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HomeMy WebLinkAboutPackets - Council Packets (1842)Town Council Meeting Regular Session January 10, 2024 2 Town Council Meeting Announcements Upcoming meetings Meetings are subject to change. Check the Town website for meeting status. Neighborhood Meeting: Rezone & Development Plan for Vistoso Highlands Drive January 11 at 6:00 p.m. Council Chambers Planning and Zoning Commission Study Session January 12 at 10:00 a.m. Hopi Conference Room Health Care Benefits Trust Board January 16 at 10:00 a.m. Kachina Conference Room Budget and Finance Commission January 16 at 4:00 p.m. Council Chambers Planning and Zoning Commission Special Session January 16 at 6:00 p.m. Council Chambers Stormwater Utility Commission Meeting January 18 at 4:00 p.m. Hopi Conference Room Board of Adjustment January 23 at 3:00 p.m. Council Chambers Town Council Regular Session *Pending Council Action January 24 at 6:00 p.m. Council Chambers 4 OV’s Path Forward Upcoming Community Events Sunday, January 14 11AM -1PM Fry’s Food Store on Oracle and 1st Friday, January 26 10AM –12PM Van Gogh Exhibition at the OV Marketplace Thursday, January 18 3PM-6PM Stacks Book Club at the OV Marketplace Thursday, February 1 12PM-3PM Starbucks -10615 N. Oracle Road 5 Stay up-to-date about events & join the online conversation at www.OVPathForward.com Town Council Meeting Regular Session January 10, 2024 Baker Tilly US, LLP, trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2023 Baker Tilly US, LLP. Reporting and insights from 2023 audit: Town of Oro Valley, Arizona June 30, 2023 8 Executive summary We have completed our audit of the financial statements of the Town of Oro Valley for the year ended June 30, 2023 and have issued our report thereon dated December 14, 2023. •Financial Statement Audit Report •Unqualified opinion •Government Auditing Standards Compliance Report •No instances of noncompliance or other matters •No identified material weaknesses •Federal Grants Single Audit Report •Major Program –COVID-19 State and Local Fiscal Recovery Fund •No Findings This presentation supplements our letter to governance dated December 14, 2023 as required by our professional standards. 9 Our responsibilities As your independent auditor, our responsibilities include: •Planning and performing the audit to obtain reasonable assurance about whether the basic financial statements are free from material misstatement.Reasonable assurance is a high level of assurance, but not an absolute level of assurance. •Assessing the risks of material misstatement of the basic financial statements whether due to fraud or error.Included in that assessment is a consideration of the Town’s internal control over financial reporting •Performing appropriate procedures based upon our risk assessment •Evaluating the appropriateness of the accounting policies used and the reasonableness of significant accounting estimates made by management •Forming and expressing an opinion based on our audit about whether the basic financial statements prepared by management, with the oversight of those charged with governance: •Are free from material misstatement •Present fairly in all material respects and in accordance with accounting principles generally accepted in the United States of America •Performing tests related to compliance with certain provisions of laws, regulations, contracts and grants, as required by Government Auditing Standards •Our audit of the basic financial statements does not relieve management or those charged with governance of their responsibilities. 10 Our responsibilities We are also required to communicate significant matters related to our audit that are relevant to the responsibilities of those charged with governance including: •Internal control matters –Various controls have been tested with no reportable findings. •Qualitative aspects of the Town’s accounting practice including policies, accounting estimates and financial statement disclosures –This can be found on Note 1 of the financial statements •Significant unusual transactions –All significant and unusual transactions have been audited with no reportable issues. •Significant difficulties encountered –No difficulties to report •Disagreements with management –No disagreements to report •Circumstances that affect the form and content of the auditors' report and key audit matters –None noted •Audit consultations outside the engagement team –None noted •Corrected and uncorrected misstatements –No misstatements identified •Other audit findings or issues –No audit findings or issues identified 11 Required communications Management’s consultations with other accountants •In some cases, management may decide to consult with other accountants about auditing and accounting matters. •Management informed us that and to our knowledge, there were no consultations with other accountants regarding auditing or accounting matters. Compliance with laws and regulations We did not identify any non-compliance with laws and regulations during our audit. Fraud We did not identify any instances of known or suspected fraud during our audit. Going concern Pursuant to professional standards, we are required to communicate to you, when applicable, certain matters relating to our evaluation of the Town’s ability to continue as a going concern for a reasonable period of time but no less than 12 months from the date of the basic financial statements including the effects on the basic financial statements and the adequacy of the related disclosures and the effects on the auditor's report. No such matters or conditions have come to our attention during our engagement. Related parties We did not have any significant findings or issues arise during the audit in connection with the Town’s related parties. 12 Nonattest services The following nonattest services were provided by Baker Tilly: •Financial statement preparation •Adjusting journal entries •Preparation of the Data Collection Form on the Federal Clearinghouse website In addition, we prepared GASB No. 34 conversion entries which are summarized in the, “Reconciliation of the Balance Sheet of Governmental Funds to the Statement of Net Position” and the, “Reconciliation of the Statement of Revenues, Expenditures, and Changes in Fund Balances of Governmental Funds to the Statement of Activities” in the financial statements. None of these nonattest services constitute an audit under generally accepted auditing standards, including Government Auditing Standards. 13 Communications with Town Council and Management •Expenditure Limitation Report •Town was $31.9 million dollars under the Home Rule Expenditure Limitation •Issued to the Arizona State Auditor General timely Voter-Approved Expenditure Limitation $147,704,287 Town Expenditures Subject to Limitation 115,722,426 Amount under the expenditure Limitation $31,981,861 •Single Audit •Town expended $4,137,264 of federal funds in Fiscal Year 2023 •Major programs were: •COVID-19 State and Local Fiscal Recovery Fund •Town received an unmodified opinion on the federal single audit. 14 Questions? Brian Hemmerle, CPA, CFE Partner E: Brian.Hemmerle@bakertilly.com Baker Tilly US, LLP, trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2022 Baker Tilly US, LLP Town Council Meeting Regular Session January 10, 2024 Reporting on Agreed Upon Procedures (AUP): Town of Oro Valley –Golf Analysis FY2023 January 10, 2024 This communication is intended solely for the information and use of those charged with governance, and, if appropriate, management, and is not intended to be and should not be used by anyone other than these specified parties. Baker Tilly US, LLP, trading as Baker Tilly, is an independent member of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly US, LLP is not Baker Tilly International’s agent and does not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited. © 2022 Baker Tilly US, LLP 17 Executive summary We have completed our agreed-upon procedures of the golf analysis for the Town of Oro Valley for the year ended June 30, 2023, and have issued our report thereon dated November 20, 2023. This presents our procedures and findings. An agreed-upon procedure (AUP) is defined as: •An attestation engagement in which a practitioner performs specific procedures on subject matter and reports the findings without providing an opinion or conclusion. The subject matter may be financial or nonfinancial information. 18 Our responsibilities Based on our engagement letter dated August 1, 2023, management outlined the following procedures to be performed: 1.Select a sample of at least 40 expenditures to determine appropriate classification, and to evaluate whether the expenditure was appropriately allocated to the Town’s golf courses and not other golf courses managed by the same third-party manager. 2.Perform Benford’s Law test and use Baker Tilly analytical programs and software, such as teammate analytics, to determine inconsistencies or inaccuracies in expenditures. Test all expenditures identified by the analytical programs to supporting documentation and evaluate whether the expenditure had an appropriate operating purpose for the golf course. 3.Perform extended analysis on golf course revenue in relation to different types of tee times and compare for consistency with prior year. a.In addition, we were instructed to sample 25 revenue receipts to trace from the point-of-sale system to the general ledger for accuracy. 4.Internal control review of external consultant (third-party management company) to ensure proper recording of transactions. 19 Our responsibilities Our procedures and finding are documented in the report and summarized here: •Procedure 1 •Select a sample of at least 40 expenditures to determine appropriate classification, and to evaluate whether the expenditure was appropriately allocated to the Town’s golf courses and not other golf courses managed by the same third-party manager. •We noted all invoices were accurately coded to the appropriate expense category and traced to the third-party management company’s (TPMC) general ledger. We noted all invoices were addressed to the Town’s Golf course or Town of Oro Valley for service or purchase. We noted all invoices had appropriate approvals prior to payment. The results of our testing did not detect any inappropriate allocation of expenses from other golf courses managed by the TPMC to the Town of Oro Valley. 20 Our responsibilities •Procedure 2 •Perform Benford’s Law test and use Baker Tilly analytical programs and software, such as teammate analytics and data snipper, to determine inconsistencies or inaccuracies in expenditures. Test all expenditures identified by the analytical programs to supporting documentation and evaluate whether the expenditure had an appropriate operating purpose for the golf course. •We performed the Benford’s Law analysis over disbursement amounts from the TPMC’s general ledger for fiscal year 2022 and 2023. For the fiscal year 2022, we noted the 2 digit had a variance of 3.9%, greater than our auditor judgement expectation of 3% variance. However, upon review of two vendors that made up the majority of reoccurring transactions that started with a 2 digit, Comcast and Town of Oro Valley Water Utility were 39 invoices in the 2 digit strata. We reviewed 6 invoices for each vendor noting they were addressed to the Town golf courses. The expenditures appeared to be accurately reflecting services provided in the fiscal year for the Golf Course. •For the fiscal year 2023 Benford’s Law test, we noted no variances greater than 3%. 21 Our responsibilities Benford’s Law results: 2022 2023 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 1 2 3 4 5 6 7 8 9 Sample Rate vs. Benford Rate Sample Rate Benford Rate 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 1 2 3 4 5 6 7 8 9 Sample Rate vs. Benford Rate Sample Rate Benford Rate 22 Our responsibilities •Procedure 3 •Perform extended analysis on golf course revenue in relation to different types of tee times and compare for consistency with prior year. •We obtained the revenue detail from the point-of-sale system, EZ Suites, from the General Manager. We noted that the allocation of revenue has the following categories: Green fees-Member, Green fees-Outing, and Green fees-Public. The point-of-sale system does not differentiate between walk-up rounds and pre-reserved rounds. The point-of-sale system links with the accounting software to upload all activity. •The rounds increased for the months of November through April, which is typical for most courses coming out of the COVID-19 pandemic. January and February had more rain and snow resulting in a reduction of public rounds. Additionally in January, there was a frisbee golf tournament at Pusch Ridge that rented the entire course for 5 days in 2023 and only 2 days in 2022. •The number of member rounds also increased from 36% of total rounds in fiscal year 2022 to 42% of total rounds in fiscal year 2023 while Public rounds decreased from 56% in fiscal year 2022 to 51% in fiscal year 2023. Outing rounds remained comparable between the years at 8% in fiscal year 2022 and 7% in fiscal year 2023. Overall, the total rounds increased in fiscal year 2023 which is line with the increase in total revenues. 23 Our responsibilities •Procedure 3 –Totals by member, outing, and public on the point-of-sale system: 0 10000 20000 30000 40000 50000 60000 FY 2022 FY 2023 Total Rounds per EZ Suites Member Outing Public Totals Member Outing Public Totals Fiscal year 2023 41,116 7,014 50,932 99,062 Percentage of sales 41.5%7.1%51.4% Fiscal year 2022 34,943 7,969 54,199 97,111 Percentage of sales 35.3%8.0%54.7% Difference (rounds)6,173 (955)(3,267)1,951 Difference %6.2%-1.0%-3.3% 24 Our responsibilities •Procedure 3 –Summary by month: Month July Aug Sept Oct Nov Dec Jan Feb March Apr May June Totals FY 2023 Rounds -Member 2,478 2,643 2,829 3,149 3,808 3,351 4,071 3,570 4,927 3,999 3,352 2,939 41,116 -Outing 223 192 255 38 1,307 461 811 596 955 1,366 490 320 7,014 -Public 2,099 2,272 2,525 2,084 5,364 4,838 5,628 5,890 8,453 5,892 3,718 2,169 50,932 Total 4,800 5,107 5,609 5,271 10,479 8,650 10,510 10,056 14,335 11,257 7,560 5,428 99,062 FY 2022 Rounds -Member 1,780 1,922 2,235 2,630 3,013 2,953 3,807 3,341 4,270 3,542 2,863 2,587 34,943 -Outing 294 345 232 283 1,120 604 958 1,080 770 1,294 688 301 7,969 -Public 2,994 3,311 2,817 2,394 5,864 5,083 6,458 5,963 8,432 5,916 3,059 1,908 54,199 Total 5,068 5,578 5,284 5,307 9,997 8,640 11,223 10,384 13,472 10,752 6,610 4,796 97,111 Differences -Member 698 721 594 519 795 398 264 229 657 457 489 352 6,173 -Outing (71)(153)23 (245)187 (143)(147)(484)185 72 (198)19 (955) -Public (895)(1,039)(292)(310)(500)(245)(830)(73)21 (24)659 261 (3,267) (268)(471)325 (36)482 10 (713)(328)863 505 950 632 1,951 25 Our responsibilities •Procedure 3 –Additionally, we computed an average green fee for the months of October 2022 through June 2023 for El Conquistador and Pusch Ridge. Per discussion with the General Manager, reports prior to October 2022 breaking out the courses separately were unavailable due to point-of-sale system changes from Jonas to EZ Suites. Pusch Ridge is only open from November to May. The average monthly rates are as follows: El Conquistador Pusch Ridge Average Green Fees - Public Green Fees - Outings Average Green Fees - Public Green Fees - Outings October $ 34.88 $ 34.77 October $ -$ - November $ 42.81 $ 50.78 November $ 23.41 $ 24.00 December $ 39.88 $ 54.38 December $ 22.17 $ 24.00 January $ 43.22 $ 50.59 January $ 22.12 $ 23.99 February $ 52.87 $ 50.34 February $ 22.57 $ 24.00 March $ 52.60 $ 57.73 March $ 21.73 $ 23.83 April $ 41.90 $ 57.34 April $ 23.06 $ 23.99 May $ 31.29 $ 34.03 May $ 18.86 $ 24.00 June $ 26.31 $ 24.39 June $ 9.21 $ - Overall Average $ 40.64 $ 46.04 Overall Average $ 20.39 $ 23.97 26 Our responsibilities •Procedure 3a -Select a sample of 25 revenue receipts to trace from the point-of-sale system to the general ledger for accuracy. •We obtained 30 cash receipts by selecting from deposits recorded in the general ledger. We traced the receipt documentation to the point-of-sale system, EZ suites. The General Manager provided the Daily Z report showing the total cash collected for each selection. All cash deposits traced to the bank statement without exception, however there were discrepancies with the credit card deposits and wire transfers. •Of the 30 selections, there were 15 credit card transactions. There were 4 credit card transactions that had a difference between the point-of-sale system and the bank deposit, as identified by the TPMC. We noted that the deposit in the bank was higher than the point-of-sale report by a total of $647.36. The four transactions took place in November 2022. •There were 2 credit card transactions that could not be traced to the bank statement. One amount was $523.96 on 11/22/22 and the other was $414.52 on 8/14/22. The TPMC indicated that credit card transactions can hit the bank for different amounts as well as including any potential refunds. This makes it difficult to trace the initial charged amount directly to the bank statement. •There were 2 wire transfers selected as part of the testing. A transfer in, and a transfer out. The transfer in did not have a formal deposit slip as it was related to the Town transferring funds into the Golf Management company’s cash account. The transfer out related to a vendor payment in the amount of $168.00. Wire transfers out and transfers in are recorded by the TPMC, no deposit slips are initiated for transfers in. 27 Our responsibilities •Procedure 4 -Internal control review of external consultant (third-party management company) to ensure transactions were properly recorded. •For the 3 out of the 5 months of bank reconciliations tested, we noted a difference in the final bank reconciliation calculation to the TPMC’s general ledger. The difference for October was $142.50; the amount per book on the reconciliation was higher than the TPMC’s general ledger. The difference for November was $142.50; the amount per book on the reconciliation was higher than the general ledger. The difference for December was $4,256.28; the amount per book on the reconciliation was higher than the general ledger. The differences were in the Town’s favor; noting there was no lost funding. •Additionally, there was no formal documentation of review of the bank reconciliation. Monthly financial reports are sent to the supervisor for review; we observed the emails being sent, however no communication back and forth was noted for edits or approval. •We recommend the Town require their TPMC to maintain proper supporting documentation of review and approval of bank reconciliations with supervisor signature or initial. Additionally, although the amount per book on the reconciliation was higher than the general ledger balances, we recommend the Town request and review monthly bank reconciliations. 28 Agreed Upon Procedures INDEPENDENT ACCOUNTANTS’ REPORT •Questions 29 Client service team Noemi Barter, CPA Manager noemi.barter@bakertilly.com Brian Hemmerle, CPA, CFE Partner brian.hemmerle@bakertilly.com Town Council Meeting Regular Session January 10, 2024 Avilla -East Proposed Rezoning and Architecture Town Council January 10, 2024 Purpose Applicant’s proposal 88 attached & detached rental units Maximum building height: 18 feet/ 1 story Public Hearing for applicant’s requests: Item A: Rezoning (PAD Amendment) from C-1 to HDR Item B: Architecture Commission recommendations Discussion and possible action 32 Location Map 33 Avilla Rancho Vistoso 1.Avilla-East 88 single-story rental units Access to Rancho Vistoso Blvd. via shared internal drive w/Safeway Center 2.Avilla-West 119 single -story rental units Accessed from Woodburne Avenue and Avilla Drive 34 Applicant’s Proposal Site Design: 88 attached & detached rental units Maximum building height: 18 feet/ 1 story Leasing Center Recreation Areas Clubhouse with recreation facilities Dog Park Swimming Pool 30% Open Space (as required by Rancho Vistoso PAD) 35 Background and Site History 1987: Rancho Vistoso PAD Commercial (C-1) 2007: Development Plan Office Restaurant Building Height: 34 feet/2 stories 36 Item A: Rezoning –Zoning Transitions 37 Item A: Rezoning continued –Commercial Viability ~ 80 acres ~117 total acres - ~28 residential acres ~89 commercial acres ~ 71 acres ~ 31 acres Local Commercial Center Regional Commercial Center 13 Subject properties 38 Key Factors for Commercial Viability Statistics within a 1.5-mile radius of each area 2023 Estimates Lambert and La Canada 1st and Tangerine Difference Commercial Land (acres)~31 ~80 +49 Number of Businesses 217 239 +22 Median HH Income $101,613 $102,801 +$1,188 Population 10,743 8,327 -2,416 Population Density (ppl/square mile)1,539.4 1,123 -416 Households 4,599 3,506 -1,093 2020 Traffic Count Estimates 36,000 DT 29,000 DT -7,000 Lambert and La Cañada 1st and Tangerine 14 Item A: Rezoning continued –Commercial Viability 13 39 Item A: Rezoning continued –Residential Density and Economic Potential Residential density is a key consideration for retailers Site selection process does not distinguish between renters and homeowners Potential Customers Concept Proposed Units # of Residents Potential Retail Spending Supportable S.F Avila East 119 238 2.4 mil.5,509 sf Avila West 88 176 1.8 mil.4,062 sf Total 207 414 4.2 mil 9,571 sf Reduces ~80 acres to ~57acres - Subject properties- Remaining Vacant Commercial 40 Item A: PAD Amendment continued –Traffic and Access Traffic considerations Traffic accidents Increase traffic by 3-4% Proposed solutions 1.Northern Safeway Center 2.Traffic Signal 3.Realigning Woodburne 4.Closing existing median 5.Tangerine access Exceeds code and traffic safety standards 41 Item A: Rezoning continued: General Plan & Zoning Conformance General Plan & Zoning Code Vision, Guiding Principles, Goals and Policies Effective Land Use Transitions Provide a variety of housing types Compatibility with neighbors Support for commercial Housing Study 2016 General Plan Action Item & Town Council Strategic Plan Missing Middle Housing 42 Item B: Architecture 3 models Spanish Farmhouse Prairie Desert colors, materials, and textures 43 Public Participation Informational Video Three (3) Neighborhood Meetings Common themes: Traffic Compatibility Proposed rental units Commercial viability Planning and Zoning Commission 44 Summary and Recommendation Proposed Rental Homes (88) Item A: Rezoning (PAD Amendment) Item B: Architecture Key aspects Zoning Transitions Commercial Viability Traffic and Access Commission recommends conditional approval of Item A and approval of Item B. Two motions required Approval of Item A required to act on Item B 45 Town Council Meeting Regular Session January 10, 2024 • • •▼ • • • • • • • Avilla Rancho Vistoso East and West -TIA •Existing Traffic Conditions •Tangerine Road/Rancho Vistoso Blvd-1st Ave. –LOS D (D) •EB Approach -D(E), WB Approach –D(D) •Rancho Vistoso Blvd./Woodburne Ave. –LOS B (B) •Rancho Vistoso Blvd./North Safeway Drwy. •WB approach –C (F) Traffic Signal Warrant Analysis •The Traffic Signal Warrants are met at both the Rancho Vistoso Blvd./Woodburne Ave. and the Rancho Vistoso Blvd./North Safeway Drwy (2) intersections for the existing traffic conditions. •The spacing between these intersections is only 380 feet. 56 Avilla Rancho Vistoso East and West -TIA 57 Avilla Rancho Vistoso East and West -TIA •Design Options considered due to the 380 feet intersection spacing. •New Traffic Signal at Woodburne; Close Median Break at North Safeway Driveway (Right-in / Right-Out) •Advantages •Only 1 traffic signal: at Woodburne Ave. •The difficult left-turn out of the Safeway Shopping Center is eliminated, forcing the right-out. Thus eliminating that crash potential. •All turn movements are done under a protected signal phase. •Disadvantages – •No SB access to the Safeway Shopping Center. •All of the NB traffic from the commercial property on the west side would be forced to enter Woodburne Ave at new driveway across from Heatherglenn Place. •The EB left-turn lane storage (160 feet) is restricted due to the location of Heatherglenn Place. •The site-generated traffic from Avilla would either go north and make a U-turn at Woodburne Ave. (adding to the existing traffic using that intersection during the AM and PM Peak Hour) OR meander through the Safeway Shopping Center to the new driveway along Tangerine Road. •Avilla Drive would be right-in/right-out only. •Signal would be adjacent existing residents’ homes. 58 Avilla Rancho Vistoso East and West -TIA •Design Options considered due to the 380 feet intersection spacing. •New Traffic Signal at North Safeway Driveway Close Median Break at Woodburne (Right-in / Right-Out) •Advantages •Only 1 traffic signal: at the North Safeway Drwy. •Access to the west neighborhood is maintained. •The traffic from commercial property on the west side has direct access to both Rancho Vistoso Blvd. and Tangerine Road and it doesn’t use a residential collector street. •Improved access to and from the Safeway Shopping Center using the North Safeway Drwy. •All turn movements are done under a protected signal phase. Disadvantages •No access to the neighborhood to the west from Woodburne Ave. –it pushes that traffic further north to another intersection, thus increasing the traffic at that intersection. •The 24 residents along Heatherglenn Place would have to take a longer route when returning to their home from Rancho Vistoso Blvd. •The emergency vehicle traffic would need to be accommodated –the median would needed to be mountable. 59 Avilla Rancho Vistoso East and West -TIA •Trip Generation •The Institute of Transportation Engineers (ITE) provides data on trip generation for various land uses that is used and accepted by most if it all the agencies throughout the country. The ITE Land Use Code (LUC) for this particular proposed land use is Apartments –LUC 220. •Daily traffic –1,464 trips •AM Peak Hour –109 trips (26 trips in/83 trips out) •PM Peak Hour –129 trips ( 82 trips in/47 trips out) •2022 Average Daily Traffic on Rancho Vistoso Blvd. –13,355 vehicles (from PAG). •For a 4-lane divided roadway such as Rancho Vistoso Blvd. has a capacity of approximately 37,000 vehicles at LOS C. Existing ADT is a third of the capacity at LOS C. •The 1,464 trips from the Avilla development represents an approximately 10% increase in the traffic on Rancho Vistoso Blvd. However, that traffic goes no further north than the North Safeway Drwy. •If these two parcels were to be developed as commercial uses the expected daily traffic would be in the range 5,500 to 5,600 trips –a 4-fold increase in traffic with compared to the proposed Avilla development. 60 Avilla Rancho Vistoso East and West -TIA •Trip Generation •The Institute of Transportation Engineers (ITE) provides universal data on trip generation for various land uses that is used and accepted by most if it all the agencies throughout the country. The ITE Land Use Code (LUC) for this particular proposed land use is Apartments –LUC 220. •Daily traffic –1,464 trips •AM Peak Hour –109 trips (26 trips in/83 trips out) •PM Peak Hour –129 trips ( 82 trips in/47 trips out) •2022 Average Daily Traffic on Rancho Vistoso Blvd. –13,355 vehicles (from PAG). •For a 4 -lane divided roadway such as Rancho Vistoso Blvd. has a capacity of approximately 37,000 vehicles at LOS C. •The 1,464 trips from the Avilla development represents an approximately 10% increase in the traffic on Rancho Vistoso Blvd. and that traffic goes no further north than Woodburne Blvd. •If these two parcels were to be developed as commercial uses the expected daily traffic would be in the range 5,500 to 5,600 trips –a 4-fold increase in traffic with compared to the proposed development. 61 Avilla Rancho Vistoso East and West -TIA •Future Traffic Conditions with the proposed Avilla development •Tangerine Road/Rancho Vistoso Blvd-1st Ave. –LOS D (D) •EB Approach -D(D), WB Approach –D(D) •NB Approach –D(D), SB Approach –D(C) •Rancho Vistoso Blvd./Woodburne Ave. –LOS C (B) (EB approach right-in, right-out only) •Rancho Vistoso Blvd./North Safeway Drwy. –LOS C(B) (signalized) •EB Approach –C (C), WB approach –C (C) •NB Approach –B (C), SB Approach –C (C) 62 Avilla Rancho Vistoso East and West -TIA •In conclusion the following is recommended for the Avilla development •Rancho Vistoso Blvd./Woodburne Ave. •Extend the median across Woodburne Ave. •Design a mountable curb in the median for emergency vehicles. •Rancho Vistoso Blvd./North Safeway Drwy. •Create a 4 -way intersection and install the traffic signal. •Re -align Woodburne Ave. so that intersects this intersection and creates the west leg. •All turn movements are done under a protected signal phase. •Re -aligned Woodburne Ave. •There are no STOP signs along the re-align roadway. •Access to the west neighborhood is maintained. 63 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •  • • • • •▼▲ • •▲▼ • • • • • • • • • • Town Council Meeting Regular Session January 10, 2024 Avilla -West Proposed Rezoning and Architecture Town Council January 10, 2024 Purpose Applicant’s proposal 119 attached & detached rental units Maximum building height: 18 feet/ 1 story Retains commercial at intersection Public Hearing for applicant’s requests: Item A: Rezoning (PAD Amendment) from C-1 to HDR Item B: Architecture Commission recommendations Discussion and possible action 97 Location Map 98 Avilla Rancho Vistoso 1.Avilla-East 88 single-story rental units Access to Rancho Vistoso Blvd. via shared internal drive w/Safeway Center 2.Avilla-West 119 single -story rental units Accessed from Woodburne Avenue and Avilla Drive 99 Applicant’s proposal Site Design: 119 attached & detached rental units Maximum building height: 18 feet/ 1 story Recreation Areas Clubhouse with recreation facilities Swimming Pool Event Lawn 30% Open Space (as required by Rancho Vistoso PAD) Retains commercial at intersection (pink) Future Development Plan Letter of Interest provided by Sprouts (SWC) 100 Background and Site History 1987: Rancho Vistoso PAD Commercial (C-1) 2011: Proposed Rezoning (withdrawn) Apartments – 240 units Building Height: 34 feet/3 stories 101 Item A: Rezoning –Zoning Transitions 102 Item A: Rezoning continued –Commercial Viability ~ 80 acres ~117 total acres - ~28 residential acres ~89 commercial acres ~ 71 acres ~ 31 acres Local Commercial Center Regional Commercial Center Subject properties 103 Key Factors for Commercial Viability Statistics within a 1.5-mile radius of each area 2023 Estimates Lambert and La Canada 1st and Tangerine Difference # of Businesses 217 239 +76 Median HH Income $101,613 $102,801 +$1,188 Population 10,743 8,327 -2,416 Population Density 1,539.4 ppl/sq. mile 1,123 ppl/sq. mile -416 Households 4,599 3,506 -1,093 2020 Traffic Count Estimates 36,000 DT 29,000 DT -7,000 Lambert and La Cañada 1st and Tangerine Item A: Rezoning continued –Commercial Viability 104 Item A: Rezoning continued –Residential Density and Economic Potential Residential density is a key consideration for retailers Site selection process does not distinguish between renters and homeowners Potential Customers Concept Proposed Units # of Residents Potential Retail Spending Supportable S.F Avila East 119 238 2.4 mil.5,509 sf Avila West 88 176 1.8 mil.4,062 sf Total 207 414 4.2 mil 9,571 sf Reduces ~80 acres to ~57acres - Subject properties- Remaining Vacant Commercial 105 Item A: PAD Amendment continued –Traffic and Access Traffic considerations Traffic accidents Increase traffic by 3-4% Proposed solutions 1.Northern Safeway Center 2.Traffic Signal 3.Realigning Woodburne 4.Closing existing median 5.Tangerine access Exceeds code and traffic safety standards 106 Item A: Rezoning continued: General Plan & Zoning Conformance General Plan & Zoning Code Vision, Guiding Principles, Goals and Policies Effective Land Use Transitions Provide a variety of housing types Compatibility with neighbors Support for commercial Housing Study 2016 General Plan Action Item & Town Council Strategic Plan Missing Middle Housing 107 Item B: Architecture 3 models Spanish Farmhouse Prairie Desert colors, materials, and textures 108 Public Participation Informational Video Three (3) Neighborhood Meetings Common themes: Traffic View Impacts Noise Proposed apartments Commercial Viability Planning and Zoning Commission 109 Summary and Recommendation Proposed Rental Homes (119) Item A: Rezoning (PAD Amendment) Item B: Architecture Key aspects Zoning Transitions Commercial Viability Traffic and Access Commission recommends conditional approval of Item A and approval of Item B. Two motions required Approval of Item A required to act on Item B 110 Town Council Meeting Regular Session January 10, 2024 • • •▼ • • • • • • • Avilla Rancho Vistoso East and West -TIA •Existing Traffic Conditions •Tangerine Road/Rancho Vistoso Blvd-1st Ave. –LOS D (D) •EB Approach -D(E), WB Approach –D(D) •Rancho Vistoso Blvd./Woodburne Ave. –LOS B (B) •Rancho Vistoso Blvd./North Safeway Drwy. •WB approach –C (F) Traffic Signal Warrant Analysis •The Traffic Signal Warrants are met at both the Rancho Vistoso Blvd./Woodburne Ave. and the Rancho Vistoso Blvd./North Safeway Drwy (2) intersections for the existing traffic conditions. •The spacing between these intersections is only 380 feet. 117 Avilla Rancho Vistoso East and West -TIA 118 Avilla Rancho Vistoso East and West -TIA •Design Options considered due to the 380 feet intersection spacing. •New Traffic Signal at Woodburne; Close Median Break at North Safeway Driveway (Right-in / Right-Out) •Advantages •Only 1 traffic signal: at Woodburne Ave. •The difficult left-turn out of the Safeway Shopping Center is eliminated, forcing the right-out. Thus eliminating that crash potential. •All turn movements are done under a protected signal phase. •Disadvantages – •No SB access to the Safeway Shopping Center. •All of the NB traffic from the commercial property on the west side would be forced to enter Woodburne Ave at new driveway across from Heatherglenn Place. •The EB left-turn lane storage (160 feet) is restricted due to the location of Heatherglenn Place. •The site-generated traffic from Avilla would either go north and make a U-turn at Woodburne Ave. (adding to the existing traffic using that intersection during the AM and PM Peak Hour) OR meander through the Safeway Shopping Center to the new driveway along Tangerine Road. •Avilla Drive would be right-in/right-out only. •Signal would be adjacent existing residents’ homes. 119 Avilla Rancho Vistoso East and West -TIA •Design Options considered due to the 380 feet intersection spacing. •New Traffic Signal at North Safeway Driveway Close Median Break at Woodburne (Right-in / Right-Out) •Advantages •Only 1 traffic signal: at the North Safeway Drwy. •Access to the west neighborhood is maintained. •The traffic from commercial property on the west side has direct access to both Rancho Vistoso Blvd. and Tangerine Road and it doesn’t use a residential collector street. •Improved access to and from the Safeway Shopping Center using the North Safeway Drwy. •All turn movements are done under a protected signal phase. Disadvantages •No access to the neighborhood to the west from Woodburne Ave. –it pushes that traffic further north to another intersection, thus increasing the traffic at that intersection. •The 24 residents along Heatherglenn Place would have to take a longer route when returning to their home from Rancho Vistoso Blvd. •The emergency vehicle traffic would need to be accommodated –the median would needed to be mountable. 120 Avilla Rancho Vistoso East and West -TIA •Trip Generation •The Institute of Transportation Engineers (ITE) provides data on trip generation for various land uses that is used and accepted by most if it all the agencies throughout the country. The ITE Land Use Code (LUC) for this particular proposed land use is Apartments –LUC 220. •Daily traffic –1,464 trips •AM Peak Hour –109 trips (26 trips in/83 trips out) •PM Peak Hour –129 trips ( 82 trips in/47 trips out) •2022 Average Daily Traffic on Rancho Vistoso Blvd. –13,355 vehicles (from PAG). •For a 4-lane divided roadway such as Rancho Vistoso Blvd. has a capacity of approximately 37,000 vehicles at LOS C. Existing ADT is a third of the capacity at LOS C. •The 1,464 trips from the Avilla development represents an approximately 10% increase in the traffic on Rancho Vistoso Blvd. However, that traffic goes no further north than the North Safeway Drwy. •If these two parcels were to be developed as commercial uses the expected daily traffic would be in the range 5,500 to 5,600 trips –a 4-fold increase in traffic with compared to the proposed Avilla development. 121 Avilla Rancho Vistoso East and West -TIA •Trip Generation •The Institute of Transportation Engineers (ITE) provides universal data on trip generation for various land uses that is used and accepted by most if it all the agencies throughout the country. The ITE Land Use Code (LUC) for this particular proposed land use is Apartments –LUC 220. •Daily traffic –1,464 trips •AM Peak Hour –109 trips (26 trips in/83 trips out) •PM Peak Hour –129 trips ( 82 trips in/47 trips out) •2022 Average Daily Traffic on Rancho Vistoso Blvd. –13,355 vehicles (from PAG). •For a 4 -lane divided roadway such as Rancho Vistoso Blvd. has a capacity of approximately 37,000 vehicles at LOS C. •The 1,464 trips from the Avilla development represents an approximately 10% increase in the traffic on Rancho Vistoso Blvd. and that traffic goes no further north than Woodburne Blvd. •If these two parcels were to be developed as commercial uses the expected daily traffic would be in the range 5,500 to 5,600 trips –a 4-fold increase in traffic with compared to the proposed development. 122 Avilla Rancho Vistoso East and West -TIA •Future Traffic Conditions with the proposed Avilla development •Tangerine Road/Rancho Vistoso Blvd-1st Ave. –LOS D (D) •EB Approach -D(D), WB Approach –D(D) •NB Approach –D(D), SB Approach –D(C) •Rancho Vistoso Blvd./Woodburne Ave. –LOS C (B) (EB approach right-in, right-out only) •Rancho Vistoso Blvd./North Safeway Drwy. –LOS C(B) (signalized) •EB Approach –C (C), WB approach –C (C) •NB Approach –B (C), SB Approach –C (C) 123 Avilla Rancho Vistoso East and West -TIA •In conclusion the following is recommended for the Avilla development •Rancho Vistoso Blvd./Woodburne Ave. •Extend the median across Woodburne Ave. •Design a mountable curb in the median for emergency vehicles. •Rancho Vistoso Blvd./North Safeway Drwy. •Create a 4 -way intersection and install the traffic signal. •Re -align Woodburne Ave. so that intersects this intersection and creates the west leg. •All turn movements are done under a protected signal phase. •Re -aligned Woodburne Ave. •There are no STOP signs along the re-align roadway. •Access to the west neighborhood is maintained. 124 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •  • • • • •▼▲ • •▲▼ • • • • • • • • • • Town Council Meeting Regular Session January 10, 2024 Public Hearing: Proposed Code Amendment Mobile Food Unit Courts Town Council January 10, 2024 Purpose Proposed Code Amendment to add Mobile Food Unit Courts to the Code Review feedback from the Planning and Zoning Commission and Town Council Tonight – discussion and possible action Code Amendment only, no specific site proposals are being considered 158 Mobile Food Units -Background Mobile Food Unit (MFU) – Vehicle or trailer prepared as kitchen; food trucks, peddler carts, etc. Town only has standards for individual MFUs at temporary sites Mobile Food Unit Court - A site specifically designed to accommodate multiple Mobile Food Units serving customers as the principal use of the land. 159 Goals of Proposed Code Amendment Create new use to enable permanent facilities for long-term MFU presence Identify appropriate zoning districts and process (Conditional Use Permit) Ensuring high-quality design standards Common areas for community gathering Quality aesthetics Landscaping and shade opportunities Eliminating potential nuisance issues (generators, etc.) 160 Research Reviewed over a dozen municipalities Studied best practices from American Planning Association Met with City of Tucson planners who just passed a similar code amendment Discussed amendment with applicants and local businesses (Wow Wow Lemonade and Fork & Fire) to receive feedback Study session feedback from both Planning and Zoning Commission and Town Council Flagstaff, Arizona Marana, Arizona Scottsdale, Arizona Sedona, Arizona Tucson, Arizona San Diego, California San Francisco, California Portland, Oregon Austin, Texas Dallas, Texas Fort Worth, Texas Houston, Texas Seattle, Washington 161 Feedback and Responses Topic PZC / TC Feedback Proposed Requirement for Oro Valley Parking Parking requirements seem excessive Now requiring 6 spaces per mobile food unit pad, reduced from 10. Community Outreach Have we reached out to local operators? Yes, Wow Wow Lemonade and Fork & Fire provided valuable parking information. Design Standards – Vegetation Concerns over too little vegetation Now requires a minimum of 25% of the central common area to be vegetated. It may be increased on a case by case basis. Design Standards – Architectural Standards Concerns about MFU Court appearances Appearance and quality requirements for MFUs have been added, and permanent structures must meet existing architectural requirements. Design Standards – Lighting Concerns about lighting impacts Site must meet lighting code, string lights must be shielded, and there is no reduction to the existing lighting requirements for MFUs. Safety and Food Health How do food safety inspections work? State and County regulations are in place for food and safety inspections. 162 Proposed Code Identifies appropriate zoning (C-N, C-1, C-2 and equivalent PAD) where the proposed use could locate with an approved Conditional Use Permit Sets up new standards for Mobile Food Unit Courts, and Mobile Food Units operating within a Court Requires a CUP, Development Plan and Landscape Plan including: MFUs must be clean, operable, and capable of moving on and off premises safely MFU appearance must be professional and free of damage such as peeling paint or torn vinyl wrapping, and all graphics and signage must be neat and legible Minimum of 25% of central common area must be vegetated 6 Parking spaces per MFU pad required, down from 10 Prohibits the use of generators and unshielded string lights 163 General Plan Compliance Several policies stand out as particularly relevant: Policy E.1 -Develop a diversified and robust economic base to support long-term economic stability. Policy CC.6 -Promote the creation of unique community gathering places that are inviting, walkable, attractive and vibrant and offer commercial, entertainment or cultural activity. Policy LU.5 -Provide diverse land uses that meet the Town's overall needs and effectively transition in scale and density adjacent to neighborhoods. 164 Summary and Recommendation Mobile Food Unit Courts as a CUP within C-N, C-1, and C-2 zoning with associated standards Ensures opportunity to modify standards for each project and ensure compatibility Proposed Code Amendment meets all Your Voice, Our Future General Plan requirements Planning and Zoning Commission recommends approval 165 Town Council Meeting Regular Session January 10, 2024 50th Anniversary Parade & Events Funding Summary of October 4, 2023 Council Study Session Big Celebration Bigger Event Parade Community Involvement Similar to 4th of July Music Bounce Houses Family Festival Tree Planting Held in April Increase Budget to Meet Expectations Request Additional Funds from Council Council Requests & Comments 50th Anniversary Events & Other Items Parade 50th Celebration Event Planting 50 Trees Renaming West Lambert Park Enhance Existing Events/Programs Shop Local Program 50th Webpage 50th Logo Swag Items Mural Podcasts Print Ads Press Releases Social Media Promotion Cake Social Timeline Display Possible Partnership or Event Opportunities 50th Anniversary Parade Overview Saturday, April 6 9am Parade Start Time Naranja Dr: Ironwood Ridge High School to the Library Parking Lot Staging at Ironwood Ridge High School Parking Lot Police Officers will secure all intersections Stage for Announcing Applications went live on January 2 on 50th webpage Council Participation Options Option A: Trailer pulled by a pick-up truck, decorated, with hay bales for seating Option B: Individual Golf Carts 50th Anniversary Parade Cost Breakdown Item Cost Notes Parade Coordinator $2,000 Individual to provide coordination in the lead up and day of parade logistics P&R staff $2,000 Support staff cost for lead up and day of needs Rental equipment $4,000 Stage Platform, Sound Equipment, Generator OVPD Staffing $11,200 Officers necessary to support parade route Traffic Control $2,500 Additional traffic control at La Cholla and La Canada Misc. Costs (Decor, safety, signage)$3,000 Total Estimated Cost $24,700 50th Anniversary Celebration Event Overview Saturday, April 13 Noon-10pm James D. Kriegh Park Similar to 4th of July, but bigger and longer Time for Community Groups on Stage Larger Name Band Fireworks Inflatables Photo Booths Police Presence 50th Anniversary Celebration Event Cost Breakdown Options Option A (10 Hour Event)Option B (4 Hour Event, Similar to 4th of July) Item Cost Notes Firework Display $18,600 Cost for a show consistent to the 2023 4th of July (18-minute show, 3-inch shells) Live Music $2,000 Same caliber as entertainment at 4th of July Stage $1,500 Smaller Stage used for 4th of July Sound, Lighting, Power $6,200 Sounds used for 4th of July, generator Inflatables $3,300 OV P&R Staffing $2,000 Support staff costs OV PD Staffing $7,500 Officers necessary to provide support for duration of event Face Painter/Activities $3,400 Last year we had Face Painters & Hamster Balls Restrooms $2,500 Crafts and Games Supplies $1,500 Table and Chair Rentals $1,500 Light Tower Rentals $1,000 Misc. Costs (Decor, Safety, Signage)$1,500 Total Estimated Cost $52,500 Item Cost Notes Firework Display $18,600 Cost for a show consistent to the 2023 4th of July (18-minute show, 3-inch shells) Live Music $12,000 High Quality Band Stage $5,000 Larger Stage Sound, Lighting, Power $15,000 Better Quality Sound and Light Inflatables $5,500 2 Additional inflatables OV P&R Staffing $3,000 Support staff costs OV PD Staffing $14,800 Officers necessary to provide support for duration of event Photo Booth $3,000 2 photo booths Restrooms $2,500 Crafts and Games Supplies $3,000 Table and Chair Rentals $1,500 Light Tower Rentals $1,000 Misc. Costs (Decor, Safety, Signage)$3,000 Total Estimated Cost $87,900 Planting 50 Trees 50 trees to be planted Requesting donations Photo opportunities with plantings Item Cost Notes Purchase Trees & Irrigation $7,000 If Needed Sign for Pictures $500 Total Estimated Cost $7,500 Total Request for Parade, Celebration Event, & Trees Item Cost Notes Parade $24,700 Option “A” Event $87,900 10 Hour Event Tree Planting $7,500 Subtotal $120,100 Parade Donation ($10,000)Lisa Bayless Celebrate OV Budget ($10,000)Currently in Budget Total Option A Request $100,100 Item Cost Notes Parade $24,700 Option “B” Event $52,500 4 Hour Event Tree Planting $7,500 Subtotal $84,700 Parade Donation ($10,000)Lisa Bayless Celebrate OV Budget ($10,000)Currently in Budget Total Option B Request $64,700 Option A Option B Action Items Event Funding Options A. Option A to include a parade, larger scale event, and tree planting. TOTAL $100,100 + $5,000 for possible partnership or event opportunities = $105,100 B.Option B to include a parade, event similar to 4th of July, and tree planting. TOTAL $64,700 + $5,000 for possible partnership or event opportunities = $69,700 Council Consensus for Parade Participation A.Option A to ride on a trailer pulled by a pick-up truck, decorated, with hay bales for seating. B.Option B to ride in individual golf carts. Town Council Meeting Regular Session January 10, 2024