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AGENDA ORO VALLEY TOWN COUNCIL SPECIAL SESSION AND STUDY SESSION APRIL 27, 2009 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE SPECIAL SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER ROLL CALL The Mayor and Council may consider and/or give staff direction on the items listed below: 1. Discussion and possible action regarding increasing Summer Camp Program Fees 2. Discussion and possible action regarding the Use of Take-Home Vehicles by Oro Valley Police Department Personnel 3. Discussion and possible action on alternative budget proposals regarding for the Oro Valley Police Department's FY 2009-2010 Budget ADJOURN SPECIAL SESSION STUDY SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER 1. Administrative Departments proposed budgets a) Information Technology b) Human Resources c) Finance d) Town Manager e) General Administration & Debt Service f) Town Clerk g) Economic Development h) Town Council i) Legal ADJOURNMENT POSTED: 04/24/09 4:30 p.m. ekf The Town of Oro Valley complies with the Americans with Disabilities Act(ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk's Office at (520)229-4700. TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: APRIL 27, 2009 TO: HONORABLE MAYOR & COUNCIL FROM: AINSLEY LEGNER, PARKS AND RECREATION DIRECTOR SUBJECT: D ISCUSSION AND POSSIBLE ACTION REGARDING INCREASING SUMMER CAMP PROGRAM FEES BACKGROUND: for summer camp, it is imperative that the fees for the program be established immediately. The In preparation p Parks and Recreation Department is receiving an average of 15 calls per day from parents and care givers inquiring about the program cost and when registration will be available. REVENUE AND FEE POLICY On December 3, 2008, the Town Council approved the Parks and Recreation Department's Revenue and Fee policy. The policy established the following cost recovery targets: 85— 100% Life Guard Training; Water Safety Instruction; For-Profit ball field, court, pool and lane rental. 60 —85% Aqua Fitness; Oro Valley Adult Swim for Fitness; Hikes 35 --60 % Fun Camps; Junior Golf; Oro Valley Hoops; Non-Profit ball field, court, pool and lane rental. 10 —35% Open/Lap Swim; Swim Lessons; Ramada Rentals 0 — 10% Parks; Tree Lighting; Dive-In; Trails The "Cost Recovery Y approved Pyramid" by Town Council identifies the target cost recovery level at 35-60% for Fun Camp Programs. SUMMER CAMP COST RECOVERY OPTIONS The total summer camp program cost is projected at $254,000, including staffing. Below, fees at various levels of cost recovery have been generated for review. Additionally, the total dollars spent and recovered for each level has been provided. As a point of reference, last year's fees are listed at the bottom. Fees for 100% Cost Recovery = $270 per child per week Cost: $254,000 Registration Fee = $145 Revenue: $254,000 Before/After Care = $65 Net Cost: $ 0 Friday Field Trip = $60 Fees for 90% Cost Recovery = $240 per child per week Cost: $254,000 Registration Fee = $130 Revenue: $228,600 Before/After Care = $60 Net Cost: $ 25,400 Friday Field Trip = $50 1 Fees for 60% Cost Recovery = $160 er child P perweek Cost: $254,000 Registration Fee = $85 Revenue: $152,400 Before/After Care = $40 Net Cost: $101,600 Friday Field Trip = $35 Fees for 45% Cost Recovery = $120 er childweek p perCost: $254,000 Registration Fee = $65 Revenue: $114,300 Before/After Care = $30NCost: et $139,700 Friday Field Trip = $25 Last Year's Fees at 38% Cost Recovery $105 child = per per week Cost: $254,000 Registration Fee = $60R . evenue. $ 96,520 Before/After Care = $25 Net Cost: $157,48.0 Friday Field Trip = $20 FEES CHARGED BY OTHER JURISDICTIONS Below are rates charged by other jurisdictions for summer camp programs. Tucson is the only jurisdiction which identifies different fees for residents and non-residents. JURISDICTION FEES City of Tucson $56 per week for residents $70 per week for non-residents Town of Sahuarita $70P er week Town of Marana $40P er week Pima County $75P er week Town of Gilbert $103p er week City of Sierra Vista $85P er week City of Flagstaff $90P er week Town of Oro Valley $105er week (summer P '08) SUMMARY: Town Council identified the 90 - 100% level as areferred target get for cost recovery. However, after analyzin the actual fees that would be assessed to families to reach that target, g it is recommended that the resident fees be elevated to the 60% cost recovery level, resultingin fees that would be more affordable, but still move the program toward the Council's goal. Non-resident fees maybehigher set at a ger level as desired. SUGGESTED MOTION: The Council may wish to consider the following motion: I move to direct staff to set summer campfees at the 60% cost recovery rate for Town residents, and at the 100% cost recovery rate for non-residents. / t),t-i„,., ,:241:2A,( iAinsl Legner, Parks & Recre Director c^ ( / 4 & J ' M/ 6/1/1 erene Watson, Assistant Town Manager b(cia /7) cin,,,iirti://,,/2,,. a Vy David Andrews, Town Manager f TOWN OF ORO VALLEY 2 Page 1 of 4 COUNCIL COMMUNICATION MEETING DATE: April 27, 2009 TO: HONORABLE MAYOR AND COUNCIL FROM: DANIEL G. SHARP, CHIEF OF POLICE SUBJECT:• DISCUSSION AND POSSIBLE ACTION REGARDING THE USE OF TAKE- HOME VEHICLES BY ORO VALLEY POLICE DEPARTMENT PERSONNEL SUMMARY: The Oro Valley Police Departmenttake-home vehicle program began prior to December 3, 1985. This program is monitored to ensure it continues to be sensible in relation to providing the best service to the community. Acknowledging future budget issues, OVPD took the initiative at reducing costs associated with g its fleet. The following has taken place thus far: • November 2008 - reduced OVPD's fleet by two vehicles ■ January 2009 - changed the fleet's vehicle maintenance schedule • - limited commuter use to the public safety employee group (as defined by Town Code, April 14, 2009 4-1-8, Public Safety Employee Relations and Processes) OVPD projects these recent initiatives will result in monetary savings without having a significant impact on y service to the community. OVPD will continue to evaluate these measures and all of our fleet related policies in an effort to find continued savings throughout the upcoming fiscal years. The following describes key considerations for this program: • The OVPD take-home vehicle program permits our officers to have a rapid response to emergency situations. When seconds count, our ability bilit to arrive on scene and provide immediate service is paramount to our mission. Examples include: ➢ Violent crimes against our citizens ➢ Officer involved critical incidents ➢ Severe traffic collisions/congestion ➢ Suspicious deaths ➢ Crimes in progress ➢ Missing persons ➢ Natural disaster (flooding, iced roadways) ➢ Fires ➢ SWAT/Negotiations incidents ➢ Active shooter Officers who are called back to dutyare compensated for the travel time from their homes to the scene. This program alleviates the need for officers to travel to the station for equipment or vehicles prior to arriving on scene, resulting in reduced response times and overtime. • This program affords our officers the ability to spend additional time at their assigned duty station. For instance, School Resource Officers spend a total of eight hours at their assigned schools rather than in their dayat the mainpolice station. Spending more time at the schools allows our starting and ending police1 officers to perform necessary functions at critical times of the day. For example, School minumr • TOWN OF ORO VALLEY Page 2 of 4 COUNCIL COMMUNICATION MEETING DATE: April 27, 2009 Resource Officers often patrol areas related to traffic congestion at the beginning and end of . . g g the school day. In addition, many after school activities require officerresence to address behavioral issues ssues such as fights, narcotics usage, vandalism, alcohol abuse and other school safety issues. • This program prevents us from having our entire vehicle fleetparked in one location. . This makes our fleet less susceptible to a terrorist attack, natural disaster or acts of criminal damage.g . Should such an event occur, our ability to respond to calls for service would not be significantly affected. In 2007, y 07' OVPD worked with KUV Consultants to develop and implement a Business ContinuityPlan.. This plan calls for measures that would protect our agency's resources and assets should a significant g cant event occur within the Town. For example, during Hurricane Katrina, the cityof New Orleans lost an entire fleet of school buses that were parked in one area when they were swiftly and completely rendered in-operable during the flood. Had there been a geographical separation of these vehicles, the loss would not have been as great and those resources would have been mobilized to serve the communityin need. • OVPD has one Maintenance Technician that coordinates the service of our Vehicle Fleet. Our current take-home policy makes it the responsibility of the member to coordinate and schedule ' service of his/her assigned vehicle. This minimizes the number of staff required to meet the demands of ' fleet. q maintaining the • The OVPD has one secure parking lot capable of parking sixty-one (61) vehicles. Thirty- three (33) of these spaces are dedicated for regularly parked marked/unmarkedool vehicles. This s leaves twenty- eight (28) spaces available for OVPD staff to park in dedicatedpolice parkingspaces during p wring their work hours. This secured lot reaches its full capacity Monday through Friday, forcing some staff to park outside the secured facility and in the Town's public lot. The take-home program . p g limits the demand of the Town's public lot usage since OVPD staff does notpark their personallyowned . . . vehicles at Town facilities. • During an August 6, 2008 study session on Police Recruitment and Retention, it was suggested by the Council that the Police Department complete a recruitment and retention surveyidentify to what is important to our officers. Attached is the Recruitment and Retention Survey memorandum dated September 8, 2008. The results of the survey indicated a take-home vehiclero ra p g m was the most popular strategy; please see the attached Recruitment and Retention Survey results dated January 5, 2009. • The OVPD take-home policy is consistent with the proposed Town of Oro Valley y Green Team Environmental Sustainability Plan which was presented to Mayor and Council on February 25, 2009. Under transportation efficiencies, there are a couple of measures consistent with ourro ram: p g 1. Increase the efficiency of the fleet regardless of the fuel used. 2. Allows employees to go to different work sites from home and/or return directlyhome me from different work sites when there is a reduction in miles driven in Town vehicles. OTHER AGENCIES INFORMATION OVPD received several agencies policies (attached) concerning their take-home vehiclero ram . p g s The chart included on the next page is a snapshot of their respective programs: TOWN OF ORO VALLEY Page 3 of 4 COUNCIL COMMUNICATION MEETING DATE: April 27, 2009 POLICE TAKE HOME MILEAGE LIMIT: MILEAGE LIMIT EXCEPTIONS: ELIGIBILITY: AGENCY: PROGRAM: Avondale Yes Residing in and within None • All employees based on twenty miles of city needs of the department limits Casa Grande Yes Residing in city limits • At the discretion of the Chief, • Commissioned Supervisors those who reside outside city • Non-Probationary police limits may be eligible officers Chandler Yes None None • Traffic Unit lieutenant, sergeants,officers • PIO sergeant/officer on-call • K-9 sergeant/officers • CIB lieutenants and sergeants • CIB detectives on call • CIB Narcotics Unit Florence Yes Residing in town • Per department policy,Chief • All sworn officers limits may authorize certain non- resident employees residing within five miles of town limits Gilbert Yes None None • Detectives on-call • Chief Goodyear Yes Residing in and within • Detectives and specialty officers • Officers five miles of city will not be restricted to residing • Detectives limits within the five mile city limit • Specialty officers Lake Yes,g eneral city None None • Some police personnel Havasu City policy only Marana Yes—Per MOU, 20-mile radius from • Non-On-Call nonresident staff, • All sworn employees the Program is the Marana's has an assessed fuel charge of • On-Call status(detectives, amended in lieu Municipal Complex or $20 per pay period, if fuel accident reconstructionists, of suspended Operations Center reaches $3 per gallon or more SWAT,PIO,crime scene performance- • Non-Residents may choose not specialists,K-9 Units) based pay to participate in the Take-Home increases Vehicle Program Oro Valley Yes None None • At the Chief's authorization based on their assignment Peoria Yes Residing in and within None • All"on-call"responders who 20 miles of Police receive"responder pay" station as measured by • Any position required to driving respond whenever called Phoenix Yes None None • On-call status or emergency response team member(e.g. SWAT) Sahuarita Yes Residing in and within • All On-Call Personnel are • Lieutenants five miles of town unrestricted from the mileage • Sergeants limits limit • Detectives • Certain specialty units (SWAT,crime scene and K- 9) • Sworn officers Sierra Vista Yes Residing in and within None • All sworn officers ten miles of city limits TOWN OF ORO VALLEY Page 4 of 4 COUNCIL COMMUNICATION MEETING DATE: April 27, 2009 Moreover, Sierra Vista Police Chief Ken Kimmel wrote, "The police department has years of documented . reports of officers taking action before or after shift that gives support to the program. We have also been able to rapidly deploy officers during critical incidents from their homes as all of the cars are of course fully equipped and ready to go." The Marana Town Council approved a change to the Public Safety MOU to extend the mileage restriction to 20 miles in lieu of any step increases or lump sum performance awards for sworng g ersonnel beginning FY 2010. p According to an e-mail from the Town of Florence, "Regarding police, our police chief finds it necessary to assign a police vehicle for each of his officers. He feels it is necessary for his officers to have their ownp olice car to enhance response times in an emergency situation and to motivate each of his officers to takeg ood care of their vehicles." FISCAL IMPACT: Included in your packet, as the first attachment, are the results of a fiscal impact analysis conducted bythe p y Police Department on the 68 take home vehicles that the Police Department has available to them. Based on the template provided by the Town's Finance Department, the fiscal impact to the Town prior to the policy changes that were recently implemented was $142,028. This represents the total cost of all take home vehicles used by sworn, civilian and command staff. As previously mentioned, on April 14, 2009 the Police Department discontinued the use of take home vehicles for those employees who are not included in the Police Department p nt MOU. The total savings of this policy change was $19,666 making the new cost of take home vehicles $122,362. On average, Police personnel who are town residents drive 6.6 miles roundtripwork from to their homes for a total cost of about $76.23 a day. Non-resident personnel with take home vehicles travel an average of 25 miles a day roundtrip to work and cost approximately $644 dollars a dayto the Town. The assumptions used to pons determine the fiscal impact are included as the second attachment in thep acket. MOTION: I move to.... ATTACHMENTS: 1. Take Home Vehicle Analysis 2. Take Home Vehicle Assumptions 3. OVPD take-home vehicle policy 4. September 8, 2008 Memorandum, Oro Valley Police Department Recruitment and Retention Survey 5. January 5, 2009 Memorandum, Oro Valley Police Department Recruitment and Retention Survey results It 1 arm 6aD ' 1 G. S arp Chief,►f Police L4 David Andrews, Town Manager ^co T- 00 N 00 Vt Lf) CO N- �- O 00 r- CD 1- N--- 0) 00 N. ll) CO CO CO N 4, N CO Co N- N- N- O CD I C) CO N CD CO CD N O C) — CO r- ' C) 0) 'd~ (/) V- CO O ti V- CO 00 N- CO 00 00 N N- CO N- N- N- N 00 c d' CO CO O to w w w O A- Cy r- O �- to WI O F- Ea Eft Eft to Eft Ea Eft Ea Eft Eft Eft Ea Eft Eft Eft Eft Eft Eft Eft Eft Eft Eft Ea to fo C) in Ln Ln cn in cn cn cn Ln Ln cn in in cn cn in Ln u) cn cn cn to 0 a) cn in in in in cn cn in In in nn in cin in in cn in in in in cc cp co O O O O O O O O O O O (::. 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O C/) LL - o -0 .= u) WW O >.� _C U -) O � O W -0t C; n � 0 -0 (f) .-, 0 - u) 0-) a) - Q 0 ca_ U CU N D c0 Q a) o! o c0 Q ce 4- T a x a) (I) a) c_ (f) a0I-- 00W2F- 0 = cf) LLC) W0H o � O O o Z as cov, u) I- IiiL c •c = 0C ir- (t5 G CO CU N 03 Q _ • o Z m c = Cn Cn ° _ ^ is' -) L U u 0 a) .0 O U > P- 1 0)}' c L= a) -� a) = p .0 U L CU ' c O U E E c O E 0 a) 0 a) 0 c0 * ja- - O O -) CO o o N Ca n -o �O cn -t U) O, a) (0 0 O Cn D a) 2 O .�-• a) c C O O (0 (0 a) - .�-.• U) a) O cn co U) U) C5 - I- I- H > > (./) UW _i _I0U) I- t!) Z 0JE-- Fiscal Impact Analysis Assumptions In order to provide an accurate accounting of the cost of police take home vehicles, the department determined an average trip per year for each employee based on their shift and years of service. In doing so, the following assumptions were made. • Assumes 7-day sick leave use or transfer • Assumes allotted number of vacation days based on years of service • Assumes that the employee takes advantage of all holidays (All hourly PD personnel may work on holidays with the exception of their birthday holiday which must be a day off) OVPD officers working "4/10's" (four days a week / ten hours a day) have the following formulas: Less than 5 years of service 6 to 10 years of service 11 + years of service 156 Normal days off 156 Normal days off 156 Normal days off 11 Holidays 11 Holidays 11 Holidays 7 Sick Days 7 Sick Days 7 Sick Days + 9.6 Vacation days + 13.6 Vacation days + 17.6 Vacation days 183.6 Total days off per year 187.6 Total days off per year 191.6 Total days off per year - 365 Days per year - 365 Days per year - 365 Days per year 181.4 Trips per year* 177.4 Trips per year* 173.4 Trips per year* • *Trips per year were rounded in the Take-Home Vehicle Analysis OVPD officers working "5/8's" (five days a week/eight hours a day) have the following formulas: Less than 5 years of service 6 to 10 years of service 11 +years of service 104 Normal days off 104 Normal days off 104 Normal days off 11 Holidays 11 Holidays 11 Holidays 7 Sick Days 7 Sick Days 7 Sick Days + 12 Vacation days + 17 Vacation days +22 Vacation days 134 Total days off per year 139 Total days off per year 144 Total days off per year - 365 Days per year - 365 Days per year - 365 Days per year 231 Trips per year 226 Trips per year 221 Trips per year ORO VALLEY POLICE DEPARTMENT RULES 6.0 DEPARTMENT VEHICLES A. Vehicle Registration and Driver's License All members of the Department who operate a motor vehicle shall possess a valid Arizona Driver's License. B. Use of Department Vehicles 1. Members shall not use Department vehicles without permission of a supervisor. 2. Failure to wear seat belts while operating or riding in Department vehicles is viewed by the Town and the Department as a serious matter. Members injured in collisions while seat belts are not in use may be denied Industrial Injury Compensation. Failure to wear seat belts while operating or riding in Department vehicles may be considered Wrongful use of Equipment(Rule 3.12Y) and disciplinary action for such violations will be normally issued from the member's Division Commander. Mitigating or aggravating circumstances that would affect such discipline are to be documented in the Chain of Command review of the incident. 3. Members will not drive police vehicles into any arroyos or washes or into any other mountainous or desert area off the roads except when absolutely necessary. Members observing matters requiring attention in these areas will proceed on foot when practical. 4. Pushing another vehicle shall not be done if the police vehicle is not equipped with a push bar. Pushing a vehicle shall be done for the purpose of moving stalled or disabled vehicles from hazardous locations to a place of safety. Members shall instruct the operator of the vehicle being pushed where to park the vehicle, what handling characteristics to expect from a vehicle whose power systems are not functioning and what to expect from the member as the vehicle is pushed. Vehicles shall be pushed the shortest possible distance. Members shall exercise due care while pushing other vehicles. 5. Ignition keys shall be removed from all Department vehicles when members leave the immediate vicinity of the vehicle. 6. When a vehicle is left without a member in the driver's seat, the parking brake shall be set. C. Take Home Vehicles 1. Only the Chief of Police shall mandate and authorize a department vehicle as a take home vehicle for a member. Assignments for which take home vehicles are mandated are reviewed and adjusted regularly to meet the needs of the department. 2. Take home vehicles are mandated for individuals based on their assignments. Members assigned take home vehicles are expected to coordinate and deliver the vehicle for maintenance and repairs (there are exceptions to this for members working the five 8-hour schedule). The basic mileage interval maintenance performed by Desert Sun (oil change, Revised 08/11/2006 Rule 6.0 Page 1 of 3 ORO VALLEY POLICE DEPARTMENT RULES tire rotation and safety inspection) should be scheduled directly by the member with Desert Sun (882-6680). When scheduling service for an assigned vehicle with Desert Sun, the member will need to notify them if they will be using the shuttle vehicle while service is being performed on the assigned vehicle as Desert Sun coordinates the use of the shuttle vehicle we provide. Once the vehicle is at Desert Sun, any additional repairs needed that are discovered during the safety inspection will be addressed by Desert Sun contacting our Property Forensics/Fleet Maintenance personnel. A member discovering a need for service or repairs other than the routine maintenance shall contact Property Forensics/Fleet Maintenance personnel for direction so it can be determined if there is warranty coverage that may apply. There will be times that take home vehicles break down and are either towed or dead- lined that will require our Property Forensics/Fleet Maintenance personnel to coordinate repairs during their regular work hours. Field supervisors are responsible for dealing with towing and vehicle dead- lining during the hours that Property Forensics/Fleet Maintenance personnel are not regularly scheduled to work. 3. Those members assigned take home vehicles and/or pool vehicles shall abide by the following: a. Take home vehicles are to be driven to and from duty station and utilized for the member's required activities only. In the event a member has to appear in any court or administrative proceeding outside the Tucson metropolitan area, prior approval shall be required from a supervisor. b. Members may drive departmental vehicles to and from departmental training and shall carpool whenever possible when training is scheduled outside the town or one member's residence is near the travel route of another member. c. Members driving marked units shall always check on duty upon leaving their residence and check off duty when returning to their residence. d. Members driving unmarked vehicles do not have to check on and off duty as long as they are driving to and from their residences as part of their normally scheduled work days. Members driving unmarked vehicles on normally scheduled days off or at unusual times for training, call outs, meetings, etc. shall check on and off the air. e. Department vehicles shall not be used to transport any of the member's family or any other persons unless prior approval is obtained from a supervisor or authorized by rules and procedures. The citizen observer program liability waiver shall be completed when supervisor approval is obtained in the situations not covered by rules and procedures. Revised 08/11/2006 Rule 6.0 Page 2 of 3 ORO VALLEY POLICE DEPARTMENT RULES f. Vehicles are to be kept clean and maintained in good running condition at al times. Vehicles shall be subject to inspection by supervisors. g. When at the member's residence and/or unattended, vehicles are to be kept locked at all times. Members shall take reasonable precautions to protect the vehicle from vandalism and abuse. When the vehicle is left unattended, weapons,portable equipment and/or confidential documents shall not be left in the passenger compartment of the vehicle. There are exceptions for weapons left in vehicles where locking weapon mounts have been installed in the passenger compartment. Weapons,portable equipment and confidential documents needed for regular duties may be left in trunks of vehicles as long as all passenger compartment trunk opening devices are disabled. A member who is assigned a vehicle without securable trunk space should address specific storage needs through their chain of command for weapons, portable equipment and or confidential documents. h. Any specialized equipment sensitive to environmental conditions shall be removed from vehicles not garaged and stored in a secure location. i. Take home vehicles are not to be driven to and from off-duty jobs unless the off-duty work notice specifically authorizes such use. A command staff member may also authorize the use of a take home vehicle for travel to and from off-duty jobs should a member's assignment require this. j. When members are on leave away from their residence, generally of 40 or more consecutive work hours, take home vehicles may be required to be left in the police department secured parking lot. Members should address this on an individual basis through chain of command to make sure the location of the vehicle, if not secured at the department, would be reasonably safe and secure. 4. Members assigned to outside special assignments, such as C.N.A., D.E.A., J.T.T.F., etc., who drive vehicles from the Oro Valley Police Department fleet, shall follow their appropriate unit's operational policies and make sure the vehicles are properly maintained. Members should address any Oro Valley department vehicle policy and outside unity policy conflicts through their chain of command. BY ORDER OF: Chief of Police Date Revised 08/11/2006 Rule 6.0 Page 3 of 3 Id� ORO VALLEY POLICE DEPARTMENT * * 4- Ark ** * : v * ** * * , . * IC Pp144116$r Memorandum Date: September 8, 2008 To: All Commissioned Personnel From: Lt. Chris Olson RE: Recruitment and Retention Survey The Department is seeking recruitment and retention input from its commissioned members. Police agencies throughout the country are engaged in this topic and have employed a handful of strategies to increase recruiting and retention incentives. Some of these strategies include: • Signing bonuses for new hires. • Increased wages and benefits. • Monetary or time-off incentives for employees who refer new hires. • Increased training opportunities. It is not my intention to have employees complete a traditional survey that would rank strategies. Instead, in the coming weeks your supervisor will be requesting your input during briefing. I am requesting that your suggestions be realistic, candid, and innovative. Your supervisors will complete a written report detailing your suggestions that will be provided to me at the end of the month. Currently, the Police Department is fully staffed and has established a waiting list of eligible new hires. However, the Department understands the importance of this topic and how the inability to recruit and retain officers could affect our ability to provide service in the future. So now is an opportune time to seek new information and fresh ideas. The information gained in this survey will help us stay ahead of the game and continue to lead the way for Southern Arizona law enforcement. Please give this matter some thought and your full attention when asked for your input. SIP NT`lti , �;j,,; ORO VALLEY POLICE DEPARTMENT * Ark ** * . v * * * * ,f& ,;(.7.,;;‘z-a,a * ** dict ** PolAttre>" Memorandum Date: January 5, 2009 To: Chief Sharp From: Lt. Olson RE: Recruitment and Retention Survey On September 8, 2008 I requested our Sergeants to ask their squad members about how the police department could improve on its recruitment and retention efforts. All twelve supervisors responded with a memorandum. I have listed the most common suggestions from most recommended to least: Rank Recommendation 1. Take Home Vehicle Program. 2. Career Enhancement Program. Healthcare After Retirement. 3. Better Healthcare Plan. 4. Increased Wages. Step Plan That Cannot Be "Frozen". Town Increases Contribution To Retirement Plan. 5. Longevity Pay. Sick Time Buy Back Program. Lateral Hired At Higher Step. 6. Improved Facilities. Fitness Program. Quartermaster System for Equipment. Signing Bonuses for Laterals. Recruitment Referral Bonuses. tisr- TOWN OF ORO VALLEY Page 1 of 2 COUNCIL COMMUNICATION MEETING DATE: 04/27/09 TO: HONORABLE MAYOR AND COUNCIL FROM: DAVID ANDREWS, TOWN MANAGER SUBJECT: DISCUSSION AND POSSIBLE ACTION ON ALTERNATIVE BUDGET PROPOSALS FOR THE ORO VALLEY POLICE DEPARTMENT'S FY 2009-2010 BUDGET SUMMARY: At the Special Session held on April 22, 2009 the Council voted to continue discussion of alternative Police p Department budget proposals to this evening. The proposals discussed at the April 22nd meeting were the Oro Valley Police Department's Proposed Budget Alternative referred to as Attachment B of the Budget Follow-up Memo to Town Council dated April 13, 2009 and the potential withdrawal of the Town's Federal COPS grant application. Below is a more detailed breakdown of Attachment B for Council consideration this evening. Attachment B—Oro Valley Police Department's Proposed Budget Alternative - Represents an additional cut of$479,809 from the Town Manager's Recommended Budget cut of $223,015 totaling $702,824 - Preserves six (6) officers positions - Eliminates a dispatcher, reserve officer, and two patrol officer positions that are currently vacant - Eliminates an additional part-time records specialist position that will be vacant by September 2009 - Represents various cuts to the Department's telecommunications, travel and training, outside professional services, vehicle repair, and equipment line items As an addition to Attachment B, Council Member Garner proposed a modification to Attachment B that would allow for the filling of the dispatcher position in order to cut down on the Police Department's overtime budget line item. Town staff is continuing to work on evaluating other suggested savings in the Police Department's budget that have been mentioned in previous meetings. Finally, Council Member Latas suggested that if any budget alternative was approved by the Council that saved the 6 officerp ositions originally identified in the Town Manager's Recommended Budget as part of the reduction in force plan, than the Federal COPS grant application should be formally withdrawn. This evening, Council may wish to approve Attachment B with or without the modification of the dispatcher position with the understanding that the motion would preserve the six police officer positions but would not prevent further modification to employee benefits, overtime and/or additional cuts to operation and maintenance line items. ATTACHMENTS: 1. Attachment B — Oro Valley Police Department's Proposed Budget Alternative TOWN OF ORO VALLEY Page 2 of 2 COUNCIL COMMUNICATION MEETING DATE: 04/27/09 SUGGESTED MOTIONS: The Council may wish to consider the following motion: I move to.... David Andrews, Town Manager . 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V1 Vl Vl l/) V) kr) kr-) kr) 1‘7 vl Vl Vl V) V) kr) kr) kr-) k/•1 kr) Vl V) tIl V•1 lf) V'1 V) Vl V7 kr) V7 le) V) ✓ V) V-) kr) ,r1 Vl V') kr) V) V) V) VI V) V) V) V) v-) V) V/) V) V) VI V7 V) if) V') V1 1,-, kr) a o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 C 0 0 0 0 0 O C C C C O O C o 0 0 0 C 0 0 0 0 0 0 0 0 0 C O 0 0 0 C 0 0 0 0 0 O O O o 0o00i0ooC •0000000000000CCCCC C 0Oo10 Recommended Budget Savings TMRB 4/27 Original Mtg. Cuts OV Marketplace Substation 373,000 Unknown Current Year CIP (DIMS, Mapping System) 142,000 0 (Funds Spent) Minor Assets & Equipment 67,500 17,500(cut to$50K) Total Capital Reduction 582,500 17,500 Total Office Lease Reduction 75,800 t �d yam_ ��/C Cost Transfers .L (,,h,4- Total Department ransfer Fleet Maintenance 506,138 506,138 ?"' , ; Total Department Transfer Information Technology 251,940 251,940 °`ir1 j0- Position Transfer Public Information Officer 80,000 80,000 _'1. Position Transfer Safety & Risk Manager 100,000 100,000 Custody of Prisoners to Court 180 000 o� Total Budget Transfers to Other Depts. 938,078 ,„ Operations & Maintenance Memberships & Sub 13,570 6,785 ko Operations & Maintenance Custodial Supplies 4- 4- Total 17,770 10,985 Operations & Maintenance Non Capitalized (.75) 108,395 27,099 Operations & Maintenance Outside Prof Services (.75) 43,137 10,784 Total 151,532 37,883 r hiop Records Salaries & Benefits Tfr'd to Impound Fund �e 100,000 TOTAL TRUE BUDGETARY SAVINGS IN YELLOW 166,368 TOTAL COST TRANSFERS TO OTHER DEPTS. IN- 1,118,078 GRAND TOTAL PD BUDGET REDUCTION FROM TMRB 1,284,446 ADD: VACANT DISPATCHER POSITION (54,396) REVISED PD BUDGET REDUCTION 1,230,050 1 c" O a) 7:3 E O Q (1) CT) (a cO O E E O c0 a) N Q) C a) -0 C3 C m (t3 (/) r- C 69 0 CD- a) a) — c C O c3 0 U 0) m O LU co RIC CD ca E o co ct 0•c'2 c0 � N co U) O ti C O a) 0) (a t O (Ni CL c0 O LL g) D a) a) — Q) Q. CO _c Q U rn o m O � o o LU o 0 co a) N }' N Q O O O H O O � O � +-� O C7 O N 4-- ›- ">- -0 O LL m .0 E co O V) 0 a)0 a) Q O O O < 0) O l'- c) CO CO m C7 O }. LL TOWN OF ORO VALLEY 1 a Page 1 of 2 c'OtJNC1L COMMUNICATION MEETING DATE: 04/2 %09 TO: HONORABLE MAYOR AND COUNCIL FROM: Kevin Verville, Information Technology Director SUBJECT: Information Technology Recommended Budget FY 09/10 — Service Level Impacts Due to Staffing Reduction Summary: The Information Technology Department budget reflects an overall reduction of 14.2% from the current fiscal year. The GIS Program budget reflects a 28.2% decrease overall, and the potential reduction of one full time position — GIS Technician. In the absence of the GIS Technician, the GIS Analyst will spend a majority of time fulfilling day-to-day mapping requests, and not be able to tackle the larger and longer term projects. Below are the Service Level Impacts and projects that will be put on hold as a result of the proposed reduction: Service Level Impacts: • Delays in fulfilling day-to-day mapping requests and analysis. • Reduced representation in regional GIS mapping projects and issues. (e.g. a recent important regional Buffelgrass meeting missed due to other priorities). Additionally, regional participation has resulted in greatly reduced costs for GIS Imagery. • Reduced involvement or delays with Arroyo Grande ESLO study maps. • Delays in regularly downloaded data from Pima County such as parcels and streets. These would not be updated in as timely a manner, which would result in inaccurate data being distributed to employees/public. • Delay developing an important geodata base backup routine to enable individual layers to be restored if needed instead of having to restore an entire full database, which would result in lost data and down time for the server. TOWN OF ORO VALLEY Page 2 of 2 �'OUNCIL COMMUNICATION MEETING DATE: 04/08/09 • Delays in updating the Zoning and General Plan layers when changes are made to them. This is a time-consuming process to track down the necessary information and perform the updates and changes to the layers. Usually gets pushed aside when more pressing projects come up. • Reduction in time allocated to properly perform regular database maintenance and updates such as street names, parcels, etc. Projects delayed or put on hold: • Stormwater feature mapping, and linking to Cartegraph database • Sign feature mapping, and linking to Cartegraph database • Street Maintenance mapping, and linking to Cartegraph database • Automated notice mailings for P&Z utilizing GIS parcel database • Business Navigator Upgrade/Enhancement • Integration with OVPD crime statistical analysis program (CrimeView) • Integration with Public Works' AutoCAD users • Enhanced interactive online mapping program - entirely GIS driven TOWN OF ORO VALLEY lb Page 1 of 2 COUNCIL COMMUNICATION MEETING DATE: 04/27/09 TO: HONORABLE MAYOR AND COUNCIL FROM: Sandra Abbey, Human Resources Director SUBJECT: Human Resources Recommended Budget FY 2009-2010 SUMMARY: The Human Resources Department budget reflects an overall reduction of 22.3% compared to current Year expenditures and includes the potential reduction of one full time position. There are three divisions providing internal functional support, and some limited programs, within the Human Resources Department. First, the Administration division provides policy and procedure development, compensation and Classification administration, performance management and general department oversight. The g Director and one HR Technician are currently budgeted in this division. For the FY2010 budget, the HR Director will remain in the Administration division, with the HR Technician moving to the Recruitment and Employment division as an Employment Specialist. O&M expenditures including postage, printing p g and binding, and travel and training have all been cut for an overall budget reduction of 15% in this division. Secondly, the Recruitment and Employment division handles staffing, recruitment advertising, schedules and conducts interviews, coordinates background checks, provides consultation to supervisors and employees in all aspects of employee relations including disciplinary procedures and grievance resolution, and oversees the employee gold star recognition program and other special events. Changes to this division's budget includes personnel cost reductions of 43.5% with the elimination of the HR Analyst position. The Employment Specialist will absorb a portion of the responsibilities formerly handled by the Analyst, Departments that have hiring needs will handle some of the recruitment activities, and the employee relations, discipline and grievance programs will all be moved to the Administration division and will be handled by the HR Director. Additionally, the recruitment advertising budget has been decreased by 40% in anticipation of less recruitment and hiring in the coming year. Overall the budget reduction in this division is 45.7%. Thirdly, the Benefits division has almost no changes for the coming year, except that with the decrease in assistance and oversight currently provided by the HR Analyst in the compliance aspects of benefits administration, the workload will increase for the HR Technician who will become a Benefits Specialist. This change will more fully recognize the unique specialization and highly skilled nature of this position. The overall change to this division's budget is a slight 4% increase, due to increased workload directly attributable to staff reductions in the HR department that are on aercenta a basis p g TOWN OF ORO VALLEY Page 2 of 2 COUNCIL COMMUNICATION MEETINGDATE: 04/08/09 much larger than the potential overall town staffing reductions. Impacts of the 22.3% Human Resources budget decrease include: • Department Staffing ratio currently is 1:97 (one HR staffperson to 97 employees).mployees). This will reduce to 1:119 (accepted industry standard is 1:100). Indicatin shortage Indicating a g of human resources staff members to serve the existing employee population. In effect the ' p p workload in Human Resources will go up by approximately 12%. • Employee Relations functions including employment law compliance, discipline . p iscipline and grievance resolution consultation currently being provided by the HR Analyst must be y absorbed by the HR Director resulting in possible slower turnaround time and less accessibility for employees to receive assistance on a "walk-in" basis at any time without an appointment. • Recruitment and performance management functionsperformed at an advanced level by the HR Analyst will be "coordinated" by the Employment Specialist at a support pp ort level, rather than at the level of a degreed, professional human resourcesractitioner. Some activities P currently handled by the HR Department will now be passed on to the individual departments. • The Training and Development program currentlybeingdesigned g and developed by the HR Analyst will either be completely put on hold, or drasticallyreduced in scope due to lack of staff to implement the program. This program, now in thelannin and design g stages would have included supervisory and management development, customer service training,� training, and an enhanced employee orientation program. • The updated Classification project currentlyhold due • on to budgetary issues will be scaled down or will remain on hold indefinitely due to lack of staff to implement the p full scope of the program. • The Safety and Risk Manager will be requested to absorb responsibility for the full-scope of the Workers Compensation Program due to reduced staff availability' in the HR department to continue to provide support to this function. On a potential brighter note, our human resources staff is workingon • several alternatives to achieve cost savings in our employee benefits programs for the new fiscalyear. We ' . have entered into a new broker consulting arrangement that is projected to result in roughly $50 000 to . . g y $60,000 savings over last year. Additionally,we are exploring other benefits plan design options that could result in insurance premium um reductions, or at least minimize insurance cost increases. We are still researching esearching the impacts of any possible plan design changes on our employee healthcare coverage to g ensure we still offer high quality products and the most reasonable costs we can afford. More information complete p on the benefits proposals and our negotiations with vendors is expected bymid-May. p TOWN OF ORO VALLEY 1 C Page 1 of 3 7OUNCIL COMMUNICATION STUDY SESSION DATE: APRIL27.2009 TO: HONORABLE MAYOR AND COUNCILI nth ' S.) f . 1� FROM: STACEY LEMOS, FINANCE DIRECTOR SUBJECT: FINANCE DEPARTMENT RECOMMENDED BUDGET FY 2009/10 SUMMARY: The Finance Department budget reflects an overall reduction of 7% compared to current year adopted expenditures and includes the potential reduction of one full-time position, the department's Senior Office Specialist. This would reduce staffing levels in the department from 9 full-time positions down to 8 full-time positions. There are four divisions in the Finance Department providing internal functional support to the Town. The Administration division currently includes the Finance Director and the Senior Office Specialist positions. This division would be reduced to including the Finance Director only, with the proposed elimination of the Sr. Office Specialist for FY 2009/10. This division provides support to the Town's Finance and Bond Committee, oversees the debt management activities of the Town, provides Management oversight and guidance to the other divisions of the department, and participates in a variety of other administrative and special projects requested by Town management and Town Council. Overall, the budgeted expenditures in this division reflect a 31.2% decrease resulting from the personnel reduction, eliminating expenditures for Outside Professional Services which were included in the current year budget to pay for on-site training and assistance with the MUNIS ERP system, and cuts to travel and training. The Accounting division includes 4 full-time positions, the Accounting Supervisor, the Senior Accountant, the Payroll Specialist and the Accounting Clerk. This division oversees administration of the MUNIS ERP system, performs payroll and accounts payable processing, accounts receivable, annual audit coordination and financial statement preparation. Overall, the budgeted expenditures in this division are remaining relatively flat to the current adopted expenditures. The Budgeting division includes 2 full-time positions, the Budget and Management Analyst, which is requested to be reclassified to a Budget Coordinator position; and the Financial Analyst. This division is responsible for the preparation and monitoring of the Town's annual budget, the preparation of revenue and expenditure analysis and long-term forecasts, capital improvement plan compilation, sales tax rebate tracking and reporting, performing fee structure analyses, and various cost/benefit analyses. Overall, the budgeted expenditures in this division reflect a 5.0% increase due to the proposed reclassification and an employee changing health insurance coverage plans. Finally, the Procurement division includes 1 full-time Procurement Administrator. This division dministers the timely procurement of supplies, services and construction needed by all Town departments. This includes working with the departments to establish solicitation wording, TOWN OF ORO VALLEY Page 2 of 3 1OUNCIL COMMUNICATION STUDY SESSION DATE: APRIL 8, 2009 standardized contracts, advertising for bids, monitoring the bid selection process and negotiating terms of final contracts in order to maximize cost savings to the Town and minimize inefficiencies in the purchasing process. Overall, the budgeted expenditures in this division reflect a .6% decrease from current year budgeted expenditures due to cuts to postage, travel and training, and office supplies. IMPACT OF PROPOSED POSITION ELIMINATION ON SERVICE LEVELS With the proposed elimination of the Sr. Office Specialist position, the duties performed by this position will need to be absorbed by existing staff in the department. These duties include responding to and processing insurance claims and maintaining insurance schedules, transcribing meeting minutes, packet preparation and agenda postings for Finance and Bond and CIPTAC meetings, processing the daily cash and check deposits, ordering office supplies, assisting in the compilation of the annual budget and providing support for all divisions of the Finance Department. By absorbing these additional duties, it is anticipated that existing staff may be required to incur additional compensatory time to attend after-hours Finance and Bond Committee meetings to take minutes, turn-around time for processing insurance claims could be extended by up to several days, minute preparation for Committee meetings could be extended from about 3 days currently to up to a week or more depending on existing workload and priorities. Office supply stocks may not be replenished in a timely manner, so waiting times for office supply orders may increase by several nays. Since the timely processing and depositing of cash and checks is a priority issue and requires separation of duties, these duties will likely fall to an employee in the Budget division, thereby causing slower response times to internal department requests for financial information, assistance and analysis and extended turnaround times for special projects and monthly reports. JUSTIFICATION OF BUDGET COORDINATOR RECLASSIFICATION It is recommended that the Budget and Management Analyst, Wendy Gilden, be reclassified to a Budget Coordinator in FY 09/10 resulting in a 5% pay increase amounting to about $3,800. Ms. Gilden has been with the Town for about 4 years and has grown in her position to gain a thorough understanding of governmental budgeting. She recently completed an extensive budget training academy provided by the Government Finance Officers Association to expand her knowledge of program and performance-based budgeting and the nuances around developing a more comprehensive budget that is both a policy document and a communication device for the public. In many areas, Ms. Gilden is already performing many of the duties that Budget Coordinators in other jurisdictions perform, such as developing and coordinating training for staff in the use of the MUNIS ERP budget system, estimating future funding needs, and preparing long-term financial forecasts. In her new duties as a Budget Coordinator, Ms. Gilden would be expected to work with Town management under Council direction on more fully developing departmental performance measures and participating in more public presentations on budget and financial matters. TOWN OF ORO VALLEY ld Page 1 of 3 ''OUNCIL COMMUNICATION MEETING DATE: 04/27/09 TO: HONORABLE MAYOR AND COUNCIL FROM: David Andrews, Town Manager SUBJECT: Impact of Reduction in Force to Town Manager's Recommended Budget FY 2009-2010 SUMMARY: The Constituent Service Office (CSO) budget reflects an overall reduction of 44.5% compared to current year expenditures and includes the potential reduction of one full-time position. There are currently two positions providing internal functional support and limited events within the CSO. Those are the Constituent Services Coordinator (CSC) and a portion of a senior office specialist position. This position also works cooperatively with the Communications division. The CSO was created in May 2007 with the goal of developing a one-stop citizen office where concerns, complaints, inquiries, referrals and information are taken care of with a dedicated staffer offering stellar customer service and a common sense approach. The role of the CSC is to: (1) provide immediate assistance with citizen complaints and facilitate resident and neighborhood problem solving relating to Town ordinances, ides and regulations; (2) research and information gathering on constituent interests for Councilmembers; (3) coordinate citizen responses among the Mayor and Council or departments to ensure consistent resolution to inquiries and complaints; (4) develop bi-weekly reports of residents' concerns and perspectives for leaders of Town government; (5) promote public outreach efforts to inform and educate residents on Town government resources, responsibilities and processes. The mission of creating the office was to develop better public communication, streamline information and facilitate quicker resolution to citizens' requests, working through roadblocks and creating better public understanding of how local government works for our residents' needs. By tracking constituent issues and generating data on recurring issues or concerns focused in particular areas of the Town, elected officials are able to understand the needs and desires of the community and use these factors when making future policies and budget decisions. The purpose of the CSC is to serve as a central point of contact for residents who want to express their opinion on current issues affecting the Town or those that have requests for assistance dealing with Town processes or regulations. Individual inquiries come into the CSO through the website portal, E Mail, telephone, personal visits, or referrals from other staff and Council Members. The CSC initiates all cases, performs research, works with appropriate department or outside agency liaisons to develop, to the best of her ability, solutions or answers to citizen inquiries. All of this information is captured in a bi-weekly report which is distributed to department directors and Council. In a report, dated February 24, 2009, the CSO had processed and completed work on 822 cases since the office was created. In addition to serving as an advocate for the community, the CSC attends local homeowners association board meetings to identify potential areas of concern and gather information; is responsible for coordinating an annual omeowner association forum; and works to coordinate one-time or annual events recently worked with TOWN OF ORO VALLEY Page 2 of 3 COUNCIL COMMUNICATION MEETING DATE: 04/08/09 Community Associations Institute (CAI) to co-host (with the Town of Marana) a forum addressing Arizona laws governing condominiums and homeowners associations. Sixty of the 110 attending were from the Town. The CSC is responsible for contributing articles for the VISTA and other publications as requested; updating and distributing the Frequently Called Phone Numbers brochure (currently in its second printing); and the Constituent Services Office brochure that gives an explanation to the public on the resources of the Office. The CSC has served as a presenter for CPI, attended and facilitated the P & Z Commission General Plan Amendment meetings, and is the staff liaison to the Pima Council on Aging (PGOA) whose program with the Town is funded through the Community Funding process. This year the CSC created Council on Your Corner to bring Council Members together with their constituents in various locations around the Town. Finally, the CSC provided additional research and information to Council Members as requested. IMPACTS OF REDUCTION IN FORCE TO THE SERVICE LEVELS FOR CONSTITUENT SERVICES OFFICE In the Town Manager's recommended budget, the position of Constituent Services Coordinator has been identified as part of the organizational reduction in force plan. The impact of the loss of the CSC means there will be limited capacity and therefore a drop in service level without a dedicated staff position to work directly with constituents on their behalf. • Reduced turnaround on citizen inquiries and concerns meaning a more likely 48 hr. turnaround time versus our target 24 hr. (3 business days) turnaround time. Several employees will handle the public contacts. The senior office specialist(SOS), who is currently trained on using the portal and intake of citizen calls, will be the initial staff working with the public. She will then work with the departmental liaisons across the organization and Communications division on coordinating a response to the inquiries. • There will be a limited capacity to take on the responsibilities normally associated with this office since the SOS also supports the entire communications division, economic development position and assistant town manager,thus resulting in a slower response time for constituents. No site visits, outside meetings, public outreach coordination will be handled by the SOS. • The impact on both the Communications Administrator and Communications Specialist will be to handle the external constituent needs along with their usual responsibilities. Limitations and participation with varying degrees of capacity will impact the following activities and programs: o Hosting the annual HOA forum and other neighborhood requests will be handled according to availability. o The Council on Your Corner program that assists Councilmembers in communicating and listening to the public will continue but may be held less frequently. o Attending local homeowner association meetings and developing relationships in the community may be less frequent occurrence. o Facilitating neighborhood meetings with the Planning and Zoning Department will be handed back to the P&Z staff. o Providing site visits at residences or within a neighborhood will be eliminated for this office. o Accompaniment with Councilmembers or department staff on site visits or to meet with residents to listen and resolve complaints will be eliminated. TOWN OF ORO VALLEY Page 2 of 3 COUNCIL COMMUNICATION MEETING DATE: 04/08/09 Community Associations Institute (CAI) to co-host (with the Town of Marana) a forum addressing Arizona laws governing condominiums and homeowners associations. Sixty of the 110 attending were from the Town. The CSC is responsible for contributing articles for the VISTA and other publications as requested; updating and distributing the Frequently Called Phone Numbers brochure (currently in its second printing); and the Constituent Services Office brochure that gives an explanation to the public on the resources of the Office. The CSC has served as a presenter for CPI, attended and facilitated the P & Z Commission General Plan Amendment meetings, and is the staff liaison to the Pima Council on Aging (PGOA) whose program with the Town is funded through the Community Funding process. This year the CSC created Council on Your Corner to bring Council Members together with their constituents in various locations around the Town. Finally, the CSC provided additional research and information to Council Members as requested. IMPACTS OF REDUCTION IN FORCE TO THE SERVICE LEVELS FOR CONSTITUENT SERVICES OFFICE In the Town Manager's recommended budget, the position of Constituent Services Coordinator has been identified as part of the organizational reduction in force plan. The impact of the loss of the CSC means there will be limited capacity and therefore a drop in service level without a dedicated staffposition to work directly with constituents on their behalf. • Reduced turnaround on citizen inquiries and concerns meaning a more likely 48 hr. turnaround time versus our target 24 hr. (3 business days) turnaround time. Several employees will handle the public contacts. The senior office specialist (SOS), who is currently trained on using the portal and intake of citizen calls, will be the initial staff working with the public. She will then work with the departmental liaisons across the organization and Communications division on coordinating a response to the inquiries. • There will be a limited capacity to take on the responsibilities normally associated with this office since the SOS also supports the entire communications division, economic development position and assistant town manager, thus resulting in a slower response time for constituents. No site visits, outside meetings, public outreach coordination will be handled by the SOS. • The impact on both the Communications Administrator and Communications Specialist will be to handle the external constituent needs along with their usual responsibilities. Limitations and participation with varying degrees of capacity will impact the following activities and programs: o Hosting the annual HOA forum and other neighborhood requests will be handled according to availability. o The Council on Your Corner program that assists Councilmembers in communicating and listening to the public will continue but may be held less frequently. o Attending local homeowner association meetings and developing relationships in the community may be less frequent occurrence. o Facilitating neighborhood meetings with the Planning and Zoning Department will be handed back to the P&Z staff. o Providing site visits at residences or within a neighborhood will be eliminated for this office. o Accompaniment with Councilmembers or department staff on site visits or to meet with residents to listen and resolve complaints will be eliminated. a • TOWN OF ORO VALLEY Page 3 of 3 :OUNCIL COMMUNICATION MEETING DATE: 04/08/09 o Dedicated citizen outreach efforts will be dispersed back to the Departments as resources permit. o Regional requests for community services and partnerships where we host informational meetings such as the Community Association Institute HOA forum and the relationship with the Pima Council On Aging will be taken on by available staff when the capacity is available but our ability to partner may be reduced. TOWN OF ORO VALLEY Page 1 of 1 TOUNCIL COMMUNICATION MEETING DATE: 04/27/09 Stow TO: HONORABLE MAYOR AND COUNCIL FROM: David Andrews, Town Manager SUBJECT: Impact of Reduction in Force to Town Manager's Recommended Budget FY 2009-2010 SUMMARY: The Communications budget reflects an overall reduction of 13.8%compared to current-year expenditures. The majority of this savings is in the reduction of the community publication,the Oro Valley Vista, from a monthly to a bi-monthly distribution beginning July 1, 2009. In 2007, the Town made the decision to combine all printing of department newsletters into one publication,the Vista. This was done for cost efficiency as well as customer service. By having a one-stop shop for Town information, Oro Valley residents would have easier access to information without receiving multiple publications. The Vista currently distributes 22,000 copies in Oro Valley, with over 21,000 going directly to households through a saturation mailing, which means it is not personally addressed but is mailed through a zip code distribution. This allows the Town to reach every Oro Valley household at minimal cost(approx. .15 in postage). This is a market penetration of more than 27% over the Explorer Newspaper, which distributes 16,000 copies in Oro Valley, and 'one through direct mail. The Explorer is also prohibited from distributing in many communities by the HOA, and is imarily delivered through bulk distribution (bundles at businesses, etc.). The Vista serves as the primary information vehicle for all department news, and is particularly important to the Parks & Recreation and Library departments which use the publication as its primary source for marketing their programs. In addition, schools, community organizations and residents may submit community-wide notices for consideration. It was identified as one of the top three sources that residents like to receive information about the Town (Mail was number one at 79.3%) in the community survey conducted in 2008. Currently the Vista contains eight to 12 pages of news and Town information. By going to a bi-monthly circulation, Communications will need to publish a 16-page publication in order to cover all of the information that will need to be communicated to the public. IMPACTS OF REDUCTION TO THE SERVICE LEVELS FOR COMMUNICATIONS The greatest impact is expected to occur in Parks &Recreation and the Library, which rely on the Vista for ongoing marketing and revenue generation. For P&R in particular, it has taken the community about a year to become accustomed to finding a monthly listing of programs vs. the previous guide that was mailed twice a year. P&R experienced a downturn in registrations when the changeover first occurred, and is only now seeing a steady stream of program participation as a result of the Vista. It is feared another change could have a negative effect on registrations. A second consequence will be a delay in conveying certain information. This will be particularly true for the Library. Currently, we must prioritize content based on date of programs, community impact and space considerations, and ust always leave information out each month. We anticipate more content will have to be cut in order to ensure that t e Town's programs and services receive first priority. • LEY R1<, O,L O y C), SOUNDED.\ MEMORANDUM TO: Mayor and Town Council David Andrews, Town Manager Jerene Watson, Assistant Town Manager FROM: Pat Klein, Constituent Services Coordinator DATE: April 8, 2009 RE: Calendar Year 2008 Office Review Count of DEPT U io 20 B LRI, . ..DE. ' LIRT Ei D•.: IT LEG LIB I•..IOR N r F:_F• F•__7T PD PW TC TR.AN WTR Citizen Case Work: Citizen case work involves phone, website, letters, one-on-one and Internet portal contact with residents and members of the public. These are typically handled with written or verbal coordination, but may also involve site visits with department staff and the resident at the location of the complaint, meetings between neighbors, and meetings between residents, staff and/or Councilmembers. During calendar year the CSO responded to 467 requests, which equates to an average of approximately nine cases per week. The highest ranking department for calls was Public Works, which had 93 cases that were brought to the attention of the CSO. This is attributed to the type of service provided by the department and its interaction with the community (road construction & repair, Stormwater/drainage problems, etc.). The average time to close an issue was thirty-one hours or 4 business days, with the target time for closure set for twenty- four hours, or 3 business days. Due to the nature of certain issues, additional research and coordination are necessary in order to develop a factual and well-defined answer that brings satisfaction and resolution to residents. a i April 8, 2009 Page 2 Approximately eighteen site visits out of Town Hall to in the field with department staff, residents and/or Councilmembers were conducted during 2008. Public Outreach: Efforts geared to public outreach include annual and board meetings of HOAs, individual residents, neighborhood groups, staffing information booths in Sun City and the six Council on Your Corner program events this past winter. The combined public outreach meetings total 42. 2008 HIGHLIGHTS ■ Hosted the 2008 HOA Forum ■ Completed and distributed the Frequently Called Phone Number brochure ■ Completed the Constituent Services Office brochure ■ Presented at the Citizens Planning Institute ■ Worked with the Town staff on the redesign of the CSO website ■ Worked with Communications division to develop a monthly column for the OV Vista ■ Created and implemented the Town's Council on Your Corner program ■ Facilitated Planning & Zoning General Plan Amendment meetings ■ Served as staff liaison for the Pima Council on Aging 2 MEMORANDUM LEY iy/ TO: Mayor and Town Council L_ ,� David Andrews, Town Manager ~ .!,lq`. , y 4 enWatson, Assistant Town Manager Jerene Wats og ::�,;T. 1;.ate' .'1:;.``�'.•..;�.., FROM• Sue Novelli, Constituent Services ..moi • DATE: November 16, 2007 D °vN DED RE: Six-Month Office Review The Constituent Services Office began on May 7, 2007, and the coordinator is accountable for being a constituent liaison and advocate to individuals and community groups on behalf of the Town. Tasks of this position include performing complaint resolution, providing information, and other such duties related to citizen requests for Town assistance and services. Accountabilities further include positive promotion of citizen to Town relations by researching and tracking issues and inquiries and ensuring timely communication from Town Management to citizens while developing methods that provide better understanding of community issues to Town Management. The first six months have been a trial and error period allowing for growth and development of the office and introductions to the community. This position is new to Oro Valley and education as to the functions and definitions of what the position does and the performance measures and expectations of same are ongoing. To date, the office has responded to 345 requests or concerns relative to our community, which equates to approximately 14 to 15 requests weekly. The highest ranking department for calls is the Public Works Department, which is no surprise based on the size and function of the department and its relation to community need, i.e., street repairs and road construction. cowl of DEPT 100 80 () 40 ,,0 ..; 0 iT r32t521 T (no(1:0) BS CLRK LODE LOURT CS'vR ELDti' FIN HR IT LEG LIB MGR P&R P&Z PD PW TRAM KIR As previously stated, 345 requests or concerns have been responded to, with six items presently open and under review. The average time to close an issue is recorded at 3 days, 9 hours, and 45 minutes, which is a bit higher than what I would like it to be; my preferred stat is 3 days maximum, but there are some issues that cannot be answered as quickly based on the research and coordination of efforts necessary to the development of a factual and well-defined answer. • With relation to the methodologies developed for this office, it is a simple format referred to as the Four "'s of Constituent Services. The Four Rs consist of Receive, `'ecognize, Research, and Respond. Basically it entails receiving customer information or input; %ow recognizing to the customer that it has been received; researching the answer; and then responding to the customer. The greatest success noted is the listing of constituent service liaisons that total 35 staff members representative of different divisions and departments within the Town. Lastly, highlights of the past six months have included the following: • The first month, or May, consisted of non-stop meetings and discussions with different departments introducing the office, its function, and its relationship goals with the Town and staff as a whole. Meetings included staff meetings, council meetings, commission and board meetings, and one-on-one meetings with the Town Council and various constituent service liaisons. • Coordination of efforts with the Communications Department and working as a correspondent in this arena • I was elected vice-chair to the ABOVE Group • Draft development of a town-wide services phone listing and a CSC office brochure • Presentations included: o A summer director's meeting o Organization of and presentation at the October HOA forum o A presentation to the Citizen's Planning Institute o Facilitator of a November liaison customer service meeting which entailed the development of a Town motto: We believe that our customers deserve to be heard, treated with respect, and provided the best service we can possibly deliver! I will be bringing this motto forward to management in an effort to communicate it across all departments with a recommendation that this be considered for placement on the back of Town business cards. Goals for the next six months include: • An increased presence and more involvement with the Oro Valley HOAs. • A spring HOA Forum that will encompass higher attendance and better outreach to those unable to attend this past fall. • Increased customer service training and more events that encompass team building and community outreach skill building. • Increased education for residents who are unaware of why we do things like we do. For example, the "Did You Know" section of the Oro Valley Vista newsletter communicated the reasons why the Town Council cannot respond to call to the public on items not agendized. This was added to the newsletter based on resident feedback that the council was not listening or being rude. In summary, the past six months have been exciting and educational. I hope that the next six months are just as busy and that our residents continue to request information about their community. if TOWN OF ORO VALLEY c'OUNCIL COMMUNICATION MEETING DATE: April 272009 TO: HONORABLE MAYOR & COUNCIL FROM: Kathryn Cuvelier, Town Clerk SUBJECT: Town Clerk Recommended Budget FY 2009-2010 SUMMARY: The Town Clerk Department budget totals $528,435 and reflects an overall increase of 21.4% due to the upcoming Town's Primary and General Elections in spring 2010. Our overall service levels and staffing levels remain the same. In our small department, we have worked together to reduce costs where we can. This year our cost savings include 100% elimination of Contract Personnel Services; 72% reduction in the cost of copier and postage meter rental fees. We have also cut the volume of paper production by 65% in the areas of public meeting materials, business license documentation, public document requests and copies of archived documents. Functions of the Clerk's Office are performed in accordance with Arizona Revised Statutes, Section 3-2-2 of the Oro Valley Town Code and the administrative policies and objectives of the Town. The Town Clerk manages the Department which is divided into the following three program areas: Administration - This division provides policy and procedure development for the general management of Clerk's Office including Customer Service to our citizens, Annexation process, Board/Commission process, Elections, Records Management, Meeting Management, processing of Public Records & Information; Licensing, Codification of the Town Code, preparation of daily deposit, balancing petty cash, providing Notary Services, ordering general supplies and maintaining office equipment for Administration. 2) Meeting Management - This division is responsible for preserving the legislative history of the Town by attending all Town Council meetings, preparing and archiving synopsis minutes, indexing the action of the Mayor & Council and processing documentation adopted by Mayor and Council. We also provide support to the Planning & Zoning Department by attending and preparing the minutes of all Board of Adjustment meetings. In addition, we attend all bid openings and transcribe the minutes of each bid opening. We also provide training to Recording Secretaries supporting other Boards and Commissions on minute taking, meeting etiquette and using the Granicus Media Manager, Minutes Maker and Mobile Encoder systems. Open Meeting Law compliance for the posting of agendas, action summaries and minutes onsite and online are monitored through this division. 3) License Management - This division issues Business Licenses to businesses that provide a service to our residents and/or are located within the Town limits. In addition, liquor licenses, peddler's/solicitor's licenses, and farmers market/art vendor licenses are processed through this division. Non-profit organizations must register with the Town in order to go door-to-door; registration and badges to identify volunteers are also managed and issued through the Clerk's office. Further, this program provides monitoring, auditing and oversight for unlicensed businesses. This year, the State Legislature mandated that all individual business iers provide proof of citizenship before their business license can be issued. This new mandate has doubled the amount of time it takes to issue a license because we must follow-up with the business owner to verify their proof of citizenship and determine whether or not they are registered with the Arizona Corporation Commission before we can update our business license records. s TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 IMPACTS OF REDUCTION IN FORCE TO THE OPERATIONS AND SERVICE LEVELS: Slower response in meeting the needs of our citizens, Council and staff. Lack of coverage at the customer service counter to greet the public and answer phones, thereby pulling the Senior Office Specialist, Deputy Town Clerk or the Town Clerk away from their duties to cover the front desk. Businesses would have to wait longer to receive their license and would delay them from displaying the most current license at their place of business, which they are required to do. Preparation of Council minutes would take longer to complete. Indexing of the legislative history of the Mayor and Council would be delayed, and therefore we would be unable to provide an accurate history of the action of the Mayor and Council in a timely manner. Accuracy and compliance of processing Council packet information and posting of public meetings could be compromised. Request for public records would not be provided in a timely manner. Currently, we are able to provide routine requests on the same day that they are requested. - Time to file and scan records for safe keeping would be reduced and could create a situation of losing a document and not being able to provide complete research information or accurately fulfilling public records requests . Time for training other departments on meeting management, minutes taking, and records management would be eliminated in order to meet the daily demands of the department. In fact, it is becoming harder to find the time to provide Board/Commission training more often than once a year. Remaining fully staffed is especially important during the 2010 spring election cycle to adequately provide assistance to candidates and voters. Each position is involved in the details of the election process, from assisting voters and candidates to preparing the voter informational pamphlet. Travel & Training: Only funds for necessary in-state education in areas of Elections, Records Management and general Clerk operations have been requested. All of these educational opportunities are in compliance with the International Institute of Municipal Clerks continuing education points accumulated to maintain or achieve certification. Reduction of these funds would impact the ability of the Town Clerk and Deputy Town Clerk to maintain their Municipal Clerk Certification and would not allow the Senior Office Specialist to work towards obtaining her certification. However, for the past two years we have sent the Deputy Town Clerk to the Granicus User Conference in San Francisco to receive the necessary training to fully utilize the system and educate staff. The Granicus system enables us to stay compliant within the time frame imposed by State Law regarding on-line posting of public meeting Agendas, packet information and minutes. In addition, all Arizona Municipal Clerks, through our State Association, have worked together to reduce our training costs by changing the locations of the training and reducing the Elections workshop to one day. ATTACHMENTS: 1. Clerk's Office Key Monthly Indicators March 2009 and First Quarter Totals 2. Section 3-2-2 of the Oro Valley Town Code t JP1.gY.. qq, oP° ' �ti� TOWN CLERK DEPARTMENT q`'`°�,,,,�, r; ..` KEY MONTHLY INDICATORS March 2009 & 1st Quarter Totals -0vNDED;91 Total for Jan-09 Feb-09 Mar-09 Quarter Public Contacts Counter Contacts 274 169 285 728 Phone Inquiries 1013 809 1005 2827 Public Records Requests 41 16 12 69 Documents Notarized 28 15 24 67 Business Licensing New Licenses Issued 45 27 28 100 Licenses Cancelled 82 73 85 240 Licenses Revised 18 10 4 32 License Revenue* $80,023 $35,118.29 $13,508.40 $128,650 Liquor Licenses 2 1 2 5 *Business License Renewals- Higher revenue in January and February Council Business Council Meetings 4 4 2 10 Council Agenda Items 13 21 10 44 Council Agenda Items Received Late 4 10 4 18 Council Amended Agendas 1 1 2 4 Council Addendum Items 6 1 7 Council Minute Pages a 14 20 26 60 Hours to Produce Final Council Minutes 6 14 10 30 Length of Council Meetings (Hours) 13 19.5 20.5 53 Pages of Agenda/Minutes with Error 4 1 3 8 Resolutions Issued 7 6 4 17 Ordinances Issued 1 0 2 3 Proclamations Issued 1 2 2 5 Contracts/IGA's Processed 7 8 9 24 Prep& Research for Council Consideration 4 5 7 16 Open Meeting Law Notices Posted 53 75 47 175 %Compliant with Open Meeting Law(OML) 100% 100% 100% Publication/Codification Days to submit to Codifier after Approval 6 6 Items Codified in Town Code 1 1 Items Published in Official Newspaper 1 5 6 Bid Opening Notices Posted 5 1 6 1 Total for Jan-09 Feb-09 Mar-09 Quarter , Records Management Documents Recorded with County Recorder - 1 2 3 Records Requests by Town Employees 3 14 12 29 Research Projects for Town Employees 8 7 2 17 Pages Scanned 589 1243 692 _ 2524 Records Created 5 8 1 14 Records Filed 194 126 205 525 Inactive Records/Trips to Basement 27 21 27 75 Vault Records 28 5 9 42 2 Total for Jan-09 Feb-09 Mar-09 Quarter Postage U.S. Postal Pieces Mailed 979 1087 201 2267 U.S. Postage Spent for the Dept. $211.76 $54.60 N/A *Business License Renewals Administration Vault Equipment 4 8 12 24 Web Changes 7 4 11 Election Update for 2010 1 1 Granicus Assistance 43 26 8 77 Procedures Written 2 1 4 7 Training Session 1 4 5 •Assistance with Minutes 1 2 2 5 Conduct Bid Openings 2 4 6 Committee Meetings 3 5 4 12 Additional Projects 3 2 5 Networking 1 1 2 Archive assistance 2 2 Request for Continuance 1 1 Budget preparation 1 1 Returned Bid bonds 17 17 , 3 Oro Valley Town Code 14. To devote as much time to the duties of the office of town manager and the interest of the town as necessary. 15. To perform such other duties and exercise such other powers as may be delegated from time to time by ordinance or resolution of the council. I. Council to Act Through Manager. Except for the purpose of inquiry, the council and its members shall deal with the administrative branch solely through the manager, and neither the council nor any member thereof shall give orders to any subordinate of the manager either publicly or privately. However, by council action individual council members may be assigned specific administrative duties. In such cases the town manager shall make provisions for the appropriate staff members to work with such councilmembers. Specific authority and responsibilities shall be defined by the council. The town manager shall be kept informed regarding the administrative actions in the same manner as with any staff person and shall work with the councilmember to prevent duplication of effort or conflict of responsibility. 16. To settle, or cause to be settled all claims against the Town of Oro Valley for greater than $10,000,but not more than$20,000,in accordance with Section 3-7-1(B)of this Code. (04-26,Amended,09/15/2004;02-03,Amended,01/09/2002;00-28,Amended,09/20/2000;95-66,Amended,07/12/1995) Section 3-2-2 Town Clerk A. Records. The Town Clerk shall keep a true and correct record of all business transacted by the Council and any other records that either pertain to the business of the town or that the Council directs. The Town Clerk shall plainly label and file separately all resolutions,notices, deeds, surveys, leases,paid and unpaid vouchers, inventories, letters, orders and any other Town related documents. B. Public Inspection of Records. The Town Clerk shall keep convenient for public inspection all public records and public documents under the Clerk's control, as provided by State statute. C. Monthly Reports. The Town Clerk shall collect from town officials such monthly reports prepared in such manner and to include such information as may be directed by the Council. D. Synopsis Minutes. The Town Clerk shall prepare or cause to be prepared all minutes of Council proceedings and ensure their correctness and accuracy. E. Ordinances,Resolutions, Budgets and Notices. The Town Clerk shall process, record, file,publish and, if required by state statute, post all ordinances, resolutions, budgets and notices that may be passed by the Council. F. Duties as Treasurer. The Town Clerk shall also be treasurer of the town and have such duties and responsibilities as prescribed by the Arizona Revised Statutes. G. Election Official. The Town Clerk shall be the town election official and perform those duties required by Arizona Revised Statute 9-821,Title 16, and Title 19. 1. Pursuant to Arizona Revised Statute 16-201, on the eighth Tuesday prior to a General Election at which candidates for public office are to be elected, a Primary Election shall be held. 2. In accordance with Arizona Revised Statute 16-204(B)(2), the Town will hold their General Election on the third Tuesday in May. 3. Pursuant to Arizona Revised Statute 16-204, a Special Election may be held only on the consolidated Election dates prescribed by this Statute. H. Licenses. The Town Clerk shall issue or cause to be issued all licenses that may be prescribed by State Arizona Revised Statute 9-240(B)(19) or Chapter 8, Business Regulations, or the Oro Valley Town Code. No license shall be granted for more than one (1)year, and the charge for any license so issued by the Clerk shall not be less than ten ($10.00) dollars nor more than five thousand($5,000) dollars. Page 6 of 21 Oro Valley Town Code I. Administrative Duties. The Town Clerk shall perform those administrative responsibilities and duties that are conferred upon the Clerk by the Council in addition to those specified in this Code. J. Code Editor. The Town Clerk, in consultation with the Town Attorney, shall be designated as the Code Editor, and shall perform those duties associated with editing the Oro Valley Town Code. The Town Clerk shall not alter the sense,meaning, or effect of any Code provision,but may: 1. Renumber sections and parts of sections of newly enacted text. 2. Rearrange sections,parts of sections, articles, chapters, and titles. 3. Change reference numbers to agree with renumbered sections, parts of sections, articles, chapters, and titles. 4. Change capitalization for the purpose of uniformity. 5. Correct manifest clerical, typographical and electronic data base errors in statutory and nonstatutory text. 6. Electronically supplement the Code within thirty (30) days from the date of the final passage of the Ordinance, and each replacement page of the Code shall then be properly identified and timely inserted into each copy of the Code Notebook. L. Acceptance on Behalf of the Town. The Town Clerk is the proper party for acceptance of any and all official notices required to be served upon the Town of Oro Valley. The Town Clerk shall accept official notices in accordance with Arizona Revised Statute 12-821.01, and service of process in accordance with the Rules of Civil Procedure 4.1(c)(5)(j). (02-02,Amended,01/09/2002) Section 3-2-3 Town Marshal The marshal shall be the chief of police, and he shall perform such duties as may be required of him by law and as the council may deem necessary. Section 3-2-4 Town Engineer The engineer shall have charge of the town streets and public works and shall perform such duties as may be required of him by law and such other duties as the council may deem necessary. Section 3-2-5 Town Attorney The Town Attorney shall act as the legal counselor and advisor of the council and other town officials and, as such, shall give an opinion in writing when requested; shall draft all deeds, contracts, conveyances, ordinances, resolutions and other legal instruments when required by the Council; shall approve as to form, in writing, all drafts of contracts and all official or other bonds before final approval or acceptance thereof by the Council; shall return within fourteen (14) days all ordinances and resolutions submitted for consideration by the Council, with notes referencing approval or disapproval as to form, together with reasons therefor; shall supervise the prosecution and defense, or cause to be prosecuted and defended, all criminal and civil suits, actions or causes where the town is a party and shall report to the Council,when required, the condition of any suit or action to which the Town is a party; and shall have the authority to settle all claims against the Town of Oro Valley valued at less than $10,000 in accordance with Section 3-7-1(A) of this Code. (02-03,Amended,01/09/2002) Section 3-2-6 Town Magistrate The town magistrate shall be the presiding officer of the magistrate's court and shall be selected by Page 7 of 21 1 g TOWN OF ORO VALLEY Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: April 2 7 2009 TO: HONORABLE MAYOR & COUNCIL FROM: Amanda Jacobs, Economic Development Specialist SUBJECT: Economic Development Division Recommended Budget FY 2009-2010 SUMMARY: The Economic Development Division provides a variety of important services to the Town Council, staff, Oro Valley residents and local businesses, including but not limited to, the recruitment of new businesses, and ombudsman to existing businesses and those going through Oro Valley's development review process. Additionally, the Economic Development Division has been a project team leader for development projects. The Economic Development Division budget reflects an overall reduction of 58.1% compared to current year expenditures and includes the potential reduction of one full-time position: the Economic Development Administrator (EDA). Economic Development Division has been operating without an EDA since October 2007. Since the ,parture of the EDA, the Economic Development Specialist (EDS) has stepped up to assume leadership and accountability for the division. Below is a list of the responsibilities the EDS has assumed: Administration: 1. Economic Development Website a. Track Commercial Status Report b. Manage the Oro Valley Business Navigator c. Update Oro Valley Community Profile d. Track and update community demographics e. Track and report 'Top 10 Employer List' f. Manage the `Available Sites and Buildings' for commercial development 2. Monthly Reports a. Economic Development Monthly Report. b. Commercial Project Status Report c. New Local Business Report d. Navigator Statistics e. Council Insight Business Attraction: 1. Develop prorams and provide information to attract businesses to Oro valley g 2. Research and work with Town Manager and Council to identify future annexation possibilities 3. Coordinate the publication of the Oro Valley Economic Development Marketing Brochure 4. Manage the production of the Oro Valley Economic Development Video Business Retention and Expansion: 1. Manage Oro Valley Business Navigator (650 businesses) 2. Manage Business Retention and Expansion Program 3. Manage "Shop Oro Valley" Campaign Regional Partner Relations 1. Arizona Association for Economic Development (AAED) 2. Arizona Department of Commerce (ADOC) 3. Metropolitan Tucson Convention and Visitors Bureau 4. Northern Pima County Chamber of Commerce (NPCCC) a. Public Policy Committee 5. Tucson Regional Economic Opportunities, Inc. (TREO) Project Management: 1. Facilitate large commercial projects: a. Oro Valley Marketplace b. Sanofi-aventis c. Steam Pump Village d. Ventana Medical Systems, a member of the Roche Group e. Venture West Impacts of the 58.1% Economic Development budget decrease includes: • Continued hold of EDA impact— slower response time to business needs • Administrative overhead reductions concurrent with EDA elimination • Reduction in business outreach impact—reduced awareness of"Shop Oro Valley" campaign TOWN OF ORO VALLEY i Page 1 of 2 \UNCIL COMMUNICATION MEETING DATE: April 272009 TO: HONORABLE MAYOR AND COUNCIL FROM: TOBIN ROSEN, TOWN ATTORNEY SUBJECT: LEGAL DEPARTMENT RECOMMENDED BUDGET FY 2009-2010 SUMMARY: In 2008 the Town received the results of a management study which reflected that the Town Attorney's Office is adequately and appropriately staffed for a community the size of Oro Valley. Notwithstanding this fact, because all departments have been asked to provide staffing reductions due to the budget crisis, the Legal Department budget reflects a total reduction of 6.9% compared to current year expenditures, and includes the elimination of one full time Civil Attorney position. There are two divisions within the Legal Department. The Civil Division provides general legal advice and support to the Mayor and Council, the Town Manager, department heads and Town staff on all matters involving civil law. This division also handles or oversees all litigation on behalf of the Town. There are a total of five positions, including that of the Town Attorney, budgeted within this division. The division budget also contains a Chief Civil Deputy Town Attorney, a Paralegal II, a Paralegal I and an Office Assistant. This proposed budget reflects a reduction of one full time Civil Attorney position as compared to last year's budget. Additionally, due to a recent medical retirement, the Office Assistant position is presently vacant. ause of the current hiring freeze, this position can not presently be replaced. The loss of the Civil Attorney position represents a reduction of approximately 14.4 % of the total personnel costs within the Civil Division budget. The Prosecution Division handles all criminal matters in Oro Valley Magistrate Court as well as matter in other trial courts, and also handles appeals arising out of these matters. The Prosecution Division consists of the Town Prosecutor, an Assistant Town Prosecutor, a Senior Paralegal and a Legal Secretary. Because the prosecution Division is and has been working at full capacity for some time, and because projections indicate that the caseload will increase rather than decrease, no reductions could be made to the Prosecution Division budget for the coming fiscal year. The impact to the Civil Division and the Town of the loss of the Civil Attorney position and the inability to fill the Office Assistant position will be immediate and far reaching. These will include the potential inability to cover some board and committee meetings such as the Historic Preservation Commission, which the Civil Attorney has traditionally staffed. Additionally, there will be less flexibility within the Civil Division to cover other meeting assignments, as that task will now be divided among two, rather than three attorneys, each of whom has a relatively full schedule. Both long and short term legal research projects may need to be delayed as they will now have to be performed by the Town Attorney or the Chief Civil Deputy as their schedules allow. This may result in slower turn around time in answering questions and providing advice to Town departments. Additionally, cases involving the Registrar of Contractors, which the Civil Attorney had recently taken on to provide some relief to the Prosecution Division, will again need to be handled by the TOWN OF ORO VALLEY Page 2 of 2 'UNCIL COMMUNICATION MEETING DATE: April 8, 2009 already overworked Prosecution Division. The loss of the Office Assistant position has meant that the Paralegal I has had to spend afternoons on telephone duty, which has taken her attention away from her normal assignments. .v�+a. -vw.w r..w r.+a....'..'v... �ymAw_tirw•�+,�Fr Tobin Rosen, Town Attorney--°--- APR 2 7 2009 Honorable Major and Council FIP27'Pq4m11`94 IOU With respect to all; I would like to point out one thing to think about and'questi ri? ` ' Absolutely understand that we need to lay off some positions. Why is it that Public Works and Planning and Zoning are taking such a hit; when building inspectors and plan examiners are the ones looking for work? And needing to be trained to do other departments positions? It is one thing to cross train and another to just plain not have anything to do and another department takes a hit because of that. We have four plans examiners and even if and when we get Ventana; we won't need more that two for at least a year. Same goes for the inspectors. One will leave with this proposed plan and one will move into a higher positions. That still leaves five inspectors and could easily get away with three. Just trying to understand the strategy; what is being said is that an "empire" is being built by the proposed director. Ai rs cet'2) )0k, 13AN i/ NORTHERN PIMAAPR 27311:3'COUNTY i . fti TO amwsER Of (0140111/(E April 24,2009 The Honorable Paul Loomis&Members of the Council Town of Oro Valley I 11)01)North La Canada Drive Oro Valley,AZ 85737 Mr.Mayor and Council Members, It is with great interest that the Northern Pima Chamber of Commerce has followed the discussions surrounding the Town of Oro Valley*:2009-2010 budget.The Northern Pima Chamber of Commerce is Ifir advocate for the business conununity in Oro Valley and the northern Pirna county region. Collectively,we represent more than 550+member businesses employing more than 15000+people,contributing close to$1 Killion annually to the local economy. As an organization,we believe it is paramount that during these challenging times he Town focus not only on short-term fixes,but on long-term solutions reaffirming Oro Valley's position as a community of excellence,While we support other community priorities such as public safety.parks and the arts,our focus is to ensure that Oro Valley has a thriving business community now and for the future. A robust business commaniry is nor only the cornerstone of a community of excellence but in many instances the primary source of revenue. We have not taken our decision to engage in this discussion lighdy.,Just as we respect your commitment to public service,and understand the magnitude of the decisions before you,we are confident that you will recognize our shared commitment to the success of Oro Valley, To assist us with our eftbrt,we have engaged in discussion with other organizations that share our direction,and arc willing to partner in the success of Oro Valley.As a result of these discussions,we have come up with"win-win"solutions to address the town's current and future concerns. See Attachment A for our recommendations. We hope that you will give these recommendations the consideration they deserve,and integrate them into the budget pn)cess.Recognizing that the are not easy or politically palatable to some.they will none-the-less keep Oro Valley on a path to economic security in the future,We need to prepare today in order to succeed tomorrow. As always,we are'milling and available to discuss these issues in greater detail or answer any questions that you may have. Sineerav, 'it 11-r-tx Gregg Forat (../ Chairman•Northern Pima County Chamber of Commerce ;); l'i+1 e' it'S twod For Business' i NO West 14aciee Roads Suite RO - Tu(son,Arizona 85104 - WM74191 phone - 510/141-1960 fax - www.the-chamber.corn Attachment A Budget 2009/2010 — A. The reductions proposed by Town Manager Andrews for TREO and MTCVB funding as well as the Economic Development Department be a temporary one-year solution to address the current revenue shortfall. Recognizing the financial challenges facing Oro Valley,TREO and MTCVB are willing to partner and to accept a funding decrease for this year. We suggest that no further reductions be made to marketing programs already in existence. B. While burdensome on the business community we represent,we understand there could be a need for additional sources of revenue derived through new taxation as proposed. More time would be needed to get input from our membership with regard to our support. C. Reductions in force. A strong,well-staffed Economic Development Department is essential to increasing the revenues that are reflected in the"Local Taxes"line item in your budget projection. When you objectively look at the other revenue streams for our community,you have little control over most of them. However, through your actions you do have the ability to positively influence and grow the aforementioned"Local Taxes"line. We strongly encourage you to do so. In other areas where reductions are indicated we defer to your good judgment. D. Temporarily postpone the building of the MOC and utilize the set-a-side funds to offset the budget shortfall for this year only. As of 2010/1011 and beyond - We recommend the creation of an ECONOMIC DEVELOPMENT ENTERPRISE FUND: In order to ensure long-term economic stability for the community;we are suggesting permanent changes to all items that make up economic development for the town—this means taking organizations like C-Path, TREO and MTCVB out of Community Funding and group them with the Economic Development Department in a specific Economic Development Enterprise Fund. The suggested funding for this would come from 3% of Bed Tax revenues,which has been earmarked for these areas. By permanently dedicating the Bed Tax funds to the Enterprise Fund;you insure long-term success and support for current and future business recruitment and expansion. You are in effect taking it off the backs of local citizens—and passing it along to visitors who place limited demands on the resources of the community. These funds would be used to support the Town's Economic Development Department and serves as a funding source for TREO,MTCVB, C-Path, etc—as determined by your assessment of their on-going benefit to the community. A ,• The return on this investment would be tremendous. Please consider the following; data sourced through the Arizona Department of Commerce. For every dollar travelers spend in Oro Valley—it means the community realizes additional sales taxes,more jobs,resources, etc.—estimated at$8.00+ for every dollar spent. As for attraction and retention of high quality firms to the region—these types of funding sources need to be in place for an average of 2-5 years to recruit firms to a community. Our proposed Economic Development Enterprise Fund would demonstrate Oro Valleys continued commitment to a unified regional approach toward economic development, thus promoting the towns leadership in that effort. Page 1 of 1 Miller, Carol From: Melissa Yunger[ Sent: Monday, April 27, 2009 10:28 AM To: Miller, Carol APR 2?'Ei9AM1121 TOU Subject: Parks & Recreation Camp Increase Proposal Dear Carol Miller and whom it may concern, I am a parent of a child that has attended the Oro Valley Parks and Recreation Summer Camp the last three years. It has just come to my attention that there is now a proposal to increase the program cost exponentially. I am a single working mother who pays taxes and works each day to provide for my child. The program up to now has been an expense that I have found difficult but has been rewarded through the happiness of my child. If the proposed increase passes this program will be unaffordable and I will have no option but to find alternate care. This is frightening as I do not know what that will be. I am begging thaty ou hear the voice of myself and other parents like me and consider the children affected when considering increasing the cost of this program. It seems that the city and state will suffer more in the amount of money they will be paying through public assistance programs than they will make through this decision. It is also unthinkable for a government program to meet and/or exceed the cost of private company owned day camps. Please hear our voices and the voice of the children tonight when making your decision. Thank you for your time, Melissa Yunger ( 4/27/2009