HomeMy WebLinkAboutPackets - Council Packets (752) **AMENDED 04/16/09, 2:00 PM
AGENDA
ORO VALLEY TOWN COUNCIL SPECIAL SESSION AND
BUDGET STUDY SESSION
APRIL 20, 2009
ORO VALLEY TOWN COUNCIL CHAMBERS
11000 N. LA CANADA DRIVE
SPECIAL SESSION - AT OR AFTER 5:30 PM
CALL TO ORDER
ROLL CALL
1. The purpose of the executive session will be for discussion and
consultation for legal advice with the Town Attorney pursuant to A.R.S.
section 38-431.03(A)(3) relating to the potential sale of the Rancho
Vistoso Municipal Operations Center site
Adjourn Special Session
BUDGET STUDY SESSION - AT OR AFTER 5:30 PM
CALL TO ORDER
ROLL CALL
* Review Budget Issues Memo from 4/13/09 Budget Review Sessions
1. Reorganization of Development Services
a) Building Safety
b) Planning & Zoning
c) Development Review (Public Works)
2. Municipal Operations Center
3. Steam Pump Ranch
4. Honey Bee Village
ADJOURNMENT
POSTED: 04/15/09 Amended Agenda posted: 04/16/09
4:00 p.m. 2:00 p.m.
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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.
MEMORANDUM
DATE: April 13, 2009
TO: Honorable Mayor and Council
FROM: David Andrews, Town Manager
Stacey Lemos, Finance Director
RE: Follow-up Issues from April 6th and 8th Budget Review Session
A number of issues were raised during the Mayor and Council's Budget Review Session on
April 6th and April 8th. This memorandum serves as staff follow-up to these issues.
1.) Issue: A request was made for the number of Single Family Residential (SFR) building
permits issued over the last six months.
Response:
FY 2009
Sep Oct Nov Dec Jan Feb Total to Date
49 4 4 7 8 2 100
Also included, is a two-year history on total SFR permits issued and the amount of
revenue all Residential permits generated annually.
400 — — $1,400,000
350 — — $1,200,000
300 —
— 1800,000, ,000000
u) 250
� - :810,000,000,0000
i 200
I.
— $600,000
150
— $400,000
100 ii
50
$200,000
_ t $-
FY 2007 FY 2008 FY 2009 Est FY 2010 Est.
#SFR Permits—Residential Revenue
Consequently, the below table represents the impact to revenues if SFR permits
were below budgeted expectations.
Loss in Revenue
SFR Permits Residential Construction Total
Issued Permits Tax
75 $(78,850) $(173,997) $(252,847)
50 (157,700) (347,994) (505,694)
1
2.) Issue: Council requested an understanding on the re-organization of personnel in the
Public Works Division.
Response: The Town Engineer will discuss and answer questions pertaining to the
Public Works division in his presentation scheduled for Monday, April 13m.
3.) Issue: Council expressed an interest in Town employees eligible for early retirement.
Response: There are eight employees who are eligible for early retirement.
Conversations have occurred with 3 employees and Sandra Abbey, HR Director, as their
positions are part of the potential reduction-in-force list. The individuals in the remaining
positions have not expressed an interest in early retirement, possibly due to their own
financial situations. These positions are key positions that would need to be filled upon
retirement.
4.) Issue: What would be the financial impact if the Town implemented a 1% across the
board pay-cut for all employees, or required employees to take 1 day per pay period
without pay.
Response: Attachment A provides a break-down by department, by fund, the financial
impact of every 1% pay decrease, and/or 1 day per pay period without pay (equivalent to
a 10% pay cut). The 1 day per pay period without pay calculation excludes Police
personnel with APSRS and CORP retirement plans. Both retirement plans require a
minimum workweek of 40 hours in order to be members.
5.) Issue: Information was requested on the portion the Town contributes towards
employee healthcare premiums and what the financial impact would be if the percentage
portion was reduced.
Response: The Town pays 100% for the employee-only premiums and pays 75% of
dependent coverage. The below table represents the current amounts paid by the
Town, and scenarios reflecting the savings realized if the percentage portion was
changed.
Current Coverage Total
100% Em.Io ee/75% De•endent $2,163,358
Scenario A Total
100% Employee/50% Dependent $1,865,531
Savings $(297,827)
Scenario B Total
100% Employee/25% Dependent $1,553,339
Savings _ $(610,019)
2
Scenario C Total
90% Employee/50% Dependent $1,741,820
Savings $(421,539)
Scenario D Total
90% Employee/75% Dependent $2,039,649
Savings $(123,709)
6.) Issue: A question was raised if the COPS grant was not received until later in FY 09/10,
if the funding could be applied to previous month's personnel expenditures.
Response: Staff in the Police Department has contacted the appropriate individual
within the Department of Justice and confirmed the funding would be retroactive to the
beginning of the fiscal year, July 1, 2009.
7.) Issue: Council requested information on the potential of partnering with an outside
agency, such as the Y.M.C.A., to run Parks & Recreation programs.
Response: If the Town Council wished to investigate the feasibility of utilizing an
outside Contractor to operate Parks & Recreation programs, the first step would be to
complete a cost-benefit analysis. The analysis would determine if the cost savings for
the Town would be greater by implementing this format for operations, or if it is more
cost effective to continue providing the services in house. Additionally, the examination
would determine whether or not there is an opportunity for the Contractor to be profitable
while still providing a cost savings for the Town.
Following a determination of potential cost savings for the Town and profitability for an
outside Contractor, the Town would need to conduct a competitive process for selecting
the private operator. The Procurement Code and applicable regulations apply where
there may be no expenditure of public monies, but there is an offer of value to the
business community. This process would seek an operator that would best be able to
mitigate the risks inherent in operating programs while enhancing the value of service
provided to the Town and the community.
Public meetings to gain citizen input and feedback from user groups, as well as provide
transparency to the process, are recommended should the Town Council move forward
with this concept. The time table for implementation of this process is estimated at one
year, including the cost-benefit analysis, public outreach, the selection process,
transition and implementation.
8.) Issue: Council has requested a date for the sub-committee of the Community Funding
Process to meet to review applications and hear presentations.
Response: The sub-committee is scheduled to meet on Thursday, April 30th
3
9.) Issue: Clarification was requested on the status of the M.T.C.V.B. funding.
Response: This issue will be discussed by the Community Funding sub-committee at
its April 30th meeting.
10.) Issue: Information was requested on the capital projects reflected on page 1 of the
Town Manager Recommended Budget and which of the project funds are restricted.
Response: Please refer to Attachment B for a listing of projects.
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Stacey Lemos
Finance Director
David Andrews
Town Manager
cc: All Department Heads
4
Attachment A
1% Pay Decrease 1 Day/Pay Period
SALARY BENEFITS TOTAL SALARY BENEFITS TOTAL
GENERAL FUND
Council (713)� (56)
(769) �. � .... ..............
Town Clerk (2413)F (416) (2,830) (24,134)I (4,161) (28,295)a :.__
Town Manager (6,247)a (1,075) • (7,322) (61,865)z (10,469) �w. (72,335)
Human Resources (2,340); (403) (2,743) (23,040)1 (3,973) (27,013)
(532)" (92) (624)
Economic Development (5,066)� =y� ,940)
(874)
(5
Finance (5,780)• (997) (6,777) _- (5....7....,474-
57,474)1 (9,910) (67,384)
IT (4,865)° (839) (5,704) (4 ,648)i (8,388) (57,036)
egaI ._�. . ( 702) (1 145) ., (7,847) (67,024) 7) (76 )LLeg 6, (10,73
7 761
Planning &Zoning (9,314) (1,618) (10,932) (93,454)1 (16,236) (109,690)
Budding Safety __(11,232); (1,978) (13,210) (111,048)1_��� �� (130p_ T.w` �.yr - ,
(19,564) ,612}
Library (6,865)1 (983) (7,848) (68,167) (9,749) (77,916)
Parks& Recreation (9,188) (1,619) (10,807) (74,396)1� (13,798) (88,193)
Magistrate Court (5,029); (861) (5,890) (48,689) (8,487) (57,177)
_ ___________,.....________ .._
Police** (76,105)' (21,474) (97,579) M }(117,394) (20,243) (137,637)
Development Review (3,766) (681) (4,447) (37,661) (6,810) (44,472)
Facilities (793) (164) (957) (7,931). (1,635) (9,566)
(151,884) (34,400) $ (186,285) (845,993) (145,034) $ (991,028)
HIGHWAY FUND (17,243) (3,466) $ (20,709) (172,431) (34,655) $ (207,086)
TRANSIT FUND (3,747) (738) $ (4,485) (37,468) (7,260) $ (44,728)
STORMWATER FUND (1,523) (268) $ (1,791) (15,229) (2,039) $ (17,268)
WATER UTILITY FUND (18,791) (3,405)_ $ (22,197) (184,954) (32,805) $ (217,759)
TOTAL (193,189) (42,277)1 $ (235,466)1 (1,256,075) (221,794)1 $ (1,477,869)1
l
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Note: Includes positions considered for reduction in force
**Calculation for 1 Day/Pay Period excludes Police personnel with APSRS and CORP retirement plans. Both
retirement plans require a minimum workweek of 40 hours in order to be members.
G:\BUDGET\FY 09-10\Personnel\Personnel Model FY 09_10_T.M. Recommended
• Attachment B
Capital Projects
BUDGET
Special Revenue Funds
Highway Fund:
Federal Economic Stimulus Funding 3,000,000
Pavement Preservation 1,200,000
Public Transit Fund:
Coyote Run Replacement Vehicle* 13,200
4,213,200
Enterprise Funds
Stormwater Fund:
Stormwater Drainage Projects 2,001,600
Water Utility Fund:
Water Existing System Improvement Projects 6,677,000
8,678,600
Capital Projects Funds
Steam Pump Ranch Fund:
Steam Pump Ranch 534,000
Municipal Operations Center Fund:
Municipal Operations Center 2,625,000
Alternative Water Resource Fund:
CAP Water Improvement Projects 3,000,000
Potable Water System Impact Fee Fund:
Water Expansion System Improvement Projects 1,920,000
Townwide Roadway Impact Fee Fund:
Roadway Improvement Projects 5,671,486
13,750,486
TOTAL CAPITAL PROJECTS 26,642,286
100% Secured Through Outside Funding
Financed with WIFA Loan Proceeds and Carry-
Forward Bond Proceeds of$1.7M
*represents Town's portion of outlay
TOWN OF ORO VALLEY
Page 1 of I
COUNCIL COMMUNICATION MEETING DATE: 04/20/09
TO: HONORABLE MAYOR AND COUNCIL
FROM: JERENE WATSON,ASSISTANT TOWN MANAGER
SUBJECT: Reorganization of Development Services
SUMMARY: Response to Council interest in analyzing the three development services-related departments
for possible savings resulted in a proposed merger of two departments with an element of a third department to
be incorporated into one new Development Services Department. The consolidation of like functional areas and
realignment of work flow will be discussed as part of the budget presentations this evening.
DISCUSSION: For some months now various Councilmembers have approached Town management staff
about potential cost savings through realignment or reductions in our development services area. Your requests
were taken seriously and a realignment of functions and services was studied. Given the significant decline in
residential permits and commercial development flattening,the natural assumption was that projects were
coming in at a slower pace. With the exception of Development Review team who is still working to process
the activity from the past several quarters, the general pace has slowed. However, to put this slowdown into
context, the work load is still up about 25% more than the FY05 Commercial building permit level.
In an effort to right-size this work group for the change in conditions, a re-organization has been laid out and is
shown in the attached chart. Discussions and brainstorming sessions were held with the Building Safety,
Planning& Zoning, and Public Works directors in an effort to find the right mix. Reporting realignment and re-
formed work groups paired by like functions within the development services processes now comprise the
structure of the proposed department. Some underlying assumptions are made with the new structure:
(1) The authority of the Town Engineer will not change; the Development Review team will work in a
collaborative effort to maintain proper communication and practice sound engineering principles as set by
the Town Engineer.
(2) For practical day-to-day operational purposes, the Development Review engineers are reassigned from
direct reporting to the Public Works Director to the new Development Services Director to enhance the
performance of the team and therefore high-performing service to the public.
(3) The three new Administrator-level positions will take on greater responsibilities in keeping Council
informed on activities within their respective areas, resulting in a team approach of presentations and
response in public settings.
Details on budgets will be presented by each of the current department directors.
FISCAL IMPACT: The result of this restructuring due to staffing reductions approximates $614,000 in
personnel and benefits and is attributed primarily to the 9 positions proposed for elimination out of the three
departments.
ATTACHMENTS:
Proposed Development Services Department
erene Watson, Assistant Town Manager
4 -
David Andrews,Town Manager
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TOWN OF ORO VALLEY
Page 1 of 2
COUNCIL COMMUNICATION MEETING DATE: 04/20/09
TO: HONORABLE MAYOR AND COUNCIL
FROM: Sarah More, Planning & Zoning Director
SUBJECT: Planning & Zoning Recommended Budget FY 2009-2010
The Planning and Zoning Department is funded solely by the General Fund and represents approximately 5%
of the expenditures from that fund, or 2% of the overall Town budget. The Planning and Zoning Department
budget reflects an overall reduction of 9.9% compared to current year expenditures and includes the potential
reduction of three full time positions. Personnel cuts are 19.6% overall, 26% out of existing programs.
The operations and maintenance (O&M) budget reflects $200,000 in professional services in the
Administration division to accomplish the Arroyo Grande work plan item and $50,000 for the new office of
Conservation and Sustainability. The $200,000 estimate for Arroyo Grande work is a reduction from previous
estimates based on a significant level of staff work on the project. That amount may not be sufficient to
accomplish the project with reduced staffing.
Revenue from planning and zoning fees is projected to be down 26.5%, from $158,120 to $116,278. Revenue
from fees has never constituted a significant portion of the Planning and Zoning budget. The O&M budget
reflects a 15% cut in travel and training and several other items in O&M were also cut.
The department currently includes three functional areas: Administration; Planning; and Zoning. A new division
is established with the FY10 budget the Office of Conservation and Sustainability. The Administration staff
includes the Director, the Special Projects Coordinator and three administrative support staff positions. This
division supports the five boards and commissions that Planning and Zoning works with. This division has also
been responsible for the Arroyo Grande planning project, representing the Town in regional planning and
census efforts, annexations, and special projects. One of the most significant special projects has been the
Steam Pump Ranch restoration and management. This division is proposed to lose two positions: the Director
and the Senior Office Specialist. Some of the duties of the Director will be handled by the new Development
Services Director position and the Planning and Zoning Administrator (currently Assistant Director). The
current budget proposal indicates that the duties of the Senior Office Specialist would be eliminated. Based on
other support reductions being taken within the Development Services area and after careful consideration it is
being proposed that the position be retained.
The Planning division is responsible for coordination of the development review function. Caseload in calendar
year 2008 was actually an increase over 2007, but it has decreased in 2009. Therefore, the Planning division
has taken on a greater work load in advanced planning per the department's Work Plan. Primarily, this work
includes amendments to the Zoning Code and other advanced planning projects, such as the Environmentally
Sensitive Lands project. This division includes three Senior Planners, one Planner and 1/2 of the Assistant
Director's time. The Principal Planner position, previously in this division, has been moved to the newly created
Conservation and Sustainability program. The budget indicates that 1/2 the Planning and Zoning
Administrator's time will be spent on planning work. This may be difficult to accomplish given the loss of the
Director position. Consideration should be given to reclassification of a Senior Planner to take on the duties of
the Principal Planner position.
TOWN OF ORO VALLEY
Page 2 of 2
COUNCIL COMMUNICATION MEETING DATE: 04/20/09
The Zoning division is responsible for reviewing and issuing all zoning permits, reviewing building permits for
compliance with zoning and conditions, assurances, site inspections, landscaping and plant salvage as well as
zoning enforcement. They also serve the public through zoning information at the counter and by phone. This
division also includes the Neighborhood Clean Up program. This division has six staff members, the Program
Supervisor, Zoning Inspector, Planning Technician, Zoning Technician, and two Development Coordinators.
The Development Coordinators spend about % of their time supporting the Planning division. As current
development activity has decreased, the Zoning Technician position is proposed to be eliminated.
The new Office of Conservation and Sustainability is established through a transfer and reclassification of the
existing Principal Planner position. This new program expands on the sustainability work plan item initiated last
year for the department. It assures that the proper focus for this important endeavor be maintained.
Impacts of the budget reductions include:
• Boards and Commissions will continue to be administered by the department, but there may be
reductions in service areas such as minutes and agenda material preparation.
• Zoning enforcement and public information responses may have slower response times.
• As the Assistant Director takes on more administrative duties, historic preservation work will be taken
on by a less experienced staff member.
• While the work on the Arroyo Grande project may be accomplished by a consultant, planning staff may
not have the appropriate level of expertise or time for project oversight. This project is on hold with the
state at this time.
• Overall, with decreased current planning activity, the case review function will be maintained at our
current high standards. Work Plan progress is variable and may be delayed, depending on amount of
planning staff time available for the work.
• The Citizens Planning Institute, Neighborhood Clean Up, and Household Hazardous Materials
programs will be continued at the same level.
/
r /
Sarah More, Planning & Zoning Director
Jerene Watson, A Fistant Town Manager
David Andrews, Town Manager
Budget/TC Comm 042009.doc
TOWN OF ORO VALLEY lb
Page 1 of 2
'OUNCIL COMMUNICATION MEETING DATE: APRIL 20, 2009
TO: HONORABLE MAYOR AND COUNCIL
FROM: SUZANNE SMITH, BUILDING SAFETY DIRECTOR
SUBJECT: BUILDING SAFETY DEPARTMENT, FY 2009/10 RECOMMENDED BUDGET
OVERVIEW
The primary purpose of the Building Safety Department is to ensure the health, safety, and welfare of the public
in the built environment. The Department coordinates all facets of building plan review for permit issuance and
the subsequent inspection process during construction for code conformance. All Inspectors, Plans Examiners,
and Permit Technicians are certified by the International Codes Council.
Budget Revenue
The departments within the Development Services area are currently experiencing the effects of the downturn in
the economy which is affecting the Town's pace of development and budget. While revenues generated from
building permits are anticipated to be down from the current 2009 department budget on the Residential
building permit side,the positive news is that the Commercial building permits are expected to be up 39%
(which translates to $192,000). It is also important to recognize that Ventana Medical Systems Inc. (VMSI) and
several commercial developments are continuing to develop. In fact, VMSI alone is anticipated to bring in over
$400,000 in just building permit fees (equivalent avg. fees to 54 custom SFRs) during the 2010 budget year and
;ontinue at that pace over the next 5 years.
Budget Reductions
In order to align the Department's budget to the decreasing revenue and workload, there is an overall reduction
of 22% compared to the current department's 2009 approved budget. The decrease in budget is primarily
comprised of:
* The potential elimination of four (4) full time positions: Assistant Building Official, Inspector 1, Sr.
Permit Technician, and Office Specialist. This represents a savings of over$262,000, or approximately
20% of the department's 2009 personnel budget. Personnel costs make up 88% of the department's
2010 budget.
• Reductions in the operations & maintenance budget of over$131,000. This represents a decrease of
approximately 45% of the department's 2009 operations & maintenance (O&M) budget. O&M costs
make up 12% of the department's 2010 budget. It is not feasible to cut this budget further. The majority
of the O&M reductions are as follows:
• Outside Professional Services - $110,000 which is comprised of Outside Plan Review Services
($60,000), and the renegotiation of the cost for the service contract with Golder Ranch Fire Dept
for fire plan review and inspections ($50,000).
▪ Travel & Training * $6,000 (down 35 %).
• The remainder ($15,000) is primarily in the areas of Repair & Maintenance, Advertising,
Printing&Binding, and Equipment.
There was a modest overall increase in the Memberships & Subscriptions area of approximately $1,000 to
provide for LEED Certification for 2 plans examiners and 1 inspector to support the Town's focus on
sustainability.
TOWN OF ORO VALLEY
Page 2 of 2
0UNCIL COMMUNICATION MEETING DATE: APRIL 20, 2009
REORGANIZATION AND DOWNSIZING IMPACTS
Administration
Proposed changes in this area include the elimination of the Asst. Building Official, Office Specialist, and the
reassignment of the Building Safety Director to Development Services Director as part of the Town Manager's
recommended restructuring (a 41% reduction in administration personnel cost). The impacts are as follows:
• The Director will continue to provide the Town's Building Official duties, absorb a portion of the
responsibilities formerly handled by the Asst. Building Official, and take on new management
responsibilities, associated with the restructuring, for the Planning and Zoning Dept (15 personnel) and
the Engineering Division (formerly Development Review Division) of Public Works (4 personnel).
• The majority of the Asst. Building Official's other duties will be absorbed by the Building Safety
Administrator(formerly Chief Building Inspector). The Engineering Division Administrator(formerly
Development Review Manager)will be responsible for the case management of the permitting process
for all divisions in Development Services. This change will provide for more consistency across the
divisions as well as point of service responsibility.
• The duties associated with the Office Specialist will be reassigned to the other support staff within the
Development Services Dept and the Permits Plus system is being programmed to automate monthly
reports. In addition, the front counter reception will be covered by the Permit Techs and the phone
system will be programmed for an automated response.
Inspection
Proposed changes in this area include the reassignments of the Chief Building Inspector to the Building Safety
Administrator(described above), the Inspector II to the Building Inspection Manager, and elimination of an
Inspector I position. The impacts are as follows:
• The Administrator will also be responsible for the management of the inspection and enforcement
process for all divisions in Development Services. This change will provide for more consistency across
the divisions as well as point of service responsibility.
• The day-to-day operations previously performed by the Chief Building Inspector will be assumed by the
Building Inspection Manager. It is anticipated that 80% of his time will still be in the field.
• Based on current and anticipated workload, service levels will not be impacted by the proposed
elimination of one Inspector position.
• Inspection staff will be cross-trained to perform engineering and zoning inspection functions to gain
efficiencies and provide consistency across the organization.
Plans Examination
Plans Examination staff will be cross-trained to perform engineering and zoning plan reviews for the building
permitting process to gain efficiencies and provide consistency across the organization.
Intake and Permitting
With the elimination of the Sr. Permit Technician position that is currently frozen,the remaining 2 Permit Tech
positions will be supported by the 2 Development Coordinator positions to provide full coverage for the
process. The staff will be cross-trained to gain efficiencies and provide consistency across the organization. In
addition,this will give the Department the ability to have a true one-stop-shop process for intake and
permitting.
TOWN OF ORO VALLEY C
Page 1 of 2
COUNCIL COMMUNICATION MEETING DATE: 04/21/09
TO: HONORABLE MAYOR AND COUNCIL
z
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FROM: Paul Keesler, Public Works Development Review Division Manager
SUBJECT: Development Review Division Recommended Budget FY 2009-2010
SUMMARY:
The Department of Public Works Development Review Division (DRD) reviews all public and private
development projects within the Town of Oro Valley for community fit, code compliance and safety related
engineering issues. This division currently issues grading, right-of-way and floodplain use permits for all of the
approved projects as well as supporting all permits issued by Building Safety.
The FY09/10 Division's budget reflects an overall reduction of 25.3% compared to the current year's approved
budget and includes the reduction of two full time positions: the Civil Engineer and one Civil Engineering
Technician, reducing review staff by 40%. Personnel costs make up 94% of this Division's total proposed
budget.
The FY09/10 budget includes a reorganization transfer of the remaining staff out of the Public Works
Department to an Engineering Division within the proposed Development Services Department (DSD).
The formation of this new Department and associated Division will adjust some permit responsibilities and
review functions. The Highway and Floodplain permitting will remain in the Department of Public Works and
under the supervision of the Town Engineer. All other permitting and permit assistance currently provided by
DRD will remain the same. This reorganization will create a more comprehensive and cohesive Town program
that will increase our ability to control development for the best community fit.
The proposed staff reduction impacts are:
* Project Review Turnaround Time:
Depending on the number of plans within the Division's review queue, in the short term, the amount of
time it takes to return either comments or approvals may take longer. This situation will ultimately be
mitigated by cross-training staff from other Departments and Divisions.
• Number of Reviews per Plan Submittal:
One of the cornerstones of this Division's mission is its ability to both shepherd developers through our
process while protecting the overall community interest. Until the full functionality of cross training is
realized, staff project coordination may be reduced, potentially causing increased plan cycling through
the system. The burden and responsibility of obtaining approval will be transferred back to the
consulting community.
• Decreased Field Presence for Construction Observation and Ins ection:
The current field presence that the DRD provides may be reduced until the cross training of staff
members from other departments and divisions can be realized. In the long term, cross training will help
TOWN OF ORO VALLEY
Page 2 oft
COUNCIL COMMUNICATION MEETING DATE: 04/21/09
better coordinate field inspections from all disciplines, however in the short term, over the next year as a
minimum; this will create a deficit of experienced field site observation/inspection presence.
• Increased workload on Public Works Storm Water Staff:
Due to the loss of expertise of the current Civil Engineer, the Storm Water section of the Public Works
Operations Division will need to increase their review responsibilities from purely a floodplain
management perspective to include full technical assessment on all drainage reports.
TOWN OF ORO VALLEY 2
Page 1 of 5
7OUNCIL COMMUNICATION MEETING DATE: APRIL 20, 2009
TO: HONORABLE MAYOR AND COUNCIL
FROM: STACEY LEMOS,FINANCE DIRECTOR
SUZANNE SMITH, BUILDING SAFETY DIRECTOR
SUBJECT: MUNICIPAL OPERATIONS CENTER, FY 2009/10 RECOMMENDED BUDGET
SUMMARY:
This project was initiated based on the 2001 Future Space Needs Report which described the need for the Town
to acquire additional land (approximately 15 acres) to accommodate a new joint use operations and maintenance
center, administrative offices, and a police training facility. The Public Works maintenance yard, located at 680
W. Calle Concordia, was deemed inadequate to meet the needs of the growing Town. Moreover, a lawsuit was
brought against the Town of Oro Valley regarding the municipal functions occurring at the Town-owned Calle
Concordia site. The lawsuit, coupled with the findings of the Future Space Needs Report, prompted the Town
to begin looking for a new site for the operations. These operations have since been moved to the Rancho
Vistoso site and are housed in temporary facilities. The background history of the project can be found in
Attachment 1.
Within the past year, Town Council approved the Rancho Vistoso Municipal Complex Master Plan and Town
Hall Addition and authorized staff to take the necessary steps to execute and implement the terms of the Rancho
Tistoso Municipal Complex (RVMC) Master Plan and Town Hall Addition (THA). The Town issued a
Request for Qualifications, for both a Construction Manager-at-Risk (CM-at-Risk) and an Architect, for the
RVMC. Interviews were held for short-listed firms January 27 & 30th, 2009 and the finalists were selected.
Contract negotiations for both firms occurred during the month of February through early March.
It is in this same time period that we are experiencing the effects of the downturn in the economy which are
affecting the Town's pace of development and budget. However, this is temporary in nature and has no bearing
on the fact that the current Town facilities are already at capacity, even with the potential staff reductions.
Additionally, should the Town annex the Arroyo Grande area, the Public Works, Water Utility, Development
Services, and other Town departments will see an increase on service demands, in addition to supporting
development within the current Town boundary. The upside of the downturn in the economy is the positive
affect on the project's budget. We are currently experiencing a reduction in construction costs, or de-escalation,
and this is the optimum time to build. Although the need for the project is quite valid, due to the current fiscal
concerns, management staff thought it prudent to concurrently review options for the project including the
potential for phasing and/or down-sizing, and consideration of a second site location.
Current Project Description
The approved project is comprised of a 28,120 square foot Police training and evidence facility and Water
Utility Administration office; and a 24,076 square foot Public Works and Water Operations building at the
Town-owned land at Rancho Vistoso Blvd. and Innovation Park Drive (Attachment 2). Included at this site are
all necessary off and on site development. On site development includes an operations yard, fueling station,
police secure impound lot, and parking. The plan also included building a 9,600 square foot addition to the
)evelopment Services building; and renovating space in Development Services, the Police headquarters and the
Water Utility Administration building at the Town Hall site.
TOWN OF ORO VALLEY
Page 2 of 5
COUNCIL COMMUNICATION MEETING DATE: APRIL 20,2009
DISCUSSION:
Based upon the fluctuating economic conditions, management felt it appropriate to offer alternatives for your
consideration on continuing the municipal operations complex project. Staff has reviewed the program
p
components and space requirements for the project with the potential staff reductions that may occur, due to the
p
budget shortfall, to assess impacts to the project and the potential for downsizing. The potential staff reductions
would have minimal effect on the space needs, square footage, or the project's budget, and has no impact on the
overall programmatic requirements. However, it is feasible for the project to be phased in two or three
increments in order to reduce the initial project costs and impact on the Town's budget. It is proposed that the
design and preconstruction services would be for the entire project with only the construction of the project
being phased. Preliminary schedules for the design and construction, phased and un-phased, are provided in
Attachment 3.
Option 1 --Phased Facilities at Naranja Town Site
This option utilizes the phasing approach and relocates the facilities on approximately 13 acres of the southeast
p
portion of the Naranja Town Site (Attachment 4). The site development assumes a balanced site for grading,
widening of Naranja to facilitate turns of service vehicles and a separate access off of Naranja. Based on the
topography of the site, there are increased costs associated with the site development (Attachment 5).
A public vote will be required to sell the Rancho Vistoso site and there are potential legal issues associated with
the sale which will be discussed in Executive Session. In addition, there has been public opposition to this use
on the Naranja site previously. Some of the opposition comments included: Naranja was sold to the public as a
park and there is not enough park area currently in the Town; the east side of the site was to remain"natural";
there is potential for exposure to hazardous materials if public works facilities are co-located in a park; property
values adjacent to the site (east and south) would decrease in value; and an increase in vehicular traffic on
Naranja as well as slower heavy equipment vehicles.
Phasing Description
Phase 1 —Water and Public Works Facilities
The first phase of the project would consist of developing approximately 6.5 acres to house facilities for Public
Works and Water Operations (24,076 square feet) and Water Utility Administration (6,094 square feet), an
operations yard, fueling station, parking, on site improvements and associated on and off site improvements.
Also included is the renovation of the current Water Administration building at the Town Hall site.
Phase 2 —Police and Development Services Facilities
The second phase of the project would develop an additional contiguous 6.5 acres to house facilities for Police
training and evidence storage (22,026 square feet), a police secure impound lot, additional parking and on site
improvements. Also included is the renovation of the 1,300 square feet being vacated in the Police
headquarters at the Town Hall site. Depending on the economic climate at the time of the second phase it may
also include the addition to (9,648 square foot) and renovation of(9,525 square feet) the Development Services
building at the Town Hall site and associated site improvements. This also has the potential to be a stand alone
third phase if necessary.
TOWN OF ORO VALLEY
Page 3 of 5
COUNCIL COMMUNICATION MEETING DATE: APRIL 20, 2009
Financial Impacts of Option 1 (Attachment 6)
Phase 1 — Water and Public Works Facilities
The estimated
J ro'ect cost associated with Phase 1 of this option is $18.2 million. If the Town receives voter
p
approval to sell the current 23-acre MOC property on Rancho Vistoso Blvd. and is able to sell it for near the
purchase price per acre of the Park N'Ride facility across the street from this site ($435,000 per acre), these
proceeds could be combined with the existing $5.9 million in cash reserves in the MOC fund to pay off the
outstanding 2005 excise tax bonds issued to purchase the MOC property. Once these bonds are paid off, it is
estimated that about $10.1 million in cash would be remaining to apply toward the $18.2 million project cost.
The remaining funds needed would come from a new issuance of excise tax bond funds in the amount of$8.1
million. With this option, the design and preparation of the construction documents could occur during FY
2009/10, the excise tax bonds could be issued in August of 2010, and construction could occur from August,
2010 through October, 2011. The first annual debt service payments from the Highway Fund and Water Utility
Fund would be due the beginning of FY 2011/12 as shown below:
• Highway Fund $377,000
• Water Utility Fund $273,000
Phase 2—Police and Development Services Facilities
The estimated project cost associated with Phase 2 of this option is $19.5 million. Funding for this phase
would come entirely from a new issuance of excise tax bonds. This bond issuance could occur in October of
2011, resulting in estimated annual debt service in the General Fund beginning in FY 2012/13 of$1.5 million.
Option 2 —Phased Facilities at Current Rancho Vistoso Site
This option utilizes the phasing approach described above in Option 1 and the facilities are built at the current
Rancho Vistoso site.
Financial Impacts of Option 2 (Attachment 6)
Phase 1 —Water and Public Works Facilities
The estimated project cost associated with Phase 1 of this option is $16.2 million. This would be funded with
the existing $5.9 million in cash reserves in the MOC fund and additional excise tax bond funding of$10.3
million. With this option, the design and preparation of the construction documents could occur during FY
2009/10, the excise tax bonds could be issued in August of 2010, and construction could occur from August,
2010 through October, 2011. Phase 1 construction would include Public Works (Highway Fund) and Water
Utility facilities, and the first debt service payment on the bonds for the building construction would begin in
FY 2011/12. Total estimated annual debt service for Phase I under this option is shown below by fund:
• General Fund $ 77,600
(Land Only)
• Highway Fund $701,171
(Land & Building)
• Water Utility Fund $493,017
TOWN OF ORO VALLEY
Page 4 of 5
COUNCIL COMMUNICATION MEETING DATE: APRIL 20,2009
(Land & Building)
Phase 2—Police and Development Services Facilities
The estimated project cost associated with Phase 2 of this option is $18.1 million. Funding for this phase would
come entirely from a new issuance of excise tax bonds. This bond issuance could occur in October of 2011,
resulting in estimated annual debt service in the General Fund beginning in FY 2012/13 of$1.53 million.
Option 3—Build the Facilities in One Phase at Current Rancho Vistoso Site
The project can also proceed as currently approved and planned at the Rancho Vistoso site. This is the most
expedient option but has impact to the five year budget that the Town Manager has proposed.
Financial Impacts of Option 3 (Attachment 6)
The estimated project cost associated with this option is $33 million. Funding for this option would come from
the $5.9 million in current cash reserves in the MOC fund and excise tax bond proceeds of$27.1 million. These
bonds could be issued in August of 2010, with the first annual debt service payments in the General Fund, the
Highway Fund and the Water Utility Fund due the beginning of FY 2011/12 shown below:
• General Fund $1,106,600
(Land & Buildings)
• Highway Fund $ 880,631
(Land & Buildings)
• Water Utility Fund $ 571,557
(Land & Building)
Option 4—Put the project on hold
Another option would be to simply wait for the economy to improve and do nothing. While this option has no
immediate negative impact to the budget, the future costs for construction will continue to increase once the
economy is back on track. In addition, it will take several years to construct the facilities after approval is given
to proceed, thereby lagging behind the development which will affect the Town's ability to serve the
community.
ATTACHMENTS:
1) Background History
2) Site Plan -Existing RVMC Master Plan
3) Site Plan - Proposed Location @ Naranja Town Site
4) Preliminary Design and Construction Schedule
5) Preliminary Project Budget for Phase Development @ Naranja Town Site
6) Municipal Operations Center Construction Options
TOWN OF ORO VALLEY
Page 5 of 5
COUNCIL COMMUNICATION MEETING DATE: APRIL 20, 2009
This report is for information and discussion purposes only at this time.
fJ f
(_____--,:_-7....7.,... —,,..----- /-------------).--
. 6-> .. ..
Suza e Smit,. , I uilding Safety Director
,,./.4' a Z4',z,, 41i-ViterS
J./
Stacey Lemos, 'finance Director
k
T ene Watson, Assistant Town Manager
c-41L1, , 1-'4- --.ii,i/ ?Vc
David Andrews, Town Manger
4
•
Attachment 1
Background History for
Rancho Vistoso Municipal Complex (RVMC) and Town Hall Addition (THA)
In November of 2001,the Town Manager was directed to prepare a Future Space Needs Report in
connection with the Naranja Town Site Task Force.The report described the need for the Town to
acquire additional land(approximately 15 acres)to accommodate a new joint use operations and
maintenance center,administrative offices,and a police training facility. Additionally,the Public
Works maintenance yard located at 680 W.Calle Concordia was deemed inadequate to meet the
needs of the growing Town.
In 2004,a lawsuit was brought against the Town of Oro Valley regarding the municipal functions
occurring at the Town-owned site located at 680 W.Calle Concordia.A group of six neighbors
asked that the Court find that the facility violated applicable zoning ordinances,constituted a
nuisance and asked for an injunction to prohibit the following:heavy-vehicle traffic,stored
petroleum products and refueling,pollution from underground fuel storage tanks,back-up beepers,
dust and noise,an alleged violation of septic tank requirements,and an alleged violation of zoning
requirements for a set-back of fence,a"no view"fence,and modular office buildings.
In the end,the Court found that the activities conducted at the Calle Concordia site were not of a
commercial or competitive character,but were fundamentally inherent in the basic nature of
government and had been undertaken because of a duty imposed on the Town to provide for the
welfare and protection of the residents of the Town of Oro Valley. However,the lawsuit coupled
with the findings of the Future Space Needs Report in 2001 prompted the Town to begin looking
for a new site for the operations located at Calle Concordia,
In September of 2005,the Town Council voted to begin condemnation proceedings for land owned
by Meritage Homes near Innovation Park Drive and Rancho Vistoso Boulevard. The property was
condemned using eminent domain for the purposes of using the land as a municipal operations
center. In April of 2006,the Town Council purchased the MOC site for approximately$4.7 million
dollars from Meritage Homes.
In May 2007, the Town Council accepted the Town-wide Space Needs Study (Study) by
Deutsch and Associates. Included in the Study was the recommendation for the
development of the Rancho Vistoso Municipal Complex (RVMC). The Town began the
master planning effort for the development after approval of the Study. Study sessions
were held during the process at the 50% and 90% complete master plan for Town
Council input, as well as two public open houses to gather community input. The master
plan encompasses the initial phase of building through full build-out at the RVMC. As
part of the effort to reduce costs, maintain critical program adjacencies and enhance
customer service, the initial phase of development for the RVMC is planned to be
complemented with an expansion to the Development Services Building at the current
Town Hall site. On April 16, 2008 Town Council approved the Rancho Vistoso
Municipal Complex Master Plan and Town Hall Addition and authorized staff to take the
necessary steps to execute and implement the terms of the Rancho Vistoso Municipal
Complex Master Plan and Town Hall Addition.
Attachment 2
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NaranjaTown -
Center
ATTACHMENTS
MUNICIPAL COMPLEX
PRELIMINARY PROJECT BUDGET
FOR PHASED DEVELOPMENT
AT NARANJA TOWN SITE
PHASE ONE
PROJECT COMPONENTS COST
PW/Water Ops Building $ 5,867,506
Water Admin Building $ 1,734,979
Water Admin Renovation (Town Hall) $ 315,906
Sitework (at RVMC) $ 3,687,013
Additional Naranja sitework costs $ 1,368,346
TTL CONST COST $ 12,973,749
TTL PROJ COST $ 18,163,249
PHASE TWO
PROJECT COMPONENTS COST
Police Training Building $ 7,237,498
Police HQ Reno $ 141,029
Sitework (at RVMC) $ 2,309,988
Additional Naranja sitework costs $ 1,006,732
Devel. Services Addition $ 2,802,826
Devel. Services Renovation $ 433,936
TTL CONST COST $ 13,932,010
TTL PROJ COST $ 19,504,813
Notes:
Per original Master Plan estimate, costs escalated to 3rd qtr of 2009.
Current economic conditions indicate actual de-escalation of construction
costs for this area.
F:\Building Safety\Suzanne\Council 1\Council\MOC Ex 5 Budget @ Naranja.xls04/12/2009
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