HomeMy WebLinkAboutPackets - Council Packets (779) AGENDA
ORO VALLEY TOWN COUNCIL
BUDGET WORK SESSION
MAY 28, 2008
ORO VALLEY TOWN COUNCIL CHAMBERS
11000 N. LA CANADA DRIVE
BUDGET WORK SESSION - AT OR AFTER 5:30 p.m.
CALL TO ORDER
ROLL CALL
1. Follow-up Discussion and Items from May 14, 2008 Budget Work Session
2. Employee Compensation, including Annual Adjustment/Merit/Step Salary
Increases; Reclassifications; Market Adjustments; Promotional Policies
and Procedures Discussion
3. Budgetary Capacity, Policies and Related Discussion regarding Economic
Incentives for Sanofi-Aventis
4. Public Notification for Planning & Zoning Related Issues
5. Funding for P2 or Public Participation Discussion
6. Zoning Codes for Arroyo Grande Continued Discussion
7. Shannon Road Corridor Study using Pima Association of Governments
(PAG) Project Development Activity Fund (PDAF) Discussion
ADJOURNMENT
POSTED: 05/21/08
12:30 p.m.
cp
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.
1
MEMORANDUM
DATE: May 28, 2008
TO: Honorable Mayor and Council
FROM: David Andrews, Town Manager
Stacey Lemos, Finance Director
RE: Follow-up Issues from May 14th Budget Review Session
A number of issues were raised during the Mayor and Council's Budget Review Session
on May 14t". This memorandum serves as staff follow-up to these issues.
1.) Issue: Clarification is requested as to any restrictions on the use of Recreation
in Lieu fees.
Response: Attachment A is a memorandum from the Town Attorney addressing
the use of Recreation in Lieu fees.
2.) Issue: A request was made for information on employee per capita ratios back
to FY 2004 of Oro Valley compared with other surrounding jurisdictions.
Response:
FTE's per 1,000 Residents
FY 04/05 FY 05/06 FY 06/07 FY 07/08
Casa Grande 6.8 6.8 7.1 7.8
Goodyear 6.5 6.6 6.7 7.0
Marana 9.8 9.5 9.8 11.3
Oro Valley 6.8 7.2 + 7.0
Prescott 8.0 8.0 8.4 8.3
Sahuarita 8.1 7.6 7.7 6.8
Sierra Vista 5.7 5.7 5.9 6.4
Note: Excludes certain services which are not comparative amongst all the jurisdictions
3.) Issue: A cost detail is requested of the Library expenditures ineligible for
reimbursement from the Pima County Library District.
1
Response:
FY 07/08
Personnel 19,035
Building Repair& Maintenance 53,000
Grounds Repair& Maintenance 30,000
Travel & Training (excess > $2500) 5,500
Volunteer Recognition 1,000
Software Maintenance & Licensing 13,600
RFID Tags 23,400
Computer Replacements 12,000
Total 157,535
4.) Issue: Information on the Town's debt service payments relating to the bonds
issued to purchase land and construct the Library building.
Response: In 1996, the Town issued Certificates of Participation (COPS) to
purchase the parcel of land for the CDO Riverfront Park, a portion of land in the
Naranja Town Site near Copper Creek Elementary School, and a 7.2 acre parcel
of land at the corner of Naranja and La Canada for the Library (valued at
$700,000). The debt service on these COPS was recently paid off. The Town
issued $3.2 million in excise tax bonds in 2001 to match Pima County Bond
funds in the amount of$2 million to construct the Library. The remaining debt
service on those bonds ranges from approximately $174,000 to $181,000 per
year as show in the below table.
FYE Principal Interest 4 Total
2008 134,352.00 43,804.35 178,156.35
2009 139,950.00 38,230.84 178,180.84
2010 149,280.00 32,134.86 181,414.86
2011 149,280.00 25,659.84 174,939.84
2012 158,610.00 18,904.92 177,514.92
2013 164,208.00 11,720.82 175,928.82
2014 173,538.00 4,013.07 177,551.07
Total $1,069,218.00 $174,468.70 $1,243,686.70
5.) Issue: A comparison was requested of Pima County library staff salaries and the
Town's library staff salaries.
Response: Please reference Attachment B.
6.) Issue: Additionalq uestions and concerns relating to the Library were raised as
listed below:
- cost of filtering on computers
- an inventory of all computers, who maintains ownership and
what the Town pays for computer services
2
- data that was used to reimburse the Town for it's portion of
operating costs over the last six months
Response: A future study session will be scheduled to address issues
pertaining to the Library.
Stacey Lemos
Finance Director
A-- afkii- s--
David Andrews
Town Manager
cc: All Department Heads
3
o_LEY1q
Attachment A
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°UND ED A9
Office of the Town Attorney
MEMORANDUM
To: Mayor and Council; Councilmember Elect Gamer; Councilmember Elect Latas
From: Tobin Rosen, Town Attorney
Cc: David Andrews, Town Manager; Stacey Lemos; Finance Director; Ainsley Reeder,
Parks and Recreation Director
Date: May 15, 2008
Re: Limitations on use of parks In-Lieu Fees
At the May 14, 2008 Budget Work Session, the question was asked as to any limitations
that may exist upon the use by the Town of in-lieu fees for Parks that are imposed pursuant to the
Town zoning code.
Section 26.5(E) of the Town of Oro Valley Zoning Code Revised provides an alternative
in-lieu fee method for developers to satisfy the recreational requirement for residential
subdivisions. Subsection 6 of that section provides:
The in-lieu fee option shall only be available if there is no
park or recreation facility designated in the Town, Parks, Open
Space, and Trails Master Plan, to be located in whole or part within
the proposed subdivision to serve the immediate and future needs
of the residents of the subdivision, the subdivider may, in lieu of
dedicating land, pay a fee equal to the Fair Market Value
definition. The fees shall be used for a local park that bears a
relationship to serve the present and future residents of the area
being subdivided.
\\Legahsharefiles\Mavor&Councd\Advice 20081051508 m M&C re In-Lieu Fees.doc
Under the terms of the ordinance, the only limitation on the use of the in-lieu fee by the
P
Town is that the
fees must be spent on a local park that bears a relationship to serve the present
and future residents
of the area beingsubdivided. Given that the Town currently owns only two
active parks that contain amenities that serve the general public, and two other parks that do not
yet contain
amenities but do have open areas where town residents and others may pursue more
ns the use of the in-lieu fees for the improvement of any of these public
limited recreational options,
parks would appear to
meet the intent of the ordinance. Under the constraints imposed on the
Town by the gift clause
of the Arizona Constitution (Article 9, section 7), the Town could not
use these in-lieu fees for the development of purely private parks.
Page 2 of 2
Attachment B
Library Personnel
Oro Valley Pima Co tY
Job Title Min Mid Max Job Title Min Mid Max
Library Page $ 20,224 $ 25,281 $30,337 Library Clerk $ 18,903 $ 23,629 $ 28,354
Cust Svc Rep (Lib) $ 25,888 $ 32,360 $38,832 Library Technical Asst. $ 29,567 $ 35,870 $ 42,173
Library Assoc $ 30,023 $ 37,528 $45,035 Library Associate $ 32,677 $ 40,019 $ 47,362
Senior Library Assoc $ 37,494 $ 46,867 $56,241 Librarian $ 35,526 $ 43,420 $ 51,314
Librarian $ 43,482 $ 54,352 $65,223 Librarian I $ 43,618 $ 53,591 $ 63,565
Senior Librarian $ 50,425 $ 63,032 $75,638 Librarian II $ 49,566 $ 61,464 $ 73,362
Library Administrator _ $ 61,439 $ 76,798 $92,157 Librarian III $ 54,517 $ 67,278 $ 80,038
Library Services Mgr $ 62,899 $ 77,719 $ 92,539
Library Director $ 85,342 $119,059 $152,776
Reclassifications/Market Adjustments
2008/2009
EMPLOYEE POSITION FTE GRADE BUDGETED BENEFITS f• ,0)
SALARY
RECLASSIFICATIONS
TOWN CLERK
Pickering, Christina Office Specialist 1.00 39 31,485 6,493 37,978
Senior Office Specialist 1.00 44 35,634 7,210 42,844
•
4,149 $ 717 :f rFn ---
ITs fr�e`a:
r? f... Fc Jfc.33^r3 f..
i iPI male Shara ah Webmaster 1.00 63 62,986 15,173 78,158
y y Systems Analyst 1.00 64 66,135 15,717 81,852
$ 3,149 $ 544 13
PUBLIC WORKS
Office Assistant 0.50 28 13,561 5,699 19,260
Veiga-Ryan, Carmen
Senior Office Assistant 0.50 33 14,239 5,816 20,055
678 117 � �, g, f
Smiley, Julie Senior Office Assistant 1.00 33 30,681 9,471 40,152
Office Specialist 1.00 39 1 32,215 9,736 41,951
$ 1,534 $ 265 EI:,- .1.,..19.A
J HUMAN RESOURCES,':'-'15e.,10-•
Keyes, Lauren HR Assistant 1.00 1 35 1 31,728 6,539 38,267
HR Technician 1.00 39 33,314 6,813 40,128
$ 1,586 $ 274 1:::::-,,'„,::,:,,,„:4,1111!,::
(TOTAL RECLASSIFICATIONS I $ 13,014
1
RECLASSIFICATIONS FROM BUILDING SAFETY MANAGEMENT
STUDY APPROVED BY TOWN COUNCIL IN DECEMBER 2006
BUILDING SAFETY j
Munson, Erik Building Inspector I 1.00 50 44,441 19,139 63,580
Building Inspector II 1.00 55 47,894 19,762 67,656
$ 3,452 $ 623 Ez":7771,,„tp,,,.,. ;
Novak, Frank Building Inspector I 1.00 I 50 50,844 13,705 64,550
Building Inspector II 1.00 55 53,387 14,164 67,551
$ 2,542 $ 459 4x, 1Q1v'
,
Shultheis, Harriett Plans Examiner I 1.00 55 1 48,710 12,654 61,364
Plans Examiner II 1.00 ' 57 51,145 13,075 64,220
$ 2,435 $ 421tx: o.e,
(TOTAL BUILDING SAFETY RECLASSIFICATIONS I $ 9,933
G:\BUDGET\FY 08-09\Personnel\Personnel Model FY 08_09_T.M. Recommended 5/28/2008
Reclassifications/Market Adjustments
r
2008/2009 1.
EMPLOYEE POSITION FTE GRADE BUDGETED BENEFITS - f
SALARY `A
1,-iiiii-,-:s.
MARKET ADJUSTMENTS
'PARKS
I
Carmona, Robert Assistant Recreation Manager 1.00 32 27,912 15,643 43,556
1.00 37 30,420 16,084 46,504
$ 2,508 $ 440 i ',, `ros at
COURTS
Thompson-Ng, Judy Court Administrator 1.00 5256,299 14,224 70,522
1.00 57 6506,,829959_
0,895
15,018 75,912
$ 4,596 $ 794 $ a ';:5 .,
LIBRARY
Hartz-Musgrave, Mary Library Administrator 1.00 67 80,214 20,453 100,667
1.00 72 85,597 21,383 106,980
$ 5,383 $ 930 .: 6 313F..-.
(TOTAL MARKET ADJUSTMENTS
I$ 14,652 I
G:\BUDGET\FY 08-09\Personnel\Personnel Model FY 08_09_T.M.Recommended 5/28/2008
TOWN OF ORO VALLEY 2
Page 1 of 4
COUNCIL COMMUNICATION MEETING DATE: 05/28/08
TO: HONORABLE MAYOR AND COUNCIL
FROM: Sandra Abbey, Human Resources Director
SUBJECT: Discussion of Employee Compensation as it relates to the 2008-2009 Town
Manager's Recommended Budget, Including Annual Adjustment/Merit/Step Salary
Increases; Reclassifications; Market Adjustments; Promotional Policies and
Procedures.
SUMMARY:
1. The revised classification policy proposed for Council consideration on May 21, 2008 states:
"New positions, or changes to positions that impact the budget, including changes to position
classifications, annual adjustments, step and merit increases, and market adjustments, shall be approved
by action of the Town Council, normally in conjunction with the annual budget approval process."
While the Council has always authorized any changes to the classification plan, this policy statement
makes it clear that the authority of the Council includes not only approving the classification plan, but
also that the budget approval process includes reviewing classification and compensation measures that
have a budgetary impact. Management, overseen by the Town Manager, makes decisions about specific
hiring, placement, assignment of job duties and other organizational change issues within the approved
classification and compensation boundaries established during the annual budget planning process.
For this reason, the Town Manager has included information in the recommended budget relating to the
number of Full-Time Equivalents (FTEs) for each department, any new positions recommended, any
reclassifications or planned reorganizations to departments based on changing needs and goals of the
Town. While department management will carry out the changes and make specific hiring and other
personnel placement decisions, such management actions will be in accordance with approved
budgetary limits for the fiscal year.
It is important to clarify the difference between a Reclassification and a New Position. A New Position
allows an increase to the number of FTEs. If a new position is authorized and is filled internally by
promoting or transferring an existing employee, the former position may be filled because there was
authorization in the budget (by the Council) to actually add a new position. New positions are also often
filled externally. On the other hand, Reclassifications are changes to the job duties assigned to an
existing staff member based on the changing needs and objectives of the department or Town. When an
existing staff member is reclassified, the former position held by that employee must be eliminated,
since no new positions may be created by way of reclassification. In other words, the total FTEs in the
department may not increase due to a reclassification. New positions have a budgetary impact on the
department that includes the full salary, benefits, office or other overhead supply and equipment costs.
Reclassifications have a much smaller impact financially, as they may include a salary increase, but do
not normally include the addition of benefits or supply and equipment costs. Attachment A shows the
New Positions included in the Town Manager's recommended budget with the total projected cost
impacts. Attachment B shows the Reclassifications included in the Town Manager's recommended
budget with the total projected cost impacts.
TOWN OF ORO VALLEY
Page 2 of 4
COUNCIL COMMUNICATION MEETING DATE: 05/28/08
2. Merit and Step Increases:
Merit and Step Increases are earned by employees based on their annual performance evaluation. These
increases, if earned, are awarded at the time of the employee's anniversary date in their position. Merit
and Step Increases advance the employee's salary position within the pay range or the step plan
structure. Each
employee's performance contributions are documented on an annual basis using a
standardized performance evaluation tool.
For employees on the merit pay structure, a rating of Meets Expectations includes (if merit increases are
• 3% salaryrange. For example: if a
authorized by the Council for that fiscal year) a movement along the g p
position is assigned to a payrange with a minimum salary of$30,000 and a maximum salary of$45,000;
g g
if the employee is at the minimum salary and receives a Meets Expectations rating, their salary will
move 3% up range the to equal $ 30,900. If this same employee earns a performance evaluation rating
g q
of Excellent or Outstanding, the salary would move 4% up the range to $31,200. Once the employee
reaches the maximum of the pay range ($45,000 in this example), they are no longer eligible for further
merit increases. In a merit pay system employees may reach the maximum of the range sooner or later
based on their% increases over the years. On average, it takes an employee starting at minimum
between 10 and 20ears to reach the maximum of the pay range. In a merit pay system, an employee
20y
ears
who contributes more to the organization based on the performance rating moves forward through the
pay range e at a slightly accelerated pace. This is the basic premise of pay for performance or merit pay
g y
structures.
For employees on the Public Safety Step Plan, a rating of Meets Expectations, Excellent, or Outstanding
moves that employee's salary up one step in the step plan. For example, the Town's Police Officer step
planeightsteps includes ste s beginning at $43,426 annually and ending at $59,394. If an Officer begins at
stepone and earns a stepeach year, it will take seven years to reach the maximum. Upon reaching the
maximum,the Officer is considered "topped out" and no longer receives step increases. Some of the
Step Plan positions ositions have less than eight steps and, therefore, become "topped out" sooner. The step plan
structure has been agreed to by the public safety negotiating group and is the accepted method for
paying this group of employees. The percentage interval between steps varies with the position between
3%to 5% salary increases. Currently we have 30% of our step plan employees "topped out', which
means that 30% of the public safety step plan employees do not receive step increases.
3. Annual Adjustments, if approved by the Council during the budget planning process, occur in
conjunction with the beginning of the new fiscal year and are used to maintain the employee's current
position in the payrange (recall that merit or step increase move the salary within the range, but annual
g
adjustments onlymaintain the current position). Due to cost of living changes, wage inflation and
J
changes in average pay levels in the local labor market, wages tend to increase. Therefore, simply
maintaining the current position in the pay range can require an adjustment.
The Town's compensation philosophy is to neither lead the market, nor lag behind in salary levels, but to
remain competitive in the labor market by maintaining our salary midpoints within 10% of the average
midpoints in the area for each job title. Providing an across the board annual adjustment (also called a
cost of living adjustment or COLA) can help the Town keep pace with overall changes to wage inflation
J
in the labor market.
TOWN OF ORO VALLEY
Page 3 of 4
COUNCIL COMMUNICATION MEETING DATE: 05/28/08
In adjustments,addition to cost of livingadjustments, another component that is sometime included in the annual
adjustment is a market adjustment, which is targeted to adjust the salaries of only those positions that are
found to be lagging behind the relative market. In 2005 the Town conducted a salary survey and
discovered that nearly 70% of our jobs at that time were lagging behind in the market. The Town was
concerned that this was beginning to harm our recruitment efforts and lead to higher than usual turnover.
As a result of this survey, the Town enacted market adjustments for more than two-thirds of our
positions and brought the Town up to our desired position of being within 10% of the average midpoints
for our positions.
In order to maintain average market positioning, the human resources department is prepared to
complete a local market salary survey on an annual basis and recommend market adjustments to only
p °
those positions that have a market position that is lagging more than 10% below the average midpoint.
By maintaining vigilance in keeping pace with average market salaries, it is expected that only a very
few targeted market adjustments will be recommended on an annual basis. For example, since enacting this practice, less than 15 positions required market adjustments in the last fiscal year, and only three are
required this year. Attachment C shows the recommended market adjustments for positions lagging
behind the market.
Please be aware that market adjustments apply to a specific job title based on the results of the salary
survey. Market adjustments are not a reflection of any individual performance or any individual
employee who may hold that particular job.
The Town Manager's recommended budget includes funding for a 1.5% annual adjustment or COLA,
based on maintaining a competitive market positioning based on our most recent salary survey and on
affordability. The public safety negotiating team has requested a 2.5% annual adjustment based on the
roected cost of living changes to the local market made by the Eller College at the University of
projected
•� • • 2.5% approximately 214 000
Arizona. The additional cost of increasing the annual adjustment to is approx m y $ ,
among all Town funds. Of this total, approximately $168,000 is the cost impact to the General Fund.
The Town Manager has suggested three options for funding this if the Council should desire to do so
(Attachment D).
FISCAL IMPACT:
Please refer to the Town Manager's recommended budget and the attachments.
ATTACHMENTS:
A) New positions included in the Town Manager's recommended budget
B) Reclassifications included in the Town Manager's recommended budget
C) Market Adjustments included in the Town Manager's recommended budget
D) Three Options for funding additional annual or COLA adjustment
TOWN OF ORO VALLEY
Page 4 of 4
COUNCIL COMMUNICATION MEETING DATE: 05/28/08
COUNCIL DIRECTION TO STAFF:
San ra Abbey, Human Resour s Director
David Andrews, Town Manager
New Hire Expenses ATTACHMENT A
FY 2008/09
BUDGETED TOTAL TOTAL SUPPORT TOTAL NEW
POSITION FTE GRADE SALARY BENEFITS PERSONNEL RELATED HIRE COSTS
COSTS COSTS
luman Resources
3afet & Risk Mana er 1.00 # 60 ? $ 76,502 : 21,119 f $ 97,622 13,500 101,122
$ 76,502 21,119 I $ 97,622 3,500 101,122
'fanning &Zoning
kssistant P&Z Director 1.00 1 72 $ 88,194 26,050 $ 114,244 ' 6,000 120,244
)ffice Assistant (existi u position) 0.50 281 ► $ 14,878 7,892 $ 22,770 22,770
'tanner 1.00 551 I $ 57,961 t 20,918 $ 78,879 6,000 84,879
I $ 161,033 I 54,860 j $ 215,893 [ 12,000 227,893
ourts
;ourt Clerk 1.00 36 $ 36,256 17,267 I $ 53,52353,523
;ENERAL FUND 4.50
_ $ 382,537
Vater
leter Reader Su.ervisor $ 1.00 1 471 $ 32,817 17,142 $ 49,958 I 23,640 i 73,598
$ 32,817 I 17,142E $ 49,958 I 23,640 € 73,598
VATER UTILITY FUND 1.00
$ 73,598
. ..........................................
OTAL NEW HIRE EXPENSES 5.50 $ 416,996 39,140 $ '456,136
G:\BUDGET\FY 08-09\Personnel\Personnel Model FY 08_09_T.M.Recommended 5/19/2008
Reclassifications ATTACHMENT B
FY 2008/09
bitg"t'''"4101
litPOSITION FTE GRADE h,ry..
EMPLOYEE ``
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RECLASSIFICATIONS
TOWN CLERK
!Office Specialist 1 1.00 I 39 37,978
Pickering,Christina Senior Office Specialist I 1.00 I 44 42,844
IT
PI male Shara ah Webmaster I 1.00 63 78,158
y y !Systems Analyst 1 1.00 64 81,852
PUBLIC WORKS
Verga-Ryan,Carmen
:Office Assistant I 0.50 28 19,260
Senior Office Assistant I 0.50 33 20,055
Senior Office Assistant 1 1.00 I 33 , 40,152
Smiley,Julie r Office Specialist , 1.00 i 39 41,951
BUILDING SAFETY
Building Inspector I 6 1. 00 50 1 62,031
:Crawford, Steven* gBuilding Inspector II 1 1.00 55 1 64,737
,''1'.,'''''.''',.'.:',:i..'..•::;"?::.:RiPOk
!Building Inspector I I 1.00 k 50 63,580
Munson, Erik* Build_iInspector II 1 1.00 1 55 i 67,656
Frank* tBuiiding
Building Inspector I > 1.00 50 1 64,550
`Novak, Inspector II I 1.00 55 t 67,551
Plans Examiner I a 1.00 55 80,464
:O'Connor, Phillip* Plans Examiner II I 1.00 57 83,920
r !Plans
Shultheis Harriett* Examiner I I 1.00 55 61,364
6]I Plans Examiner II 1 1.00 57 64,220
*Consistent with implementation of Building Safety Management Study, December,2006
IHR Assistant ' 1.00 1 35 I 38,267
Keyes, Lauren r --- ?- - I
IHR Technician 1.00 39 i 40,128
tl
r' (
(TOTAL RECLASSIFICATIONS I $ 29,109 I
G:\BUDGETTY 08-09\Personnel\Personnel Model FY 08_09_T.M. Recommended 5/21/2008
Market Adjustments ATTACHMENT C
FY 2008/09
EMPLOYEE 7. .
POSITION FTE GRADE �,�<A,."A <.
#0.AtitAt
MARKET ADJUSTMENTS
PARKS
Carmona Robert !Assistant Recreation Manager 1.00 32 43,556
' 1.00 37 46,504
+Yf:..;E.'�^:•.:..Mi:.:i•3vrwh.`..11Ri
COURTS
•Thompson-Ng, Judy Court Administrator 1.00 ` 52 70,522
1.00 . 57 75,912
ti2:V7:14:77.
LIBRARY
`Libra Administrator 1.00 ` 67 100,667
Hartz-Musgrave, Mary ry 1.00 ` 72 106,980
.,9ri.wy V3.d'
Z:;;
ITOTAL MARKET ADJUSTMENTS I $ 14,652 I
G:\BUDGET\FY 08-09\Personnel\Personnel Model FY 08_09_T.M.Recommended 5/19/2008
ATTACHMENT D
Three
Options for FundingAdditional $168,000 from General Fund for
2.5% Annual Adjustment
1)
An across-the-board 2.5% cut to all General Fund department operations and
maintenance (O&M) budgets. Smaller cuts would be necessary in the other
Town funds (i.e. Highway, Transit, Stormwater, and Water Utility)
General Fund O&M Budget = $7.7 million x 2.5% = $192,500
2) Reconsideration of the current earmarked allocation of Town bed tax revenues
to redirect a portion of those revenues to the General Fund
Current Allocation of 6% Bed Taxes:
2% Economic Development Marketing $546,357
2% Hilton Bed Tax Rebate Commitment $546,357
2% Naranja Town Site O&M $546,357
Total FY 08/09 Bed Taxes $1,639,071
3)
Consider renewal and extension of the utility sales tax (currently at 2%) that is
slated to sunset on April 1, 2009
2% Utility Sales Tax Revenue = $1.3 million annually
$325,000 projected revenue stream loss in FY 2008/09 due to sunset clause
SU
TOWN OF ORO VALLEY 3
COUNCIL COMMUNICATION
STUDY SESSION DATE: May 28, 2008
TO:
HONORABLE MAYOR & COUNCIL
FROM: David Andrews, Town Manager
Stacey Lemos, Finance Director
SUBJECT: Discussion Regarding $360,000 for sanofi aventis Construction Tax Rebate Included in
FY 2008/09 Town Manager's Recommended Budget
SUMMARY:
May
• n Council Member-Elect Garner requested
12, 2008 Town Council budget work session,At the amount of $360,000 is included in the Town
information regarding the reasoning for why the
further g sales tax rebate in the General
Manager's Recommended Budget for the sanofi aventis construction
Administration department budget for FY 2008/09.
request for--a financial participation-agreement-at----------
The Town Council last discussed sanofi aventis' 25% of
agreement called for sone-time rebate of
March 19, g
their 2008 regular Council meeting. This
° 4% tax rate) from the construction of their facility on
the construction sales taxes (or 1 /o of the
Innovation Park Drive, not to exceed $360,000. At the conclusion of the presentation, the Council
ici agreement
voted to continue consideration of the financial participation to the second meeting in June
(June 18th)
Staff included the budget capacity for the $360,000'in the event that should the Town Council
agreement with sanofi on June 18th,
the specific authorization to spend these funds
such an p
approve
budget. It is �m
would alreadybe identified in the FY 2008/09 g important
octant to note, however, that the
Council mayfrom the General Administration budget and place it
also remove this budgeted amount
in the General Fund Contingency budget. Should the Council vote to deny the financial participation
th, the funds will remain unspent in either of the above scenarios.
agreement on June 18
and the Council votes to approve the agreement on
If the budget amount is moved to Contingency, simple
18th, budget to take this amount from Contingency with a p
June 18 , the Council may amend the bug that
' adopted budgetary motion. This is consistent with the Town's a p g ry and financial policies, which state
appropriated
the use Of Contingency funds may only beupon Town Council approval for one-time,
non-recurring purposes.
to discuss an economic
The Town Manager will also schedule a study sessionincentive policy for
requested bythe Council at the March 19thregular meeting.
high tech/bio medical fob creation as
/97/de 1---- /AS
tacey Le os
Fin ce ector
David L. Andrews
Town Manager
G:\STACEY\Council Communic\Budget Work Session 5-28-08 sanofi aventis rebate.DOC
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION MEETING DATE: May 28, 2008
TO: HONORABLE MAYOR & COUNCIL
FROM: Sarah S. More, Planning and Zoning Director
SUBJECT: Study Session - Planning & Zoning Department Budget - Public Notice
BACKGROUND
Over the past year, the issue of what the appropriate level of public notice for planning and zoning cases has
been discussed by the Town Council, various boards and commissions and staff. At a recent budget study
session the Town Council requested further discussion of increased public notice and related costs. The
March 28, 2007, and January 30, 2008, Council communications on this subject are attached.
DISCUSSION OF BUDGET PROPOSAL
There are several components of notice — legal ads in the newspaper, first class mail, posting the property,
posting boards and commissions' agendas at Town Hall, and the Town website. More recently, using the Oro
Valley Vista as a communications tool on important planning and zoning issues has also been effective. While
the Town does do extensive notice, beyond that required by state law or local ordinance, there are ways to
expand or improve public notice.
The originally requested Planning and Zoning Department budget included an additional $14,000 in postage
costs for increased notice area and the Oro Valley Vista, $4,000 for printing of the notices, $3,500 for the
additional cost to switch legal ads to the Arizona Daily Star, and $11,900 for increased size of posting signs.
Due to budget constraints, the proposed budget was reduced to include only the larger posting signs. Previous
discussions with the Town Council have not resulted in specific direction to fund this proposal. Should the
Council wish to do so, $21,500 will have to be put back into the department's budget.
Staff suggests that the larger signs — 4' x 8' — will be effective in reaching a larger proportion of the affected
community. With increased notice area, someone is always left out on the other side of the line. Anyone living
near or driving by the larger signs should become aware of the proposed development case.
At this time, it may be important to clarify newspaper legal ad sizes and costs. The format of a legal ad is in
the same column format as standard classified ads, and the cost is based on the number of lines. If the Town
Council wishes to use a display ad format — either a 118th or 114th page — the annual cost would increase to
$40,000 to $100,000. A one day ad cost per case would be $555 - $1,700, depending on the day the ad is run
and the size.
RECOMMENDATIONS:
Staff requests that the Town Council provide direction with regards to funding increased public notice in the
08/09 Budget.
i
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 2
ATTACHMENTS:
1. Town Council Communication of January 30, 2008
2. Town Council Communication of March 28, 2007
del / i
ara S. More, P anning & Zoning Director
J( . -ne Watson Assistant Town Manager
David Andrews, Town Manager
SSM:F:P&Z WorkPlan/Public Notice TC comm. 052808
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TOWN OF ORO VALLEY
COUNCIL COMMUNICATION MEETING DATE: January 30, 2008
TO: HONORABLE MAYOR & COUNCIL
FROM: Sarah S. More, FAICP, Planning and Zoning Director
SUBJECT: Public Notice for Planning and Zoning Cases
BACKGROUND
Over theast year, the issue of what the appropriate level of public notice for planning and zoning cases has
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been discussed by the Town Council, various boards and commissions and staff. The Town Council has
indicated support for implementation of increased notice. At the previous discussions of this issue costs were
not available to inform the decision.
The March 28, 2007, Town Council communication on this topic and the Planning and Zoning public notice
standard operating procedure (SOP) are attached for specific information about the notice that is currently
provided. Based on the review last year, the one element that was changed was to mail notice to all homeowners associations (HOAs) throughout the Town on all Zoning Code amendments as they have
potentially broad effects. Although the SOP required that notice, since there was not a specific site associated
with code amendments, the HOAs were not previously noticed.
DISCUSSION
There are several components of notice — legal ads in the newspaper, first class mail, posting the property,
posting boards and commissions' agendas at Town Hall, and the Town website. The Town's legal ads are
placed in the Daily Territorial, a publication that is primarily devoted to legal advertisements. Their advertising
rates are significantly lower than the major Tucson daily newspapers. Use of the Territorial has been the Town
practice for years. A typical ad in the Territorial will cost $25 — 30. The total departmental budget for legal ads is $3,000. Switching to the Arizona Daily Star would double that cost to an estimated $6000 per year.
First class mailed notice is provided to property owners within 300' for small plats or development plans and
within 600' for developments over 20 acres, rezonings, and plan amendments. See attached SOP #9C table of
all notices by application type and board. The departmental budget for postage for development review cases is
$7,000 annually for about 17,000 pieces of mail. There are also printing, labeling, supplies and staff time costs
that add several thousand dollars. Expanding the development plan and small plat notice to 600' would increase
printing and postage costs by approximately $4,000.
Staff encourages developers to hold neighborhood meetings prior to application to the Town to work out their
issues before the technical and design review by staff begins. There is no actual zoning code requirement to hold
those meetings. Most developers understand the value of working issues out with neighbors prior to a public
meeting before the Development Review Board (DRB) or Planning and Zoning Commission (P&Z). They
provide the notice to the public about that meeting. But, some developers either choose not to have the
neighborhood meeting or hold it fairly late in the design process. Adding another Town notice would increase
our mailing costs by approximately $11,000 annually. One way that this issue might be dealt with is a code
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 2
amendment that clearly spells out the neighborhood meeting requirement as it relates to both timing and who
gets noticed.
Both DRB and P&Z cases are posted on the property. Staff places a sign on the property, in more than one
location if on a corner or a large site. The sign structure itself is a sturdy metal frame that is reused with a newly
printed poster affixed for each site. The signs for DRB cases are 14" x 24" in size and cost $64 each. They must
be replaced several times during the year at a cost of$400. For rezonings and general plan amendments a larger
sign is used—24" x 36" at a cost of$145 each. These are used less frequently so they are replaced less often at a
cost of$300. In-house printing for these smaller signs costs approximately $1 each.
There have been some complaints by people unable to read the signs while driving by. In general, that would be
a dangerous situation that we don't want to encourage. The signs are yellow and have large lettering that
indicates "ORO VALLEY NOTICE". If people are interested in the specifics, they are supposed to park and
walk to the sign and read it. A larger sign structure, 4' x 8.5' would cost of$330 each for the structure and each
printingwould cost more. Additional equipment and staff time would be required to post the signs or a sign
company could be contracted to do this for $140 each for a total of$11,900 annually.
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Agendas of all of the boards and commissions are posted by the Clerk's office at Town Hall. Last year, the
PlanningZoning and Department began posting individual notices for each case in the lobby of the
Development Services Center. There was no cost to this change.
A change since our March 2007 discussion is that individuals may subscribe to get notice of all of the agendas
throughout the year for specific boards and commissions. Costs associated with this were staff time. If a person
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wants tog et notice of a wide range of Town activities, board meetings, press releases, etc. they can subscribe
online very easily.
http://www.presenceknown.com/subscription/subscribe_all.aspx?org=ovlist
We are g investi atin implementation of the system the Clerk uses for Town Council agendas, posting the
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agenda materials, including staff reports, online. The software estimate to do this is $7,600, and there would be
some increase in support staff time spent on boards and commissions. We are exploring alternative methods as
well.
The Town held a forum for HOA representatives last year. This was an excellent way to connect the Town to
the HOA's, provide information about our programs and services, and give them contact information for each
department. Duringthat forum I encouraged HOA representatives to implement a listserve, or an email or phone
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message system within their associations. HOA representatives are noticed if their association is near the
development site, but property owners within the HOA are not in the notification area. Costs associated with
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this HOA forum were born by the Constituent Services office. It was a worthwhile event and should be
replicated on a schedule of bi-annually or annually.
SUMMARY
While the Town does do extensive notice, beyond that required by state law or local ordinance, there are ways to
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expand or improve public notice. Implementation of all of the changes discussed above would increase Town
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costs byover $40,000 per year. Some changes have been made without cost already. And, code changes could
V
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 3
put more emphasis on the developer meeting with the neighborhood in advance of applying to the Town and
bearing all of the associated costs of that public participation process.
RECOMMENDATIONS:
Staff requests that the Town Council provide direction with regards to whether or not the Town's public notice
should be changed, and if so, the specific types of changes that should be implemented and for which
procedures.
ATTACHMENTS:
1. Town Council Communication of March 28, 2007
2. Excerpt from Planning and Zoning SOP #9
C:sarahm/Public Notice TC comm.013008
71,
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION MEETING DATE: March 28,2007
TO: HONORABLE MAYOR & COUNCIL
FROM: Sarah S. More, FAICP, Planning & Zoning Director
SUBJECT: Planning and Zoning Notice Procedures
BACKGROUND:
There has been considerable discussion lately about notice procedures for Planning and Zoning items.
Therefore, a review of the procedures is provided to the Town Council for discussion and possible direction.
STATE STATUTES, TOWN ORDINANCES AND TOWN PRACTICE
This review focuses onp roject and property specific development proposals, and does not include adoption
or amendment of the General Plan or Zoning Code.
Rezoning. Arizona Revised Statutes (ARS) § 9-462.04 establishes the statutory regulations for notice
involving a change of zoning. It requires the local jurisdiction to hold a public hearing before the planning
commission or hearing officer, with legal ad notice in a newspaper of general circulation or by posting on the
property and in at least ten other places within the municipality. Mailed notice is required to the property
owner of the rezoning site and to any person who has registered to receive such notice. While this section of
the statutes also refers to a 150' "protest area" around the rezoning site triggering a % majority vote of the
Town Council, it does not specifically mention direct mailed notice to that area. A public hearing before the
Town Council is not required by state statutes.
The Oro Valley Zoning Code refers to the same protest area, but requires that copies of the published and
posted notice be mailed to owners of property within 600' of the rezoning site and the HOA contact, as well
as posting on the Web and at Town Hall.
Zoningstandard operating procedures (SOP'S) further require a 1/8thpage display ad in
The Planning and p g
lieu of the standard column legal ad for rezonings. See attached excerpt from P&Z SOP #9. Home Owner
Association contacts (typically the president) for neighborhoods that might reasonably be affected are
notified.
Subdivisions and Development Plans. ARS does not require a public hearing by the Town Council on a
subdivision plat or development plan. Review by a design or development review committee is an optional
element of the subdivision and development plan process that a local jurisdiction can choose to implement.
The Oro Valley Zoning Code requires review of plats and development plans by the Development Review
Board (DRB). The P&Z SOP for public notice of DRB review requires mailed notice to owners of property
within 300 feet, or for developments over 20 acres within 600 feet as well as the HOA. The property must be
postedanda posting
is required at Town Hall and on the Web. The DRB holds public meetings on these
submittals. The same notice is provided for the Town Council public meeting. While these meetings are not
public hearings, in practice public testimony is always allowed.
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 2 of 2
• 9-462.06 requires the same notice for Board of Adjustment
Variances and Zoning Interpretations. ARS § q
interpretations as for rezonings. Publication of the legal ad in the
hearings on variances and appeals of zoning are all
notice to surrounding property owners within 150' of the site
or posting the property, and mailed .
paper Oro ValleySOP requires mailed notice to property
required bystate statute. Public hearings are required.
q • • • • isin, postingon the property, and posting at Town Hall
owners within 300', mailing to the HOA the property
and the Web.
w does not refer to this type of review, public review is not
Architecture, Public Art, Landscape Plans. State la and approved bythe DRB in a public meeting. The Town
required. These types of submittals are reviewedpp
Council makes the final decision on public art.
_ references the ability of a local jurisdiction to establish
Conditional Use Permits. ARS § 9 462.01 specifically .
• Review bythe planning "agency" is mentioned — referring to
conditional uses and a review process for them.
the planning
• that conditional uses be approved by the Town Council
e department. The Zoning Code requires
hearing and recommendation with a public by thePlanning
and Zoning Commission. Per the SOP, The Town
provides notice to the HOA and all property owners within 600' of the Planning and Zoning Commission public
hearing.
SUMMARY:
' notice than is required bystate law. In addition, our standard
The Town provides a considerably higher level of q .
• notice and public meeting or hearing requirements in the Zoning
operating procedures often go beyond the
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• HOA'swider area than the Town, they are not required to do so. As recent
Code. And, while may notice a y
cases have shown, Town residents proposed
well beyond the notification area may wish to be informed about p p
developments.
TOWN COUNCIL ACTION:
' the above procedures and provide direction to staff regarding
Staff recommends that the Town Council discuss
either maintaining or changing the notice procedures.
Sarah S. More, Planning & Zoning Director
Jerene Watson, Assistant Town Manager
David Andrews, Town Manager
ATTACHMENTS: P&Z SOP #9 excerpt
C:SSM/Notice TC 032807
TOWN OF ORO VALLEY
Page 1 of 1
COUNCIL COMMUNICATION MEETING DATE: 05/28/08
TO: HONORABLE MAYOR AND COUNCIL
FROM: DAVID ANDREWS, TOWN MANAGER
SUBJECT: CONSIDERATION OF FUNDING FOR P2 OR PUBLIC PARTICIPATION
SUMMARY:
The Town Council has indicated an interest in increasing the Town's efforts to reach out to the public and
provide more opportunities for the public to express their opinions on the government's priorities and projects.
To that end, there was a request made to include $14,000 in the Town Manager's Recommended Budget for P2
or Public Participation training. The intent was to use the money to provide training to all levels of Town staff
on increasing public participation and becoming more proactive in involving the community in the
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overnmentUpon decisions. U on further consideration of the budget, the Town Manager removed the $14,000 in
lieu of other activities that required funding. Should the Council choose to do so, the $14,000 could be added
back into the Tentative Budget for adoption. Attached is an example of some of public participation training
materials that have been used in other cities to instill the public participation mindset into city staff.
Alternatively, the Council may choose to employ the skills of local volunteers to reach out to the community
and gather opinions on governmental activities and projects.
ATTACHMENTS:
1. P2 or Public Participation Training Materials
David Andrews, Town Manager
IAP2 PUBLIC PARTICIPATION SPECTRUM
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Why public participation?
In recent years, there has been a major shift in the way decisions are made, and it's
affecting all segments of our global society. in the private sector, profit-making
enterprise has realized that customer satisfaction and service are paramount. Corporate
organizations have been `flattened" as employees have been given responsibility for
sharing in decisions. Quality management and employee involvement programs are
growth industries created by the simple realization that those who have responsibility
should also have a say.
Change has come to the non-profit sector as well, as organizations are held increasingly
accountable for the satisfaction level of the clients they serve. More than ever before,
they are responsible for not only_delivering services to clients, but for designing those
services with clients so that clients' interests and expectations can be met.
In the public sector, too, from recently emerged Eastern European democracies to the
Asian Rim, and certainly in our own country, governments are re-committing to engaging
citizens in the business of governing. Research shows that citizens in this country believe
government at every level is out of control and dominated by special interests, not their
interests.
Over the last several decades, we have lost sight of the collaborative approach that builds
trust and creates strong communities, relying instead on technical expertise to guide
public decisions. We failed to realize that, while technically sound decisions are essential
for efficient and effective government, so is a clear understanding of the effects those
technical decisions will have on people's lives. Our tendency to "sell" technical decisions
rather than to partner with citizens in creating solutions that are based on both technical
analysis and lived experience has resulted in deep distrust.
National, state and local data document citizens' beliefs that they have the right to
influence public decisions, and that they have the responsibility to get involved when they
believe they can make a difference. In response, the business of government has
expanded to focus on re-creating public trust and strengthening our communities by
actively including people in public decisions.
I know of no safe depository of the ultimate powers of the society but the people
themselves, and if we think them not enlightened enough to exercise their control
with a wholesome discretion, the remedy is not to take it from them,
but to inform their discretion.
(Thomas Jefferson)
2
How one city saw things
The following is a list of implications from a City Council and staff "Go" / "No-Go"
discussion about whether their city should adopt an enhanced citizen participation
program.
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Better informed Council decisions Developing givens - big change
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Better projects, services will result To trust the process
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Increased community buy-in Don't use it to avoid "no-choice" decisions
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City cares about listening to citizens Will take more time up front
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Consistency of process Publicly announce a new way of working
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Process perceived as fair City Council/staff may not get their first
choices
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May not eliminate those who are always
opposed
Slowly, we [City Council] came to the realization that we weren't giving anything
away fusing public participation]; we were, in reality, opening new approaches to
determining and accomplishing those things
"that they elected us for."
(Casey Jones, former member of the Sierra Vista, Arizona City Council)
5
acts^=�r`^.�t?�6xo:'�%Y"SX�x y2t<h�i;•r�ra•.e"fi, �:.:}+.`'.'.,11Y�!+�yy:;,as•.e....k:'..way^'�9�X.si'�%q?.r*-+'.<�::•^::.`:.'i•i.:i+[��ncF�A�c:..W7.Ss�a!+/r`9tiyo�.x.µsgi?:c.:;:,^.::Ae'«r3s:.'NXC:w:.'�.<Y..s.,<':.k�z::� ... .•<:i;..:tia�r,•..w,•:..cr�r+t^.!c`F:r.-Vis.,.,..�r,Ay,`: ,awry��k'/,�:<a!r:e>a;<c,7C:t�?o��:4.•�a;-:.»�eaa•^.��?�xa�. -
Section I Six Planning Steps
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This section contains details about each of six steps to apply as you plan a decision
process using shared decision-making through citizen participation. Examples accompany
the explanation of each step, and it's important to accomplish each in order.
�.'.._.... _ �....-,..... .'G. `3A"_' ,.t`;�:;''.^_-cz�.-sc' ��-s':.•_.S c.y:.,,.."_.. _ ....._«..�a'^_•`r.�F �': '^!t. ...o'.y;.sJ i +. -.._. t ``•'a� .. - ..
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':v ;1•.
#1 . Define theroblem or opportunity
PP Y
# 2. Establish the g ivens
# 3. Identifylikely the interests and issues
# 4. Determine the s sequence of steps
p
# 5. Design the decision process
# 6. Create a communicationP lan
16
Step # Establishing2. "givens"
Givens are the non-negotiable elements of a decision that you'd be irresponsible to put up
for discussion. Considering the City's / County's mission, are there any conditions you'd
be irresponsible to let anyone decide? Any responsibilities that you have that you cannot
let anyone jeopardize?
Givens were described by one staff member as the
"...the box within which we'll make decisions. It's
a pretty big box, but it's a box nonetheless, and
we have to stay within those boundaries."
Givens describe legal, moral and ethical, safety, or financial constraints that you
face that you must honor. They are not preferences, and should never be used to
manipulate a process or decision.
In considering what should go on your list of givens, make sure that any constraints you
identify are truly constraints. For example, project teams discussing givens usually
identify the current budget as a given. As conversation proceeds, it becomes clear that
project implementation could be stretched over a multi-year period and need not be
confined by a single year's budget. It's also possible that citizens might be so committed
to a portion of the solution that they might be willing to serve as volunteer resources,
saving budget dollars, or even to fund raise to accomplish the goat. Test the givens
repeatedly to make sure that you're not including assumptions.
If you've determined that you'd be irresponsible NOT to address the problem, be clear in
your givens that something will be done. Note that in the Capital Avenue project
examples included the following page, the givens include one that states that the road
WILL be reconstructed. In the minds of the senior staff and City Commission who
developed those givens, not to address the fundamental condition of the road would have
been irresponsible and would have had safety implications.
Just as the statement of the problem or opportunity is developed at the beginning of a
process, so should the givens be clearly stated at the outset. They should be developed in
the same way that the problem/opportunity statement is - ideally by a project team, but
at a minimum by a staff team who submits them to the governing body for review.
Keep the list of givens as short as you possibly can. The City of Midland, Michigan's list of
givens for a major sewer system improvement project on page 25 consists of only two.
23
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Citizen Participation
KF77.1 AI!VC'
/AT'KIN,
City of Goodyear,Arizona April 13- 15,2005
Session Overview - Day 1
1. Concepts and roles
2.Six planning steps
3.Process implementation
4.Communication
5. Honoring the process
6. Evaluation
Session Overview - Days 2 and 3
1. Process design for expansion of Goodyear's
wastewater treatment plant
2. Trouble-shooting
3. De-brief and fine-tuning
1
Citizen Participation...
• Ensures the participation of people affected
• Doesn't guarantee everybody will be happy
• Is based on total honesty and openness
• Isn't public relations,spin,or promoting one solution
• Doesn't replace your decision-making responsibility
• Isn't a cure for conflict
Lr v
Sell the Problem
Sell The Problem
Traditional/Unilateral Decision
EilM=4*1
Memel r1w Sei.,Ne SeMMn...
Decision Made with Public Participation
f6wr i�iy�/[mow
Guiding Principles
Everyone has an equal opportunity to participate
HONEST
Your intent is genuine;all information is provided to
everyone equally
FAIR
All voices are equal;all have equal ability to
influence the outcome
2
Involvement Needed?
• New comprehensive land use plan?
• Proposal to initiate cat licensing?
•Choosing a new City insurance carrier?
111T-71. ,_ • New adult use ordinance?
. ,t,_ • Regulations for downtown events?
',...,=-t .:
,-v,-:.._,.. • Hazardous spill response procedures?
,�y N
--•` •Siting a new landfill?
L,:,4*.,,,„,Iiiik,"„Mr4
Opinion to Judgment
• Opinion is not dependent on facts
• Opinion alone is NOT good for problem-solving
• Responsible decision-making requires public judgment
• For judgment people need:
--factual information and the opportunity to clarify it
--deliberation: hear other perspectives,ideas,values
• Deliberation:people agree to solve a problem and focus
on achieving a goal,not argue from positions
t--ww,..;;-‘,.... -
,,..,, ,,--..-,,-4....„-,
Expertise and Experience
Technical , Lived _ Good
Expertise Experience Decision
3
Elected Officials' Role
• Provide "high road" leadership r`
• Promote the process ` (I)
• Review the problem and "givens"
•Be present as silent observers
•Stand behind and support staff
•Honor the process
City Manager's and Staff's Role
•Help define the problem and"givens" ar
•Provide resources and staff support „_ ';•5. �'
• Visible but silence presence •
‘.
• Bridge between staff and Council
•Work side-by-side with citizens to =r _
reach a decision 's •
•Consider project teams -{
jsLFy.4rYt« jr +}
Boards and Commissions' Role 01.
j7tti
•Help define the problem /opportunity,"givens" - 11•114.6
•Promote the process Z.,`-"=-1
• Attend public sessions
r&VALIZI-A,
4
Citizens' Rote
• Decide if they'll be affected
• Decide if they want to participate
• If so,say what they think, listen and work to
find common ground
- Understand that . .��yW _ _
decisions will be1-4tFri*,1
f'
_- `'y .
made by those T:= __ ==-. -
who show up -• ''�'
• :ate�.:�;iy�:�`
dr
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The Six Steps
#1 Define the problem or opportunity
#2 Establish the "givens"
#3 Identify the likely interests and issues
#4 Determine the sequence of steps
#5 Design the decision process
•
#6 Create a communication plan
: ice:`
Trust the Process
"Real"people can make good decisions if you
give them enough information,time and the
opportunity to work together to explore
alternatives
•k.a ,,;;tet:•.. .....c,,}-
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5
Sell the Problem
Sell The Problem
Traditional/Unilateral Decision
4:1;:M 1.1i .l�►�.'n
rinfnnil Planning SiB.Iy list S.W.
Decision Made with Public Participation
- lag),Imaa.
L1`l:iC:li'�tia1a2L76,'/"a 7
Step #1:Define the Problem/Opportunity
1. See it as those whose lives will be affected
2.Is no action acceptable?Is doing nothing
irresponsible,given your mission?
3.Ask WHY until at the most fundamental level
4.Explain it in a short statement
Capital Avenue Problem
ll7lM. 'AII.Y ,
Capital Avenue Southwest is one of the top five most-used streets In the
Battle Creek area,especially for north-south traffic and as an emergency
vehicle and school bus route.
But this two-and-a-half mile stretch of Capital Avenue Is also one of the worst
roads in our community. It's crowded,left turns onto and off of It are
difficult,sight distances are poor,and the road surface is really rough.A poor
drainage system in the area compounds the problem and often results in area
flooding and standing water.
All of these conditions in and around Capital Avenue Southwest are beginning to
create concerns for personal safety by people who drive on or walk near the
mad_ Something's got to be done to solve all of these problems.
6
Tompkins Park Opportunity
_.,_ r •n T y� rJ
' EDESiOry-
We need your help to make some decisions about the future of Tompkins
Park.
The development of the park is the first in a series of park improvements
to help meet the increased demand for recreational facilities for Sierra •
Vista residents. The large size of and easy access to Tompkins Park make
it a great site to improve,while protecting the quality of life for the
adjacent neighborhood and surrounding area.
Working together through an open public process,we will identify
residents'desires to guide development of this park.
"":=AL
Capital Avenue Givens
�CVRY h'L71I �
wveT
There are some"givens'on this project,some points which are not open to
negotiation.These points have been developed by the City Commissioners working jointly
with the City staff to maim sure the City fulfills its moral,legal and safety responsibilities.
•To be fair to other Battle Creek residents who have also paid assessments to
improve streets in their neighborhoods,people with property adjacent to
Capital Avenue Southwest will be charged assessment fees for the new roadway;
•To invest City taxpayer dollars wisely and to solve safety problems,Capital
Avenue Southwest will be re-constructed,including roadway,storm sewer and
curb and gutter;
• To male sure drivers and pedestrians are safe,the City will male final
decisions on traffic signal locations and will build the road and drainage
bnprovements according to professional engineering standards;
• The City will decide what the final project budget will be;it's expected to be
in the$3 to$4 million range;and
• The City Commissioners will make the final decision on the project design.
Tompkins Park Givens
TiswiPMG.s
• The park focus will remain recreational;the park is not intended to
accommodate competitive athletic fields for organized sports..
• The park name will remain unchanged.
• The final plan must maintain the memorial features of the park,
considering existing memorials and dedicated trees.
• The final plan must meet professional standards and comply with
relevant local,state and federal laws and regulations.
• Project implementation will be guided by available resources.
• City Council will make the final decision,based on guidance
from the public process.
Step #2: Establish the Givens
•The non-negotiable elements of the decision
•Conditions that would be irresponsible to
jeopardize
•Moral,ethical, legal,safety or significant
financial issues
•Clearly stated at the outset
•Determined I approved by elected officials
•Communicate final decision-making authority
Tki
Midland Sewer Givens
1. The final solution must comply with federal and state laws,regulations
and permits governing sewer collection and wastewater treatment
discharges. The City will work diligently to assure that those
requirements are not unreasonable.
2. City Council will make the final decision,based on guidance from the
public process and recommendations of the Sewer Engineering Study
Advisory Committee,as well as from City staff,consultant engineers and
the Michigan Department of Environmental Quality.
Degree of Influence
A,„,,,ftvena ELECTED OFFICIALS ....... ELECTED OFFICIALS
•••• PARTICIPANTS •�•.•
i •
•
V
■
Least:fluence
Beginning of process End d process
8
Garden of the Gods Givens
•If there is a conflict between use and preservation,
we will err on the side of preservation and restoration.
•We will not jeopardize public safety.
•The master planning process is open to everyone and all
voices are equal.
•The master plan recommended by this •
process will be forwarded to the . ►
Parks and Recreation Advisory Board
and the Colorado Springs City Council - +�-= -.
for adoption.
Step 3: Identify Interests and Issues
Interests are...
groups and individuals who will be
affected by or who will likely care about the
problem/opportunity to be addressed.
Issues are...
the things interests will care about.
Interests / Issues List
Serves three purposes:
1. Helps you to see the problem/opportunity as
those affected will;
2. Gives you an initial contact list for project
promotion and communication;and
3. Helps define the scope of the process.
9
Step #4: Determine the Sequence of Steps
Opinions/Belief Values/Beliefs/issues
Values
Technical/Applicable information
information Alternative Solutions
Deliberation implications of
Alternatives
Preferred Solution
Judgment
Action
��t?•.r�� �'��.`'ice:•
Kalamazoo Connects Strategic Plan
Identify Additional Strategic Man Irons
Estabash Additional(soak
Identify Otrs Role In Achieving Gook
Develop Strategies for Achieving(soak
Adopt
Afign the City
Determine
City
Budget
Capital Avenue
Identify Hopes and Cancans
Delp Reconstruction Options prnel)
Review/select Preferred option Elements
Develop preferred option paternal)
Review preferred option
Revise►re erred option
as Necessary(interna()
Adapt Mus
1T•M 1111111 ram.
•
10
Tompkins Park
\identifyHopes, .
Develop I f t.Apply Given
s(Intern..
itize issues aseBasis f r options
Develop
Options and ie4ecatbu(intarnap
Respond to Optima
Mop►rdier ed option
Respond to Preferred
Option
Adoption
And
Action *4,4—
Step #5: Process Design
1. Problem/opportunity drives
givens and list of interests It issues
2. Problem /opportunity ft givens drive sequence of steps
3. Problem/opportunity,givens,interests/issues
Et the sequence of steps drive selection of process
methods
4. Design of the process drives communication
Process: Essential Considerations
1. Broad scope+many interests/issues=more repetitive
methods
2. Structure for deliberation
3. Cast a wide net at the beginning
4. Use personal contact
5. Go where people are
6. Good public process brings out conflict
7. Process should drive the calendar
8. Process flexibility and responsiveness are key
9. Make participation easy for people,not staff
JJ.�r'��'�^�yyJ•t n.A
11
Focus Question
•Open-ended
• Impossible to answer with "yes"or"no"
• Framed for a positive response
•Neutrally worded
411)
3r
���Lyti.
Design for Cultural Differences
• Make it comfortable for everyone
, • Ask agencies/organizations/churches
• Provide translation of materials
• Be sensitive to cultural values
• Be present at ethnic celebrations and
functions
• Establish relationships with ethnic-
centered media
�. ^.a._ 13_.,
Include Young People
• Kids will only get involved if
they think it will make a difference
• Invite a group
• Ask schools for help ��- ,
• Don't make assumptions
12
Mapping the Plan
A totally integrated plan:
1. Decisions steps
2. Methods /tools to give
4410 it get information
3. Communication plan to
market the process
4. Realistic timeline
Choosing Methods and Toots
We strongly endorse:
•Going to people
Civic groups
Community Connectors
Meetings-in-a-Box _
• Face-to-face deliberation
Small group work is best
• Interviews and personal conversations
Identify issues early on
Process Caution
Task Forces and Committees
•More disadvantages than advantages
• Creates "insiders"and "outsiders"
• Blocks equal participation
• Extends work and time
13
Process Caution
.,„ 4
_fizz./
j__f Task Forces and Committees
If you have no choice:
1. Document their charge-in writing
2.Put them in charge of process using lots of
methods
3. Let everybody know how their ideas were used
Process Caution
3►�iii:
Il_=:_ii
= Web Site
•Great for one-way information: process elements
Et encouraging participation
•Use for questions about the project or comments
on issues/concerns; daily monitoring
•Gathers opinion only from a self-selected group
•Online chat rooms lack accountability
•Not everybody has access
Step #6: Create a Communication Plan
An Extensive Communications Program:
1. Should happen before,during and after the process
2. Is planned as you design your process
3. Helps explain the problem/opportunity
4. Markets the process
5. Encourages broad participation
6. Keeps everyone informed throughout
7. Announces results and impacts of process
8. Is essential
d
14
Describe the Process
Drag a artd draft draft plan
/ De,eiop�
sbates,,kw inalsistrateg7.....//
zoos June-July ZODS
Muse 0 Oadre�dt: N Outr c
Set 20� � RKE �, . p`n
Qom`:
R drac zoos
zoos
s 1
Select mpiet for ,6 :;.C.;'*"."
. �s Prepare
Phase 0 Outreach ) and C.;'�c recommended plm
Dec 7004 ll•+.Oec ZOOS
ik Phase 1 Outreack ^ ��
��i� adoption of
Sept-Nov.2004
Dart 2006
X1:5 1^•i�_��!.IXO'. '.
3�.�.1�? b'41�L.`�N.i�+'--:
Document the Process Et Results
1.Document and report information,issues and dialogue
throughout
2.Provide a"feedback loop":newsletters,meeting summaries
3.At the end,remind people of the process,what was decided
Et steps to implementation
4. "Here's what you said"so"Here's what we did"or
"Here's what we couldn't do and why"
5. Communicate electronically,verbally Et in writing
Use Non-Traditional Methods
• Personalized letters/postcards
• Telephone trees
• Direct mail
• Door hangers
• Articles in neighborhood newsletters Et church bulletins
• Flyers distributed at red lights
• E-mail blasts
• Neighborhood potludcs
• Digital highway reader boards ' -- _ s.
• Flyers in video and grocery stores � _`^=i
• Banner"ads"on your web site = � -
• Movie theater announcements
15
jytt,
Communicate Clearly 0,14.1}- 01 t-gw
"Because several intersections are shown to have
peak period demands at or above intersection .a.i.`. _ rr
capacities,it may be necessary to implement parking
restrictions or widening on selected intersection • Ad A(approaches at which accident hazards associated
with congestion operation reach unacceptable
levels."
VS. . v
"There is a danger of more accidents at some cross ,- if
streets,so we may need to stop letting cars park on
the street."
i
"Pt /1)-1
r 1
h k e
Clearly
Communicate tatiept-Vf--
"It is anticipated that there will be substantial
encroachment required on all private properties
on the west side of the roadway."
VS.
"Yes,we'll need to take 15 feet of your front
yard to widen this road."
Work with the Media
• It's not their job to make you look good
• Establish a professional,working relationship
• Ask for help in creating an informed public
•
• Explain the problem and the process
• Share the positives AND negatives • =_
• Don't rely on them to do your communicating
• Negative relationships with citizens aren't created
by the news media
• Keep your sense of humor and perspective
16
a
Key Communication Messages
"Solving(or not solving)this problem could directly impact you by..."
"We need your help in making these decisions."
"It won't be possible to make everyone happy.'
"Not everyone will be able to get his or her first choice;we'll need to be
open to compromise and improvement.'
"We would be irresponsible If we didn't assure the following givens..."
"The givens provide the'box'within which this decision will be made.
It's a pretty big box,but it does define where we need to concentrate.'
"Here's what you said,so here's what we did[or did not do and why]."
Honor the Process
• The most important element of citizen participation
• Recommendation forwarded must reflect process outcomes
• Allow no one to bypass the process;all voices are equal
• Stand up to the pressure apL�'.+r; !lonwt l-air
• Reward collaboration and participation:change a
community culture
i r�l Vk•
Role of Elected Officials
• Remember the Degree of Influence chart
•Your decision is crucial
•It's essential to do your absolute best to honor
what's recommended through the process
17
Evaluate and Celebrate
1. Ask for evaluation from participants during the process
2. Always celebrate
-
3. Ask what worked and what
didn't,internally Et externally
4.Participants can fill out a short
„,t;. survey or participate in discussions
5. Conduct an internal de-brief
6. Share participants'comments internally for learning--
£t to appreciate the kudos
Say Thank You
• Very important element of follow-through
• Make it personal with a letter from the Mayor
• Also consider:
I acknowledgment of all participants in the
written report
✓an article in your newsletter thanking
participants by name
I post participants' names on your web site,
with thanks
Kiikkgumanligs
Trouble-Shooting Tips
When elected officials already know what
they're going to do:
• Don't do a public process
5.7
18
l ,
1
Trouble-Shooting Tips
Getting beyond special interests:
• Relate the issue to people's lives
• Recruit directly and personally
• Move into people's living rooms;recruit hosts
• Go where people already gather `''r _ -2.-7-_•_-
• Get the help of churches V '= .
• Partner with associations �- ;
• Provide lots of ways to get involved - "' '' ''''
Vs
• Allow plenty of time _` _.._:
• Hold a series of meetings
• Let people respond in writing
4*1--'7A1,..,,i-i_.z,:
Trouble-Shooting Tips
What to do about"NIMBY":
.• Your responsibility is to the Goodyear community
• Identify fundamental concerns
• Information /getting together helps with fears
• Engage the larger community
• Remind that it doesn't solve the problem
• Try for negotiation
• Press on:open, honest and fair
Trouble-Shooting Tips
When 11th hour opponents appear:
"-ft' • Review the process steps and
�.c-� encouragement to participate
• Don't turn reverse the work
itatu
.....\
accomplished
-i • Encourage opponents to get involved
next time
T
L��\ ��-(.,�� !sem'{
19
Athenian Oath
We will never bring disgrace to this our city
by any act of dishonesty or cowardice,
nor ever desert our suffering comrades in the ranks;
We fight for the ideals and the sacred things of the city
both alone and with many;
We will revere and obey the city's laws
and do our best to incite to a like respect and reverence
those who are prone to annul or set them at naught;
We will strive unceasingly to quicken
the public sense of civic duty;
That thus,in all these ways,we will transmit this city
not only not less,but greater,better and more beautiful
than it was transmitted to us.
20
TOWN OF ORO VALLEY
COUNCIL
COMMUNICATION MEETING DATE: May 28, 2008
TO: HONORABLE MAYOR & COUNCIL
FROM: Sarah S. More, Planning and Zoning Director
SUBJECT: Zoning Codes for Arroyo Grande Continued Discussion
EXECUTIVE SUMMARY:
On May 12, 2008, the Town Council discussed a proposal to authorize additional funding in the range of
$500,000 to $800,000 for zoning code revision work. (See attached Council Communication.) This item is
returned for further discussion.
DISCUSSION:
At therevious budget study session, after some discussion, the Town Council was assured that money would
p g
be available to fund this effort as a one-time event in the next fiscal year if necessary. The Council did not
direct staff to amend the budget for this project at that time.
Attachments:
Town Council Communication May 12, 2008
r 1
bra S. More, Pla ning and Zoning Director
Je` ne Watson, Assistant Town Manager
David Andrews, Town Manager
F:\P&Z Admin\Budget\TC addendum May 28, 2008
s
TOWN OF ORO VALLEY 3
UNCIL COMMUNICATION MEETING DATE: May 12, 2008
TO: HONORABLE MAYOR & COUNCIL
FROM: Sarah S. More, Planning and Zoning Director
SUBJECT: Budget Study Session — Planning and Zoning Department
EXECUTIVE SUMMARY:
3, 2008, Council Member Gillaspie requested that further discussion be
On May, held on a proposal to p q
authorize additional funding in the range of$500,000 to $800,000 for zoning code revision work.
DISCUSSION:
Consulting funding in the proposed department budget has been substantially increased to accommodate
drafting an environmentally sensitive lands ordinance (ESLO), code revisions in the Work Plan, and historic
preservation assessments, etc. This is an increase of $255,000. Managing these three or more consultant
projects is a significant task for staff.
The proposed staffing increase, by 2.5 FTE, will facilitate accomplishment of the Work Plan as approved by
the Town Council. Those positions will be filled in August, at the earliest. It will take some time to bring new
itf up to a standard level of performance in the Town. The Work Plan indicates utilization of all current
proposed staff for the next two years on the projects outlined along with our standard development
review and zoning programs. The Work Plan indicates that staff will start working on new zoning
regulations for Arroyo Grande this fall. It is anticipated the Arroyo Grande General Plan amendment will be
part way through the process and that staff could initiate the research elements of the project this year.
More significant work on new zoning would commence only after, and if, the Town Council adopts the
Arroyo Grande General Plan and annexes the area.
The timeline for the Arroyo Grande project, with all its different elements, is attached. The actual drafting of
a PAD is proposed no sooner than June/July of 2009. I have always anticipated that this would be a
significant work project, as the Town has expressed an interest in development of a code for a master
planned community with sustainability elements. This would be a departure from the current code and the
Arroyo Grande area could serve as a model of sustainability for other developments in the future.
Previous estimates for this project cost were in the range of $100,000. What this assumed is a cooperative
effort between staff and a developer/applicant, with some assistance from a consultant. This amount was
not included in the proposed budget for next fiscal year, as it was presumed to be in the following fiscal
year. Practically, the Town's desire to control the content of a PAD for Arroyo Grande should be balanced
with the understanding that a PAD would represent a rezoning. The Arizona State Land Department
(ASLD) will expect that the General Plan amendment be adopted and a PADA (preannexation development
agreement) be approved by both parties prior to any rezoning.
The Town Council did direct staff to work on "Sustainability" as a project applicable to the Town overall. This
oject was anticipated to be accomplished in-house, without consultants. Work would focus at the early
es on developing an incentive program. Perhaps studying how the Neighborhood Development (ND)
ED program, currently in pilot phase, might be implemented in Oro Valley.
A comprehensive revision to the Zoning Code would be a much more challenging project, which could take
years, even with consultant assistance. State law now requires a new energy element in the General Plan for
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 2 of ip
cities and towns over 50,000 population. The Town had previously indicated that a review and update of the
General Plan would be accomplished at the 5-year point, or 2010. Any major revision to the Zoning Code
should be based on adopted General Plan elements, so it might be a logical step to amend the General Plan
first and then the code in 2011. In the meantime, smaller code and policy changes can be accomplished
based on the outcomes of the Arroyo Grande and Sustainability projects.
CONCLUSION:
Development of new zoning regulations, in particular for Arroyo Grande, is an identified Work Plan project and �.
is important to the Town. Given that the Arroyo Grande General Plan amendment and PADA are not
completed, it may be premature to start work on zoning for the area. Staff is prepared to work on this project in
FY 09/10. Should the Town Council choose to fund this project, it should be in future budget cycles.
Attachments:
Arroyo Grande Tentative Timeline March 2008 — March 2010
cc: Michele Muench
F:\P&Z Admin\Budget\TC addendum May 12, 2008
Sarah . Mori, Planning and oning Director
Jerene Watso Assistant Town Manager
c
David Andrews, Town Manager
7
TOWN OF ORO VALLEY
Page 1 of 2
COUNCIL COMMUNICATION MEETING DATE: May 28, 2008
TO: HONORABLE MAYOR AND COUNCIL
FROM: CRAIG CIVALIER, P.E., TOWN ENGINEER
SUBJECT: Study Session for Shannon Road Corridor Study using Pima Association of
Governments (PAG) Project Development Activity Fund (PDAF).
Pima Association of Governments (PAG) Transportation Planning Division established Project Development
Activity Funds (PDAF) to facilitate development of transportation related projects and to ensure that a pool of viable
projects is available for future programming within the PAG region. This funding is provided to local jurisdictions
to fund studies to assess future needs of transportation related issues.
PDAF funding is provided from PAG's Highway User Revenue Funds (HURF) 12.6% funding category. Project
development activities are limited to arterial roadways only. Bicycle and pedestrian projects are eligible if they relate
to an arterial roadway.
The total funding available for the PAG region is $150,000.00 with a$50,000.00 maximum for any jurisdictions.
PDAF funds are typically allocated once each fiscal year. Requests for PDAF applications are typically due to
PAG by April 1st of each year. Applications are then forwarded to the Transportation Improvement Program
(TIP) subcommittee for consideration and approval.
PROJECT OVERVIEW:
On March 18, 2008, a call for PDAF applications for FY 09 was announced from PAG. The submittal deadline
was set for Friday, April 4, 2008. Public Works Staff submitted our request within this short time period.
Shannon Road is listed in the Regional Transportation Plan and meets the PDAF requirements for funding, thus
the Town was eligible to submit a letter of intent and application (attached) requesting funding for Shannon Road
corridor study from Lambert Lane to Tangerine Road.
The application was received, reviewed and consequently approved by the PAG TIP subcommittee meeting at
the April 15, 2008 meeting. This budget request is to include this funding to conduct a project assessment study.
The scope of this study is to ascertain the overall operating conditions and impacts of future traffic volumes to
this corridor. There is very limited information on Shannon Road, hence the study will identify and evaluate
issues such as right-of-way requirements, environmental impacts, drainage, traffic, neighborhood impacts,
existing conditions and provide costs.
TOWN OF ORO VALLEY
Page 2 of 2
COUNCIL COMMUNICATION MEETING DATE: May 28, 2008
Once completed, the study will provide an overall assessment of Shannon Road between Lambert Lane and
Tangerine Road and provide a feasibility analysis of recommendations for improvements if warranted. This
information will enable the Town to make strategic decisions about what improvements, if any, need to be
planned. If improvements are warranted, the study will help the Town pursue design and construction funding
through the PAG TIP.
This type of studyis the first step in undertaking or not undertaking a road improvement project. It will
�
determine if ap roject is viable so that future funds can be programmed through the PAG TIP.
RECOMMENDATIONS:
Public Works is respectfully requesting permission to move forward with the Shannon Road Study and include the
funding amount in the Town's FY 08/09 budget.
FISCAL IMPACT:
will Thestudy bepaid entirelywith PAG HURF 12.6% funds in the amount of$50,000.00. Therefore, there is
no fiscal impact to the Town of Oro Valley for this study.
ATTACHMENTS:
1. Letter to PAG for funding request
2. PDAF application for Shannon Rd
3. Regional Transportation Plan
4. Aerial Photo
, , /2 \- ‘-
IL/ 0" , ,
_ 0
Craig Civ. ,'er, P.E., Town Engineer
J9:11 -144--- : Watson, A istant Town Manager
a
David Andrews, Town Manager
ff TOWN OF-ORO VALLEYl�
� Stiy{ a•:•!rt tio/•'c•' Department of Public o
rks
:`',•{>r., -:• f;ilti'r'e?}'••'
11000 N. La Canada Drive
{fi :�..:.f:;yr. . ,•, r Oro Vailey,Arizona.85737
G fs:�r!�y f{::!i;:%• ;�3:}, �{^'` tf/�� t/�f](�� f�•.'••:� � l(`.�� jS-. 9( 20)
V;/, ;`tiY: v::: :;f:•; jfj ; r'• ._7 . '�)-1.800 ) x \520) 2 2 l 'l W
r s•.M. : rY _• www.to rioforo valle .corn
•
April.4,2008
John.L o atos
Pima Association iation o.f Governments
1..7►N. Church Avenue
Tucson,AZ 85701
X01
RE.. PDAF PROJECT T•APPLICATIO FOR FY 2009—2013 TIP CYCLE
Dear John;
The Town of Oro Valley is respectfully submitting the attached PAG TIP PDAT;
Application for the Shannon Road Study. This Study will evaluate existing overall
operating conditions and impacts of future traffic volumes. f knee providing the
necessary information to determine the feasibility to widen and pave Shannon Road
between Lambert Lane to Naranja Road and Naranja Road to Tangerine Road,
respectively,
if improvements are warrant, the Study will also provide information necessary to
commence the planning and de is7 . froc ss for the Shannon Road Project.
•
S incerel V,
zdifose N. Rodriguez,RE.
Engineering Division Manager
.,
4
PAG TIP PROJECT APPLICATION FY20O9 PDAF
Pnovidie data or show changes as necessary and submit to PAG no later than Friday April 4,2008
STATUS: New
Jurisdictional Project Name: San Xavier and Little Nogales
Priority Project Limits: Intersection of San Xavier Lanes before:
Road and Little Nogales Lanes after:
Description: Engineering and Design studies '
for the intersection of San Xavier Road and
Little Nogales. Phone: 573-4073
Project Sponsor: San Xavier District
Contact: Nathan Barrett
._
TIP ID: RTP ID: SPONSOR ID:
LENGTI-1
FED ID: -STATE ID:
____:_.H_
Total Project Cost(000's)=$50
LAST YEAR'S FUNDING t TIP FUNDING REQUEST(000'S)
2008 State Fiscal Year(July–June)
Local 0 2009 2010 2011 2012 2013
State 0 0 Local 0 Local 0 Local 0 Local 0 Local
Fund Type 1 0 0 State 0 State 0 State 0 State 0 State
Fund Type 2 0 50 0 0 0 0
Fund Type 3 0 0 0 0 0 0
Phase 0 0 0 0 0
FUTURE FUNDS NEEDED 2014 2015 2016 2017 V
0 Local 0 Local 0 Local 0 Local
0 State 0 State 0 State 0 State
0 0 0 0
0 0 0 0
0 0 0 0
SCHEDULE INFORMATION —
Current Proposed Current Proposed
Scoping Completed // R/W Clear //
Authorization to Proceed // Utilities Clear /1
Environmental Clearance /1 RR Clear //
L/C/T Plans Done // Final Plans Complete&Filed //
R/W Plans Como leted /1 Antici•ated Sale Date //
PROJECT SCOPE: (Provide a paragraph or two describing the major project elements. Pay particular attention to
new features such as lane widening,lane additions,bikeways,etc. Include details requested on
supplementary sheets.)
San Xavier Road is one of only two routes available to visitors to the San Xavier del Bac Mission, a National
Historic Landmark and an important tourist destination in the Tucson Region. Unfortunately,this important
route floods during heavy rains and becomes impassable. An engineering and design study would recommend
solutions to this problem.
CURRENT STATUS/PROGRESS
For new applications,provide a narrative describing how this project Could this project be advanced if funding was available? YES
Addresses the criteria established in the TIP scoring procedures. If YES indicate earliest commitment schedule N0
Attach additional sheets as necessary
This record is used for Blank Application forms.
NOTE:This is an Application Form and does not represent a funding commitment. 03/1 1/2008
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