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HomeMy WebLinkAboutPackets - Council Packets (822) AGENDA ORO VALLEY TOWN COUNCIL STUDY/SPECIAL SESSION OCTOBER 29, 2008 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER ROLL CALL 1. DISCUSSION OF THE DRAFT TOWN OF ORO VALLEY STRATEGIC PLAN FOR 2009 ADJOURN STUDY SESSION SPECIAL SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER ROLL CALL EXECUTIVE SESSION AT OR AFTER 5:30 P.M. Pursuant to A.R.S. Section 38-431.03(A)(3) for discussion and advice with Town Attorney regarding potential Arroyo Grande Pre-Annexation and Development Agreement. ADJOURNMENT POSTED: 10/22/08 2:30 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. TOWN OF ORO VALLEY Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: 10/29/08 TO: HONORABLE MAYOR AND COUNCIL FROM: DAVID ANDREWS, TOWN MANAGER SUBJECT: DISCUSSION OF THE DRAFT TOWN OF ORO VALLEY STRATEGIC PLAN FOR 2009 SUMMARY: The Town of Oro Valley is committed to updating its Strategic Plan on a two year cycle. The most current version of the Strategic Plan was approved and published in March of 2007. At the Town Council retreat in August, Council along with staff began to revise the 2007 plan specifically focusing on the mission and vision of the organization going forward. Using the ideas that came out of the Town Council retreat, Town staff held a half-day workshop facilitated by Nanci Beizer of MetaWest Consulting to further revise the 2007 Strategic Plan specifically working on each of the focus areas. What emerged from the half-day workshop was a revised plan that incorporates the Council's thoughts from the retreat and staff's ideas on the focus areas moving forward. The most significant change was the elimination of one focus area, leaving a total of four. Previous Focus Areas Updated Focus Areas Financial Stability Financial & Economic Sustainability Economic Development Quality of Life Quality of Life Community Infrastructure Protection of Environment and Cultural Assets Leadership and Communication Leadership and Communication Staff felt the new focus areas did a better job of incorporating all facets of the town and grouped like services together. Staff will also review the document as a group at the Department Director's retreat on October 24th and additional discussion or comments that emerge from that session will be brought forward in a separate document. Ms. Beizer is present this evening to help facilitate the discussion of the draft Strategic Plan with Council so that the final version can be adopted for 2009. ATTACHMENTS: 1. Draft, Town of Oro Valley Strategic Plan 2009 aid asit.‘4,./v David Andrews, Town Manager Town of Oro Valley 2009 Strategic R Plan A F T 0 \1)\--v--LEY lei 0; 7 4 7.16?",d,, • 'iz:, , •:''' , , /. 14,':r' ,, X,.., '''''' ''''..'.. s ‘ "Siti:: :-•,,,,il,v,,, A.:::s43,,,::::--j,,..)-rocz,..;:.,"0;4" • 'tg :„, , uNi34-4110440;01.‘5' ED6:11-4- COMMUNITY OF EXCELLENCE 2009 Town of OValley .,p„‘...17,,,Ey,, Aiy, CI Sii ';:7 p4: .46ire��t��j2�yf�$i: ii.!'cii . A. s:11,iii,,, , .H.i.::-.T.0:, larq 'IA' b )f': 4��j ; L �� T . 4..,,M1Y; ^l ham:.i,�:!).........o> :-:.•<-^......v..a5't:..:.:;>F?t��H:.x�.o:»;... °Ci "/\'41'''' NDED AcAcknowledgements Town Council Paul H. Loomis, Mayor Al KVice Mayor Paula Abbott, Council Member Kenneth "KC" Carter, Council Member Bill GCouncil Member BarryGillaspie, Council Member Salette Latas, Council Member DRAFT10.21.08 2 Management David L. Andrews, Town Manager Jerene Watson, Assistant Town Manager Sandra Abbey, Human Resources Director Craig Civalier, Town Engineer Kathryn Cuvelier, Town Clerk Mary Davis, Communications Administrator George Dunscomb, Town Magistrate Amanda Jacobs, Economic Development Specialist Ainsley Legner, Parks and Recreation Director Stacey Lemos, Finance Director Sarah More, Planning & Zoning Director Jane Peterson, Library Administrator Tobin Rosen, Town Attorney Philip Saletta, Water Utility Director Daniel Sharp, Chief of Police Suzanne Smith, Building Safety Director Kevin Verville, Information Technology Director DRAFT10.21.08 3 "The very essence of leadership is that you have to have a vision. You can't blow an uncertain trumpet. " - Theodore Hesburgh - Overview The Oro Valley Strategic Plan provides an examination of where the municipal organization is today, identifies priority focus areas and outlines steps to move the community toward its vision. Simply put, the strategic plan is a document that provides direction to local decision-making and a tool to manage resources. In Oro Valley's 34-year history since incorporation, the challenge has been to balance the Town's long-term interests while being responsive to current community needs. After experiencing significant growth over the last decade, the community will soon be reaching build-out. As the community matures and growth slows, revenues generated by growth will diminish. Therefore, it is critical to ensure that the community has a realistic view of the Town's financial situation balanced against demands for services. Oro Valley is a "community of excellence." With this commitment comes a tremendous responsibility to sustain and balance needs, desires and expectations. The Town of Oro Valley's strategic plan is a living document that guides the Town in its comprehensive community planning and prioritization process. It is purposely "strategic" in terms of its timeframe (2 to 5 years) because any successful organization must be flexible enough to respond to local, regional and national dynamics and comprehensive in its scope. The strategic plan provides direction for all municipal activities to move toward its ultimate community goal. The strategic plan will be reviewed and updated periodically by Town management and Council to ensure that the resources and focus are still relevant. The strategic plan is grounded in the "vision" expressed in the Council- adopted and voter-ratified Oro Valley General Plan. The General Plan provides the long-term (up to 20 years) vision for community growth, DRAFT10.21.08 4 development and redevelopment. The following diagram presents the relationship of the Oro Valley Strategic Plan with other community documents. It is critical that all of these planning and policy documents are coordinated and tied to the community's General Plan. Oro Valley Strategic Plan Oro Valley H Specific Topic General Plan Plans V V •Zoning Departmental • Ordinances Strategic Plans Financial •Specific Including Capital Sustainability Area Plans and Personnel Plan •Design Requirements Guidelines •Impact Fees and Other Ordinances Capital Specific Improvements Master Plans and Studies Plan • Annual Town Budget DRAFT10.21.08 5 "The future belongs to those who believe in the beauty of their dreams " - Eleanor Roosevelt - Community Vision Vision is the philosophy and unique image of the future if the community were successful. It's a future statement; a description of the desired future state for the community. Oro Valley's citizens drafted a community vision that was the foundation for the adopted General Plan. Oro Valley's vision is . . To be a well-planned community that uses its resources to balance the needs of today against the potential impacts on future generations. Oro Valleys lifestyle is defined by the highest standard of environmental integrity, education, infrastructure, services and public safety. It is a community of people working together to create the Town's future with agovernment that is responsive to residents and ensures the long-term financial stability of the Town. VISION Coring for our heritage, our community, our future. DRAFT10.21 .08 6 "The ultimate test of management is performance. " - Peter Drucker - Organizational Mission The Town of Oro Valley is a "mission-driven" organization. The mission statement is the fundamental purpose of local government. It focuses on what is most important and sets in motion an organizational culture that encourages innovation and strives for excellence. Our Mission is to: Govern efficiently, inclusively and responsively to promote community health, safety and a sustainable quality of life by providing exceptional service. Organizational Values - We are strongly committed to: Honesty, Integrity, Trustworthiness • Maintain an ethical organizational culture • Treat everyone fairly and with respect • Do what we say Openness, Accountability, Transparent Government • Communicate broadly to provide accurate, timely information • Ensure accessibility to our constituents • Provide avenues for citizen input • Manage resources responsibly and respect our community's investment through exceptional stewardship • Respect the public process Respect for Diversity • Listen to all points of view • Encourage broad participation • Treat people equitably and with dignity Creativity, Teamwork and Continuous Improvement • Include and involve stakeholders • Provide education and training opportunities • Listen effectively and work toward achieving the best community decisions • Promote an atmosphere of support for change and innovation Excellent Service • We are a responsive, responsible service-oriented organization • Go above and beyond to meet and exceed community expectations DRAFT10.21.08 7 "Your legacy should be that you made it better than it was when you got i t, " - Lee Iacocca - AreasFocus The Oro Valley Strategic Plan outlines the goals and strategies for the municipal government to successfully address the community's vision. Four Focus Areas provide the framework for the Strategic Plan. These focus areas indicate where Oro Valley must direct its attention in order to address community needs and desires. All of the Focus Areas are inter-related and not intended to be viewed independently. Implementing these Focus Areas will require leadership, financial commitment, effective management and continual evaluation. The Focus Areas are: • Financial & Economic Sustainability • Quality of Life • Community Infrastructure • Leadership and Communication Within each Focus Area, there is a focus area description, goals, strategies and community indicators, as defined below. The goals and strategies are designed to be action-oriented, thereby yielding desired outcomes. The numbered goals and strategies do not indicate the order of priority for implementation. Focus Areas are strategic initiatives that will be addressed. Focus Area biscussion defines the focus area's situation. Goals describe a fundamental direction or broad course of action. Strategies are specific tasks that will be accomplished to assist in implementing the related goal. Community Indicators are measures of activities that are important to the community. These indicators are used to track the progress toward established goals. They reveal whether the key organizational attributes are going up or down, forward or backward, getting better or worse, or staying the same. DRAFT10.21.08 8 A. Financial & Economic Sustainability The Town has reduced its reliance on growth and development to fuel its economy. However, the community is susceptible to economic fluctuations and continues to rely on growth to a significant extent, especially commercial development. As the Town approaches build-out, revenue previously generated from growth must be replaced. Revenue diversification is essential for the Town to provide services commensurate with the expectations of the community as identified in the community survey and to implement this Strategic Plan. Financial c Economic Sustainability is defined as the Town's ability to ensure stable, long-term resources to fund existing and future service levels. Financial d Economic Sustainability Goals: 1. Maintain a balanced budget. 2. Develop a diverse revenue stream. 3. Maintain contingency reserves in accordance with adopted Town policies. 4. Ensure financial resources are available to support the expected level of community services as identified in the community survey. 5. Cultivate healthy business opportunities and environment. Strategies: 1. Maintain current service levels into the future through the following internal mechanisms and reviews: a. Update and utilize the Economic Vitality Model to continuously monitor the Town's short-term and long-term financial forecast. b. Prepare timely financial and budgetary performance reports for the Town Council and the Finance and Bond Committee. c. Continuously evaluate Town's user fee policies. d. Ensure compliance with the Town's adopted budget policy guiding the use of contingency funds. 2. Educate and communicate the cost of projects and services with program- based budgeting. 3. Understand priorities, desires and possibilities through ongoing use of community surveys. 4. Utilize performance measures for benchmarking and resource allocation decision-making. 5. Evaluate annexation opportunities that provide a positive cost/benefit to the Town. 6. Evaluate economic incentive guidelines for high-paying, professional level jobs. DRAFT10.21 .08 9 7. Encourage the attraction, expansion and retention of high-tech/bio-tech, tourism/resort/convention and hospital/medical facilities. 8. Collaborate with regional public and private economic development partners. Community Indicators: ✓ Maintain bond rating of at least A+ (Fitch Ratings) and AA- (Standard and Poor's) ✓ Consider new, stable revenue sources by the Town Council and/or the voting public of Oro Valley ✓ Increase median wage rate within Oro Valley ✓ Increase in the number of quality jobs in Oro Valley ✓ Improve statistics showing attraction, expansion or retention in the high-tech/bio-tech, tourism/resort/convention and hospital/ medical facilities target industries DRAFT 10.21.08 10 B. Quality of Life For decades, the Oro Valley area has been a preferred place to live. The challenge is to sustain rich cultural, artistic, safe and recreationally-oriented environments that continue to contribute to the area's desirable quality of life. Amenities that contribute to our quality of life include: • Parks, Recreation and trails • Good air quality • Open Space Preservation • Cultural events and venues • Library • Environmental sensitivity • Public Safety • Archaeological preservation • Historic Preservation • Sustainability • Safe and clean community • Retail and dining opportunities • High quality water • Quality built environment Quality of Life Goals: 1. Preserve open space and protect environmentally sensitive lands. 2. Cultivate and sustain historic and archaeological resources. 3. Develop and maintain parks and recreational assets. 4. Create an environment that supports cultural opportunities and events. 5. Maintain a safe community where residents feel secure. 6. Provide educational, informational and recreational opportunities. 7. Manage development in order to assure a quality built environment. Strategies: 1. Monitor and collaborate with other entities on land use, open space, water and economic development to ensure that growth and development within the Town's planning boundaries have a positive impact on Oro Valley's quality of life. 2. Survey the leadership and community to identify the level of satisfaction with Town services and establish benchmarks. 3. Coordinate and secure funding, either solely or in concert with other public or private entities, to identify and protect environmentally sensitive lands and open space. 4. Coordinate and secure funding, either solely or in concert with other public or private entities, to identify, acquire and manage historic, cultural, parks and recreational assets as may be necessary to sustain and expand them. 5. Provide a high quality potable water supply, promote water conservation and foster regional cooperation for water development. DRAFT 10.21.0811 6. Work with local and regional performing and visual arts groups to provide cultural opportunities. 7. Maintain an efficient and effective local criminal justice system. 8. Maintain an emergency response plan to deal with catastrophic events and maintain essential services. Community Indica tors: ✓ High level of citizen satisfaction as identified through a community survey ✓ High library usage per capita ✓ High park usage per capita ✓ Increase in number of citizens and volunteers involved in Town programs ✓ Ratings in lifestyle magazines or polls ✓ Low crime rates per capita ✓ Low accident rates per capita ✓ Increase number of environmentally-sensitive acres preserved ✓ Implement studies and plans developed to protect the environment archaeological, historical and cultural assets ✓ Increase number of arts and cultural events and venue ✓ Increase number of LEE) certified buildings DRAFT 10.21 .08 12 C. Community Infrastructure Oro Valley's capacity to provide quality public service is critical. Therefore, additional services and facilities are necessary to meet community expectations. New and improved parks and open space, roadways, water facilities, town buildings and other infrastructure are required. Maintaining the infrastructure will strengthen the economic viability and quality of life in the Town. Community Infrastructure Goals: 1. Ensure sufficient quality municipal facilities to meet service demands and staffing needs. 2. Plan for and provide the necessary infrastructure to support community growth and preservation. 3. Maintain and acquire sufficient water resources to ensure that the community has an adequate water supply. 4. Explore the development of transportation alternatives. 5. Partner with regional jurisdictions to cooperate in the development and maintenance of quality infrastructure. 6. Maintain a high speed data network to meet information storage and management needs and to provide timely and accurate information to citizens. Strategies: 1. Monitor and collaborate with other entities on land use, transportation, water and economic development to ensure that growth and development within the Town's planning boundaries have a positive impact on Oro Valley's quality of life. 2. Develop and implement a comprehensive strategic and operational plan for municipal facilities and infrastructure. 3. Ensure proper facility and infrastructure is maintained and replaced/upgraded to meet the community's short and long-term needs. 4. Maintain an assured water supply designation by planning and developing a renewable water supply (e.g., CAP and reclaimed water), providing a high quality potable water supply, promoting water conservation and fostering regional cooperation for water development. 5. Coordinate and secure funding, either solely or in concert with other public or private entities, for the development of transportation alternatives. 6. Continue to implement network upgrades and infrastructure improvements, allowing the fastest data transmission speeds across all segments of our LAN/WAN. These improvements will also provide the means to monitor network performance and minimize vulnerabilities and downtime. DRAFT 10.21.08 13 Community Indicators: ✓ Increase rating (OCI) of public streets ✓ Construction of Rancho Vistoso Municipal Complex and Town Hall addition ✓ Increase number of new lane miles ✓ Progress toward completion of CAP system ✓ Replace/upgrade core network components in the Town's Data Center ✓ Implementation of Regional Transportation Authority circulator and fixed routes ✓ Continue membership in regional agencies and organizations ✓ Completion of the La Canada widening project ✓ Implementation of the Storm Water Management Plan ✓ Begin widening of Lambert Lane ✓ Upgrade wireless LAN links to remote Town facilities ✓ Continue to develop Disaster Recovery plan for business continuity ✓ Continue to use and augment water storage accounts ✓ Implementation of the Water Meter Replacement Program DRAFT 10.21.08 14 Pearls of Wisdom from -- Michael Abroshoff, "It's Your Ship" • The art of leadership lies in simple things-commonsense actions that ensure high morale and increase the odds of winning. • Lenders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, how directly they set the tone and spirit of everyone around them. • No matter how fantastic your message is, if no one is receiving it, you aren't communicating. D. Leadership and Communication Leadership and communication are interrelated principles. You cannot have one without the other. Leadership is the ability to communicate a vision well, which in turn motivates people, transforming great ideas into action. It is what makes all achievement possible. Oro Valley is committed to the following leadership and communication principles: 1. Make communication a top priority within the organization and to the public. 2. Be open to others' ideas, seeking to generate unity and create a climate of trust. 3. Create instruments for communication. Through effective communication internally as well as externally, a leadership culture will be developed and strengthened at every organizational level. Leadership and Communication Goals: 1. Build trust through effective public outreach and communication. 2. Create an environment conducive to effective dialogue among the Council, staff and community. 3. Improve intergovernmental relationships. 4. Encourage and develop leadership skills and opportunities. Strategies: 1. Expand leadership and staff training opportunities. 2. Expand public and organizational communications program taking advantage of current and future technologies. 3. Develop the capabilities and vehicles to promote community leadership for positive change. 4. Develop and implement a clear, widely-shared and recognized Town identity (brand). DRAFT 10.21.0815 5. Conduct a biennial community survey to identify levels of citizen expectations and satisfaction with Town services and quality of life indicators. 6. Initiate a public participation (P2) program. 7. Attract, retain and develop talented employees. 8. Maintain consistency in implementing policy. Community Indicators: ✓ Number of documented meetings with public participants ✓ Amount budgeted annually for training (use creative approaches) ✓ Number of new training initiatives aimed at leadership development and civic engagement ✓ High satisfaction level expressed from residents responding to community surveys D RAFT 10.21 .08 16 DRAFT 10.21 .08 17 Oro Valley Analysis It was agreed that growing Oro Valley geographically offers many opportunities because of the following: ✓ Opportunity to control our destiny and quality of life ✓ Ability to be creative in planning ✓ Ability to increase revenues Oro Valley will have become too big when we grow beyond our ability to maintain our community values and quality of life. The term "Bedroom Community" was used and defined. A bedroom community is one that allows a person to live here but they have to work somewhere else. As a result, the roadways become more congested as people have to leave for work and services. The voter ratified Oro Valley General Plan states that Oro Valley is a diverse community where people can live, work and play. It is a "Planned Community" that has services and employment. It was agreed that Oro Valley is not or should not become a bedroom community and the vision is to become a well-rounded community. Facts About the Future The participants identified the following "facts about the future" that will impact Oro Valley. These facts need to be addressed when discussing the community's vision and strategic direction. ✓ Cost of services will continue to go up. ✓ Town must find a way to fund citizen desired amenities. ✓ Need to provide or continue to provide quality services. ✓ The majority of the Town's sales tax revenues fund the general fund. ✓ Sales taxes are cyclical. ✓ Impact fees are one-time fees. ✓ Taxes impact people. ✓ User fees are directly related to use. ✓ Need to explore different revenue sources. ✓ Build out is coming and construction-related revenues will diminish. ✓ Increased public safety needs as population grows. DRAFT 10.21.0818 The Town of Oro Valley completed the following analysis by examining the community's "Strengths, Weaknesses, Opportunities and Threats." The purpose of this exercise was to understand a "snap-shot" of the organization and community today. Strengths Weaknesses Leadership position in regional issues Lack of diverse and sustainable funding sources Excellent Public Safety Lack of demographic diversity Excellent Schools Lack of employment opportunities Excellent Library Lack of community identity Financially sound and fiscally responsive Lack of retail and dinning options Excellent Communications Lack of cultural opportunities Codes and Standards maintain a well- Lack of sensitivity to environmental planned community protection areas Boards, committees and volunteerism Lack of recreational facilities Engaged citizenry and staff Lack of public transportation Excellent roads Lack of a downtown Expanding Bio-tech corridor Lack of willing citizen participants Expanding retail base Segmented community Clean environment Appearance of being developer friendly Scenic Beauty The NIMBY mindset Natural resources Trying to do too much Quality recreation and leisure activities Sound infrastructure High water quality Attractive to development community People D RA F T 10.21.08 19 Opportunities/Hot Issues Threats Funding Regional growth Sustainability NIMBYs Naranja Townsite State legislature making decisions that impact state-shared revenue Arroyo Grande Influence of the minority Water supply Service expectations without funding Economic development Economy High paying jobs Apathy Roadways Terrorists Bio-tech Retail opportunities (OV Marketplace) Open Space Regionalism Communication Taxes Annexation DRAF T10.21 .0820