evaluation criteria. Projects funded from the
remaining Town Funds (ex. Highway, Development Impact Fee and Water Utility) are deemed vital and
necessary to the Town’s infrastructure. Furthermore, these funds are either self sustaining, receive
funding from outside sources, such as the Pima Association of Governments (PAG) and other
governmental agencies and jurisdictions, or have dedicated revenues that specify the use of the funds.
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2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Capital Improvement Program Summary The cumulative fifteen-year capital budget for the Town of Oro Valley totals $264,673,770 for fiscal years 2013-14 through 2027-28. The graph below shows the allocations by category for the given years:
FY 2014 - 2028
Category Totals
Water
Infrastructure
$153,801,000
Stormwater
Infrastructure
$10,250,000
Road Expansion
$32,163,770
Equipment
$5,017,000
Street
Maintenance
$17,600,000
Buildings &
Improvements
$45,842,000
The amount allocated for CIP projects in the FY 13/14 proposed budget is $9,055,000. The graph below
shows the allocations by category for FY 13/14. The projects included in the FY 13/14 CIP reflect the
needs of the Town based on goals established in both the General and Strategic Plans. The projects
represent a significant investment in the infrastructure of the Town and attempt to meet the needs of the
community.
FY 2013 - 2014
Category Totals
Buildings &
Improvements
$460,000
Street
Maintenance
$1,000,000
Equipment
$540,000
Road Expansion
$3,380,000
Stormwater
Infrastructure
$550,000 Water
Infrastructure
$3,125,000
241
2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Financing the Capital Improvement Program Over the years, the Town of Oro Valley has financed a substantial portion of capital improvements through operating revenue and use of cash reserves. The “pay-as-you-go” financing method has been
the preferred method for funding CIP projects in the past. The following options are considered when
analyzing potential funding sources for CIP projects:
Pay-as-you-go financing
Bonds
Certificates of participation
Lease-purchase agreements
Improvement districts
Development impact fee ordinances
Federal and State grants
Donations and intergovernmental agreements
User fees
Funding for the 2013 - 2014 CIP totals $9,055,000 and is derived from a variety of sources as depicted in
the chart below:
CIP Revenues
FY 2013 - 2014
Water Utility
Funds
$3,265,000
Other $790,000
HURF Funds
$1,085,000
General Funds
$710,000
Regional Funds
$3,205,000
Significant funding is generated through local taxes, development fees and intergovernmental grants.
The Town has relied heavily on income related to development to fund the projects, and a continuing
challenge for the Town is the development of funding sources to replace this income as construction
activity declines.
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2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Impact on the Operating Budget The Town of Oro Valley’s operating budget is directly affected by the CIP. When certain types of capital projects are developed and completed, they also have ongoing financial impacts upon the Town’s
operating budgets. For example, if the Town were to construct a new park or ball field, the operating
budget for the Parks and Recreation Department would increase to include the routine field maintenance
of the new park or field. Also, the Town would need to include capacity in the operating budget to
account for any new staff and equipment that would be necessary to maintain and operate the new
facility.
In the FY 2014 – 2028 CIP, the individual projects include an estimated future operating budget impact, if
it is possible to identify the cost at this time in the project’s lifecycle. These costs are estimates provided
by the professionals in each department that are responsible for the completion of the project.
The Town carefully considers these operating costs when deciding which projects move forward in the CIP as it is not sustainable for the Town to fund concurrently several large-scale projects that have significant operating budget impacts. Current economic conditions place an even greater emphasis on the desire for self-sustaining projects with neutral operating impacts.
The table below summarizes the projected impact of the funded CIP on the Town’s operating budget for
the next five years:
Project Impact FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18
TRAPEZE Software
Mobile Data Computers
Increased software
license fees $2,000 $2,000 $2,000 $2,000 $2,000
Police Evidence Facility Increased utilities and
maintenance costs $15,000 $15,000 $15,000 $15,000 $15,000
Replace Permitting/Land
Management Software
Increased software maintenance and
support costs
$30,000 $30,000 $30,000 $30,000 $30,000
Security Upgrades
(Cameras)
Increased maintenance
and personnel costs $1,000 $1,000 $1,000 $1,000 $1,000
E. Lambert Lane Main
Relocation
Increased maintenance
costs $1,000 $1,000 $1,000 $1,000 $1,000
Crack Seal Unit
Replacement w/Auto
Feed
Increased material and personnel costs $16,800 $16,800 $16,800 $16,800 $16,800
Well Meter Replacement Increased maintenance
costs $500 $500 $500 $500 $500
High Mesa Control Valve & Flow Meter Increased maintenance costs $500 $500 $500 $500 $500
Reclaimed Reservoir
Retention Basin Liner
Increased maintenance
costs $500 $500 $500 $500 $500
Energy Efficiency
Booster Upgrades Decreased utilities costs ($2,000) ($2,000) ($2,000) ($2,000) ($2,000)
12-Inch Main Extension
to Serve Naranja Park
Increased maintenance
costs $100 $100 $100 $100 $100
Reclaimed Reservoir
Booster Pump Addition
Increased maintenance
costs $250 $250 $250 $250 $250
Totals $65,650 $65,650 $65,650 $65,650 $65,650
Note: The list above represents the projects that were approved for funding in FY 13/14 that have an impact on the Town’s operating budget(s). For the complete list of funded projects, please see the Project Descriptions section of this document.
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2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Summary Projects included in the FY 2013 – 2014 CIP reflect the combined efforts of all Town Departments as well as the Town Council and Oro Valley residents. The plan recognizes the added benefits the projects will
bring to the Town, while understanding the fiscal requirements and obligations each of these projects will
entail. The CIP is updated annually, and new projects may be included should additional funding sources
be identified.
The 2013 – 2014 CIP attempts to meet the priority needs of the community, at the same time
maintaining financial sustainability in future years. The plan as submitted is financially feasible and the
projects included can be expected to be complete before the end of the fiscal year. As Town priorities
and policies change, it is imperative that the CIP is continually reevaluated to assure the projects and
funding sources are in accordance with the Town Council priorities and policies.
The documents provided on the following pages offer an in-depth view into the CIP budget and provide detailed information on the projects and the impact they have on the operating budget.
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2013-2014 Annual Budget Capital Improvement Program
Capital Improvement Program Overview
Table 1 below shows the Fifteen Year CIP Projects by Fund:
Table 1
Fund 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
General 765,000$ 1,465,000$ 2,344,000$ 7,865,000$ 8,140,000$ 3,330,000$
Highway 1,085,000 1,185,000 1,425,000 5,075,000 5,435,000 5,200,000
Roadway Impact Fee 3,380,000 4,187,000 4,700,000 19,896,770 - -
Stormwater Utility 560,000 250,000 1,700,000 2,910,000 1,625,000 4,200,000
Water Utility 2,475,000 2,505,000 3,200,000 8,265,000 7,650,000 6,300,000
Alt. Water Resource Dev Impact Fee 790,000 300,000 400,000 8,510,000 50,500,000 38,846,000
Potable Water System Dev Impact Fee - - - 200,000 9,350,000 14,650,000
Steam Pump Ranch - - 4,010,000 - - -
Naranja Park - - - - - 20,000,000
Total All Funds 9,055,000$ 9,892,000$ 17,779,000$ 52,721,770$ 82,700,000$ 92,526,000$
Fiscal Year
CAPITAL OUTLAY BY FUND
FY 2013 - 2014
Stormwater Utility
$560,000 Water Utility
$2,475,000
Highway
$1,085,000
Roadway Impact
Fee
$3,380,000
General
$765,000
Alternative Water
Resource Dev
Impact Fee
$790,000
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2013-2014 Annual Budget Capital Improvement Program
Projects by Fund
Table 2 below identifies the General Fund Projects for Fiscal Years 2014 – 2028:
Table 2
General Fund
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
TRAPEZE Software Mobile Data Computers 55,000$ -$ -$ -$ -$ -$
Municipal Operations Center (MOC) Renovations - 78,000 94,000 - - -
Replacement Phone System: On Premise 50,000 150,000 - - - -
Replace Permitting/Land Management Software 150,000 240,000 - - - -
Exchange Server Replacement - 70,000 - - 80,000 80,000
Server Operating System Upgrade - 40,000 - - 80,000 80,000
Replace Phone System - - - - 300,000 -
Replace Network Infrastructure Hardware - - - - 150,000 -
Replace Network Infrastructure Cabling - - - - 100,000 -
Virtual Server Host System Replacement - - - 60,000 60,000 -
Undergrounding Tucson Electric Power Lines - - - 5,000,000 - -
New Court/Prosecution Building - - - - 3,500,000 -
Courtroom Remodel and Bench Redesign - - 50,000 50,000 - -
Ramada at Steam Pump Ranch 70,000 - - - - -
New Restroom at Naranja Park - - 200,000 - - -
Parks & Recreation Mobile Stage - - - 120,000 - -
Naranja Park Master Plan Update 40,000 40,000 - - - -
Parks & Recreation Master Plan - 110,000 - - - -
Resurface & Relandscape Parking Lot at Honeybee Park - - - - 50,000 -
Renovate Racquetball Courts at James D. Kriegh (JDK) Park - - - - 250,000 -
Upgrade Playground Equipment at Riverfront Park - - - - 200,000 -
Upgrade Playground Equipment at JDK Park - - - 250,000 - -
Town Hall Parking Lot Landscaping - - - 50,000 - -
Trailhead, Parking Lot, and Restrooms at Tortolita Trail - - - 500,000 - -
Honeybee Canyon Park Upgrades - - - 250,000 - -
New Ramada at JDK Park - - - 250,000 - -
JDK Park Upgrades - - 2,000,000 - - -
New Small Dog Park at JDK Park - 50,000 - - - -
New Dog Park at Cañada del Oro Riverfront Park - 150,000 - - - -
Renovate Soccer fields at Riverfront Park - 100,000 - - - -
Sun City Substation - 200,000 - - - -
Police Evidence Facility 350,000 - - - - -
Heating, Ventilation and Air Conditioning (HVAC) Replacement - 75,000 - - - -
Police Substation and Training Facility - - - - - 3,170,000
Replace Police Command Post - - - 200,000 - -
Expand Communications Infrastructure - - - - 200,000 -
Police South Substation - - - 1,135,000 - -
New Police Substation and Training Facility at MOC - - - - 3,170,000 -
Electronic Document Management System (EDMS)- 112,000 - - - -
Security Upgrades (Cameras)50,000 50,000 - - - -
Totals 765,000$ 1,465,000$ 2,344,000$ 7,865,000$ 8,140,000$ 3,330,000$
Fiscal Year
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2013-2014 Annual Budget Capital Improvement Program
Projects by Fund
Table 3 below identifies the Highway Fund Projects for Fiscal Years 2014 – 2028:
Table 3
Highway Fund
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Crack Seal Unit Replacement with Auto Feed 85,000$ -$ -$ -$ 90,000$ 100,000$
4X4 Extended Backhoe - - 125,000 - - -
Purchase New Skidsteer (Bobcat) with Attachments - - - 65,000 - -
Purchase Truck Tractor & Low Boy Equipment Hauler - - - 175,000 - -
Purchase a 4,000 Gallon Water Truck - - - 110,000 - -
Purchase 10 Ton Smooth Drum Roller - - - - 80,000 -
Purchase a New Rubber Tire Pneumatic Roller - - - - 80,000 -
Purchase a Smaller Asphalt Laydown Machine - - - - 125,000 -
Purchase a 10 Wheel End Dump Truck - - - 125,000 260,000 -
Purchase a New Motor Grader - - - - - 300,000
Pavement Management 1,000,000 1,100,000 1,300,000 4,600,000 4,800,000 4,800,000
Upgrade CarteGraph to Enterprise License - 85,000 - - - -
Totals 1,085,000$ 1,185,000$ 1,425,000$ 5,075,000$ 5,435,000$ 5,200,000$
Fiscal Year
Table 4 below identifies the Stormwater Fund Projects for Fiscal Years 2014 – 2028:
Table 4
Stormwater Fund
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Northern Avenue Drainage Improvements 550,000$ -$ -$ -$ -$ -$
Replace Permitting/Land Management Software 10,000 - - - - -
La Cholla Blvd - Lambert to Naranja Drainage Improvements - - - - - 1,500,000
La Cholla Blvd - Glover to Tangerine Drainage Improvements - - - - - 500,000
Shannon Road Drainage Improvements - - - - - 700,000
Drainage Improvement Project - - - - - 1,500,000
Naranja Drainage Improvement (East of Shannon Rd)- - 1,700,000 - - -
Carmack Wash Drainage Improvements - - - 1,000,000 - -
Purchase a New Side Cast Broom - - - - 100,000 -
Purchase a New Street Sweeper - - - 250,000 275,000 -
Moore Road Drainage Improvements - - - 800,000 - -
Pistachio/Pomegrante Drainage Improvements - - - 150,000 - -
Basin Management Study - - - - 250,000 -
Peglar Wash Drainage Improvements - - - - 1,000,000 -
Lambert Lane at Casas Entrance Drainage Improvements - - - 600,000 - -
4.5 Cubic Yard Wheel Loader - 250,000 - - - -
Purchase a 10 Wheel End Dump Truck - - - 110,000 - -
Totals 560,000$ 250,000$ 1,700,000$ 2,910,000$ 1,625,000$ 4,200,000$
Fiscal Year
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2013-2014 Annual Budget Capital Improvement Program
Projects by Fund
Table 5 below identifies the Roadway Impact Fee Fund Projects for Fiscal Years 2014 – 2028:
Table 5
Roadway Impact Fee Fund
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Rancho Vistoso and Vistoso Highlands Traffic Signal 700,000$ -$ -$ -$ -$ -$
Sidewalk - Vistoso Highlands to W. Morning Vista Dr.150,000 - - - - -
Lambert Lane - Pusch View Ln. to La Cañada Dr. - Rollover 1,200,000 - - - - -
CDO Shared Use Path - 1st Ave. to Steam Pump Village 1,180,000 - - - - -
Rancho Vistosto Blvd and Woodburne Ave. Safety Study 50,000 - - - - -
Lambert Lane from La Cañada Dr. to Rancho Sonora - - 4,700,000 - - -
Naranja Drive from La Cholla Blvd. to Shannon Rd.100,000 4,187,000 - - - -
Tangerine Road from La Cañada Dr. to Shannon Rd.- - - 19,896,770 - -
Totals 3,380,000$ 4,187,000$ 4,700,000$ 19,896,770$ -$ -$
Fiscal Year
248
2013-2014 Annual Budget Capital Improvement Program
Projects by Fund
Table 6 below identifies the Water Utility Fund Projects for Fiscal Years 2014 – 2028:
Table 6
Water Utility Fund - Existing System Improvements
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Reclaimed Reservoir Retention Basin Liner 75,000$ -$ -$ -$ -$ -$
Reclaimed Reservoir Vault Modification 85,000 - - - - -
E. Lambert Lane 16" Main - Rollover 50,000 - - - - -
AMI & Meter Replacement - Phases 2, 3, 4 & 5 1,300,000 900,000 800,000 1,500,000 - -
Energy Efficiency Booster Upgrades 150,000 200,000 200,000 200,000 - -
Replacement Phone System: On Premise 100,000 - - - - -
Well Meter Replacement 60,000 - - - - -
Pusch Ridge Interconnect 50,000 - - - - -
Replace Security Wall at CS-2 Countryside 80,000 - - - - -
Well E-8 Rehabilitation 100,000 - - - - -
High Mesa Control Valve and Flow Meter - Rollover 10,000 - - - - -
Naranja Shannon to La Cholla Main Relocation 75,000 - - - - -
Tangerine Hills - New Hydrants & Valve Replace - Rollover 200,000 - - - - -
Main Valve Replacements 50,000 50,000 50,000 50,000 - -
Water Meters - for New Meter Installations 50,000 50,000 50,000 200,000 200,000 200,000
Replace Permitting/Land Management Software 40,000 - - - - -
Steam Pump Well Drilling & Equipping - 650,000 1,000,000 - - -
6-Inch Pressure Reducing Valve Cliff Dweller - 60,000 - - - -
Construction Equipment - Backhoe - 120,000 - - - -
Scada Legacy Replacement - 50,000 - 100,000 100,000 -
Security Wall at Well C-8 - 100,000 - - - -
Naranja Shannon to La Cholla Main Relocation - 250,000 - - - -
W. Lambert Lane Main Relocation (Dev & Infrastructure Svcs)- 75,000 350,000 - - -
System Connection Upgrades - - 200,000 400,000 200,000 -
Rancho Verde Hydrants - - 200,000 - - -
Relocate 3 Pressure Reducing Valves in Oro Valley Area - - 100,000 - - -
Tangerine Shannon La Canada Main Relocation - - 100,000 300,000 - -
CS1 to CS2 12-Inch Main Replacement - - 150,000 500,000 - -
Reclaimed Reservoir Booster Pump & Motor Replace - - - 200,000 - -
Access Rd and Security Wall at Well D-6 - - - 100,000 - -
Replace Well Pumps - - - 200,000 200,000 200,000
Deer Run Pressure Reducing Valve Booster Station - - - 40,000 - -
Well E2 Upgrade - - - 100,000 - -
El Con Storage Operational Improvements - - - 750,000 - -
El Con Patio Homes Main Replacement - - - 1,400,000 - -
El Con Booster Station Upgrades - - - 250,000 - -
Scada Servers and Monitors - - - 50,000 50,000 -
Security Walls - - - 75,000 100,000 100,000
Golf Course Metering Stations Modifications - - - 50,000 - -
Replace Crimson Canyon Booster Station - - - 1,000,000 - -
El Con Tennis La Canada Main Replacement - - - 600,000 - -
High Mesa E and F Zone Booster Station - - - 200,000 1,000,000 -
Replacement Wells - - - - 1,500,000 1,700,000
La Cholla - Lambert to Tangerine Main Relocation (RTA)- - - - 1,100,000 -
Linda Vista Citrus Tracts - - - - 750,000 -
Instrumentation Replacement - - - - 250,000 -
Well Meter Replacement - All Well Sites - - - - 200,000 -
Deer Run D and E Zone Booster Station - - - - 1,500,000 -
Pusch Ridge Main Replacement - - - - 500,000 500,000
Monte Del Oro Main Replacement - - - - - 1,200,000
Rancho Verde Main Replacement - - - - - 1,600,000
Rancho Felix Main Replacement - - - - - 800,000
Totals 2,475,000$ 2,505,000$ 3,200,000$ 8,265,000$ 7,650,000$ 6,300,000$
Fiscal Year
249
2013-2014 Annual Budget Capital Improvement Program
Projects by Fund
Tables 7 and 8 below identify the Alternative Water Resources Development Impact Fee Fund Projects for Fiscal Years 2014 – 2028:
Alternative Water Resources Development Impact Fee Fund
Table 7
Expansion Related Improvements
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Reclaimed Reservoir Booster Pump Addition 40,000$ -$ -$ -$ -$ -$
12-Inch Main Extension to Serve Naranja Park 350,000 - - - - -
12-Inch Main Extension to Serve Riverfront Park - - - 1,100,000 - -
12-Inch Main Extension to Serve Hilton - - - - 3,200,000 -
Reclaimed Water Metering Station to Serve Hilton - - - - 250,000 -
12-Inch Main Extension to Serve Pusch Ridge High School - - - - - 1,024,000
12-Inch Main Extension to Serve JDK Park - - - - - 522,000
Totals 390,000$ -$ -$ 1,100,000$ 3,450,000$ 1,546,000$
Table 8
Central Arizona Project (CAP) Water Improvements
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Wheeling Tucson Water CAP Oracle Road 500 AFY 400,000$ -$ -$ -$ -$ -$
La Cholla D-E Blending Booster Station - 300,000 - - - -
Wheeling Tucson Water 3000 AF/Year - - 400,000 400,000 - -
Tucson Water Oasis Booster Station Upgrades - - - 130,000 - -
Tucson Water 12-Inch Pipe - - - 880,000 - -
Tucson Water 16-Inch Pipe Oasis Rd - - - 1,100,000 - -
24-Inch Pipe - Naranja La Cholla to Tangerine - - - 2,800,000 - -
Wheeling Tucson Water 3500 AF/Year - - - 800,000 - -
Tucson Water Naranja Booster Station Upgrades - - - 1,200,000 - -
E to C PRV Naranja Reservoir - - - 100,000 - -
24-Inch Pipe - La Cholla/Tangerine to La Canada - - - - 2,500,000 -
Big Wash D-E Booster Station - - - - 800,000 -
Inlet Outlet Modifications at Allied Signal Reservoir - - - - 50,000 -
Steam Pump C-D Booster Station - - - - 1,200,000 -
5000 AF/Year CAP - - - - 500,000 -
Lower Santa Cruz Recovery Wells (1500 AFY)- - - - 900,000 -
Water Treatment R&R Chlorination - - - - 2,400,000 -
Delivery, Storage, A to C and C to E Booster Stations - - - - 26,000,000 10,000,000
16-Inch Main Tangerine/La Canada to 1st Ave - - - - 2,200,000 -
PRV Feed to E Zone Tangerine/La Canada - - - - 50,000 -
PRV Feed to E Zone Tangerine and 1st Ave - - - - 50,000 -
3 Recovery Wells and Delivery to Water Treatment Plant - - - - 9,000,000 -
E-F Zone Booster Station La Canada Reservoir - - - - 1,400,000 -
7 Recovery Wells - - - - - 6,000,000
16-Inch Main Naranja/La Cholla to Reservoir - - - - - 2,300,000
Concentrate Management CAP Water - - - - - 13,000,000
Water Treatment and Reverse Osmosis - - - - - 6,000,000
Totals 400,000$ 300,000$ 400,000$ 7,410,000$ 47,050,000$ 37,300,000$
Fiscal Year
Fiscal Year
250
2013-2014 Annual Budget Capital Improvement Program
Projects by Fund
Table 9 below identifies the Potable Water System Development Impact Fee Fund Projects for Fiscal Years 2014 – 2028:
Table 9
Potable Water System Development Impact Fee Fund
Expansion Related Improvements
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Property Acquistion C or E Zone Reservoir -$ -$ -$ 200,000$ -$ -$
Booster Station C or E Zone - - - - 450,000 -
2.0 MG Reservoir C or E Zone - - - - 3,300,000 -
New 16" Main C or E Zone Connection - - - - 1,650,000 -
Property Acquistion F Zone Reservoir (Oracle Rd)- - - - 250,000 -
New 16" Main N. Oracle Rd. F Zone Connection - - - - 3,300,000 -
1.0 MG F Zone Reservoir - N. Oracle Rd.- - - - 250,000 2,500,000
N. Oracle Rd. F Zone Booster - - - - 150,000 600,000
New 12" H Zone Main Sun City - - - - - 1,650,000
New 16" G Zone Main - - - - - 2,200,000
Property Acquistion Tortolita G Zone Reservoir - - - - - 250,000
Property Acquistion Chalk Creek H Zone Reservoir - - - - - 200,000
2.0 MG Reservoir Tortolita G Zone - - - - - 2,250,000
Booster Station G-H Zone Tortolita - - - - - 550,000
0.5 MG Reservoir H Zone Chalk Creek - - - - - 1,150,000
New 16" H Zone Main - - - - - 2,200,000
New 16" Chalk Creek H Zone Main - - - - - 1,100,000
Totals -$ -$ -$ 200,000$ 9,350,000$ 14,650,000$
Fiscal Year
Table 10 below identifies the Steam Pump Ranch Fund Projects for Fiscal Years 2014 – 2028:
Table 10
Steam Pump Ranch Fund
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
Continued Restoration, Preservation & Rehab of Steam Pump Ranch -$ -$ 4,010,000$ -$ -$ -$
Totals -$ -$ 4,010,000$ -$ -$ -$
Fiscal Year
Table 11 below identifies the Naranja Park Fund Projects for Fiscal Years 2014 – 2028:
Table 11
Naranja Park Fund
Project Name 13/14 14/15 15/16 16/17 - 19/20 20/21 - 23/24 24/25 - 27/28
New Park at Naranja Park Site -$ -$ -$ -$ -$ 20,000,000$
Totals -$ -$ -$ -$ -$ 20,000,000$
Fiscal Year
251
2013-2014 Annual Budget Capital Improvement Program
Project Map
The Town of Oro Valley map below identifies the location of the major projects scheduled for FY 2014:
252
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
The following are detailed descriptions of all of the projects identified for Fiscal Year 2013-2014 above. They include the operating impact to the Town as well as indicating any additional funding the Town will receive to complete the project.
PROJECT TITLE:TRAPEZE Software Drivers Mate - Mobile Data Computers
DEPARTMENT:Development and Infrastructure Services, Transit Division
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Regional Transportation Authority (RTA) Funds
ADDITIONAL FUNDING: Possible grant funding
PROJECT DESCRIPTION: Purchase of mobile data computers and software for Transit drivers
PROJECT JUSTIFICATION: Improved productivity, cost controls and better service delivery
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 2,000$
Operating Savings -$
PROJECT TITLE:Replacement Phone System - On Premise
DEPARTMENT:Information Technology
FY 13-14 PROJECT COST:
PRIMARY FUNDING: General Fund
ADDITIONAL FUNDING: Water Utility Fund
PROJECT DESCRIPTION: Replace current Town-wide phone system with a new VOIP system
PROJECT JUSTIFICATION: Supports Town General Plan and Strategic Plan objectives
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Replace Permitting/Land Management Software
DEPARTMENT:Information Technology
FY 13-14 PROJECT COST:
PRIMARY FUNDING: General Fund
ADDITIONAL FUNDING: Water Utility Fund; Stormwater Utility Fund
PROJECT DESCRIPTION: Upgrade and/or replace nearly 14 year-old existing permitting software
PROJECT JUSTIFICATION: Supports Town Strategic Plan objectives
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 30,000$
Operating Savings -$
$200,000
$55,000
$150,000
253
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Ramada at Steam Pump Ranch
DEPARTMENT:Parks, Recreation & Cultural Resources
FY 13-14 PROJECT COST:
PRIMARY FUNDING: General Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Install 200' x 40' open-air ramada for Steam Pump Ranch events
PROJECT JUSTIFICATION: Supports Town Strategic Plan objectives
ANNUAL OPERATING IMPACT:
Operating Revenue Potential additional revenue from new events
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Naranja Park Master Plan Update
DEPARTMENT:Parks, Recreation & Cultural Resources
FY 13-14 PROJECT COST:
PRIMARY FUNDING: General Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Update the Naranja Park Master Plan and Programming & Concept Design Report
PROJECT JUSTIFICATION: Supports Town Strategic Plan objectives
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Property and ID Building
DEPARTMENT:Police
FY 13-14 PROJECT COST:
PRIMARY FUNDING: General Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Plan and construct property and ID building
PROJECT JUSTIFICATION: Compliance with ADOSH and OSHA standards and mitigation of staff safety hazards
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 15,000$
Operating Savings -$
$40,000
$350,000
$70,000
254
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Security Upgrades (Cameras)
DEPARTMENT:Town-wide
FY 13-14 PROJECT COST:
PRIMARY FUNDING: General Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Installation of cameras and equipment to monitor Town buildings and parking lots
PROJECT JUSTIFICATION: Supports Town Strategic Plan objectives
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 1,000$
Operating Savings -$
PROJECT TITLE:Oro Valley Surface Treatments
DEPARTMENT:Development and Infrastructure Services, Street Division
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Highway Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Pavement preservation and surface treatments of Oro Valley streets and roads
PROJECT JUSTIFICATION: Preserves the existing Town infrastructure and extends street/road lifespan
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings
PROJECT TITLE:Crack Seal Unit Replacement with Auto Feed
DEPARTMENT:Development and Infrastructure Services, Street Division
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Highway Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Replace 25 year-old crack seal unit with new crack seal unit with auto feed
PROJECT JUSTIFICATION: Increase efficiency and effectiveness in crack sealing of town roadways
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 16,800$
Operating Savings -$
$50,000
$85,000
$1,000,000
Varies depending on pavement preservation application type
255
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Lambert Lane Widening (La Canada to Pusch View Lane) - Rollover Project
DEPARTMENT:Development and Infrastructure Services
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Pima Association of Governments Regional Funds
ADDITIONAL FUNDING: Impact Fees
PROJECT DESCRIPTION: Widen Lambert Lane between La Canada and Pusch View Lane to 4 lanes
PROJECT JUSTIFICATION: Per Transportation Improvement Program as set by PAG
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:CDO Shared Use Path - Final Phase
DEPARTMENT:Development and Infrastructure Services
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Regional Transportation Authority (RTA) Funds
ADDITIONAL FUNDING: Federal Transportation Enhancement Grant
PROJECT DESCRIPTION: Construct new 12' linear trail along CDO multi-use path
PROJECT JUSTIFICATION: Per Transportation Improvement Program as set by PAG
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Rancho Vistoso Blvd and Woodburne Ave Safety Study
DEPARTMENT:Development and Infrastructure Services
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Pima Association of Governments Regional Funds
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Safety study of the Rancho Vistoso and Woodburne Ave intersection
PROJECT JUSTIFICATION: Per Transportation Improvement Program as set by PAG
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
$1,200,000
$1,180,000
$50,000
256
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Rancho Vistoso and Vistoso Highlands Traffic Signal
DEPARTMENT:Development and Infrastructure Services
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Regional Transportation Authority (RTA) Funds
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Construct a traffic signal at Rancho Vistoso and Vistoso Highlands Drive
PROJECT JUSTIFICATION: Per Transportation Improvement Program as set by PAG
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Sidewalk - Vistoso Highlands to West Morning Vista Drive
DEPARTMENT:Development and Infrastructure Services
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Regional Transportation Authority (RTA) Funds
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Construct a six-foot sidewalk from Vistoso Highlands to West Morning Vista Drive
PROJECT JUSTIFICATION: Per Transportation Improvement Program as set by PAG
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Naranja Drive from La Cholla to Shannon
DEPARTMENT:Development and Infrastructure Services
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Pima Association of Governments Regional Funds (Construction)
ADDITIONAL FUNDING: Roadway Impact Fees
PROJECT DESCRIPTION: Design the widening of Naranja Drive including drainage facilities, sidewalk,
and multi-use path from La Cholla Blvd to Shannon Rd
PROJECT JUSTIFICATION: Per Transportation Improvement Program as set by PAG
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
$100,000 (Design)
$150,000
$700,000
257
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:AMI Meter Replacement
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Infrastructure Finance Authority (WIFA) Loan
ADDITIONAL FUNDING: Water Utility Fund
PROJECT DESCRIPTION: Townwide replacement of aging meters to Automated Meter Infrastructure technology
PROJECT JUSTIFICATION: Current meters inefficient and under registering
ANNUAL OPERATING IMPACT:
Operating Revenue Additional revenue anticipated due to increased accuracy in meter reading
Operating Costs -$
Operating Savings Potential savings in vehicle fuel and repair costs
PROJECT TITLE:Tangerine Hills - New Hydrant and Valve Replacement - Rollover Project
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Install new fire hydrants and replace valves
PROJECT JUSTIFICATION: Provide fire protection and replace non operating valves
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:East Lambert Lane 16 inch Main Relocation - Rollover Project
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Relocate existing water main - Autumn Hills to First Avenue
PROJECT JUSTIFICATION: To accommodate Public Works Road Improvement Project
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 1,000$
Operating Savings -$
$1,300,000
$50,000
$200,000
258
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Well Meter Replacement
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Install electronic strap on flow meters at 10 wells
PROJECT JUSTIFICATION: Reduce maintenance cost and increase meter accuracy
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 500$
Operating Savings -$
PROJECT TITLE:High Mesa Control Valve and Flow Meter - Rollover Project
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Install control valve actuator and new flow meter
PROJECT JUSTIFICATION: To balance water system E-Zone loading
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 500$
Operating Savings -$
PROJECT TITLE:Reclaimed Reservoir Retention Basin Liner
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Line retention basin liner with geo-membrane
PROJECT JUSTIFICATION: Allows operational continuation of reservoir facility without interruption
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 500$
Operating Savings -$
$75,000
$60,000
$10,000
259
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Reclaimed Reservoir Vault Modification
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Construct partial concrete vault lid to accommodate turning radius for chlorine supply truck
PROJECT JUSTIFICATION: Reduces risk of accidents from large trucks entering and exiting reservoir site
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Energy Efficiency Booster Upgrades
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Install high efficient electric motors, controls and instruments
at various booster pump locations
PROJECT JUSTIFICATION: Improve energy efficiency and system reliability
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings 2,000$
PROJECT TITLE:Pusch Ridge Interconnect
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Interconnect Pressure Zone "E" and "D"
PROJECT JUSTIFICATION: Improve system reliability
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
$150,000
$50,000
$85,000
260
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Replace Security Wall at CS-2 Countryside
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Remove existing chain link and construct new masonry stucco wall with security pickets
PROJECT JUSTIFICATION: Improve security and safety at well site
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Well E-8 Rehabilitation
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Rehabilitate well - open well screening to increase production
PROJECT JUSTIFICATION: Increase and improve water supply
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Naranja Shannon to La Cholla Main Relocation
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Relocation of existing water main in coordination with roadway improvements
PROJECT JUSTIFICATION: Delivery of safe and reliable water supply to all water utility customers
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
$80,000
$100,000
$75,000
261
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Main Valve Replacements
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Replace existing valves at various locations throughout the water delivery system
PROJECT JUSTIFICATION: Improve system reliability
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Water Meters - for New Meter Installations
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Water Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Provide new water meters for residential and commercial growth
PROJECT JUSTIFICATION: Provide metered water service, deliver safe and reliable water supply
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:12-Inch Main Extension to serve Naranja Park
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Alternative Water Resources Development Impact Fee Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Extend reclaimed water system to serve Naranja Park
PROJECT JUSTIFICATION: Reduce reliance on groundwater
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 100$
Operating Savings -$
$50,000
$50,000
$350,000
262
2013-2014 Annual Budget Capital Improvement Program
Project Descriptions
PROJECT TITLE:Reclaimed Reservoir Booster Pump Addition
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Alternative Water Resources Development Impact Fee Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Install new pumping unit
PROJECT JUSTIFICATION: Reduce reliance on groundwater
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs 250$
Operating Savings -$
PROJECT TITLE:Wheeling Tucson Water CAP Oracle Road 500 AFY
DEPARTMENT:Water
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Alternative Water Resources Development Impact Fee Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Wheel Central Arizona Project water through the Tucson Water System
PROJECT JUSTIFICATION: Improve water source reliability and redundancy, fire flow
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
PROJECT TITLE:Northern Avenue Drainage Improvements
DEPARTMENT:Development and Infrastructure Services, Operations Division
FY 13-14 PROJECT COST:
PRIMARY FUNDING: Stormwater Utility Fund
ADDITIONAL FUNDING: None
PROJECT DESCRIPTION: Drainage improvements at Northern Avenue
PROJECT JUSTIFICATION: Improvements will provide increased channel capacity
ANNUAL OPERATING IMPACT:
Operating Revenue -$
Operating Costs -$
Operating Savings -$
$400,000
$40,000
$550,000
263
2013 – 2014 Annual Budget
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APPENDIX
265
266
2013 – 2014 Annual Budget
Town of Oro Valley
267
2013 – 2014 Annual Budget
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268
Summary Schedule of Estimated Revenues and Expenditures/Expenses
2013 2013 July 1, 2013** 2014 2014 SOURCES <USES> IN <OUT> 2014 2014
Primary:$
Secondary:
3. Debt Service Funds Available 1,941,841 1,074,159 851,035 519,545 371,576 1,742,156 1,742,156
4. Less: Amounts for Future Debt
Retirement
5. Total Debt Service Funds 1,941,841 1,074,159 851,035 519,545 371,576 1,742,156 1,742,156
6. Capital Projects Funds 21,067,608 12,830,869 7,538,022 9,956,983 100,000 17,395,005 17,395,005
7. Permanent Funds
8. Enterprise Funds Available 24,569,567 15,105,090 9,007,773 13,633,350 1,300,000 100,000 3,178 24,037,945 24,037,945
9. Less: Amounts for Future Debt
Retirement
10. Total Enterprise Funds 24,569,567 15,105,090 9,007,773 13,633,350 1,300,000 100,000 3,178 24,037,945 24,037,945
11. Internal Service Funds 3,121,451 2,396,287 625,000 3,511,793 4,136,793 4,136,793
12. TOTAL ALL FUNDS 95,422,156$ 63,356,966$ 31,717,687$ $ 60,895,742$ 1,300,000$ $ 656,576$ 656,576$ 93,913,429$ 93,913,429$
EXPENDITURE LIMITATION COMPARISON 2013 2014
1. Budgeted expenditures/expenses 95,422,156$ 93,913,429$
2. Add/subtract: estimated net reconciling items
3. Budgeted expenditures/expenses adjusted for reconciling items 95,422,156 93,913,429
4. Less: estimated exclusions
5. Amount subject to the expenditure limitation 95,422,156$ 93,913,429$
6. EEC or voter-approved alternative expenditure limitation 95,422,156$ 93,913,429$
x
*
**
***
TOTAL
FINANCIAL
RESOURCES
AVAILABLE
BUDGETED
EXPENDITURES/
EXPENSES
INTERFUND TRANSFERSOTHER FINANCING
FUND
General Fund 36,775,636$ 27,351,566$
ACTUAL
EXPENDITURES/
EXPENSES**
ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES*
1.9,724,507$ 28,201,906$ 162,729$
FUND
BALANCE/
NET
POSITION***
PROPERTY TAX
REVENUES
ESTIMATED
REVENUES
OTHER THAN
PROPERTY
TAXES 2014 2014
185,000$ $
2.7,946,053
Amounts in this column represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually
required to be maintained intact (e.g., principal of a permanent fund).
The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted
Includes Expenditure/Expense Adjustments Approved in current year from Schedule E.
Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year.
Special Revenue Funds
$
Fiscal Year 2014
CITY/TOWN OF ____Oro Valley______
8,652,846
37,948,684$ 37,948,684$
390,669 8,652,846 4,598,995 3,971,350 5,072,165
4/13 SCHEDULE A
269
ESTIMATED
REVENUES
ACTUAL
REVENUES*
ESTIMATED
REVENUES
2013 2013 2014
GENERAL FUND
Local taxes
Local Sales Tax $ 11,827,995 $ 12,023,845 $ 12,623,382
Cable Franchise Tax 500,000 500,000 500,000
Licenses and permits
Licenses 171,140 174,900 176,700
Permits 753,829 1,147,296 1,307,255
Fees 11,500 8,400 9,500
Intergovernmental
State/County Shared 9,175,117 9,175,117 9,659,167
State Grants 1,014,042 1,032,200 1,509,700
Federal Grants 983,000 704,232 576,490
Other 613,413 442,339 30,000
Charges for services
Reimbursements 204,000 184,000 204,000
Fees 408,600 502,363 644,200
Other 604,956 598,191 595,237
Fines and forfeits
Fines 190,000 180,000 190,000
Interest on investments
Interest Income 89,000 62,275 62,275
Miscellaneous
Miscellaneous 134,000 157,623 114,000
Total General Fund $ 26,680,592 $ 26,892,781 $ 28,201,906
*
CITY/TOWN OF ____Oro Valley______
Revenues Other Than Property Taxes
Fiscal Year 2014
Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
SOURCE OF REVENUES
4/13 SCHEDULE C Page 1 of 4270
ESTIMATED
REVENUES
ACTUAL
REVENUES*
ESTIMATED
REVENUES
2013 2013 2014
CITY/TOWN OF ____Oro Valley______
Revenues Other Than Property Taxes
Fiscal Year 2014
SOURCE OF REVENUES
SPECIAL REVENUE FUNDS
Highway User Revenue Fund
Local Sales Tax $316,890 $469,344 $ 1,077,197
Highway User Fuel Tax 2,480,005 2,480,005 2,500,000
Permits 43,000 51,110 48,000
Grants 260,000 125,000 35,000
Interest Income 7,000 7,000 7,000
Charges for Services 229,493 229,493 129,493
Other 10,000 17,683 10,000
$ 3,346,388 $ 3,379,635 $ 3,806,690
Bed Tax Fund
Local Sales Tax $782,283 $782,283 $789,000
Interest Income 5,700 3,975 3,975
$787,983 $786,258 $792,975
Seizures & Forfeitures - State Fund
$175,000 $61,605 $175,000
$175,000 $61,605 $175,000
Seizures & Forfeitures - Federal Fund
$250,000 $27,125 $250,000
$250,000 $27,125 $250,000
Impound Fee Fund
Fees $47,503 $47,503 $47,500
$47,503 $47,503 $47,500
Total Special Revenue Funds $ 4,606,874 $ 4,302,126 $ 5,072,165
* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
4/13 SCHEDULE C Page 2 of 4271
ESTIMATED
REVENUES
ACTUAL
REVENUES*
ESTIMATED
REVENUES
2013 2013 2014
CITY/TOWN OF ____Oro Valley______
Revenues Other Than Property Taxes
Fiscal Year 2014
SOURCE OF REVENUES
DEBT SERVICE FUNDS
Municipal Debt Service Fund
Federal Grants $83,784 $83,784 $70,677
Interest Income 20
Miscellaneous 100,000 100,000 83,000
$183,784 $183,804 $153,677
Oracle Road Improvement District Fund
Special Assessments $367,578 $367,578 $365,868
$367,578 $367,578 $365,868
Total Debt Service Funds $551,362 $551,382 $519,545
CAPITAL PROJECTS FUNDS
Alternative Water Resources Development Impact Fee Fund
Development Impact Fees $219,200 $904,760 $ 1,678,322
Charges for Services 2,456,000 2,542,000 2,550,000
Interest Income 800 900 1,000
$ 2,676,000 $ 3,447,660 $ 4,229,322
Potable Water System Development Impact Fee Fund
Development Impact Fees $114,255 $513,567 $926,097
Interest Income 4,500 2,000 2,000
$118,755 $515,567 $928,097
Townwide Roadway Development Impact Fee Fund
State Grants $ 5,280,000 $ 4,722,000 $ 3,150,000
Federal Grants 699,000 500,000
Development Impact Fees 414,118 672,940 791,375
Interest Income 1,600 19,500 1,500
Other 18,000 18,000 18,000
$ 6,412,718 $ 5,432,440 $ 4,460,875
Parks & Recreation Impact Fee Fund
Development Impact Fees $92,001 $111,150 $201,297
$92,001 $111,150 $201,297
Library Impact Fee Fund
Development Impact Fees $37,461 $4,606 $
$37,461 $4,606 $
Police Impact Fee Fund
Development Impact Fees $49,840 $62,076 $107,392
$49,840 $62,076 $107,392
General Government Impact Fee Fund
Development Impact Fees $$3,250 $
$$3,250 $
Aquatic Center Project Fund
Donations $300,000 $30,000 $30,000
$300,000 $30,000 $30,000
Total Capital Projects Funds $ 9,686,775 $ 9,606,749 $ 9,956,983
* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
4/13 SCHEDULE C Page 3 of 4272
ESTIMATED
REVENUES
ACTUAL
REVENUES*
ESTIMATED
REVENUES
2013 2013 2014
CITY/TOWN OF ____Oro Valley______
Revenues Other Than Property Taxes
Fiscal Year 2014
SOURCE OF REVENUES
ENTERPRISE FUNDS
Oro Valley Water Utility Fund
Water Sales $ 11,707,800 $ 11,693,000 $ 11,748,000
Charges for Services 475,200 572,400 597,100
Interest Income 75,000 66,250 66,250
Miscellaneous 20,000
$ 12,258,000 $ 12,351,650 $ 12,411,350
Stormwater Utility Fund
Federal Grants $67,800 $7,867 $
State Grants 450,000 450,000
Charges for Services 761,500 762,600 771,500
Interest Income 500 4,800 500
Miscellaneous 20,000 20,140
$ 1,299,800 $795,407 $ 1,222,000
Total Enterprise Funds $ 13,557,800 $ 13,147,057 $ 13,633,350
INTERNAL SERVICE FUNDS
Fleet Fund
Fleet Services $638,787 $638,787 $ 1,282,793
Miscellaneous 20,000
$638,787 $638,787 $ 1,302,793
Benefit Self Insurance Fund
Miscellaneous $ 2,182,664 $ 2,082,500 $ 2,209,000
$ 2,182,664 $ 2,082,500 $ 2,209,000
Total Internal Service Funds $ 2,821,451 $ 2,721,287 $ 3,511,793
TOTAL ALL FUNDS $ 57,904,854 $ 57,221,382 $ 60,895,742
* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
4/13 SCHEDULE C Page 4 of 4273
FUND SOURCES <USES>IN <OUT>
GENERAL FUND
Tfr to Municipal Debt Service Fund $$$$160,729
Tfr to Oracle Road Improvement District Fund 2,000
Tfr from Bed Tax Fund 185,000
Total General Fund $$$ 185,000 $ 162,729
SPECIAL REVENUE FUNDS
Bed Tax Fund $$$$390,669
Total Special Revenue Funds $$$$390,669
DEBT SERVICE FUNDS
Municipal Debt Service Fund $$$ 369,576 $
Oracle Road Improvement District Fund 2,000
Total Debt Service Funds $$$ 371,576 $
CAPITAL PROJECTS FUNDS
Alternative Water Rscs Dev Impact Fee Fund $$$$100,000
Total Capital Projects Funds $$$$100,000
ENTERPRISE FUNDS
Oro Valley Water Utility Fund $ 1,300,000 $$ 100,000 $ 3,178
Total Enterprise Funds $ 1,300,000 $$ 100,000 $ 3,178
TOTAL ALL FUNDS $ 1,300,000 $$ 656,576 $ 656,576
2014 2014
CITY/TOWN OF ____Oro Valley______
Other Financing Sources/<Uses> and Interfund Transfers
Fiscal Year 2014
OTHER FINANCING INTERFUND TRANSFERS
4/13 SCHEDULE D274
ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
ACTUAL
EXPENDITURES/
EXPENSES*
BUDGETED
EXPENDITURES/
EXPENSES
2013 2013 2013 2014
GENERAL FUND
Council $224,618 $$224,618 $225,853
Clerk 322,779 321,989 345,118
Development & Infrastructure Svcs 3,803,751 3,349,021 4,031,561
Finance 744,111 726,233 709,242
General Administration 2,245,094 (386,000)1,831,394 2,037,730
Human Resources 496,156 464,107 523,821
Information Technology 1,213,633 1,213,633 1,482,173
Legal 816,559 768,813 804,344
Magistrate Court 757,629 726,527 761,430
Town Manager's Office 728,648 638,569 700,989
Parks, Recreation, & Cultural Resources 2,630,112 2,387,353 2,536,955
Police 12,667,903 12,599,309 14,223,297
Contingency Reserve 11,034,643 (524,000)2,100,000 9,566,171
Total General Fund $ 37,685,636 $(910,000)$ 27,351,566 $ 37,948,684
SPECIAL REVENUE FUNDS
Highway User Revenue Fund $ 6,108,346 $$ 3,630,438 $ 6,573,318
Seizures & Forfeitures - State Fund 467,924 175,434 525,354
Seizures & Forfeitures - Federal Fund 832,189 358,910 508,867
Bed Tax Fund 790,091 (300,000)386,710 997,807
Impound Fee Fund 47,503 47,503 47,500
Total Special Revenue Funds $ 8,246,053 $(300,000)$ 4,598,995 $ 8,652,846
DEBT SERVICE FUNDS
Municipal Debt Service Fund $ 1,570,148 $$703,861 $ 1,373,416
Oracle Road Improvement District Fund 371,693 370,298 368,740
Total Debt Service Funds $ 1,941,841 $$ 1,074,159 $ 1,742,156
CAPITAL PROJECTS FUNDS
Aquatic Center Project Fund $ 3,350,000 $ 1,460,000 $ 4,600,218 $42,114
Townwide Roadway Dev Impact Fee Fund 7,128,581 4,760,000 5,689,538
Naranja Park Fund 258,821 (250,000)8,821
Alternative Water Rscs Dev Impact Fee Fund 4,334,770 2,312,919 6,899,226
Potable Water System Dev Impact Fee Fund 3,614,431 722,266 4,100,604
Parks & Recreation Impact Fee Fund 543,500 90,100 334,400
Library Impact Fee Fund 153,507 114,798
Police Impact Fee Fund 153,328 82,646 189,151
General Government Impact Fee Fund 135,430 123,243
Recreation In Lieu Fee Fund 185,240 139,477 16,353
Total Capital Projects Funds $ 19,857,608 $ 1,210,000 $ 12,830,869 $ 17,395,005
ENTERPRISE FUNDS
Oro Valley Water Utility Fund $ 22,619,429 $$ 14,163,939 $ 22,486,741
Stormwater Utility Fund 1,950,138 941,151 1,551,204
Total Enterprise Funds $ 24,569,567 $$ 15,105,090 $ 24,037,945
INTERNAL SERVICE FUNDS
Fleet Fund $638,787 $$638,787 $ 1,302,793
Benefit Self Insurance Fund 2,482,664 1,757,500 2,834,000
Total Internal Service Funds $ 3,121,451 $$ 2,396,287 $ 4,136,793
TOTAL ALL FUNDS $ 95,422,156 $$ 63,356,966 $ 93,913,429
*
Expenditures/Expenses by Fund
Fiscal Year 2014
CITY/TOWN OF ____Oro Valley______
Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.
FUND/DEPARTMENT
4/13 SCHEDULE E275
ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
ACTUAL
EXPENDITURES/
EXPENSES*
BUDGETED
EXPENDITURES/
EXPENSES
2013 2013 2013 2014
Council:
General Fund $224,618 $$ 224,618 $ 225,853
Department Total $224,618 $$ 224,618 $ 225,853
Clerk:
General Fund $322,779 $$ 321,989 $ 345,118
Department Total $322,779 $$ 321,989 $ 345,118
Development & Infrastructure Svcs:
General Fund $ 3,803,751 $$ 3,349,021 $ 4,031,561
Highway Fund 6,108,346 3,630,438 6,573,318
Townwide Roadway Dev Impact Fee Fund 7,128,581 4,760,000 5,689,538
Stormwater Utility Fund 1,950,138 941,151 1,551,204
Fleet Fund 638,787 638,787 1,302,793
Department Total $ 19,629,603 $$ 13,319,397 $ 19,148,414
Finance:
General Fund $744,111 $$ 726,233 $ 709,242
Department Total $744,111 $$ 726,233 $ 709,242
General Administration:
General Fund $ 2,245,094 $(386,000)$ 1,831,394 $ 2,037,730
General Fund - Contingency Reserve 11,034,643 (524,000)2,100,000 9,566,171
Municipal Debt Service Fund 1,570,148 703,861 1,373,416
Oracle Road Improvement District Fund 371,693 370,298 368,740
Benefit Self Insurance Fund 2,482,664 1,757,500 2,834,000
General Government Impact Fee Fund 135,430 123,243
Library Impact Fee Fund 114,798
Department Total $ 17,839,672 $(910,000)$ 6,886,296 $ 16,294,855
Human Resources:
General Fund $496,156 $$ 464,107 $ 523,821
Department Total $496,156 $$ 464,107 $ 523,821
Information Technology:
General Fund $ 1,213,633 $$ 1,213,633 $ 1,482,173
Department Total $ 1,213,633 $$ 1,213,633 $ 1,482,173
Legal:
General Fund $816,559 $$ 768,813 $ 804,344
Department Total $816,559 $$ 768,813 $ 804,344
Magistrate Court:
General Fund $757,629 $$ 726,527 $ 761,430
Department Total $757,629 $$ 726,527 $ 761,430
Town Manager's Office:
General Fund $728,648 $$ 638,569 $ 700,989
Bed Tax Fund 790,091 (300,000)386,710 997,807
Department Total $ 1,518,739 $(300,000)$ 1,025,279 $ 1,698,796
Parks, Recreation & Cultural Resources:
General Fund $ 2,630,112 $$ 2,387,353 $ 2,536,955
Parks & Recreation Impact Fee Fund 543,500 90,100 334,400
Library Impact Fee Fund 153,507
Naranja Park Fund 258,821 (250,000)8,821
Recreation In Lieu Fee Fund 185,240 139,477 16,353
Aquatic Center Project Fund 3,350,000 1,460,000 4,600,218 42,114
Department Total $ 7,121,180 $ 1,210,000 $ 7,217,148 $ 2,938,643
Expenditures/Expenses by Department
Fiscal Year 2014
CITY/TOWN OF ____Oro Valley______
DEPARTMENT/FUND
4/13 SCHEDULE F Page 1 of 2276
ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
ACTUAL
EXPENDITURES/
EXPENSES*
BUDGETED
EXPENDITURES/
EXPENSES
2013 2013 2013 2014
Expenditures/Expenses by Department
Fiscal Year 2014
CITY/TOWN OF ____Oro Valley______
DEPARTMENT/FUND
Police:
General Fund $ 12,667,903 $$ 12,599,309 $ 14,223,297
Seizures & Forfeitures - State Fund 467,924 175,434 525,354
Seizures & Forfeitures - Federal Fund 832,189 358,910 508,867
Police Impact Fee Fund 153,328 82,646 189,151
Impound Fee Fund 47,503 47,503 47,500
Department Total $ 14,168,847 $$ 13,263,802 $ 15,494,169
Water Utility:
Oro Valley Water Utility Fund $ 22,619,429 $$ 14,163,939 $ 22,486,741
Alternative Water Rscs Dev Impact Fee Fund 4,334,770 2,312,919 6,899,226
Potable Water System Dev Impact Fee Fund 3,614,431 722,266 4,100,604
Department Total $ 30,568,630 $$ 17,199,124 $ 33,486,571
*Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed
budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.
4/13 SCHEDULE F Page 2 of 2277
Full-Time
Equivalent (FTE)
Employee Salaries
and Hourly Costs Retirement Costs Healthcare Costs
Other Benefit
Costs
Total Estimated
Personnel
Compensation201420142014201420142014
GENERAL FUND 258.86 $ 14,475,403 $ 2,140,631 $ 1,536,564 $ 1,609,438 = $ 19,762,036
SPECIAL REVENUE FUNDSHighway Fund 23.08 $ 1,346,753 $153,618 $155,528 $158,251 = $ 1,814,150
Bed Tax Fund 3.00 163,817 18,904 12,267 13,424 208,412
Impound Fee Fund 0.50 20,105 2,320 359 1,630 24,414
Seizures & Forfeitures - State Fund 1.00 46,989 9,553 4,089 6,818 67,449
Seizures & Forfeitures - Federal Fund 2.00 92,167 18,737 15,631 13,248 139,783
Total Special Revenue Funds 29.58 $ 1,669,831$ $203,132$ $187,874$ $193,371$ = $2,254,208$
INTERNAL SERVICE FUNDSFleet Fund 1.15 $55,499 $6,405 $7,414 $5,895 = $75,213
Total Internal Service Funds 1.15 $55,499 $6,405 $7,414 $5,895 = $75,213
ENTERPRISE FUNDSOro Valley Water Utility Fund 37.00 $ 2,015,457 $232,584 $243,880 $196,543 = $ 2,688,464
Stormwater Utility Fund 4.10 234,398 27,050 37,432 20,963 319,843
Total Enterprise Funds 41.10 $ 2,249,855 $259,634 $281,312 $217,506 = $ 3,008,307
TOTAL ALL FUNDS 330.69 $ 18,450,588 $ 2,609,802 $ 2,013,164 $ 2,026,210 = $ 25,099,764
FUND
CITY/TOWN OF ____Oro Valley______Full-Time Employees and Personnel CompensationFiscal Year 2014
4/13 SCHEDULE G
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2013 – 2014 Annual Budget Appendix
Glossary of Terms
ADOPTED BUDGET: Formal action made by Town Council that sets the spending limits for the fiscal year. ALLOCATION: Assigning one or more items of
cost or revenue to one or more segments of an
organization according to benefits received,
responsibilities, or other logical measures of use.
AMORTIZATION: The systematic and rational
distribution of the cost of an intangible capital asset
over its estimated useful life.
ANNUALIZED COSTS: Operating costs incurred
at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. BALANCED BUDGET: A budget in which
recurring revenues equal recurring expenditures.
BOND: A municipality will issue this debt
instrument and agree to repay the face amount of
the bond on the designated maturity date. Bonds
are primarily used to finance capital projects.
BUDGET: A financial plan consisting of an
estimate of proposed expenditures and their purposes for a given period and the proposed means of financing them. CAPITAL EXPENDITURE: Those items valued
over $1000 with a life expectancy of at least five
years.
CAPITAL IMPROVEMENT PLAN (CIP): A
comprehensive five-year plan consisting of items
costing $50,000 or more which will support the
continued growth and development of the Town.
CAPITAL PROJECT FUND: Fund used to account for financial resources used for acquisition or construction of major assets. CARRYFORWARD: Year-end savings that may
be re-appropriated in the following fiscal year to
cover one-time expenditures.
CENTRAL ARIZONA PROJECT (CAP): The system of aqueducts, tunnels, pumping plants and pipelines responsible for bringing Colorado River water to Arizona’s Pima, Pinal, and Maricopa counties. CENTRAL ARIZONA WATER CONSERVATION DISTRICT (CAWCD): a
state agency with the primary responsibility of
managing the Central Arizona Project (CAP).
CLEAN RENEWABLE ENERGY BONDS
(CREBS): Bonds issued to finance certain
renewable energy or “clean coal” facilities.
Projects funded with CREBS must generate electricity and must be created from clean and/or renewable sources. CONTINGENCY: Monies set aside as carryover
to the following fiscal year, but which can be
used to finance unforeseen expenditures of the
various operating funds.
DEBT SERVICE: Principal and interest
payments on outstanding bonds.
DEBT SERVICE FUND: Fund used to account
for accumulation of resources that will be used to pay general long-term debt. DEPARTMENT: A major administrative division of the Town that indicates overall management
responsibility for an operation or group of related
operations within a functional area.
DEPRECIATION: The systematic and rational
distribution of the cost of a tangible capital asset
(less salvage value) over its estimated useful life.
DIVISION: A functional unit of a department.
ENTERPRISE FUND: Accounts for expenses of programs or services, which are intended to be self-sustaining. User fees primarily cover the cost of services.
ESTIMATED REVENUE: The amount of
projected revenue to be collected during the
fiscal year.
EXPENDITURE: The use of government funds
to acquire goods or services.
281
2013 – 2014 Annual Budget Appendix
Glossary of Terms
EXPENDITURE LIMITATION: The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission sets the annual limit based on population growth and
inflation. All municipalities have the option of
(Home Rule Option) proposing an alternative
expenditure limitation to its voters. Oro Valley
citizens approved the Home Rule Option in 2010.
FISCAL YEAR: Any period of twelve consecutive
months establishing the beginning and the ending
of financial transactions. For the Town of Oro
Valley, this period begins July 1 and ends June 30.
FULL ACCRUAL: Basis of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.
FULL TIME EQUIVALENT (FTE): A position,
permanent or temporary, based on 2,080 hours per
year. Part-time positions are converted for budget
purposes to a decimal equivalent of a full-time
position based on 2,080 hours per year. For
example, a part-time employee working 20 hours
per week would be equivalent to a 0.5 FTE.
FUND: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. FUND BALANCE: The difference between assets
and liabilities reported in a governmental fund.
GENERAL FUND: A fund used to account for all
general purpose transactions of the Town that do
not require a special type of fund.
GENERAL OBLIGATION BONDS: Bonds that
are guaranteed by the full taxing power of a city or town. These bonds are usually retired from property tax funds. GENERAL PLAN: A plan approved by Town
Council and ratified by the voters that provides the
fundamental policy direction and guidance on
development decisions in the Town. The General
Plan is the “constitution” for growth and
development in the community.
GIS: Geographic Information System(s). A geographic information system is an integrated
hardware, software and data system that allows
for the capturing and analyzing of geographic
information in forms such as maps and globes.
GOAL: A statement of broad direction, purpose
or intent based on the needs of the community.
GOVERNMENTAL FUNDS: Funds generally
used to account for tax-supported activities. Examples include the general fund, special revenue funds, debt service funds, and capital projects funds. GRANT: A contribution by the state or federal
government or other agency to support a
particular function. HIGHWAY USERS REVENUE FUND (HURF):
This revenue source consists of the gasoline tax
collected by the state and distributed to counties
and cities based on the county of origin and
population. These revenues are to be used for
street and highway purposes. HOME RULE OPTION: An alternative expenditure limitation that allows a municipality to expend what it anticipates in revenues each
fiscal year. This limitation must be approved by
the voters and is effective for four fiscal years. IMPACT FEES: The fees charged to offset the
cost of town improvements that are required due
to growth-related development.
IMPROVEMENT DISTRICT BONDS: Bonds
that are issued to finance projects in a
designated area within a town or city. The majority of property owners in this district must approve the formation of the district and the amount of indebtedness. The bonds are then
repaid by the assessments levied on the property
in the district.
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2013 – 2014 Annual Budget Appendix
Glossary of Terms
INFRASTRUCTURE: Facilities that support the continuance and growth of a community. INTERFUND TRANSFER: Movement of resources
between two funds. INTERNAL SERVICE FUND: Used to report any
activity that provides goods or services to other
funds, departments or agencies on a cost-
reimbursement basis.
LONG TERM DEBT: Debt with a maturity of more
than one year after date of issuance.
LTAF: Local Transportation Assistance Funds. This funding has been permanently eliminated. Funds were collected from Arizona state lottery proceeds and distributed to cities and towns on population
basis. The funds were to be used for public
transportation and transportation purposes. MODIFIED ACCRUAL: Basis of accounting that
reports those transactions, events, and interfund
activity that affect inflows and outflows of financial
resources in the near future.
MUNICIPAL PROPERTY CORPORATION BONDS: Bonds that are issued by a non-profit corporation formed by the Town for the purpose of financing the construction or acquisition of capital improvement projects. These bonds may be issued
without voter approval.
OBJECTIVE: A statement of specific measurable
outcomes that contribute toward accomplishing the
departmental goal.
OPERATING BUDGET: Appropriations for the day-
to-day costs of delivering Town services.
PAG: Pima Association of Governments. PER CAPITA: A unit of measure that indicates the amount of some quantity per person. PERFORMANCE MEASURES: Indicators that
measure how well an organization is performing on
progress towards organizational objectives.
PROGRAM: A group of related functions or
activities performed by a division where there is a
desire to budget and identify expenditures
independently of other activities within the division.
PROPRIETARY FUNDS: Funds that either (1) operate largely on fees and charges for services to external customers or (2) operate on a cost recovery basis with internal customers, such as other government
departments, divisions or programs. Enterprise
Funds and Internal Service Funds are the two
types of proprietary funds.
RESERVES: To set aside a portion of a fund
balance to protect against economic downturns
or emergencies.
REVENUE: Amounts estimated to be received
from taxes and other sources during the fiscal year. RTA: Regional Transportation Authority. The government entity that manages the $2.1
billion, 20-year regional transportation plan
approved by Arizona’s Pima County voters on
May 16, 2006.
SPECIAL REVENUE FUND: Fund used to
account for revenues from specific taxes or
other earmarked revenue sources that by law
are designated to finance particular functions
or activities of government. STATE SHARED REVENUE: Includes the Town’s portion of state sales tax revenues, state income tax receipts, and Motor Vehicle
taxes.
USER FEES: Fees charged for the direct
receipt of a public service to the party or
parties who benefit from the service.
WATER INFRASTRUCTURE FINANCE AUTHORITY BONDS (WIFA): WIFA is a
state agency that has specific programs that
can improve a city or town’s ability to use
bonding as a revenue source. WIFA is charged
to assist smaller to medium sized communities’
pool their bond issues together to help lower
the costs of issuing debt. They also have
monies set aside to help secure the debt and allow the bonds to be issued at the lowest interest rate possible. WORKLOAD INDICATORS: Indicators that
determine and illustrate workload or output for
a department, division or program.
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284