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Home My WebLink AboutPackets - Council Packets (905) AGENDA JOINT STUDY SESSION ORO VALLEY TOWN COUNCIL/FINANCE AND BOND COMMITTEE APRIL 25, 2007 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 5:30 PM CALL TO ORDER ROLL CALL 1. PRESENTATION OF FINANCIAL SUSTAINABILITY PLAN AND RECOMMENDATIONS FROM THE TOWN OF ORO VALLEY FINANCE AND BOND COMMITTEE 2. PLANNING AND ZONING NOTICE PROCEDURES 3. GENERAL DISCUSSION: MUNICIPAL IMPACT FEES ADJOURNMENT POSTED: 04 18 07 4:00 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. czei I would like to recommend that the Town of Oro Valley create an internal audit function. I would recommend that the Town of Oro Valley use zero based budgeting rather than program budgeting. I would recommend that the Town of Oro Valley consider getting out of the transportation business and outsourcing this function. It would eliminate the 2007/2008 request for 11.6 Full Time Equivalents (FTE) personnel and their associated personnel benefits. It would also eliminate direct costs such as contract/services (e.g. advertising), supplies (e.g. uniforms), utilities (e.g. gas and oil), and capital outlays (transit vehicles). The projected budget for 2007/2008 is $790,557. If the Town still wishes to subsidize this function it could do so for much less as an outsourced business rather than an in-house function. John V. Musolf 13716 N. Carlynn Cliff Drive Oro Valley, Arizona I would like to recommend that the Town of Oro Valley create an internal audit function. Internal auditing is a management-oriented discipline that has evolved rapidly since World War II. Once a function primarily concerned with financial and accounting matters, internal auditing now addresses the entire range of operating activities and performs a correspondingly wide variety of assurance and consulting services. The Institute of Internal Auditors (IIA) definition of internal auditing is as follows: Internal auditing is an independent, objective assurance, and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. The Institute of Internal Auditors was established in 1941 and is an international professional association of more than 122,000 members with global headquarters in the United States. Throughout the world, the IIA is recognized as the internal audit profession's leader in certification, education, research, and technological guidance. The Institute of Internal Auditors Established in 1941, The Institute of Internal Auditors (IIA) is an international association of more than 130,000 members with global headquarters in Altamonte Springs, Fla., United States. Throughout the world, The IIA is recognized as the internal audit profession's leader in certification, education, research, and technological guidance. Contact The Institute of Internal Auditors 247 Maitland Ave. Altamonte Springs, FL 32701-4201, USA Phone: +1-407-937-1100 or Fax: +1-407-937-1101 E-mail: iia@theiia.org I would recommend that the Town of Oro Valley use zero based budgeting rather than program budgeting. FISCAL IMPACT ANALYSIS BUDGETING (sometimes called program budgeting). WHAT IS FISCAL ANALYSIS? A fiscal impact analysis projects the net cash flow to the public sector resulting from new residential and nonresidential development. It does this by identifying and calculating the increases in operating and capital costs and revenues associated with new development. A fiscal analysis will indicate whether, when, and to what extent a jurisdiction could face deficit or surplus budgets. Based on the fiscal impact information, the local government is able to weigh land use policy decisions, acceptable levels of service, plans for capital investments, and long term borrowing needs. Fiscal analysis is a useful tool for evaluating the impacts of land use policies, demographic and economic changes, rezoning, annexation, level of service changes, and development density alternatives, among other issues. Fiscal impact analysis is a systems approach - it links economic, demographic, capital, and service factors. Development is market driven. If service levels are held constant, the demand for increased government services and facilities is largely development driven. Market factors such as the price of housing, the value of land and commercial/industrial property, and the industrial mix have an affect on the taxable base. The expenditures required to provide new services and facilities, and the revenues available, are directly dependent on market demand as it affects the pace, value, and location of development. Fiscal impact analysis is the one technique that links planning with the economics of the market. Planners and economists have devised a variety of methods to estimate the impacts of development, which are commonly used when evaluating development proposals. One of the most common methods, called the Per Capita Multiplier method, is relatively easy to learn and use. Even though it is less sophisticated than some other methods of estimating the impacts of residential development, it is a useful approach for better understanding complicated issues. The Per Capita Multiplier method assumes that new residents will demand services and provide revenues similarly to existing residents, and that the community's current experience is a good indicator of what will happen as a result of the development. Economic Research Associates (ERA) a consulting firm was hired by Oro Valley to help develop a fiscal impact analysis model to use in budget projections based on future demographic growth. The multiplier method used in the economic vitality model concentrates on the demographics (population increases). An example of the EV model based on population increases: Oro Valley Police Budget 2007 2008 2009 • Population 45,000 50,000 60,000 • Labor Multiplier 2.5/1000 2.5/1000 2.5/1000 • Labor Required 112.5 125 137.5 Cost Justification The major missing element missing from the fiscal impact analysis model budgeting is cost justification. It uses the multiplier to calculate budget costs from a population number. It ignores economic conditions. It does not research whether things such as increased productivity has reduced the need for labor. Fiscal Impact Analysis Model budgeting does not allow managers to consider and evaluate a level of spending lower than the current operating level, giving decision-makers the choice of eliminating an activity or the ability to choose from a selection of levels of effort including tradeoffs and shifts in expenditure levels among organizational units. It simply makes budget calculations very easy. Zero based budgeting The zero-based budgeting system puts the burden of proof on the manager, and demands that each manager justify the entire budget in detail and prove why he or she should spend the organization's money in the manner proposed. A "decision package" must be developed by each manager for every project or activity, which includes an analysis of cost, purpose, alternative courses of action, measures of performance, consequences of not performing the activity, and the benefits. This approach is different than traditional budgeting techniques due to the analysis of alternatives. Managers must identify alternative methods of performing each activity first, such as evaluating the costs and benefits of making a project or outsourcing it, or centralizing versus decentralizing operations. In addition, managers must identify different levels for performing each alternative method of the proposed activity. This means establishing a minimum level of spending, often 75 percent of the current operating level, and then developing separate decision packages that include the costs and benefits of additional levels of spending for that particular activity. The different levels allow managers to consider and evaluate a level of spending lower than the current operating level, giving decision-makers the choice of eliminating an activity or the ability to choose from a selection of levels of effort including tradeoffs and shifts in expenditure levels among organizational units. The decision packages must be ranked in order of importance once they have been created. This allows each manager to identify priorities, combine decision packages for old and new projects into one ranking, and allows top management to evaluate and compare the needs of individual units or divisions to make funding allocations. In this respect, zero-based budgeting is quite different than traditional rolling budgets. Rolling budgets often appeal to people who prepare budgets because they make budget development much easier. Managers can add an inflation factor to the previous year's budget and then include any adjustments for major changes. Rolling budgets also give management a concrete number to help make comparisons from year to year. However, traditional rolling budgets have a tendency to create conflict; they can create an incentive to spend money carelessly in order to justify the next year's budget. They can also create inefficient operations due to the fact that individual departments or units do not have to justify expenditures based on operations, but only on the prior year's expenditures. Zero-based budgeting addresses such problems that can occur with traditional rolling budgets. In zero-based budgeting, each dollar spent by management must be justified with a detailed account of what will be purchased, how many labor hours are needed, what problems will be faced, and so forth. This allows management an opportunity to review operations in depth and make recommendations for changes to if necessary. The zero-based budgeting process helps managers identify redundancies and duplications among different departments, concentrating on the dollars needed for proposed programs as opposed to percentage increases or decreases form the previous year. Specific priorities of departments and divisions are identified more easily in zero-based budgeting. The process also allows for the comparability of different departments as to the respective priorities funded. Zero- base budgeting enables a performance audit to determine whether each project or activity has been performed as efficiently as planned. Some example questions for zero based budgeting: Can we outsource the activity? What is the required frequency of the activity? Level of Service? Weekly? Monthly? Quarterly? Is the frequency mandated by law? If in-house activity is chosen can the material be competitively bid? Is any of the material common among functions? Can multi- year purchases (volume) reduce cost? Assumption is that common material will not become obsolete? If in-house activity is chosen how many labor hours or FTEs will be required? If in-house activity is chosen what equipment is required and what is its useful life? Lexington/Fayette, South Carolina Urban County Government DIVISION OF INTERNAL AUDIT OUR MISSION • Risk Assessment (complexity/volume of The mission of the Division of Internal transactions, value of receipts/inventories, Audit is to provide independent, objective impact on continuing operations, assurance and consulting services designed compliance issues, etc.) to add value and improve the Urban County • Control Activities (physical controls, Government's operations. It helps the local segregation of duties, performance government accomplish its objectives by indicators, policies and procedures, etc.) bringing a systematic, disciplined approach . Information & Communications to evaluate and improve the effectiveness of(automated vs. manual systems, system risk management, control, and governance maintenance, quality, etc.) INTERNAL processes. AUDIT BOARD Ultimate supervision and oversight of the OUR SCOPE Division of Internal Audit rests with an The scope of work of the Division of Internal Audit Board comprised of two Internal Audit is to determine whether the Certified Public Accountants form the Urban County Government's procedures of community, two Urban County Council risk management, internal control, and members, and the Mayor or her designee. governance, as designed and represented by This reporting structure promotes auditor management, are adequate and functioning independence. in a manner to ensure: INTERNAL AUDIT REPORTS • Risks are appropriately identified and managed. • Code Enforcement Inspection • Significant financial, managerial, Process Audit and operating information is • Adult Services Financial Assistance accurate, reliable, and timely. Programs Review • Employees' actions are in • CVC Home Program Reporting compliance with policies, standards, Audit procedures, and applicable laws and • Division of Building Inspection regulations. Process Audit • Resources are acquired • Division of Human Resources economically, used efficiently, and Medical Claims Processing Audit adequately protected. • Kentucky-American Water • Programs, plans, and objectives are Company Sewer Billing Review achieved. • Division of Human Resources • Quality and continuous Payroll Adjustments Audit improvements are fostered in the • Roots & Heritage Check Cashing Urban County Government's control Procedures Review • Change Order Procedures Audit process. • Engineering Division Cash Collection Procedures Audit OUR OBJECTIVES • KRONOS Timekeeping System Audit • Conduct scheduled Internal Audits • Swimming Pool. Collections Audit to evaluate controls, noting • Community Corrections Collections adherences to correct practices while Audit pointing out weaknesses, and • Extended School Program recommending cost effective Collections &Disbursements Audit improvements. • Fuel Card Purchases Audit • Perform special projects in areas • Petty Cash Audit needing corrective actions. • Outside Agency & Special Projects • Follow up on prior audits to Purchase of. Service Agreements determine if agreed upon Audit recommendations were • Division of Revenue Front Counter implemented. Collections Audit • Advise and consult with Urban • Material Recovery Facility Audit County Government Management • Division of Traffic Engineering for improvements in operating Calming Device Decision Process efficiencies, effectiveness and Audit results. • Property Management Audit • Promote continuous training and • Code Enforcement Billings Process skills development, quality Audit assurance, and adherence to • Golf Course Cash & Inventory independence with integrity for the Controls Audit internal audit staff. • Golf Course Collection Controls Review AUDIT SELECTION PROCESS • Building Inspection Cash Collection The Division of Internal Audit prepares an Controls Audit annual audit plan based upon a risk • Mainframe Transaction Program assessment. Risk assessment techniques are Access & Data Confidentiality used to identify areas or activities that Audit represent considerable risk to the Urban • Adult Services Financial Assistance County Government. The risk assessment is Programs Audit designed to identify auditable activities, • Computer Services E-mail System identify the risks associated with those Audit activities, and determine what external • Community Corrections Collections factors serve to mitigate the risks. Areas & Disbursements Review considered to be high-risk receive priority • Law Department Collections in the annual audit plan. Process Audit • Division of Solid Waste Time The factors that will typically be evaluated Reporting Investigation include the following: • Control Environment (personnel turnover and expertise, Department/Division size, operational/organizational changes, etc.) http://www.lfucg.com/adminsvcs/internal_audit/index.asp 1 Charter Authority and Municipal Code - City of Palo Alto California The Office of the City Auditor was established in 1983 by an amendment to the Palo Alto City Charter. Our roles and responsibilities are detailed in the Palo Alto Municipal Code. The City Auditor is appointed by and reports to the City Council. Authority and Responsibility- Palo Alto City Charter The Office of the City Auditor was established by a charter amendment approved by a majority vote of Palo Alto citizens in 1983. The Palo Alto City Charter specifies that, A. It shall be the duty of the City Auditor to: • Ensure that city departments and officers, responsible for accounting and financial management activities, comply with statutory requirements and accounting standards; • Conduct internal audits of all the fiscal transactions of the city including,but not limited to, the examination and analysis of fiscal procedures and examination, checking, and verification of accounts and expenditures; • Provide other analyses of financial and operating data as directed by the city council; and • Other such duties as the council may by ordinance direct. B. The Auditor shall conduct internal audits in accordance with a schedule approved by the city council and may conduct unscheduled audits from time to time. The results of these audits shall be reported in writing to the city council and the city manager. C. In addition to the audits conducted by the city auditor, the city council shall engage an independent certified public accounting firm to conduct an annual external audit and report the results of this audit in writing to the city council. The city auditor shall coordinate the annual external audit. Authority and Responsibility- Palo Alto Municipal Code The duties of the Office of the City Auditor are further described in the Palo Alto Municipal Code, Section 2.08.130. According to the Municipal Code, A. The office of the city auditor shall be under the direction of the city auditor who shall be accountable to the city council. The city auditor shall: • Be knowledgeable in operational and financial auditing, public administration, and public financial and fiscal practices; • Be a licensed certified public accountant (CPA) or certified internal auditor (CIA); and • Establish an organizational structure appropriate to carrying out the responsibilities and functions of this section. B. The mission of the office of the city auditor is to promote honest, efficient, effective, and fully accountable city government. To fulfill this mission, the office of the city auditor shall conduct audits and examinations of any city department, program, service or activity. The purpose of these audits and examinations is to provide the city council and city management with information and evaluations regarding the effectiveness and efficiency with which city resources are employed, the adequacy of the system of internal controls, and compliance with city policies and procedures and regulatory requirements. Specifically: • The city auditor shall conduct operational and financial audits and other audit work as requested by the city council. This will include independently determining and evaluating: - The soundness, adequacy, and application of accounting, financial, and other operating controls towards promoting effective control at a reasonable cost. - The extent of compliance with applicable laws and regulations and with established policies and procedures. - The extent to which city assets are accounted for and safeguarded from losses of any kind. - The sufficiency, validity and reliability of accounting and statistical data developed within the organization. - The economy, efficiency, and effectiveness of city departments, programs, services, and activities. • Audits shall be conducted in accordance with Government Audit Standards, as established by the United States General Accounting Office and the Standards for the Professional Practice of Internal Auditing, established by the Institute of Internal Auditors. C. In addition to the aforementioned responsibilities, the city auditor shall: • Coordinate an annual external financial audit for the city with an independent certified public accounting firm selected by the city council. • Provide consulting services to city operating departments as requested by the city council or city manager in their efforts to re-engineer their operating practices and processes. • Provide consulting services to the city council, as requested, regarding the accuracy and financial impact of information provided to the city council. • Perform other auditing functions consistent with the provisions of this section. D. At the beginning of each fiscal year, the city auditor shall submit an annual audit plan to the city council for approval. The plan shall identify the preliminary objectives of each audit to be performed, reflecting the purpose of the engagement and a preliminary description of the areas which may be addressed. The city auditor will review the plan and consult with the city manager prior to submitting it to the city council for approval. The city manager shall identify areas where the city will benefit from operational and financial audits. The city auditor will review the plan with and seek the advice of the city attorney prior to submitting it to the city council for approval. The city auditor will issue quarterly reports to the city council describing the status and progress towards completing the audits. The annual audit plan may be amended during the year with the approval of the city council. E. The city auditor shall prepare a written report of the results of each audit conducted and will be responsible for retaining a copy as a permanent record. Each audit report shall include: • A statement of audit objectives and a description of the audit scope and methodology. • A full discussion of audit findings and conclusions. • Recommendations for necessary or desirable action. • A response from the city manager or the highest official of the audited entity, except as described below. F. Upon completion of the final draft of an audit report, and prior to submission of the report to the city council, the city auditor shall transmit a copy of the report to the city manager or the highest official of the audited entity, to the city attorney for review and comment, including legal advice relating to disclosure of information contained in the report, and to other appropriate officials as determined by the city auditor. • Within five weeks after receiving the report, the city manager or the highest official of the audited entity will prepare an official written response to the findings and recommendations contained within the report and transmit the response to the city auditor. The report will be issued to the city council within four weeks of receipt of the response. • The official written response will be included verbatim in the audit report issued to the city council by the city auditor. • If a response is not received within the established five weeks, as described above, the audit report will be issued to the city council without management response. • The audit report will be placed on the agenda of the appropriate city council committee within forty-five calendar days after the audit report is issued to the city council. G. The city auditor will prepare and issue an annual report on the status of recommendations made in completed audits. The report will reflect the status as reported by the city manager or the highest official of the audited entity. The report will be issued to the city council in the first quarter of the fiscal year for review by the finance committee. Further follow-up audits will be conducted as determined and recommended by the city auditor and approved by the city council. H. The city auditor will have unrestricted access to all sources of information, property, and personnel relevant to the performance of a council-approved audit, unless prohibited by law. Documents and information will be handled with the same prudence exercised by those normally accountable for them and consistent with the standards established by the Institute of Internal Auditors. To the extent possible, the city auditor will accommodate an area's daily operations in scheduling and conducting such audits. Nothing in this section shall authorize access to documents, records, and information related in any way to the office of any elected official. City Council Relations The City Auditor is appointed by and reports to the City Council. The City Council approves the annual audit workplan, reviews audit report findings and recommendations, and monitors the implementation of recommendations. Annual Audit Workplan For more information see: City Auditor's 2006-07 Work Plan (PDF 59k), Attachment A- Risk Assessment (PDF 49k) City Auditor's 2005-06 Work Plan (PDF 64k), Attachment A - Risk Assessment (PDF 360k) City Auditors 2004-05 Work Plan (PDF 37k), Attachment A - Risk Assessment (PDF 30k) City Auditors 2003-04 Work Plan, Attachment A - Risk Assessment City Auditors 2002-03 Work Plan Auditor's Office Annual Plan 2001-02 Selection of audit projects is one of the most important responsibilities of the City Auditor. Careful consideration is given to prioritizing audit subjects so that audit resources allocated efficiently and effectively. The Palo Alto Municipal Code (section 2.08.130) requires the City Auditor prepare and submit an annual audit plan to the City Council for review and approval. The audit plan is normally submitted to the City Council at the beginning of the fiscal year. We solicit suggestions for audit topics from the City Council, the City Manager, City Attorney, residents, and staff. We welcome your suggestions for audits. Please contact us at city.auditor@cityofpaloalto.org or call us at (650) 329-2667. The Office also uses a risk assessment model to target additional priority audit areas. The model compares eleven factors for each budgeted City program or revenue source including proposed expenditures, estimated revenues, number of staff, audit requests, and date of last audit. The model scores each factor, weights the factors for relative importance, and calculates a weighted score for each item. The items with the highest weighted scores are considered for inclusion in the City Auditor's Annual Audit Workplan. The Annual Audit Plan may be amended during the year with City Council approval. Quarterly Status Reports: During the year, the City Auditor meets periodically with the ad hoc Audit Committee to ensure that audit progress is communicated to the Council. The Municipal Code requires that the City Auditor issue quarterly reports to the City Council describing the status and progress towards completing the audits on the annual audit plan. For more information see Audit Reports. Types of A The Auditor's Office provides a variety of audit services including performance audits, financial audits, revenue audits, and special studies at the direction of the City Council. Performance Audits: Performance audits assess the economy, efficiency and effectiveness of specific programs and activities. This may include determining whether a program is operating in the most economical and efficient manner possible; assessing whether the program is meeting its stated goals and objectives; and testing for compliance with laws and regulations. Performance audits vary dramatically in both size and scope. Financial Audits: In accordance with the City Charter, an independent certified public accounting firm conducts the annual audit of the City's financial statements. The Office of the City Auditor coordinates the work of the independent accounting firm. The auditor's report on the financial statements provides the auditor's opinion on whether the financial statements fairly present the financial position in conformity with generally accepted accounting principles. The Auditor's Office also conducts other financial- related audits. Revenue Audits: The City Auditor's Office conducts periodic audits of City revenues including property tax, documentary transfer fees, transient occupancy tax, and utility users tax. The quarterly sales tax review is designed to identify misallocations of Palo Alto's share of sales tax revenue, and to identify Palo Alto retail businesses that are not filing local sales tax returns. Special Studies: The Office of the City Auditor is occasionally requested to provide independent data collection, analysis, and reporting. Special studies are intended to provide timely and objective information to the City Council, City management, and the public. Special studies and reports are subject to the same rigorous audit methodology regarding data collection and quality control reviews as our other audit products. http://www.city.palo-alto.ca.us/auditor/index.html City of Tampa Florida—Auditing Authority: The authority of the Internal Audit Department comes from the revised City of Tampa Charter of 1975, which states: The Internal Audit Department . . . shall have cognizance of all internal audits of the City. The Internal Auditor shall be the head of the department, and it shall be the duty of the Internal Auditor to audit for each fiscal year all books, records and accounts of the City and all accounts in which the City has an interest. The Internal Auditor shall perform such other audits as may be required by the Mayor. Mission: To provide an independent appraisal function within the City and to assist members of the management team in the effective discharge of their responsibilities by furnishing them appraisals, recommendations and pertinent, relevant information concerning the activities and/or areas under review. Standards: To provide assurance that the City of Tampa's Internal Audit Department operates at a high professional level, the Department adheres to the Government Auditing Standards, 2003 Revision (the "Yellow Book") promulgated by the Comptroller General of the United States. These standards, referred to as generally accepted government auditing standards, "pertain to auditors' professional qualifications, the quality of audit effort, and the characteristics of professional and meaningful audit reports." Policies & Procedures, Strategic Plan, YE Report, and Audit Agenda: Our Policy and Procedures Manual, Five-Year Strategic Audit Plan, Year-End Report, and FY2007 Audit Agenda are available in .pdf format. The Five-Year Strategic Audit Plan is the result of a methodical approach to audit scheduling. The purpose of the plan is to provide assurance that a minimum level of audit coverage is occurring in major risk areas of the City. Risk in this context is defined as the element of uncertainty that gives rise to the loss of control over City assets or processes, thereby exposing the City to undesired results. If your browser does not support the .pdf format, Adobe Acrobat Reader can be downloaded from the Internet. It is available free of charge. After you have configured your browser, click on the applicable link above. City of Tampa Policies Source: City of Tampa Personnel Manual, Last Update 10/06/03 Section B23 - Code of Ethics Section B23.1 - Fraud Section B23.2 -Whistleblower Policy The audit programs below are from our most recent audits. Additional programs will be added as new audits are performed and time permits. If you do not see what you are interested in, please be patient. For those of you who cannot wait, we have 54 very old audit programs available for download. They were compiled in a self-extracting file. Download the file and double click on the file name. The documents are in .txt format. The audit programs below are available in .pdf format. If your browser does not support this format, Adobe Acrobat Reader can be downloaded from the Internet. It is available free of charge. After you have configured your browser, click appropriate audit program guide below. ........................................................................................................................................................................................................................................................................................................................................................................................................................................................... ACCOUNTS PAYABLE ACCOUNTS PAYABLE 2 ADVANCED WASTEWATER TREATMENT PLANT-PREVENTIVE MAINTENANCE BANKING &CENTRAL CASHIERING BANKING & CENTRAL CASHIERING 2 BANKING & CENTRAL CASHIERING 3 BUDGET OFFICE BUILDING MAINTENANCE BUILDING MAINTENANCE 2 BUSINESS LICENSE TAX CAPITAL CONSTRUCTION PROJECTS CIVIL SERVICE CIVIL SERVICE 2 CIVIL SERVICE 3 CIVIL SERVICE 4 CIVIL SERVICE 5 CODE ENFORCEMENT CONSTRUCTION SERVICES CENTER CONVENTION FACILITIES DEPARTMENT COMMUNICATIONS - FIRE & POLICE COMMUNITY INVESTMENT TAX PROGRAM COMMUNITY INVESTMENT TAX PROGRAM 2 COMMUNITY REDEVELOPMENT AGENCY DEALERSHIP MAINTENANCE PROGRAM e-GOV ELECTRONICS DIVISION EMPLOYEE RELATIONS EMPLOYEE UTILIZATION FOR SPECIAL EVENTS FIRE COMBAT OPERATIONS FIRE COMBAT OPERATIONS 2 FIRE EXTRA DUTY PROGRAM FIRE INSPECTIONS FIRE MAINTENANCE FIRE MARSHALL FIRE SIGNAL DIVISION FIRE TRAINING FIRE VEHICLE MAINTENANCE FIRE - OFF DUTY PROGRAM FIRE & POLICE PENSION PLAN FIRE &POLICE PENSION DROP PLAN FIXED ASSETS FIXED ASSETS 2 FLEET MAINTENANCE FLEET OPERATIONS FLEET, HEAVY EQUIPMENT FLEET SUBLET G.E. PENSION FUND HIPPA HUMAN RIGHTS & COMMUNITY AFFAIRS IMPACT FEES INTERFUND TRANSFERS INVENTORY AND STORES INVENTORY AND STORES 2 MAIL ROOM SERVICES MCKAY BAY REFUSE TO ENERGY FACILITY MILEAGE REIMBURSEMENT OFF-STREET PARKING ON-STREET PARKING PARKING ENFORCEMENT PARKS OPERATIONS PAYROLL PROCESS POLICE AIR AND MARINE SERVICE POLICE COMMUNICATIONS POLICE EXTRA-DUTY WORK EXTRA DUTY 2 POLICE FISCAL BUREAU FISCAL BUREAU 2 FISCAL BUREAU 3 POLICE, GAS CREDIT CARDS POLICE IMPOUND LOT AND AUCTION POLICE LAW ENFORCEMENT TRUST FUND POLICE OFFICER TRAINING POLICE ON-SCENE INVESTIGATIONS POLICE OPERATIONS POLICE PROPERTY ROOM POLICE SCREENING PROCESS PROFESSIONAL SERVICE & CONSULTING CONTRACTS PROFESSIONAL SERVICES 2 PUBLIC ARTS PUBLIC RECORDS PURCHASE CARD PROGRAM PURCHASE CARD PROGRAM 2 PURCHASING, LEGAL COMPLIANCE LEGAL COMPLIANCE 2 REAL ESTATE DIVISION RENTAL CERTIFICATES SAFETY DIVISION SAFETY 2 SELF INSURANCE SIDEWALK PROGRAM STREET LIGHTING STREET LIGHTING 2 STORMWATER OPERATIONS SOLID WASTE CONTRACT ADMINISTRATION SOLID WASTE COST CENTERS SOLID WASTE OPERATIONS SOLID WASTE ROLL-OFF CONTAINERS SPECIAL EVENTS STAR 1 STORMWATER REVENUE TAMPA CONVENTION CENTER, ADMINISTRATION TAMPA CONVENTION CENTER, FOOD & BEVERAGE TAMPA CONVENTION CENTER, MARKETING TAMPA MUSEUM OF ART TRAINING & DEVELOPMENT TRANSPORTATION DIVISION TRAFFIC ENGINEERING TRAVEL UNEMPLOYMENT COMPENSATION CLAIMS UTILITY ACCOUNTING UTILITY ACCOUNTING 2 UTILITY ACCOUNTING 3 VEHICLE UTILIZATION VEHICLE UTILIZATION 2 VEHICLE REPLACEMENT PROGRAM WATER DISTRIBUTION WATER DISTRIBUTION 2 WIRE TRANSFERS WIRE TRANSFERS 2 WIRE TRANSFERS 3 W/MBE PROGRAM WORKERS' COMPENSATION WORK ORDER SYSTEM (DPW) Send mail to Gary S. Chapman with questions or comments about this web site. Last modified: Wednesday, January 31, 2007 http://www.tampagov.net/dept_internal_auditlGeneral_Information/index.asp I would recommend that the Town of Oro Valley consider getting out of the transportation business and outsourcing this function. It would eliminate the 2007/2008 request for 11.6 Full Time Equivalents (FTE) personnel and their associated personnel benefits. It would also eliminate direct costs such as contract/services (e.g. advertising), supplies (e.g. uniforms), utilities (e.g. gas and oil), and capital outlays (transit vehicles). The projected budget for 2007/2008 is $790,557. If the Town still wishes to subsidize this function it could do so for much less as an outsourced business rather than an in-house function. Coyote Run celebrates it's 10th year anniversary in October of this year. Implemented in October of 1996 Coyote Run was established to provide elderly and disabled residents of the Town of Oro Valley safe, timely and economical transportation to a variety of destinations. The Town of Oro Valley owned and operated transit service now provides on average 1 ,458 trips per month to over 790 eligible riders. Coyote Run experienced it's best year ever for annual trips with at total of 17,507 in fiscal year 05/06. Coyote Run drivers logged a total of 200,605 service miles during this same period. All of this was accomplished with an excellent safety record. Public Works —Transit Division Mission Independence is one of the most important things we can offer our residents who have certain special needs. That's why the Town of Oro valley has established our own transit service. Division Description The Town Council's goal is to provide a locally run, reasonably priced service to enable our neighbors with disabilities to achieve the mobility that many of us take for granted. It will also help our residents who are older and otherwise would not have a way to get to doctor's appointments or shop for groceries. The Town's transit division will consist of a Transit Administrator who shall also serve as the Operations Manager for the Town's Para-transit service called Coyote Run, and as many drivers and dispatchers as may from time to time be deemed necessary by the council for the efficient operation of the Transit Division. Departmental Programs/Divisions Administrative The administrative office of the Transit Division is staffed by the Transit Services Administrator. The Transit Administrator is responsible for the overall operations of the Transit Services Division and is responsible for the FTA drug and alcohol policy and safety and security measures and the RTA related funding and program implementation. The Transit Services Administrator supervises all of the transit drivers including the Lead Driver and the dispatch operations and fleet maintenance. The Transit Administrator is also responsible for contract monitoring of the fixed route system on Oracle Road which is under contract with Sun Tran. Additional responsibilities include (but not limited to) procurement, grant writing,transit research and transportation planning. Operations The Transit Divisions Operations is currently supervised by the Transit Services Administrator. The Transit Division's Operations Division includes one employee group of drivers. The drivers group includes a Lead Driver and both full and part-time drivers. The dispatch division includes both full-time and part-time dispatchers and schedulers. Dispatch/Scheduling The dispatch and scheduling office is currently supervised by the transit Services Administrator and is staffed by one part-time dispatcher scheduler and the Lead Driver. This dispatch and scheduling office is responsible for all intakes of new passengers and all inquiries about the available services and serves a small clearinghouse for information about other local transit services. The primary function of the dispatch and scheduling office is to intake all passenger request for trips and to schedule and then dispatch those trips on a written manifest using state of the art dispatch/scheduling software. Dispatchers are responsible for the control and movement of all transit services division vehicles. Fleet Maintenance Fleet maintenance is supervised by the Transit Services Administrator and monitored daily by the Lead Driver. Fleet maintenance is responsible for the upkeep of all nine service vehicles and one personnel vehicle. Fleet maintenance is responsible for insuring that all vehicles are road worthy and safe for the traveling public. This includes following Federal Transit Authority guidelines on routine preventative maintenance and cleaning of service vehicles. Fleet maintenance is responsible for invoicing and documentation/record keeping of all maintenance associated paperwork. Fleet maintenance works with vendors in the community to ensure best quality and price for all vehicle maintenance. Total Positions 11.5 10.6 11.6 Budget Summary 2007-2008 Annual Budget Town of Oro Valley Public Works—Transit Division Department Line Item Detail Expenditure Category 2006-2007 2006-2007 2007-2008 Variance Summary Budget Estimate Budget+/- Personnel Salaries&Wages$319,561 $ 280,003 $401,475 $81,914 Assignment Pay-750-- Group Insurance 40,474 28,754 45,845 5,371 Social Security/Medicare 23,240 21,420 29,817 6,577 ASRS 27,098 25,480 35,930 8,833 Worker's Compensation 18,758 10,502 16,600(2,159) Other Employee Benefits 349 297 495 146 $429,480$367,206$530,161$ 100,681 Contracts/Services Outside Professional Services$2,000 $ 1,000 $ 1,000 $(1,000) Vehicle Repair&Maintenance 30,000 24,000 30,000- Equipment Repair&Maintenance 100-- (100) Insurance 11,290 11,290 11,290- Telecommunications 3,000 3,076 3 ,000- Advertising 500 500 500- Printing&Binding 4,000 4,994 5,400 1,400 Travel&Training 7,563 5,090 4,260(3,303) Memberships&Subscriptions 1,300 1,300 1 ,300- Non-Capitalized Equipment 325 325 - (325) Safety Compliance 1,000 1,119 1 ,000- Sun Tran Services 34,500 22,850 25,000(9,500) ADA Eligibility Determinations 3,500 3,143 3 ,500- Software Maintenance&Licensing --4,645 4,645 $99,078$78,687$90,895$(8,183) Supplies Postage$ 50 $50 $ 50 $- Office Supplies 1,000 1,127 3 ,486 2,486 Uniforms 1,305 295 800 (505) Field Supplies 1,000 164 165 (835) Miscellaneous Other Operating 300-- (300) $3,655$ 1,636$4,501$846 Utilities Gasoline&Oil $45,000$41,398$45,000 $ - $45,000$41,398$45,000 $- Capital Outlay Transit Vehicles$ 120,000$ 231,404 $ 120,000$ - $ 120,000$ 231,404$ 120,000$- Contingency$-$818$-$- Total$697,213$ 721,149$790,557$93,344 • ',•:, , ,,•-,,..,••,,.•.,•••°.1,,,,...„'•-•:•,,,i7.45,..;1:if,f4l,.,0,1r,ii,,,,,,i14'7,,,V.1,,eir ' 1 .,. ...,. .- . .'',-,,,,...,i4"..,..r 'r•'.."11,.•.• ‘ *-,F,. .2. ..L,..,. , ,..„„ ..., .. , .,..... ....,,,,..,,•.,,,,.„....„,„. , ,,, ,,-,,,, ,,,•:,i,,,....„,.,..„,„ -•,, , 1 \ 1.'1!'i•itpt,'-:,:, ...,,, il i.-t, ' k ' ''',:,:-''1' rr- , V.-,-..r4.;,rkf..,,,, ..,..,.it- .. ..... . 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"�'�.... � .._ ..� ..�.....y»�...� �....e w.�.�.n.�o ry m,r a•a... �+�.`,< / V) '5C . rn 3 1 _ _ , - Q) n re 1 t . 4304- 1. 41, ,k O ca.. fi r-t- z I U1 ' , 411- 0 N.J NJ I--L : 0 W N I I N W (-1. iv O w u_Th oo = Oo © O O O O O O `C -if,_ 0\ J _ c) c5 c) ,—..,- .,--- -tc8 '== a , a TOWN OF ORO VALLEY COUNCIL COMMUNICATION JOINT STUDY SESSION DATE: April 25, 2007 TO: HONORABLE MAYOR & COUNCIL FINANCE AND BOND COMMITTEE MEMBERS FROM: Stacey Lemos, Finance Director SUBJECT: Presentation of Financial Sustainability Plan and Recommendations from the Town of Oro Valley Finance and Bond Committee BACKGROUND: At the January 17, 2007 Town Council meeting, the Mayor and Council directed staff to work with the Finance and Bond Committee to develop a 10-year Financial Sustainability Plan to include: projected service costs, projected revenues, gap analysis, and incremental priorities for service deliveries that may exceed revenues and associated funding strategies. Over the past three (3) months, Finance staff have been meeting with the Finance and Bond Committee on a bi-weekly basis to evaluate the following: • Projected revenues and expenditures (both funded and unfunded); • Town department operations and service levels; • Gaps between forecasted expenditures and revenues and the subsequent declines in fund balance; and • Methods for stabilizing the projected fund balance declines in the future. SUMMARY: Finance staff utilized the Economic Vitality Model to assist in preparing the attached 10-year forecasts for the General Fund (Attachment A) and the Highway Fund (Attachment B). A listing of assumptions used to prepare each forecast is also attached for each fund. Table 1 (Attachment C) attached illustrates the 10-year forecast for the General Fund, showing fund balances declining each year. Table 2 (Attachment D) attached illustrates the 10-year forecast for the Highway Fund, also showing declining fund balances over the 10-year term. Separate analyses were also performed for the Stormwater Utility Fund (Attachment E), construction and operations of the Naranja Town Site (Attachment F), and electrical line undergrounding (Attachment G). Proposed new revenue sources and possible reductions in services to help offset the projected fund balance declines are also included in the attachments. FINANCE AND BOND COMMITTEE RECOMMENDATIONS: At the Committee's last two meetings in April, Attachments A through G were presented by staff and recommendations to the Town Council were discussed. The Committee came to a consensus on rating certain expenditures/programs in priority order of importance as follows: G:ISTACEY1Council CommuniclFBC Recomm on FSP4-25-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 4 HIGH PRIORITY - Expenditures • Maintain an Overall Condition Rating (OCI) on our roadways of 70 or better • Operate Stormwater Utility program at Level 2 • Set funds aside each year into a Capital Asset Replacement Fund • Maintain police officer per capita ratio of 2.2 officers per 1,000 residents with the recommendation that a management study be performed on all Town departments to determine the effectiveness and efficiency of each department's operations. (The consensus on this item was mixed on the Committee. Some felt that we should increase the ratio to 2.5 officers per 1,000 residents.) • The Committee unanimously felt that a high priority should be placed on allocating funds to maintain our existing assets at acceptable levels that otherwise would be very expensive to have to repair or replace later. MEDIUM PRIORITY - Expenditures • Municipal Operations Center development— the majority of the Committee agreed that more space is needed, but not necessarily 51,000 square feet. LOW PRIORITY— Expenditures • Naranja Town Site Construction —the majority of the Committee felt that this project should be deferred until the Town has sufficient surplus revenues to support it. • Undergrounding Utilities —the Committee members felt that a possible way of funding this item would be an improvement district whereby the property owners who directly benefited from the undergrounding would pay for it. The Committee also recommended prioritized methods of how to provide funding for the above expenditure priorities as follows: HIGH PRIORITY— Funding • Look at ways to reduce spending by performing independent operational reviews of all service areas and departments to ensure the most economical and efficient means of service delivery • Transfer Library operations to Pima County • Adjust Parks and Recreation fees and all Town user fees in general for improved cost recovery of recreation programs and other functions • Reduce Municipal Operations Center construction and operations costs to reflect a more scaled down version • Maintain ratio of police officers per capita to 2.2 officers per 1,000 residents rather than increasing to 2.3 officers per 1,000 residents as proposed in the Town Manager's G:ISTACEYICouncil CommuniclFBC Recomm on FSP4-25-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 3 of 4 Recommended Budget for FY 07/08. (Again, this was not the unanimous feeling on the Committee. Some felt it important to increase the ratio even further to 2.5). • Implement a primary property tax — this was recommended to be conditional upon reducing or eliminating other existing or proposed taxes and fees on a dollar for dollar savings basis. LOW PRIORITY - Funding • Continuation of 2% utility sales tax after FY 2008/09 • Adopting a variety of miscellaneous tax increases that could be replaced by a primary property tax, which is generally tax deductible for most residents. The Committee members were generally not in favor of targeting or earmarking specific revenues for specific expenditures. Some of the Committee members especially emphasized that it was important to them to know that all Town expenditures are as low as possible and that the government is operating as efficiently as possible. They also felt it was important that the Town have a tax structure policy or goal to guide the types of taxes that the Town might consider implementing in the future. Finally, the Finance and Bond Committee members requested that the General Fund and Highway Fund 10-year forecasts be revised to illustrate the effects of the various cost saving measures recommended in the high priority funding section above. Attachment H shows the revised estimates in the General Fund, and Attachment I shows the revised estimates in the Highway Fund. Revised assumptions are also provided with these attachments. Even with these adjustments, the fund balances in both funds are projected to decline in later years. ESTIMATED IMPACTS TO HOMEOWNERS OF PROPOSED FEES/TAXES The final attachment (Attachment J) included with this communication shows the estimated monthly impact to a local homeowner with a $350,000 market value home of the various proposed or existing fees and taxes that have been presented to the Town Council as possible funding sources for Town operations. Even though the Finance and Bond Committee did not address specific recommendations of these particular taxes/fees, this is additional information that the Town Council may consider when analyzing possible future sources of revenue. As the table shows, the only tax that is currently in place now is the 2% utility sales tax, with an estimated average monthly cost of $3.80. If the Council and the voters of the community were to approve all of the other proposed taxes and fees, the total monthly cost to the owner of a $350,000 home would be approximately $52.28. It should be noted that the two largest taxes (primary and secondary property taxes) are generally tax deductible to most homeowners, and the secondary tax, if approved for the Naranja Town Site construction, would end once the bonds issued for construction of the park are fully paid. G:ISTACEYICouncil CommuniclFBC Recomm on FSP4-25-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 4 of 4 ATTACHMENTS: 1. Attachment A - 10-Year General Fund Forecast and Assumptions 2. Attachment B - 10-Year Highway Fund Forecast and Assumptions 3. Attachment C -Table 1 - General Fund 4. Attachment D - Table 2 - Highway Fund 5. Attachment E - Stormwater Utility Fund Analysis 6. Attachment F - Naranja Town Site Analysis 7. Attachment G - Electrical Line Undergrounding Analysis 8. Attachment H - Revised General Fund Forecast and Assumptions 9. Attachment I - Revised Highway Fund Forecast and Assumptions 10. Attachment J - Estimated Monthly Impacts to Homeowners of Fees/Taxes 1Zt Z-brYtX,- Stacey Le os Finance " ector )444- c72 .444...v.._ avid L. Andrews Town Manager G:ISTACEYICouncil CommuniclFBC Recomm on FSP4-25-07.doc ATTACHMENT A @mud Aaampti@ns . < -'a;'r...yo;:•S. :JiRQC,f:{.�.: {. �� ` �r r •ia F� cy7 ';fi"' t ,;>,"'n9 '�Z�,w•:.,f.s• >m,. .'j+>,J.J.;L..ary,' "s. :r:r p .w �if }.!, .»:-,,.''$e'r`» '.:C-: :f{,r.4?'+j/ ..a i:. .w ty� : s - '''' ''''s '''''''' ''''s ..,... ....../.+... /.. :,�: .^ b „,„,..,4,,,,..,„:.,.,,,,fi �' ,� ....... f OSA 1% decline in local sales for existing businesses factored in due to cannibalization for FY 2009-2011 and a 0% effect for FY 2012 on forward c Used average sales/sqft on existing businesses to project sales for new commercialdevelopment O "Assumes full build out of approximately 1.7 million SF of commercial retail space over the next 3 FY (07/08, 08/09, 09/10) for commercial building permits and construction sales tax revenues O !Annual residential building permits totals per housing projection conducted by economist John Strobeck I p ;Assumes no renewal of 2% Utility Sales Tax after FY 08/09 s p State Shared revenue growth is based on per capita growth of Town � ___ CD i Includes an inflation growth rate of 2.45% O ::Assumes no sales tax audit recovery revenue O ;Assumes 50% county reimbursement for Library for 10 years { O No effect of Pinal Coun growth is incorporated in sales tax projections __,..___. Ex ;e1 ft re Assumes 2.3 police officers per 1,000 resident ratio O Growth in number of Town employees is based on projected population growth of Town (approximates :1% growth per ear O -Assumes 10% growth in cost of benefits each year f O 'Assumes 5% growth in employee salaries each year between COLA and merit increases O An annual contribution of$500,000 to a Capital Asset Replacement Fund factored in O ;Annual debt service payments relating to Municipal Operations Center begins in FY 07/08 with O&M 2 2 starting in FY 09/10 :Assumes no General Fund subsidy to the Stormwater Utility Fund and a $1.90 per month utility fee LO Includes an inflation growth rate of 2.45% vr�� . ��cw ? -oc m cn mo D 3_15 --1mlc�IKlmolwEIvI-o-oIgDm ;00 D 5 -1_O5_-0C�7JC�c_nc_nrM W V W Y`�W = � �.�� O O � � c x 1 a,,CV =a n► -w a �' O a v 0 O =1t j N < c N a < O Q g O 5- O . n O O �. � (7�•CD O � � n y c T o n� 3z ea � c v co c o v a m ,...1'., � _.co•3 o v v o � r w v, .-.. < � o �- •a-r,n� -i Q w a conn 3 a'. � , w x V 13 a��o c � 90 0 .@ 3.. . ? o' o c vow, O m g:3 - - E2 sp cn cn -< o° n, °' m m T a o a v D >v cn I co a o o o �, 3�, c (D c) m Cu g 2 O x tiv c I O ?ig .+ 5 a CD i eD c x ro D— a 0.0 o N x 3 CA m Qo-«o v o < I o �,o v O v, o ro m m . to v, p I m I v z o (2101„ ., o ° 3 -tiv m m„. 3 0°E1 v -+c°) ., v m - 5, �, x x m Q mt-, 0 .1319‘ Ni' O 3 c� 2 2 c 3 ° S-C w-m a m c a c� y o x a'_< a o c�a 3 o a .. m 0 0 ° < < c 3 c cn c w c c ,l �.m o W c N rn ..�;��o gI to n0) . . o 0 o N c a ) c x a 1 in CO T x g�C 7 a CD O I� ++to O cn ID — 7 ao m i.., �Ng i g N a a o N �vl°INI !g- t li W 3 cup) anOi < o 3 X n 3 not c !! 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Assumes full build out of approximately 1.7 million SF of commercial retail space over the next 3 FY (07/08, 08/09, 09/10)for construction sales tax revenues O Annual residential building permits totals per housing projection conducted by economist John Strobeck O Highwa User Fee revenue growth is based on per capita growth of Town O Includes an inflation growth rate of 2.45% -E i • s p Growth in number of Town employees is based on projected population growth of Town (approximates 1% Growth per ear cp Assumes 10% growth in cost of benefits each year O Assumes 5% growth in employee salaries each year between COLA and merit increases O "Annual Roadway maintenance cost of$2M keeps condition of roads at an OCI of 70 once pavement 'preservation backlo• is complete O Annual debt service payments relating to Municipal Operations Center begins in FY 07/08 with O&M s f starting in FY 09/10 O ;Assumes a $4 - 5M bond to fund pavement preservation program O :Assumes a $25M bond to fund electrical undergrounding on roadways s O :Includes an inflation growth rate of 2.45% DOC m w > m0 5;5 -1mIthJ0m XGA D - •-Io5i.oci)1io� co -I n > 10 C o 3, R. 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E- 2 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: Aprit 25,2007 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 on project 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 3/4 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. The Planningand Zoningstandard operating procedures (SOP'S) further require a 1/8th page display ad in 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 posted and a 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 Variances and Zoning Interpretations. ARS § 9-462.06 requires the same notice for Board of Adjustment hearings on variances and appeals of zoning interpretations as for rezonings. Publication of the legal ad in the paper or posting the property, and mailed notice to surrounding property owners within 150' of the site are all required by state statute. Public hearings are required. Oro Valley SOP requires mailed notice to property owners within 300', mailing to the HOA the property is in, posting on the property, and posting at Town Hall and the Web. Architecture, Public Art, Landscape Plans. State law does not refer to this type of review, public review is not required. These types of submittals are reviewed and approved by the DRB in a public meeting. The Town Council makes the final decision on public art. Conditional Use Permits. ARS § 9-462.01 specifically references the ability of a local jurisdiction to establish conditional uses and a review process for them. Review by the planning "agency" is mentioned — referring to the planning department. The Zoning Code requires that conditional uses be approved by the Town Council with a public hearing and recommendation by the Planning 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: The Town provides a considerably higher level of notice than is required by state law. In addition, our standard operating procedures often go beyond the notice and public meeting or hearing requirements in the Zoning Code. And, while HOA's may notice a wider area than the Town, they are not required to do so. As recent cases have shown, Town residents well beyond the notification area may wish to be informed about proposed developments. TOWN COUNCIL ACTION: Staff recommends that the Town Council discuss the above procedures and provide direction to staff regarding either maintaining or changing the notice procedures. b= , ja(C /k ' ciVc____ 4/ Sarah S. More, Planning & Zoning Director 9-17410-1(e --0a:241,Jer e Watson, Assistant Town Manager ., eit.,..#4‘,... David Andrews, Town Manager ATTACHMENTS: P&Z SOP #9 excerpt C:SSM/Notice TC 032807 a 3 • 1-- z s' CO W d I P -. 0 . ,,,x cn LU ) ca Q) C .C. C LL. _ O • _ • co �, O E O O c) _g. O N O .D E a m ..6 < N-. < < < o Oa0o < < < Z Z Z O_ =Z O_Cl. Z Z Z 0 0 co NN a) c J 8 U - c. 0co ....,, . ✓ a) a) 8— •• Z °a0 a. °oa. 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C C a ..--- Nu, c%iE �. ri � • O c E 0 = a d _E w E E � N 03 -� � > EE = = ' i 0 0 0 i. •� cr)0 Q ErLc OO o I. o ,B N 0 z a a c N E 0 E 0 -Ci 3 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: April 25, 2007 TO: HONORABLE MAYOR& TOWN COUNCIL FROM: David Andrews, Town Manager SUBJ: Discussion: Development Impact Fees Background: Development impact fees are a financing mechanism used by local governments to help cover the cost of needed service improvements created by "impact-generating" development. By law, such fees can only be collected for capital improvement projects and the proceeds are not allowed to be used to cover existing deficiencies in operating or maintenance costs. Most often these fees are present in jurisdictions experiencing rapid growth. Impact fees are one-time charges collected before the issuance of a building permit for both residential and commercial projects. Because impact fees are considered a development regulation rather than a tax, they cannot be set arbitrarily and require written justification for their creation. The essential purpose of these types of fees is to ensure that new development pays for its fair share of capital improvements necessary to maintain current levels of service provided to the community. The Arizona impact fee enabling act authorizes jurisdictions to utilize impact fees if they can meet the following criteria: • The fees shall result in a beneficial use to the development. • Monies received from impact fees shall be placed in a separate fund and may only be used for the purposes authorized. • Impact fees must be assessed in a non-discriminatory manner. • The fees charged must bear a reasonable relationship to the development's use of the capital improvements. The law also requires that the jurisdiction provide credits toward the payment of development fees for any improvement that new development provides that can become available for public use. For example if a builder were to create a public park as part of a new community development, the park impact fee associated with the development could be reduced or waived. Other Jurisdictions: In Arizona, over 30 jurisdictions currently assess impact fees. Locally, four jurisdictions within Pima County assess impact fees; these include Pima County, the City of Tucson, Marana, and Oro Valley. These jurisdictions presently collect fees for roads, parks, and water. Throughout the state, impact fees are assessed for other areas including fire, police, libraries, solid waste, storm drains and general government. It is worth noting that in addition to assessing impact fees on residential dwellings, many jurisdictions charge commercial development for some of their fees. Generally, commercial development would not be charged for areas like parks or libraries; however it is reasonable and possible to charge impact fees for services such as police and fire. Attached are copies of comparison tables that depict the impact fees charged by jurisdiction and by land-use type. This information was compiled by Duncan and Associates for the City of Mesa's "Impact Fee Update" in February of 2007 and was used as a reference to the memo from the Town Attorney. History: Throughout its history the Town of Oro Valley has seen tremendous growth in population resulting in increased demand for the Town's services. It is these demands that have led to the use of development impact fees for some of the Town's most highly used resources. Currently the Town of Oro Valley assesses three development fees, one for public roads, which was recently increased by the Council, and the other two for water services. Table 1 Roadway Impact Fees Single Family Residential Home $3,375 Multifamily (75% of Single Family rate) $2,531 • *Rates adjusted each year based on Construction Cost Index as calculated by the Engineering News Record. Table 2 Existing Potable Water System Development Impact Fees and Alternative Water Resources Development Impact Fees Customer Category PWSDIF AWRDIF Single Family Residential (per meter size) %-inch $1,774 $300 3/-inch $1,774 $450 1-inch $4,435 $750 1%-inch $8,870 $1,500 2-inch $14,192 $2,400 3-inch N/A $4,500 4-inch N/A $7,500 6-inch N/A $15,000 Multifamily (per unit) Per unit $834 $144 Commercial and Industrial (per meter size) %-inch $4,080 $300 %-inch N/A $450 1-inch $10,200 $750 1%-inch $20,400 $1,500 2-inch $32,640 $2,400 3-inch $65,280 $4,500 4-inch $102,000 $7,500 6-inch $204,000 $15,000 8-inch $408,000 N/A Non-Turf Irrigation (per meter size) PWSDIF AWRDIF %-inch $3,193 $300 3/-inch $3,193 $450 1-inch $7,983 $750 1'/2-inch $15,965 $1,500 2-inch $25,544 $2,400 3-inch $51,088 $4,500 4-inch $79,825 $7,500 6-inch $159,650 $15,000 8-inch $319,300 N/A Turf Uses (per acre) Turf uses less than 2 acres $18,351 N/A Golf Course Turf N/A $3,680 Lakes and Open Water N/A $4,640 Cemeteries, Parks and Schools N/A $2,880 Other Uses N/A $2,880 As you are also aware, the Town Council has approved the notice of intents to increase impact fees related to potable water and alternative water resources. Moving Forward: As the Town looks to the future, the Council may wish to consider the feasibility of enacting additional impact fees for new development within the Town. When making such a decision, several factors become important for consideration. First of all, it is important to note that almost all jurisdictions used a consultant to develop their fees, due to the large amount of analysis that must be completed to develop a legally defensible fee. It is also critical to point out that Oro Valley's growth rate has significantly decreased over the past several years and the downtrend is projected to continue given Oro Valley's current town boundaries. Staff estimates that the Town has reached a 75%-80% build-out for residential development and that the expected peak in commercial development will continue over the next 3-5 years before reaching a downturn. However, the Town is participating, along with Pima County and the Arizona State Land Department, in creating a master plan for 15.8 square miles of land located north of the Town and continuing to the Pima/Pinal County border. All of these factors are important to consider when making a decision about whether to pursue new impact fees. ATTACHMENTS: 1. Memorandum from Town Attorney Melinda Garrahan 2. Chart, "Arizona Impact Fees per Multi-family Dwelling" 3. Chart, "Arizona Impact Fees per 1,000 Square Feet of Retail" 4. Chart, "Arizona Impact Fees per 1,000 Square Feet of Office" 5. Chart, "Arizona Impact Fees per 1,000 Square Feet of Industrial" azit David Andrews, Town Manager iv:, 4_ oi_EYq��0 rN 1g F ; � r T t.flItsVt'W/ fF 1:!,-ViAr--1-:;":4--. A A4 vtjA/DED 00% MEMORANDUM ;IR 27'Eilip;: 0,' Triv To: Mayor and Town Council; David Andrews, Town Manager; Jerene Watson, Assistant Town Manager; Stacey Lemo., Finance Director II From: Melinda Garrahan, Town ' o ; Lexa M , Assistant Civil Attorney 41 Date: March 26, 2007 Re: Development/Impact Fees; Consideration Whether to Direct a Consultant Study Theq uestion has been asked whether the Town should be doing more to collect or development impact fees. Presently the Town of Oro Valley assesses three development fees, p p two for water service and one for public roads. As you know, the development fees related to water acquisition and infrastructure are the subject of current studies and Council consideration. The road development fees were recently studied and Council adopted a fee increase. Municipalities in Arizona use development fees for a variety of purposes including water and sewer services, roads, parks,arks, library services, fire and police services, waste disposal, and some make assessments for general government services.' While there are a variety of services that may supported su orted by development fees, there are limitations against who they may be assessed and for what purpose. (Please see discussion below regarding legal issues.) Because the road and water development fees have been or are under review,this memorandum will focus on the other possible development fees. 1 Arizona Impact Fees,Tables 9-13,City of Mesa Impact Fee Update, February 6,2007 available at http://www.cityofinesa.ora/building_safety/pdf/2007ImpactFees/2007Impact Fee Study Public_Draft.pdf F:\Finance\Misc\Impact Fees\032607-MM-M&C impact fees&consultant.doc Development Fees Primer Development fees are those one-time assessments municipalities may make on new development to assist in funding the infrastructure improvements needed to support growth directly caused by the development.2 Arizona statutes authorizing these types of assessments use the term "development fees", although they are commonly referred to as "impact fees" because they are assessed to cover the impacts development has on local communities. There are several requirements to enacting or amending development fees that must be precisely followed. In addition, the statutes regulating development fees are a popular target as of late for the legislature, making it incumbent on municipalities to stay abreast of all changes in order to ensure the fees adopted are legally compliant. The following is a brief summary of the services for which development fees may be assessed, the process by which they are enacted, and the legal pitfalls that may impede the use of development fees as a source of revenue. I. Development Fee Uses A development fee is a financial tool to reduce the gap between the resources needed to provide new public facilities or services or to improve existing ones to serve new residents, and the money available for that purpose. Under Arizona law, development fees are supposed to assist ing rovidin "necessary public services" by the municipality.3 Development fees are p assessed and dedicated principally for the provision of additional services such as water and sewer systems, roads, libraries and parks and recreation facilities made necessary by the presence of new residents in the area. The funds collected cannot be used for operation, maintenance, repair, alteration or replacement of existing capital facilities.4 Currently, state law does not specifically define "necessary public services." There is a bill presently pending before the legislature that would address this issue to include "the costs of infrastructure, improvements, real property, engineering and architectural services, financing, other capital costs and associated appurtenances, equipment, vehicles, furnishings and other personalty" (personal property) within 2 ARS §9-463.05 3 Id 4 Carrion,Carmen, Libby,Lawrence W.,Development Impact Fees:A Primer, available at http://www- agecon.ag.ohio-state.eduIProQrams/Swank/pdfs/dif.pdf Page 2 of 6 the ambit• of necessary services. proposed 5 This ro osed amendment sheds some light as to what types of services would be appropriate for development fee assessments. II. Initiating Development Fees In order to implement a development fee, a municipality must give at least sixty (60) days notice to the public that a feecontemplated.is At the time the notice is given, the municipality must also release a written report that supports the assessment of a development fee.6 Common practice among municipalities in Arizona is to hire a consulting firm to compile a development fee study and, if approved by legislative the body, use that report as justification for instituting or revising development ment fees. a noticeperiod has passed, the legislative body must hold a public After the sixty (60) day • the development fee. Once the public hearing has been held, the hearing on the issue of p municipality must wait at least an additional fourteen (14) days before they may adopt the fee. If ' ninetydays after formal adoption.8 adopted, the development fee becomes effective III. Legal Considerations When Adopting Development Fees There are fairly legalrequirements clear dictating what types of developments fees may Y be assessed and against whom. Statutorily, development fees must be assessed on a "non- discriminatory" basis, must result in a beneficial use to the development and must bear a reasonable relationship to the burdenimposed im osed on the municipality.9 Case law in Arizona interpretsandpaints a fairlyclear picture of how development fees should be these requirements enacted and may be used. The first requirement, that development fees must be assessed in a non-discriminatory fashion, means that, if a municipality going nici ali is oin to assess development fees, they must apply to all S Senate Bill 1423 6 A.R.S. § 9-463.05(C). 7 See.f example le City of Mesa Impact Fee Update,February 6,2007 available at esa.orQ uildinQ safety/pdf/2007_Impact_Fees/2007Impact_Fee_Study_Public_Draft.pdf, http://www.cityofm � �- at Town of Queen Creek Development Fee Study,February 15,2006 availableo o o df http.//www.qu eencreek.org/TownHall/assets/pdf/DevFees/Development%20Fee/o20Report/020_/o20FINAL p , City of Surprise Development Fee Study,December 14,2006 available at http://www.surpris eaz.com/archives/11/REGULARCITYCDUNCILMEETINGAGENDADEC142006.pdf Item#19; City of Casa Grande Development Fee Study,January 5,2007 available at http://www.ci.casa- grande.az.us/finance/pdf7dev_fee study_2007.pdf 8 A.R.S. §9-463.05(C). 9 A.R.S. § 9-463.05(B). Page 3 of 6 parties on the same basis. All new development that results in an impact must be assessed the same kind of fees, althoughmay vary feesbythe magnitude of impacts. This "magnitude of Y concept is how a municipality mayjustify assessing a higher fee against commercial impacts" p tY development than residential, or vice versa depending on the type of fee and the impact it is designed to offset. The second and third statutoryrequirements comprise what is known as the "dual rational nexus" test.10 To determine if these statutory requirements have been met the courts look at related to the need for public services and whether there is a whether the fee is factually reasonable relationship to the portion ofpublic the burden created by the development." Some of fees that would not pass this test would be assessing fees for parks or library examples services against commercial developments or a fee for a public parking structure against a p residential development. These requirements do not, however, dictate that municipalities have a precise plan as to p how the funds raised will be s ent.12 There must be documented justification for why the fee is needed and in what amount, but at this time the law does not require that municipalities have and/or immediate plans for how to best meet the service needs created by the new concrete developway ment.13 Byof illustration, a municipality could determine that because of new development, public safety infrastructure will become necessary in the future. They may more present aplan that in five years a new police substation will be built near where the development isog occurring. Later, however, they may discover that a more feasible solution is to purchase vehicles so as to provide better coverage of the area instead of having a stationary building. more As long as the revenue raised still provides the necessary services the fee was originally assessed provide,to municipality the munici alit has some leeway in determining the best way to accomplish its goal. may Development feesonlybe assessed for services provided by the municipality in p order to meet the standards set forth by statute. For example a municipality may not assess sewer development fees unless they provide sewer services. This also includes not attempting to assess fees municipality for services the munici ali is not authorized to provide. In Home Builders Ass'n of Central Arizona v. City of Apache ache Junction, for example, the city attempted to impose development fees 10 Home Builders Ass'n of Cent. Arizona v. City of Scottsdale, 179 Ariz.5, 875 P.2d 1310(Ariz.App.Div. 1,1993). 11 Home Builders Ass'n of Cent. Arizona v. City of Scottsdale, 187 Ariz.479, 930 P.2d 993 (1997). 12 Id. 13 Id. Page 4 of 6 that would then be passed on to the local school district to defray the costs of building more schools due to residential developm ent.14 The court determined that, because municipal are not authorized to provide public educational services under state statute, they governments cannot assess development fees to pay for the same. The fee attempted by Apache Junction failed "necessary services" requirement discussed in the first section, as would any similar to meet the n y q fees for services not provided by the municipality. As with anyaction taken by the legislative body of a municipality, all statutory prerequisites must be met before a development fee may be implemented. This includes ensuring that the fee is for a necessaryservice provided by the municipality that is rationally and factually relateddevelopmentagainst to the a ainst which the fee is assessed and that all timelines are met in approving the fee. As indicated above, development fees are often target for the legislature and this session is no different. In addition to the suggested language regarding the definition of necessary services, Senate Bill 1423 also adds several requirements for p municipalities that use development fees. These include the development of an infrastructure m iprovements plan that sets forth the estimated future necessary services required as a result of development, a forecast of the costs for any capital costs associated with providing those pp necessary services, and documentation supporting the plan. Additionally, there must be a public infrastructureplan that maybe held at the same time as the public hearing on the hearing on the development fee itself. These changes may create some difficulty in instituting development fees as the time and effort involved in compiling such report could be substantial. It may also reduce some of the p g a flexibility municipalities implementing alities have in im lementing the projects made necessary by the new types of fees are intended to pay for. As with all proposed legislative development that these changes, the changes may not become law. The analysis provided above is based on development fee law andan as it stands to day fees implemented between now and the end of Y the current legislative session will have to follow the process as outlined. Conclusion comparison and informational purposes, some examples of development fees For assessed by variousjurisdictions Arizona are included with the hard copy of this memorandum. 14 198 Ariz.493, 11 P.3d 1032(Ariz.App.Div.2,2000). Page 5 of 6 64 4 Development fees can be a valuable resource for local government to keep up with the demands of new development. They can be an alternative to property taxes and, in theory, allow new development to pay for the burden it places on a community. Legal requirements, however, mandate that local government examine the situation carefully to determine if the incremental demands of new growth justify the assessment of development fees, and then spend the fees collected on incremental improvements in infrastructure and service needs, not on existing deficiencies. Certain types of development fees would not meet state legal standards, for example: development fees assessed by the Town against commercial development for the support of the library, parks and recreation; or development fees assessed against residential development for fire and sewer services which the Town does not provide. Moreover, the current state of services or infrastructure provided by the Town may make it impractical to adopt an impact fee in some instances. We understand that some time ago the Town considered a parks impact fee on new residential development. At that time, however, the Town was far behind any standards for parks and recreation infrastructure and did not have the funds to bring the infrastructure up to standard. Because a parks development fee could only be justified and spent on the incremental additional infrastructure directly related to new growth, and not on bringing all parks and recreation infrastructure up to standard, the Town did not adopt a parks development fee. This same issue would have to be faced in considering certain development fees at this time. In depth analysis would be needed. Even when the Town does provide a service or infrastructure and arguably it is burdened by new residential and/or commercial development, given the requirement that any development fees must be in proportion to the burden, then the calculations necessary to support adoption of fees will be relatively complex. For example: If police services and equipment are benchmarked at their current levels, then it may be possible to develop information on appropriate impact fees for residential and commercial development that are proportional to the additional costs related to providing the same level of law enforcement services taking into account the additional burden. This level of analysis will, however, require outside expertise. If Council wishes to consider adopting additional development fees then the members may want to consider directing staff to contract with a consultant to study the feasibility of such action. Page 6 of 6 r I Table 10 ARIZONA IMPACT FEES PER MULTI-FAMILY DWELLING Gen. Storm d �e Solid Waste- ':.s t` ` : , r � ,: t. _ Library� - :Fire Police Gov't Waste Drain Total Jurisdiction ..�:,. �- --- 'Nater :: Water ,Roads _Parks $588 Bullhead City $588 Yavapai Co. $1,150 $1,150 Marana (2) $236 $1,826 $2,062 Chino Valley $1,442 $487 $131 $270 $138 $2,468 Show Low $153 $1,832 $377 $122 $2,484 Oro Valley $296 $2,280 $2,576 Tempe $1,226 $1,588 $2,814 Apache Junction $107 $52 $1,661 $542 $252 $128 $80 $2,822 *Buckeye $248 $153 $1,092 $190 $728 $315 $188 $2,914 *Peoria (North) $590 $488 $208 $859 $186 $243 $117 $316 $3,007 Sierra Vista $976 $1,246 $382 $274 $318 $3,196 *Fountain Hills $326 $2,388 $32 $466 $3,212 Tucson $236 $2,259 $800 $3,295 *Mesa-Current(3) $576 $735 $851 $301 $186 $286. $291 $30 $84 $3,340 *Surprise $513 $241 $437 $948 $224 $382 $357 $265 $3,367 *Glendale $649 $192 $372 $790 $372 $245 $260 $478 $49 $3,407 Sedona $685 $534 $1,914 $66 $153 $137 $3,489 Casa Grande (1) $231 $445 $1,947 $391 $187 $463 $3,664 *Avondale $503 $359 $604 $669 $223 $413 $158 $495 $267 $3,691 Prescott $1,367 $469 $1,116 $253 $167 $84 $275 $3,731 Payson $2,523 523 $600 $647 $3,770 Goodyear(4) * $338 $217 $571 $1,104 $213 $399 $300 $365 $303 $3,810 Pima Co. (2) $236 $2,685 $1,500 $4,421 *Scottsdale $2,163 $2,465 $302 $4,930 Phoenix (5) * $299 $433 $760 $989 $120 $111 $49 $12 $2,198 $4,971 Florence $777 $993 $57 $1,032 $385 $414 $440 $638 $255 $4,991 Mesa-Proposed** (4) $1,265 $1,516 $802 $332 $273 $412 $393 $62 $195 $5,250 Mesa-Proposed (3) $1,265 $1,516 $958 $332 $273 $412 $393 $62 $195 $5,406 *Queen Creek $521 $302 $3,383 $706 $421 $926 $6,259 *Chandler $2,934 $1,465 $1,546 $1,294 $362 $296 $294 $8,191 *Gilbert $2,642 $2,957 $196 $2,106 $663 $586 $595 $9,745 State Average $873 $867 $944 $1,221 $271 $356 $246 $358 $150 $605 $3,737 *Valley Average $984 $848 $635 $1,309 $279 $373 $254 $367 $115 $722 $4,432 Notes: Assumes a 2-bedroom, 1,000 sq.ft.dwelling valued at$100,000;water and wastewater fee assumes five 2"water meters and two 2" irrigationper meters 240-unit complex; averages exclude proposed Mesa fee and communities that do not charge a fee for the facility in question. *Jurisdictions located in the Valley ** Excludes the Cultural Facility Impact fee (1)Park fee is community service fee,which includes parks, library and recreation water (2)Developments in unincorporated Pima County and Marana typically use Tucson ww (3)Solid waste fee is actually residential development tax; park fee includes cultural fee (4)Drainage fee is called public works (5)Desert View area Source: Internet and telephone survey by Duncan Associates,August 2006. CITYPDRAFT,OF MEsA\lm act Fee Update February 6,2007 PUBLIC REVIEW Dr, Page 9 4 Table 11 ARIZONA IMPACT FEES PER 1,000 SQUARE FEET OF RETAIL Gen. Solid.� n So id Storm Jurisdiction Water`` WaterRoads Parks Library ire Police Gov't Waste Drain Total Yavapai Co. no fee $0 Marana (1) $227 no fee $227 Prescott $447 no fee no fee no fee no fee $447 Show Low $106 $353 no fee $459 *Tempe $222 $273 $495 Payson $505 no fee $505 *Fountain Hills $190 $20 $300 $510 Oro Valley $698 no fee $698 *Mesa-Current(3) $162 $206 $160 $252 $250 $100: . $1,130 Chino Valley (2) $860 $180 $140 $70 $1,250 Florence $83 $106 $470 $325 $122 $178 $1,284 Casa Grande $493 $387 $173 $349 $194 $1,596 *Scottsdale $603 $472 $555 $1,630 Bullhead City $1,801 $1,801 Mesa-Proposed (3) $355 $425 $228 $363 $340 $238 $1,950 Pima Co. (1) $227 $2,197 $2,424 *Gilbert $474 $464 $1,054 $331 $312 $315 $2,950 Sierra Vista $2,550 $220 $220 $2,990 Sedona $752 $2,349 $112 $208 $32 $112 $3,565 *Glendale $462 $191 $1,907 $178 $390 $469 $58 $3,655 Tucson $227 $3,519 $3,746 *Surprise $356 $234 $512 $1,053 $1,659 $233 $4,047 *Goodyear(4) $476 $208 $1,530 $200 $1,150 $270 $220 $4,054 *Queen Creek $504 $2,819 $265 $1,028 $4,616 *Buckeye $240 $148 $1,314 $731 $2,126 $183 $4,742 *Avondale $358 $358 $2,506 $343 $380 $411 $1,700 $6,056 *Apache Junction $147 $320 $6,157 $325 $203 $7,152 *Chandler $779 $398 $5,630 $200 $170 $170 $7,347 *Phoenix (5) $609 $880 $3,922 no fee $61 $36 $2,198 $7,706 *Peoria (North) $333 $198 $14,339 $356 $1,334 $370 $16,930 State Average $434 $364 $2,853 $112 $0 $342 $527 $277 $879 $637 $3,242 *Valley Average $402 $347 $3,490 $0 $0 $395 $650 $326 $879 $768 $4,868 Notes: Assumes a 100,000 sq.ft.shopping center built at 0.15 FAR and served by a 3"water meter; "no fee"indicates that there is a fee for some land uses; averages exclude proposed Mesa fee and communities that do not charge a fee for the facility in question. *Jurisdictions located in the Valley (1)Developments in unincorporated Pima County and Marana typically use Tucson water (2)Fire fee assessed by the Chino Valley Fire District (3)Residential development tax for solid waste does not apply to nonresidential uses (4)Drainage fee is called public works (5)Desert View area Source: Internet and telephone survey by Duncan Associates,August 2006. CITY OF MEsA\Impact Fee Update February 6,2007 PUIBLIC iti vine.I)it.wr, Page 10 ..- Table CTable 12 ARIZONA IMPACT FEES PER 1,000 SQUARE FEET OF OFFICE . Waste- ., Storm Water Roads Parks Library Fire Police Gov't Waste Drain Total Jurisdiction Water Yavapai Co. no fee $0 Marana (1) $227 no fee $227 Prescott $447 no fee no fee no fee no fee $447 Show Low $106 $353 no fee $459 *Tempe $222 $273 $495 *Fountain Hills $190 $20 $300 $510 Oro Valley $698 no fee $698 $757 no fee $757 Payson $100 30 . $206 . : _ $160 $252 $250 - . $1,1 *Mesa-Current(3) $162 ..,. . Sierra Vista $1,030 $70 $80 $1,180 Casa Grande $493 $129 $244 $117 $278 $1,261 Florence $83 $106 $269 $432 $161 $236 $1,287 *Scottsdale $603 $472 $333 $1,408 Pima Co. (1) $227 $1,299 $1,526 Bullhead City $ 1 801 $1,801 Mesa-Proposed (3) $355 $425 $228 $363 $340 $238 $1,950 *Gilbert $474 $464 $377 $331 $312 $315 $2,273 *Glendale $462 $191 $913 $268 $187 $708 $89 $2,818 Chino Valley (2) $2,450 $180 $140 $70 $2,840 *Buckeye $240 $148 $445 $1,080 $720 $270 $2,903 *Queen Creek $504 $860 $81 $1,518 $2,963 *Goodyear (4) $476 $208 $900 $310 $680 $410 $340 $3,324 *Apache Junction $147 $320 $2,724 $226 $141 $3,558 Sedona $752 $2,349 $112 $208 $32 $112 $3,565 *Surprise $356 $234 $687 $1,505 $556 $333 $3,671 *Avondale $358 $358 $831 $460 $126 $550 $1,700 $4,383 Tucson $227 $4,181 $4,408 *Chandler $779 $398 $3,460 $200 $170 $170 $5,177 *Phoenix (5) $244 $352 $3,679 no fee $62 $26 $2,145 $6,508 *Peoria (North) $333 $198 $4,757 $447 $381 $605 $6,721 State Average $429 $335 $1,659 $112 $0 $437 $249 $365 $895 $606 $2,355 *Valley Average $374 $309 $1,652 $0 $0 $529 $290 $430 $895 $730 $3,189 Notes: Assumes a 100,000 sq.ft.office building at 0.25 FAR and served by a 3"water meter; "no fee"indicates that there is a fee for some land uses; averages exclude proposed Mesa fee and communities that do not charge a fee for the facility in question. *Jurisdictions located in the Valley (1)Developments in unincorporated Pima County and Marana typically use Tucson water (2)Fire fee assessed by the Chino Valley Fire District to nonresidential uses (3)Residential development tax for solid waste does not apply (4)Drainage fee is called public works (5)Desert View North service area Source: Internet and telephone survey by Duncan Associates,August 2006. CITY OF MEsA\Impact Fee Update February 6, 2007 PUBLIC REVIEW 1)itivr, Page 11 r •. Table 13 ARIZONA IMPACT FEES PER 1,000 SQUARE FEET OF INDUSTRIAL y Waste- -•.,t - Gen. Solid Storm Jurisdiction Water Water Roads Parks Library Fire Police Gov't Waste Drain Total Yavapai Co. no fee $0 Marana (1) $227 no fee $227 Prescott $447 no fee no fee no fee no fee $447 Show Low $106 $353 no fee $459 *Tempe $222 $273 $495 Payson $505 no fee $505 *Fountain Hills $190 $20 $300 $510 Sierra Vista $610 $40 $40 $690 Florence $83 $106 $83 $218 $82 $121 $693 Oro Valley $698 no fee $698 Casa Grande $493 $68 $159 $60 $179 $959 *Mesa-Current (2) $162 $206 $160 $252 $250 $100 $1,130 Sedona $752 $400 $33 $32 $126 $1,343 *Scottsdale $603 $472 $555 $1,630 *Goodyear(3) $476 $208 $240 $180 $180 $240 $200 $1,724 Bullhead City $1,801 $1,801 *Apache Junction $147 $320 $1,082 $157 $98 $1,804 *Buckeye $240 $148 $232 $676 $376 $169 $1,841 Pima County (1) $227 $1,646 $1,873 *Mesa-Proposed (2) $355 $425 $228 $363 $340 $238 $1,950 *Queen Creek $504 $486 $46 $950 $1,986 Tucson $227 $1,805 $2,032 *Glendale $462 $191 $649 $185 $132 $488 $61 $2,168 *Gilbert $474 $464 $377 $331 $312 $315 $2,273 *Surprise (4) $356 $234 $474 $973 $292 $215 $2,544 Chino Valley (5) $2,290 $180 $140 $70 $2,680 *Phoenix (6) $102 $147 $1,102 $45 $87 no fee $2,176 $3,659 *Avondale $358 $358 $512 $317 $77 $380 $1,700 $3,702 *Chandler $779 $398 $2,490 $200 $170 $170 $4,207 *Peoria (North) $333 $198 $2,934 $329 $235 $417 $4,446 State Average $411 $324 $930 $0 $0 $285 $150 $275 $881 $631 $1,673 *Valley Average $363 $294 $897 $0 $0 $340 $180 $333 $881 $758 $2,275 Notes: Based on 100,000 sq.ft.industrial building built at 0.15 FAR and served by a 3"water meter; "no fee"indicates that there is a fee for some land uses; averages exclude proposed Mesa fee and communities that do not charge a fee for the facility in question. *Jurisdictions located in the Valley (1)Developments in unincorporated Pima County and Marana typically use Tucson water (2)Residential development tax for solid waste does not apply to nonresidential uses (3)Drainage fee is called public works (4)In north zone; road fee is called public works, police fee includes fire and EMS (5)Fire fee assessed by the Chino Valley Fire District (6)Desert View North service area Source: Internet and telephone survey by Duncan Associates,August 2006. CITY OF MEsA\lmpact Fee Update February 6, 2007 t'unuc RE ii w MMjt:trr, Page 12 April 25, 2007 Dear Councilwoman Dankwerth: When the Oro Valley Public Library was opened it immediately became a PRESENCE in Oro Valley. On any given day as you walk thru the library, you will see dedicated volunteers stacking the shelves. Beyond them, you will see men and women sitting in the comfortable chairs in front of the huge windows overlooking the beautiful view of the Catalinas—most are reading- some are resting their eyes. The computer tables are filled with people of all ages. The stacks are fun to browse thru, easily accessible and guaranteed to prove you will not go home without choosing a book. This is also true of the newspapers and magazines, and if you just want to spend an hour or two, you can peruse them in comfort, right there with the beautiful views. O course the joy of the library is the children—they are omnivorous when they see the books—and their excitement takes your breath away. When you see these little toddlers checking out their books (with Mom's help), stretching to reach the keys on the computer—it is a moment in time for you. These are our citizens of tomorrow and their impact on the world begins with these small steps you are seeing as they expand their minds over the years in that free source of knowledge—the LIBRARY. But above and beyond this—the library is ours - ORO VALLEY'S - . We make the decisions expressed by the input of members of our community. If Pima County takes control of our library, they will dictate their own agenda. Gone will be, among other things, some of our dedicated caring staff, probably the extent of programming for our young people, the ability for community after-hours use of the facilities, - and - all the heart that went into the building of our wonderful library will slip away from us. 7 -r-,1//e /6 d:cez- ' . 3 p - , : -6-ii e ef ,,,- c.---/Q.,./.2z.-; Z- i e2_, iv.