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AGENDA ORO VALLEY TOWN COUNCIL BUDGET WORK SESSION MAY 21, 2007 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE BUDGET WORK SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER ROLL CALL 1. DISCUSSION OF PROPOSED WATER DEVELOPMENT IMPACT FEES AND FY 2007/08 PROPOSED WATER RATES, FEES & CHARGES 2. REVIEW AND DISCUSSION OF TOWN'S BUDGET POLICY INCLUDING CONTINGENCY RESERVE REQUIREMENTS 3. GENERAL DISCUSSION OF COUNCIL MEMBER'S BUDGETARY PRIORITIES 4. REVIEW OF FOLLOW-UP ITEMS FROM MAY 9TH TOWN COUNCIL BUDGET STUDY SESSION ADJOURNMENT POSTED: 05/16/07 3:00 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. 1 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: May 21, 2007 TO: HONORABLE MAYOR&COUNCIL FROM: Philip C.Saletta,P.E.,Water Utility Director Shirley Seng,Water Utility Administrator SUBJECT: Study Session on Water Impact fees SUMMARY: On March 21, 2007, Council approved a Notice of Intent to Establish and Increase Potable Water Development Impact Fees (PWSDIF) and a Notice of Intent to Increase Alternative Water Resource Development Impact Fees (AWRDIF). The purpose of this Study Session is to update Council on recent Activities. There have been several meetings with SAHBA, residential and commercial developers, Tucson Association of Realtors, Metropolitan Pima Alliance, Northern Pima County Chamber of Commerce and other interested stakeholders. Attached is a recent response to some items raised by SAHBA. Staff will briefly go over this document at the Study Session. Some of these meetings have been attended by Mayor and Council members, Town Management and Water Utility Management. In response to a specific comment from Council and SAHBA, OVWU has asked Red Oak Consulting to prepare an analysis that provides a more in depth review of the relationship between the AWRDIF and the Groundwater Preservation Fee.An update on this analysis will be provided. Attachments include tables from the Potable Water System Development Impact Fee Report and the Alternative Water Resource Development Impact Fee Report indicating the amounts of the proposed fees along with a table that combines the fees. The Public Hearing for both impact fees are scheduled for June 6,2007. In addition,Staff will request Council to consider Adoption of these Water Impact Fees on June 20, 2007. If adopted, the fees will go into effect on September 19,2007. Attachments: 1) Responses to SAHBA 2) Tables from PWSDIF Report 3) Tables from AWRDIF Report 4) Table of Comparison of Fees as Proposed ' . 11.4 Trer Utility Ad • trator Wate9)40,,,,„4 Director t_ett, Town Manager Town of Oro Valley Response to SAHBA Options May 10, 2007 In response to the Southern Arizona Homebuilders Association Options for Oro Valley Impact Fees, the Town provides the following comments. • Mayor and Town Council authorize formation of Community Facilities Districts for payment of Water Impact Fees. An assessment would be levied against a new residential or commercial connection. Assessment on the property would be transferred to the ultimate owner of the property and payment of the assessment would be made over a 20 year period by the property owner. This would keep the Impact Fee from being included in the mortgage and also be a tax write-off. Response: ➢ Creation of a CFD or other District is possible but there are several concerns in terms of governance and financial risk for the Town. ➢ The Water Utility is an enterprise fund of the Town and it does not assess taxes. Revenues are generated through water rates and fees. ➢ Although this would be a tax write-off for the ultimate owner, it is also an expense that is claimed as part of building costs and is in that sense currently a tax write-off for the builder. ➢ Long term this would present a risk to the town for collection of revenue. Impact fees are collected up front, because the Town has committed to providing water service to that residential or commercial site from the time a meter is purchased. ➢ If fees are not collected up front, the Town is at risk if sufficient revenue has not been collected to meet debt service payments. ➢ If a CFD is formed it will create another level of government and this new governing body and structure can present future issues regarding administration and operation. • Mayor and Town Council delay the Impact Fee program until a schedule of capital financial expenditures is developed. This would include a proposed schedule for bond sales. Response: ➢ The Potable Water Master Plan was adopted by Council and provides documentation in term of future projects. ➢ The Reclaimed Water Master Plan was adopted by Council and provides documentation of future reclaimed projects. ➢ The Town Council recently approved an IGA with the NW Water Providers that confirms the Town's plan to develop its CAP Water. ➢ The Town Council also recently approved the subcontracts for its CAP Water allocation with the CAWCD and the USBR. t 3 ➢ Also please find the attached cost tables and cash flow analyses for the AWRDIF. A preliminarybond and loan schedule is PWSDIF and included within the cash flow analysis for the AWRDIF. Any bonds or loans would be structured in accordance with the cash flow analysis. • Oro Valley Water Department explore the costs of obtaining future water from the City of Tucson via the 24 inch service line to Dove Mountain. This is in accordance with the adopted City of Tucson Northwest Plan. Capital costs probably would be cheaper and avoid duplication. Response: ➢ The Town has already worked with Tucson Water regarding the Reclaimed Water Project. The total costs for that project are included in the AWRDIF Report. The total capital costs for Phase I and Phase II are $19.5 million. This amount does not include financing costs. ➢ The Water Utility has had discussions with Tucson Water and we do not believe there would be any significant cost savings. However, we will continue to look at costs savings as we further develop our water supply and these may include participation by Tucson Water. ➢ There would not be any duplication, since Tucson Water will ultimately use the capacity in this pipeline for their customers. • Mayor and Town Council consider keeping Impact Fees at current levels and assessing a $10 per month service charge to new houses and $5 per month for existing residential customers. Commercial and multi family existing and future facilities would pay proportionately higher fees. It is estimated that a $5 per month fee charged to Oro Valley water customers for 20 years would provide $21,000,000. If the estimated 6,000 new customers are charged $10 per month then $14,400,000 would be raised, plus the present impact fee of $2,567 per residential house. Response: ➢ There is already a mechanism in place for new growth to pay for itself through development fees (impact fees) in accordance with Arizona Statutes. ➢ The Groundwater Preservation Fee (GPF) is also currently in place within the water rate structure to accomplish this. If the GPF is increased to $1.00 per 1000 gallons, this would amount to $10 per month and this is included in our projected revenues and cash flow analysis. ➢ Water Impact Fees need to increase even if some type of assessment were in place. This shifts the risk to the Town and Water Utility for collection. ➢ Staff has requested Red Oak Consulting to perform an analysis to determine the relationship of the Groundwater Preservation Fee that customers will pay to see if adjustments to the Alternative Water Resource Impact Fee could be made. • Mayor and Town Council consider charging golf courses full costs of effluent water. Economic benefit of the golf course subsidy by the Town is highly questionable. Response: ➢ There is no subsidy because all residents and customers benefit from the golf courses using reclaimed water to preserve groundwater to meet existing and future needs. ➢ All customers pay a proportional share of the costs to deliver reclaimed water to the golf courses through the GPF and the AWRDIF. ➢ The AWRD Impact Fee and the GPF are revenues that were always intended to fund the AWRD Fund and be balanced between existing customers and new growth. • Concept of phase-in of AWRDIF in 3-increments Response: ➢ SAHBA has indicated they have no objections to the Potable Water System Development Impact Fees moving forward as recommended. ➢ Town Staff is open to this concept as an option to mitigate impact to new development. s,. Town of Oro Valley Water Utility \";(1f6;4;4* .. �.� � Potable Water System Development Impact Fee Analysis Table ES-1 Comparison of Existing and Proposed PWSDIFs Single Family Residential Existing Proposed (per meter size) 5 -inch $1,774 $2,567 3/4-inch 1,774 3,850 1-inch 4,435 6,420 11/2-inch 8,870 12,840 2-inch 14,192 20,540 Multifamily . . Existing Proposed (per unit) Per unit $834 $1,230 Commercial and Industrial (per meter size) Existing Proposed 5 -inch $4,080 $4,110 3/-inch 4,080 6,170 1-inch 10,200 10,280 1'/2-inch 20,400 20,550 2-inch 32,640 32,880 3-inch 65,280 65,760 4-inch 102,000 102,750 6-inch 204,000 205,500 8-inch 408,000 328,800 Irrigation (non-turf) (per meter size) Existing Proposed 5 -inch $3,193 $4,360 3/-inch 3,193 6,540 1-inch 7,983 10,900 1'/2-inch 15,965 21,800 2-inch 25,544 34,880 3-inch 51,088 69,760 4-inch 79,825 109,000 6-inch 159,650 218,000 8-inch 319,300 348,800 Turf Uses ExistingProposed (per acre) p Turf uses less than 2 acres $18,351 $28,800 March 2007 Page v . RED CONS TI NG A DSV*;IOM OF NALCO,*•ISV4. 4...4, e- ., Town ofOro ValleyWater Utility *} f Potable Water System Development Impact Fee Analysis -;,b4.--:-.„;#-: Table 2-3 Potable Water System Development Impact Fee Demand Adjustment Factors and AWWA Meter Capacity Ratios Customer Class and Meter Size Demand AWWA Meter Adjustment Capacity Ratio PWSDIF Single Family Residential Factor p y (per meter size) %-inch 1.0 1.0 $2,567 3/-inch 1.0 1.5 3,850 1-inch 1.0 2.5 6,420 11/2-inch 1.0 5.0 12,840 2-inch 1.0 8.0 20,540 , Multifamily Residential (per unit) Demand Factor Capacity Ratio i, Per unit 0.48 NA $1,230 Commercial and Industrial (per meter size) Demand Factor Capacity Ratio %-inch 1.6 1.0 $4,110 3/-inch 1.6 1.5 6,170 1-inch 1.6 2.5 10,280 11/2-inch 1.6 5.0 20,550 2-inch 1.6 8.0 32,880 3-inch 1.6 16 65,760 4-inch 1.6 25 102,750 6-inch 1.6 50 205,500 8-inch 1.6 80 328,800 Irrigation (non-turf) Demand Factor Capacity Ratio (per meter size) p y %-inch 1.7 1.0 $4,360 3/-inch 1.7 1.5 6,540 1-inch 1.7 2.5 10,900 11/2-inch 1.7 5.0 21,800 2-inch 1.7 8.0 34,880 3-inch 1.7 16 69,760 4-inch 1.7 25 109,000 6-inch 1.7 50 218,000 8-inch 1.7 80 348,800 Turf Uses (per acre) Turf uses per acre 11.2 NA $28,800 a c. March 2007 Page 18 of 27 e ¢.A CONSULTING R Q SLT •D:Y:ftON Of MALCO..Poli![ t.E1 of Oro (14 Town ValleyWater Utility Alternative Water Resources Development Impact Fee Analysis Table ES-1 Comparison of Existing and Proposed AWRDIFs Single Family Residential (per meter size) Existing Proposed 3/8-inch $300 $4,982 3/-inch 450 7,470 1-inch 750 12,450 11/2-inch 1,500 24,910 2-inch 2,400 39,850 Multifamily (per unit) Existing Proposed Per unit $144 $2,390 Commercial and Industrial (per meter size) Existing Proposed 5 -inch $300 $7,970 3/-inch 450 11,960 1-inch 750 19,930 11/2-inch 1,500 39,850 2-inch 2,400 63,760 3-inch 4,500 127,520 4-inch 7,500 199,250 6-inch 15,000 398,500 8-inch Not Specified 637,600 Irrigation(non-turf) (per meter size) Existing Proposed 5 -inch $300 $8,470 3/-inch 450 12,710 1-inch 750 21,180 11/2-inch 1,500 42,350 2-inch 2,400 67,760 3-inch 4,500 135,520 4-inch 7,500 211,750 6-inch 15,000 423,500 8-inch Not Specified 677,600 Turf Uses (per acre) ` Existing Proposed Golf Course Turf/All turf uses (proposed) $3,680 Lakes and Open Water 4,640 $55,800 Cemeteries, Parks and Schools 2,880 Other Uses 2,880 March 2007 Page v • RED CONSULTING 4 0 It SION Gr NLCU:■+•a KFC .£Y7\ �° P Town �- r of Oro Valley 1.'`Ntk.,.„,-;-, -- ' .:- Alternative Water Resources Development Impact Fee Analysis Table 2-4 Alternative Water Resources Development Impact Fee Demand Adjustment Factors and AWWA Meter ' Capacity Ratios Customer Class and Meter Size Demand Adjustment AWWA Meter Capacity Ratio AWRDIF Single Family Residential Factor (per meter size) 5/-inch 1.0 1.0 3 $4,982 -inch t 1.0 1.5 7,470 1-inch 1.0 2.5 12,450 1'/2-inch 1.0 5.0 24,910 2-inch 1.0 8.0 39,850 Multifamily Residential (per unit) Demand Factor Capacity Ratio m Per unit - _. . 0.48 NA $2,390 Commercial and Industrial (per meter size) Demand Factor Capacity Ratio %-inch 1.6 1.0 $7,970 3A-inch 1.6 1.5 11,960 1-inch 1.6 2.5 19,930 1'/2-inch 1.6 5.0 39,850 2-inch 1.6 8.0 63,760 3-inch 1.6 16 127,520 4-inch 1.6 25 199,250 6-inch 1.6 50 398,500 8-inch 1.6 80 637,600 Irrigation (non-turf) (per meter size) Demand Factor Capacity Ratio 5/8-inch 1.7 1.0 3 $8,470 A-inch 1.7 1.5 12,710 1-inch 1.7 2.5 21,180 11/2-inch 1.7 5.0 42,350 2-inch 1.7 8.0 67,760 . 60 ! 3-inch 1.7 16 135,520 4-inch 1.7 25 211,750 6-inch 1.7 50 423,500 8-inch 1.7 80 677,600 Turf Uses (per acre) All turf uses 11.2 NA $55,800 March 2007 F Page 20 of 30f -•¢- RLL ; r:CONSULTING •DS,51.•Of li•ICOCM•R1ftE , 1 • - ef.4:t---:% t, �, TABLEF-3 ...c. 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The Town of Oro Valley, Arizona A s::::,,,,,:,,,,....,.....,..::..--,:,,,,,ott; 1.:-...- ,k:i:iiii,,,,,, Water Utility Impact Fee Analysis Comparison of Fees as Proposed Proposed Current AWRD & PWSD AWRD & PWSD Combined Impact Fees Impact Fees Increase p p Single Family Residential (per meter size) 5 -inch $ 7,549 $ 2,074 $ 5,475 3/4-inch 11,320 2,224 9,096 1-inch 18,870 5,185 13,685 11/2-inch 37,750 10,370 27,380 2-inch 60,390 16,592 43,798 (per unit) Per unit Multifamily Residential $ 3,620 $ 978 $ 2,642 Commercial and Industrial (per meter size) xi 5 -inch $ 12,080 $ 4,380 $ 7,700 3/4-inch 18,130 4,530 13,600 1-inch 30,210 10,950 19,260 1'/2-inch 60,400 21,900 38,500 2-inch 96,640 35,040 61,600 3-inch 193,280 69,780 123,500 4-inch 302,000 109,500 192,500 6-inch 604,000 219,000 385,000 8-inch 966,400 408,000 558,400 Irrigation (non-turf) :......:....... ......... ......:. .. :..:.. (per meter size) . 3/4-inch $ 12,830 $ 3,493 $ 9,337 3/4-inch 19,250 3,643 15,607 1-inch 32,080 8,733 23,347 11/2-inch 64,150 17,465 46,685 2-inch 102,640 27,944 74,696 3-inch 205,280 55,588 149,692 4-inch 320,750 87,325 233,425 6-inch 641,500 174,650 466,850 8-inch 1,026,400 319,300 707,100 Turf Uses (per.,;:pere) All Turf Uses $ 84,600 $ 22,031 $ 62,569 r.. OJr.LEY, � Y�p Town of Oro Valley Study Session Proposed Water Rates May21 , 2007 I Overview • Commission Recommendation — Preferred Financial Scenario • Impact to Customers • Alternate Financial Scenario • Schedule and Process vl 4Ji +, •.>vv:Yr. :/: :;.ti.,::::?•::•::•>:<;;•::.>::•;:?.;•. .:iso'r'-'.•`::Y:>:n':fi±:�>::+•:�......r...�:::::::�::!:?•,a•:•v -� ::.:::::...r::..:.:•:::.;;�i;:;-%':.>:�:::.:.:: .3453 1 F; Commission Recommendation Preferred Financial Scenario • No increase in base rates for potable or reclaimed • Decrease in 8" meter from $1,325 to $1,060 • Restructure existing 3-tier rate design to 4-tiers • Reduce water use in each tier to promote conservation • No increase in commodity rates for first 3 tiers - 4th tier established at$5.00/ 1,000 gallons over 32,000 gallons • Increase Groundwater Preservation Fee (GPF) — Potable customers$0.15 per 1,000 gallons(from$0.25 to$0.40) — Reclaimed customers$0.04 per 1,000 gallons (from$0.21 to$0.25) • Increase construction water rate by $1.24 from $4.76 to $6.00 per 1,000 gallons - Construction water rate to be$1.00 higher than 4th tier r Lr ii•v'vv::r.vnt:•:::.. � '�: .:•}}i}yv;f.:v;:.v::y::•:::}vv:t?.,:.;..4i;{��.:t:':::::}{{•.�:}•n::{:1:::::w.Y.•rn....n•.v:w::1n•:;;::.••:}:}:::•.`':�:..� rr♦rr♦♦ ....:: ...�:....:::::�:: _: .... n...t:Y..:. r::�;^iy:..'l�♦♦♦r r r�!r I♦ nv::. w:.t::•::.v.•v.::.:m:.:nv,..n:•::.ttv::.::•t•.v:::::.:v:::. n::{ ... - ... .......:.:' ��...... ..r..:.:ia}}t'}:};i::i}>:'t}:}y}•:i::'{t::.v'}'.Y.:.Y:::.:v::.v::::.v:n:w.••::.::::nv:.v::::.:n�::: ......... ........ r♦♦ / ...'.:.,.. n.... •\.;/.,..}:::.:::w::••;.•::::•v::..;:v...........:...•..::ffv::::.v:nv::.^:v}+in.,n.... . !rr♦ .'. .........m.n::.v,..}.,ry}:},.>v.;r»...t..,,.............v•.::•::::.•n•y;..:.:...:Y:::v::....... ..............:.............� ♦♦!♦! n.:::..>.n......... .tip.. ::.::!.}:' :.': .,-. ;....v•::::::v::.::::::nv:::: .......:v.4.}:�}i:^}:v::.vn.•• r.. ..,:v:.... .t:i•.}}:':�:::i+'i}•:?iiiel::n;:h:. Impact Customers • Residential customers with 5/8" meter averaged 10,000 gallons per month last year • Based on this usage, customers would pay $3.69 per month more (10.1% increase) - $2.19 in water use charges due to 4 tier rate design - $1.50 in increased GPF charges • Customers using 7,000 gallons or less would pay between $0.15 to $1.05 more (1.0% -3.6%) - This represents the increase in GPF only - During CY 2006, 50% of residential customers with a 5/8" meter averaged 7,000 gallons or less • Increase per month depends on individual water use , l � ♦ 2 Alternate Financial Scenario • Provided to Council as an option • Assumptions same as Preferred Scenario • Revenue generated with existing 3-tier rate design • No increase in base rates or commodity rates • Increase Groundwater Preservation Fee (GPF) — Potable customers $0.15 per 1,000 gallons (from $0.25 to $0.40) — Reclaimed customers$0.04 per 1,000 gallons (from $0.21 to $0.25) • Meets debt service coverage requirements • Future rate increases would be greater than the Preferred Financial Scenario starting in FY 08-09 •'�:;FFQ.??�r��Y ff}:� 1.4:1Y:,•.y<Y;�.,v,,r� !� :. • r .Y.vn;�... 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Existing Structure Proposed Structure Alternate Scenario (G-R1) Preferred Financial Scenario (E-R2) Number of Number of Gallons Customers Gallons Customers 0 334 0 334 1000 485 1000 485 2000 770 2000 770 3000 1035 3000 1035 4000 1216 4000 1216 Tier 1 = 50% 68% 5000 1292 Tier 1 5000 1292 7,625 10,483 6000 1295 6000 1295 7000 1198 7000 1198 8000 1082 T 8000 1082 9000 958 2,858 9000 958 10000 818 ,1, 10000 818 11000 689 11000 689 12000 594 12000 594 Tier 2 = 37% 13000 509 13000 509 5,726 14000 420 14000 420 15000 354 15000 354 16000 302 16000 302 28% 17000 266 Tier 2 T 17000 266 4,220 18000 221 18000 221 19000 186 19000 186 20000 163 20000 163 21000 135 1,352 21000 135 22000 110 22000 110 23000 103 23000 103 24000 92 24000 92 Tier 3 = 11% 25000 76 ,, 25000 76 1,656 26000 70 26000 70 27000 52 27000 52 28000 44 28000 44 4% 29000 43 Tier 3 29000 43 575 30000 34 30000 34 31000 31 31000 31 32000 30 32000 30 over 32000 271 271 over 000 271 Tier 4 = 2% moTro O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 a E W 0 6 O 6 6 6 to 6 6 6 02p• O ct a U a >- ( 0 HI— J w o 0 0 0 0 0 0 00 Z Q 0 V) o 0 0 o 0 0 0 0 W O o Q Q Q Q Q Q Q Q Q 0 O N v co uc cD 0 0 0 W ec W Cl V' CD NI,-ti O N N • G _W O Z Z Z Z Z Z Z Z Z a a N Lo ao r e- U 0 Q- 0 a 0 > > >0 >0 > 0 >0 >0 0 0 Z W- W_ W ~ a 0 ~ Z Wam Z O O ceo www W co W W W W J W Q Q Q Q Q Q Q Q Q cn cn a E W o ti ti t` t. ti t` t` N- ti O M ai M M M M M M M z z z z z z z z z O O (71 aO w W 0 -a U a a.) o 0) O cn O cn O 0 0 0 0 0 0 0 0 0 0 0 0 0 O O o O 0 O O O 0 r a r > Uj o 0 0 0 0 0 0 0 o O O HI--- Q W M N ^ OO N CD- N a L a L Z Q ('7 Ur W N to o0 r r L Q L a O o (0 (0coo (0 (0 (0 (0 (0 (0 0 mite o o W � w o cYi cri ri cri ri ri ri c-i ri a r o D17- '-- Q O o 0 0 0 0 0 0 0 0 O 6 W w 0 0 EA EA 0 0 O u a M ci 0 00 0 0 0 a NM tD N ,t o w J N N Z Q W H - W_ H _ m 0 N o Z ~ Z o 0 0 0 0 0 0 0 0 0 O O W o 0 W O O o 0 0 0 Co 0 cn U) r r r r r r r r r CO.WW CO 00 CO CO 00 CO 00 00 Ct v �t co co cfl c C _ J W a W 0 N N N N N N N N N J cc N N N cfl oNo 00 Oo O O J w O � H ce ''a^^ Q c� c� m m f- 'O a O W W V U 0 0 4) 0 0 0 0 0 4) W O U - > > > > > > > > > .-• O O re U c 2 2 z 0 0 0 0 0 0 0 0 0 o o W Cl) V 0 0 0 0 0 0 0 0 0 0 0 D 0 D O H Cn W W 0 0 0 0 0 0 0 0 0 0 0 L 00'- Q v� W a o R. 0000000 Q) i- .(2 a �t HI- a cc c (i 4 00 00 0 0 0 Q Q. •u w Z Q N Q D W N M cD CO N "cta (0 10 In CO C W r r r r r ,- = J O N N N W a ca LU W CC O o 00 00 00 00 00 0o co 00 0o 0 o C c W 0 a J W • m ? ,_ N N N N N N N N N Z a 0 0 0 0 0 W W ce 0 0 0 0 0 0 0 0 0 a O . < 0 ° w ti o o LD; cn o 0 > O (n 0 a 0 a a N f� N N a r r O ce w a, a < ? v N .__ _r. 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Z O -0 Cn C) i H Z 0 MW CO Ni Ni -L -L O C) O CO CO Co Co 00 -.1 -1 0) 0) Cn 01 01 A A A -A W W W Ni Ni Ni N - - r = H U) 3 A O a) - v W CO 01 - 0) Ni 00 A O 0) -L W CO 0) W CO 0) W O -1 W O Co cn W O 0o Cn W r W▪ N O CO �1 Cn A N CO �1 O IN W 'co bo O Cn N O 0o O N O 0o O a7 O N N Q O rn z z.. 00 N (3) O -A 03 Ni 0) O A Co Ni a) O A 00 Ni a) O CO 03 0) 01 A W Ni ---L---LW 01 CO -,- W 01 0 Z m izi X XO Ni � , � � � _, � � � � � � _%. _%. , � � _, m o H W W A A A 01 01 O a) v a) 0) Cn A W N - co o0 00 0o co CO CO O 03 a) W W W N N - -L O > m D A A CO 'co Cb CJ CO 6) CO - 'co :A CW -- Cho 0) Cb :. :,1 iv - a) CJ .c) 1,1 iv 1,1 C) C:) rn Z t- 0 0 c.),:,) 0 850 0 0 0 0 0 0 ,,?,c,, 0 0 8 0 0 0 0 0 0 0 0 0 ,..i..: 8 8 0 0 0 0 0 0 0 0 Oro Valley Water Utility Water Use Data 12/01/05 thru 12/01/06 5/8" x 3/4"water meters - residential only The usage below accounts for 15,278 customers which represents 86.8% of the total customer base. Existing Structure Proposed Structure Alternate Scenario (G-R1) Preferred Financial Scenario (E-R2) Number of Number of Gallons Customers Gallons Customers 0 334 0 334 1000 485 1000 485 2000 770 2000 770 3000 1035 3000 1035 4000 1216 4000 1216 Tier 1 = 50% 68% 5000 1292 Tier 1 5000 1292 7,625 10,483 6000 1295 6000 1295 7000 1198 7000 1198 8000 1082 T 8000 1082 9000 958 2,858 9000 958 10000 818 ,l, 10000 818 11000 689 11000 689 12000 594 12000 594 Tier 2 = 37% 13000 509 13000 509 5,726 14000 420 14000 420 15000 354 15000 354 16000 302 16000 302 28% 17000 266 Tier 2 T 17000 266 4,220 18000 221 18000 221 19000 186 19000 186 20000 163 20000 163 21000 135 1,352 21000 135 22000 110 22000 110 23000 103 23000 103 24000 92 24000 92 Tier 3 = 11% 25000 76 1 25000 76 1,656 26000 70 26000 70 27000 52 27000 52 28000 44 28000 44 4% 29000 43 Tier 3 29000 43 575 30000 34 30000 34 31000 31 31000 31 32000 30 32000 30 over 32000 271 271 over 32000 271 Tier 4 = 2% TOWN OF ORO VALLEY COUNCIL COMIlVILTNICATION STUDY SESSION DATE: May 21, 2007 TO: HONORABLE MAYOR 8c COUNCIL MEMBERS FROM: Shirley Seng,Water Utility Administrator Philip C Saletta,P.E.,Water Utility Director SUBJECT: Proposed Water Rates,Fees &Charges SUMMARY: The functions and duties of the Water Utility Commission include reviewing and developing recommendations for water revenue requirements, water rates and fee structures. The Commission has recommended Preferred Financial Scenario which includes a 4-Tier water rate design. The following are the proposed changes in water rates,fees and charges for FY 2007-08: • The base rates remain the same for both the potable and reclaimed water rates with the exception of the 8-inch meter. • The base rate for the 8-inch meter will decrease from$1,325.00 per month to $1,060.00 per month • Restructure the ems' ting 3-Tier commodity rate design to a 4-Tier commodity rate design for the potable water rates • The commodity rates for the ems' ting 3 tiers will remain' the same • The proposed Tier 4 will be established at$5.00 per 1,000 gallons • The water use contained within each Tier will be decreased to further promote water conservation • Reclaimed commodity rate will not change - all reclaimed water use will be charged at the potable water Tier-1 rate • Increase the Groundwater Preservation Fee by$0.15 per 1,000 gallons for the potable water customers • Increase the Groundwater Preservation Fee by$0.04 per 1,000 gallons for the reclaimed water customers • Construction water rate at$6.00 per 1,000 gallons which is $1.00 greater than the highest tier The Water Rates Analysis Report will also contain an Alternate Financial Scenario which will provide the Council with an option to maintain the existing 3-Tier water rate design. These recommendations were based on analysis of the Utility's estimated revenue requirements for the three Funds that comprise the Water Utility: • Enterprise Fund: The Enterprise Fund manages the operations and maintenance of the potable and reclaimed water systems including personnel, O&M, existing system improvements and debt service. Revenues are received from water rates,fees and charges. • Alternative Water Resource Development Impact Fee Fund: The AWRDIF Fund manages the alternative water resource capital costs (reclaimed and CAP water) and related debt service. Revenues are received from alternative water resource development impact fees. Groundwater Preservation Fees are contributed from the Enterprise Fund to this Fund to assist with debt service. TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 2 OF 2 • Potable Water System Developmentp Impact Fee Fund: The PWSDIF Fund manages the potable water capital improvements that are growth-related and debt service. Revenues are received from potable water system development impact fees. the Commission and Utility to developing their recommendations, Staff evaluated financial considerations related to significant short and longterm capital expenditures, the Utility's existing cash reserves, the ems' ting were to ensure that all annual debt service payments. During this process, the goals outstanding debt and the p ym . . ' ' were met,cash reserves were utilized to future debt and existingrate setting policies and bond covenants • rate increases would continue to encourage voluntary water conservation. proposed • water rates,fees and charges at the Study Session. The final Staff will present the major elements of the proposed . at theJune 2007 Council Meeting with the Notice of Intent. AllWater Rates Analysis Report will be presented 6, information will be available in the Council packets on May 25,2007. i Cs' 1,, Wa-t- ty A rat A Water Utili Director • 4 J :.L. •A / /•: f heal Town Manager TOWN OF ORO VALLEY COUNCIL COMMUNICATION STUDY SESSION DATE: May 21, 2007 TO: HONORABLE MAYOR & COUNCIL FROM: Stacey Lemos, Finance Director SUBJECT: REVIEW AND DISCUSSION OF TOWN'S BUDGET POLICY INCLUDING CONTINGENCY RESERVE REQUIREMENTS SUMMARY At both the May 5 and May 9, 2007 budget study sessions, the Mayor and Town Council requested that staff present information for Council consideration on the Town's budgetary and contingency reserve policy. Attachment A to this communication is Resolution No. (R)01-28 establishing the existing fiscal and budgetary policy for administration of the financial operations of the Town of Oro Valley. Within the resolution, Section 2 — Balanced Budget states that "The Town will develop an annual budget whereby recurring Town revenues will be sufficient to support recurring operating expenditures with no use of the General Fund contingency to support ongoing operational expenses." Meanwhile, Section 3 — Contingency Reserve states that "The Town will maintain, at a minimum, a contingency reserve in the General Fund which represents 20% of the General Fund and Highway Fund's combined annual expenditures. Contingency reserves in excess of the minimum may, at the Town Council's discretion, be used to fund "one-time" non-recurring expenditures." Additionally, the Water Utility Enterprise Fund maintains an adopted policy whereby cash reserves are maintained at or above 5% of the total annual budget (excluding contingency). FY 2007/08 TOWN MANAGER'S RECOMMENDED BUDGET COMPLIANCE WITH POLICY Attachment B to this communication demonstrates the FY 07/08 Town Manager's Recommended Budget compliance with Section 2 of the existing policy. The budget is showing a slight surplus with recommended recurring revenues in the amount of $29,421,649 and recurring expenditures in the amount of $28,922,785. The Town Manager's Recommended Budget also shows a budgeted Contingency Reserve in the General Fund of $9,809,341, or 28.8% of the total General Fund's expenditures. Over time, as the expenditure budget in the General Fund has grown, the practice of setting aside at least 20% of just the General Fund's annual expenditures as the Contingency Reserve has become a more common and acceptable followed practice. The adopted General Fund Contingency Reserve for each year has met or exceeded this 20% threshold consistently since the adoption of the policy. The Recommended Budget also includes a one-time, $3 million transfer from the General Fund Contingency Reserve to the Municipal Operations Center Fund to help reduce the cost of financing G:\STACEY\Council Communic\Budget and Contingncy Policy 5-21-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 2 OF 3 the construction of the Center. This $3 million, combined with a $450,000 transfer from the Highway Fund and a $1.6 million transfer from the Water Fund reduces the estimated amount needed to finance the Center from $30 million to $25 million. Over a 25-year financing period, the annual debt service payment on $25 million is approximately $1.7 million, while the annual debt service on $30 million is approximately $2.1 million. The annual savings of $400,000 per year over the 25-year financing period could be used for additional operational capacity each year within the budget. RECOMMENDED GUIDELINES FOR CONTINGENCY RESERVES Several professional governmental accounting and budgeting associations, as well as bond rating agencies, have recommended guidelines for local governments to follow when establishing contingency reserve policies. The Government Finance Officers Association (GFOA) recommends that "at a minimum, general-purpose governments, regardless of size, maintain unreserved fund balance in their general fund of no less than five to 15 percent of regular general fund operating revenues, or of no less than one to two months of regular general fund operating expenditures." A copy of GFOA's recommended Appropriate Level of Unreserved Fund Balance in the General Fund is attached as Attachment C. Bond rating agencies analyze a local government's historical operating results and review the matching of recurring revenues with recurring expenditures, and review to ensure the minimal use of nonrecurring revenues to fund ongoing expenditures. According to Fitch Ratings, "fund balance drawdowns are acceptable if they are not severe and a realistic plan exists to restore structural balance or they are used for one-time expenditures, such as capital funding, and sufficient reserves remain after the drawdown." An excerpt from Fitch Ratings' Local Government General Obligation Rating Guidelines is included as Attachment D for your information. Finally, Town staff surveyed a number of other Arizona cities and towns to provide a comparison of contingency reserve thresholds. A copy of those results is attached as Attachment E and shows that Oro Valley's rate of 20% is average among those polled. Town staff is seeking direction from the Mayor and Town Council as to whether changes should be made to the Town's existing contingency reserve policy. ATTACHMENTS: 1. Attachment A — Resolution No. (R)01-28 2. Attachment B — Comparison of Recurring Revenues and Recurring Expenditures — FY 07/08 Town Manager's Recommended Budget 3. Attachment C — GFOA's Appropriate Level of Unreserved Fund Balance in the General Fund 4. Attachment D — Excerpt of Fitch Ratings' Local Government General Obligation Rating Guidelines 5. Attachment E — Comparison of Contingency Fund Rates Throughout Arizona G:\STACEY\Council Communic\Budget and Contingncy Policy 5-21-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 3 OF 3 Stacey L�s Finance ctor 010l-c44 JDavid L. Andrews Town Manager G:\STACEY\Council Communic\Budget and Contingncy Policy 5-21-07.doc : ; .. #.4' , Attachment A RESOLUTION NO. (R)01- 28 • A RESOLUTION OF THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, RESCINDING RESOLUTION NO. (R)97-03 AND RE-ENACTING THE FISCAL AND BUDGETARY POLICY FOR ADMINISTRATION OF THE FINANCIAL OPERATIONS OF THE TOWN OF ORO VALLEY, ARIZONA. WHEREAS, on January 21, 1997, the Council did approve Resolution No. (R)97- 03, which adopted a fiscal and budgetary policy for administration of the financial operations of the Town of Oro Valley, Arizona, and; WHEREAS, establishing and updating fiscally sound budgetary policies and practices will enable the Town to achieve and maintain a long-term stable and positive financial condition, and; WHEREAS, the process of developing fiscal and budgetary ry policies provides guidelines to Town Management in planning and managing the Town's day-to- day financial affairs and in developing recommendations to the Town Council, and; WHEREAS, publicly adopted policies contribute significantly to credibility and • confidence in government from the public and financial community, and; WHEREAS, an explicit policy facilitates continuity in handling the Town's financial affairs; NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA: Section 1 — That Resolution No. (R)97-03 is hereby rescinded. Section 2 — Balanced Budget The Town will develop an annual budget whereby Y recurring Town revenues will be sufficient to support recurring operating expenditures with no use of the General Fund contingency to support ongoing operational expenses. Section 3 — Contingency Reserve The Town will maintain, at a minimum, a contingency reserve in the General Fund which represents 20% of the General Fund and Highway Fund's combined annual expenditures. Contingency reserves in excess of the minimum may, at the Town Council's discretion, be used to fund "one-time" non-recurring expenditures. Section 4 -- Level of Authority The Town's annual budget shall be legally adopted by the Town Council at the fund level, except in the General Fund, w where it shall be adopted at the department level. To provide sufficient control • and accountability, budgets shall be prepared and monitored by major expenditure categories (personnel, operations and maintenance, capital outlay, debt service). Section 5-- Service Level Funding Given that the provisions of Section 1 and Section 2 of this Resolution have been satisfied, every effort will be made to maintain, at a minimum, existing levels of public services for the community. Y Section 6 — Lapsing of Appropriations All budgetary appropriations that have not been expended or lawfully encumbered shall lapse at the end of the fiscalY ear June 30. Appropriations for capital projects in progress at fiscalY ear end shall be made for the subsequent fiscal year. Section 7 — Budget Amendments and Transfers Because detailed budgets are considered by the Town to be a planning tool for department management, departments should have some degree of flexibility in establishingand adjusting J g such detail including major expenditure categories (personnel, operations and maintenance, capital outlay, debt service). To provide such flexibility, the following budget amendment and transfer provisions shall apply: Y A) Transfers between funds shall require the recommendation anon of the Town Manager and formal action by the Town Council. B) Transfers between the line items within each major expenditure category shall be permitted upon recommendation of the Department Head and approval by the Town Manager. C) Transfers between the line items or major expenditure categories to fund additional personnel or increased expenditures as a result ofP ersonnel reclassifications shall require the recommendation of the Town Manager and formal action by the Town Council. D) Transfers between the operations and maintenance and capital outlay major expenditure categories shall be permitted upon recommendation of the Department Head and approval by the Town Manager. E) Transfers that would reduce or eliminate funding for items designated in the adopted Capital Improvements Program shall require the recommendation of the Town Manager and formal Council action. F) Transfers that would reduce or eliminate funding for debt service shall require the recommendation of the Town Manager and formal Council action. 4 Section 8 — Long-Range Forecasts The Town's annual budget shall include 40 revenue forecasts for the proposed current budget plus an additional two years to test the ability of the Town to absorb expenditures and to react to changes in the economy or service demands. Section 9 — Performance Measurement The Town will minimize the financial burden on its taxpayers by routinely evaluating both its administrative and direct service delivery systems in terms of efficiency, effectiveness and responsiveness. Technology will be utilized when feasible to increase efficiency and cost-effectiveness. Section 10 — Productivity Improvements The Town will promote the understanding that its employees are its most valuable resource and will employ p Y sound management practices when planning for service delivery. The Town will be committed to maintaining and improving the productivity of staff through a pleasant working environment, appropriate equipment including office automation and computer applications, necessary training and adequate supplies and materials as resources and adopted policies permit. PASSED, ADOPTED AND APPROVED by the Mayor and Town Council of the Town of Oro Valley, Arizona, this 18th day of April , 2001 . TOWN OF ORO VALLEY, ARIZONA • Paul H. Loomis, Mayor ATTEST: Kat n E. Cuvelier, Town Clerk APPROVED AS TO FORM: ,t f. r411 A AL Dan Dudley, Town Attorney • • ATTACHMENT B 'General Fun & Recurring Revenues v. Recurring Expenditures FY 2007/2008 Recommended Budget Recurring Revenues Local Taxes 13,034,840 Fines, Licenses & Permits 2,042,000 Federal & State Grants 868,366 State Shared Revenue 11,141,691 Charges for Services 873,041 Miscellaneous 1,461,711 $ 29,421,649 Recurring Expenditures Personnel 19,868,597 Operations & Maintenance 6,411,608 Debt Service, Fund Transfers & Other Operating Capital 2,642,580 $ 28,922,785 FY 2007/08 Budget Surplus/(Deficit) $ 498,865 Attachment C Appropriate Level of Unreserved Fund Balance in the General Fund(2002) Background. Accountants employ the term fund balance to describe the net assets of governmental funds calculated in accordance with generally accepted accounting principles(GAAP). Budget professionals commonly use this same term to describe the net assets of governmental funds calculated on a government's budgetary basis.i In both cases,fund balance is intended to serve as a measure of the financial resources available in a governmental fund. Accountants distinguish reserved fund balance from unreserved fund balance. Typically,only the latter is available for spending. Accountants also sometimes report a designated portion of unreserved fund balance to indicate that the governing body or management have tentative plans concerning the use of all or a portion of unreserved fund balance. It is essential that governments maintain adequate levels of fund balance to mitigate current and future risks(e.g., revenue s o oafs an. unanticipate. expen. tures an. to ensure sta. e tax rates. and 'a ance eve s are a crucia consideration,too,in long-term financial planning. In most cases,discussions of fund balance will properly focus on a government's general fund. Nonetheless,fmancial resources available in other funds should also be considered in assessing the adequacy of unreserved fund balance in the general fund. Credit rating agencies carefully monitor levels of fund balance and unreserved fund balance in a government's general fund to evaluate a government's continued creditworthiness. Likewise,laws and regulations often govern appropriate levels of fund balance and unreserved fund balance for state and local governments. Those interested primarily in a government's creditworthiness or economic condition(e.g.,rating agencies)are likely to favor increased levels of fund balance. Opposing pressures often come from unions,taxpayers and citizens' groups, which may view high levels of fund balance as"excessive." Recommendation. GFOA recommends that governments establish a formal policy on the level of unreserved fund balance that should be maintained in the general fund.2 GFOA also encourages the adoption of similar policies for other types of governmental funds. Such a guideline should be set by the appropriate policy body and should provide both a temporal framework and specific plans for increasing or decreasing the level of unreserved fund balance,Wit is inconsistent with that policy.3 The adequacy of unreserved fund balance in the general fund should be assessed based upon a government's own specific circumstances. Nevertheless,GFOA recommends,at a minimum,that general-purpose governments,regardless of size,maintain unreserved fund balance in their general fund of no less than five to 15 percent of regular general fund operating revenues,or o no less an one to two mon s o re I ar genera • operatmg expen.itures. government's particular situation may require levels of unreserved fund balance in the general fund significantly in excess of these recommended minimum levels.5 Furthermore,such measures should be applied within the context of 1 For the sake of clarity,this recommended practice uses the terms GAAP fund balance and budgetary fund balance to distinguish these two different uses of the same term. 2 Sometimes reserved fund balance includes resources available to finance items that typically would require the use of unreserved fund balance(e.g.,a contingency reserve). In that case,such amounts should be included as part of unreserved fund balance for purposes of analysis. See Recommended Practice 4.1 of the National Advisory Council on State and Local Budgeting governments on the need to "maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unpredicted one-time expenditures" (Recommended Practice 4.1). "The choice of revenues or expenditures as a basis of comparison may be dictated by what is more predictable in a government's particular circumstances. In either case,unusual items that would distort trends(e.g.,one-time revenues and expenditures)should be excluded,whereas recurring transfers should be included.Once the decision has been made to compare unreserved fund balance to either revenues or expenditures,that decision should be followed consistently from period to period. 5 In practice,levels of fund balance,(expressed as a percentage of revenues/expenditures or as a multiple of monthly expenditures), typically are less for larger governments than for smaller governments because of the magnitude of the amounts involved and because the diversification of their revenues and expenditures often results in lower degrees of volatility. long-term forecasting,thereby avoiding the risk of placing too much emphasis upon the level of unreserved fund balance in the general fund at any one time. In establishing a policy governing the level of unreserved fund balance in the general fund,a government should consider a variety of factors,including: • The predictability of it revenues and the volatility of its expenditures(i.e.,higher levels of unreserved fund balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating expenditures are highly volatile). • The availability of resources in other funds as well as the potential drain upon general fund resources from other funds(i.e.,the availability of resources in other funds may reduce the amount of unreserved fund balance needed in the general fund,just as deficits in other funds may require that a higher level of unreserved fund balance be maintained in the general fund). • Liquidity(i.e.,a disparity between when financial resources actually become available to make payments and the average maturity of related liabilities may require that a higher level of resources be maintained). • Designations(i.e.,governments may wish to maintain higher levels of unreserved fund balance to compensate for any portion of unreserved fund balance already designated for a specific purpose). Naturally,any policy addressing desirable levels of unreserved fund balance in the general fund should be in conformity with all applicable legal and regulatory constraints. In this case in particular,it is essential that differences between GAAP fund balance and budgetary fund balance be fully appreciated by all interested parties. Approved by the Committee on Accounting,Auditing and Financial Reporting and the Committee on Governmental Budgeting and Management,January 30,2002 Approved by the Executive Board,February 15,2002. Attachment D FitchRatings Public Finance limitation, what other expenditures the tax supports, and increases budgetary flexibility. Also, in growing and the entity's overall financial flexibility. Generally, communities, the pace and manner in which growth- where significant additional margin exists or where the related infrastructure is funded is analyzed. While entity has demonstrated financial flexibility to operate underfunding infrastructure can inhibit development, within the limitation, Fitch does not automatically as mentioned, debt funding infrastructure too far in distinguish between the rating of GO debt backed by advance of tax base growth locks in higher debt ratios limited and unlimited tax pledges.Rather,each instance and intensifies financial pressures if development is analyzed to determine available margin,resistance to slows. Accordingly, the CLP is analyzed for its tax rate increases,and other factors. flexibility and ability to be scaled down if growth is slower than anticipated. Short-Term Debt Considerations Fitch evaluates the amount and nature of short-term In recent years, more municipalities have debt. The timing and amount of seasonal cash flow implemented debt affordability policy guidelines borrowing is reviewed relative to prior years' establishing debt issuance limitations within existing borrowing needs and the percentage of the current legal limits. Where such guidelines are broadly year's cash flow. A trend where the growth of short- incorporated into the budget and CIP processes, they term debt exceeds annual spending growth may be an can be one of the best practices an issuer can employ early sign of future fiscal stress. Short-term capital to strengthen its credit position. financing (bond anticipation notes and commercial paper, among others) is evaluated as to the amount • Finances relative to long-term debt, the plan to permanently Analysis of financial credit factors focuses on the finance the short-term debt, and historical market consistency of operating results over time and fund -X- access.Of concern for lower rated credits is the entity's ty balance levels relative to expenditures or revenues. ability to repay short-term debt in the event market Historical operating results are reviewed for the' access is denied (see Fitch Research on "Rating Short- matching of recurring expenditures with recurring Term Debt,"dated Feb., 3, 2004, available on Fitch's revenues,the generating of operating surpluses,and the web site at www.fitchresearch.corn). minimal use of nonrecurring revenues to fund ongoing g g expenditures. Use of Variable Rate Debt and Derivative Products Analysis includes expenditure growth rates and the 4. In Fitch's view, arudent mix of fixed-and variable- community's ty s ability to control spending. An area of rate debt and the informed use of derivative products, particular concern is how much of a unit's annual such as interest rate swaps, can afford an entity spending is needed for fixed charges such as debt increased flexibility and better matching of its assets service and pension funding. The breadth of services and liabilities. In the recent environment of very low delivered by the government and the extent to which interest rates,finance managers have sought to balance they are mandated or discretionary help determine the meager investment earnings with reduced interest municipality's financial flexibility. payments to bondholders (for more information on Fitch's views on swaps, see Guidelines for Effective Revenue mix and volatility are considered, as are Uses of Swaps in Asset-Liability Management, limitations (both legal and practical) on the ability to dated Feb. 6, 2003). Fitch evaluates the issuer's raise taxes and other revenues.Balance sheet analysis understanding of the benefits and risks of the products focuses on liquidity and fund balance levels and their it utilizes. The analyst will discuss with the issuer trends. Fund balance drawdowns are acceptable if plans to take advantage of the benefits without they are not severe and a realistic plan exists to decreasing future flexibility, such as reserving an up- restore structural balance or they are used for front payment from a swaption rather than using it for one-time expenditures, such as capital funding, and immediate budget relief, and strategies to offset the sufficient reserves remain after the drawdown. risks, e.g. basis risk, counterparty risk, potential termination payments. Revenue Analysis Revenue sources are reviewed for volatility and Best Practices in Debt Management diversity. Property tax revenues tend to be the most A history of significant pay-as-you-go capital predictable and stable revenue source. However, funding is viewed positively; it reduces debt levels property taxes are not as responsive to inflationary Local Government General Obligation Rating Guidelines 4 Fitchfiatings Finance growth and may not be affected directly by income measures, as revenues or expenditures perform growth or rising retail activity. Diversifying revenues differently than budget projections. The ability to can reduce the burden on the property tax base, and make successful midyear adjustments is a special while more volatile,the less predictable sales and excise concern for recession-sensitive operations with taxes and payroll taxes often are able to access broader economically responsive revenues and mandated and deeper economic wealth. For instance, through a functions,such as those of many counties. payroll tax, an older,poorer center city can tap into the tax base residing outside the city but working within its If property tax-raising ability is limited, Fitch's borders. However, this has to be balanced against examination includes the level of remaining margin and containing the tax burden to encourage business to how the entity historically has operated within the limit. locate or remain in the city.Also noted is the degree to Property tax levy limitations often include allowances which operations depend on uncertain sources, such as for inflationary growth and new construction,and taxes government grants or community enterprises that are levied for debt service may be excluded. Consideration vulnerable to potential volatility(e.g.municipal electric also is given to the nature of expenditure limits, utilities). particularly where debt service is included in the base. Revenue analysis also takes into account distributions to Indicators of financial flexibility can offset concerns local governments by states. These revenues may be about tax caps.Fitch reviews the entity's legal ability allocated as part of the state budget process, which is and willingness to increase taxes and fees or establish true for most state education aid. These revenues also new ones. The level of nonmandated,or discretionary, may be in the form of state-shared revenue, where the expenditures that could be reduced without noticeably state is the levy and collection authority for certain taxes reducing services is also important to this analysis. distributed to local governments by formulas based on population or a statutory divisional calculation. These Even where legal tax-raising capacity exists, an revenues can increase a unit's resources but are not antitax environment can make increasing tax rates under that unit's control to raise or lower as needed. politically difficult. Significant attention is given to Traditionally, reliance on state revenue has been a competitive tax levels and the government's general source of concern for analysts because of an issuer's taxpayer/constituent climate. Even unlimited rate inability to control future allocations. obligations have some practical tax rate ceiling. However, in the area of school district GO analysis, Expenditure Analysis Fitch notes that state aid for education generally has Particular attention is given to the actual expenditure increased in nearly every year for most states because growth rates and the community's ability to manage of constitutional requirements to provide for adequate such growth. The latter entails the nature of and equal access to education. However, since expenditure increases. For example, discretionary education funding makes up a large part of most service enhancements(e.g.parks, recreation,or capital states' budgets, Fitch recognizes that reductions, outlay)are well within the entity's control.In contrast, minimal increases, or deferrals are likely when state fixed costs, such as debt service and current pension resources are strained. The constitutional benefits, and certain mandated costs, such as indigent requirements, as well as public sentiment placing a health care, social services, and often, detention and high priority on education, have resulted in a shift in judicial cost, are more difficult to alter. Growth in dependence by many school districts from property labor costs, both salaries and benefits, are analyzed taxes to state aid. In the case of school districts with within the context of growth rates locked in as a result limited economic and financial resources, increased of multiyear settlements. Major spending items are state support has often led to higher ratings. reviewed, including transfers out to subsidize enterprises such as wastewater and solid waste Where key revenues are potentially volatile, facilities or public hospitals. conservative revenue forecasting and budgeting is particularly critical, as are monitoring of these Balance Sheet Analysis revenues and timely corrective actions when Balance sheet analysis focuses on liquidity and fund 4. problems emerge. Management's financial g g balance levels, as well as their trends.Current position capabilities are determined with particular emphasis (cash and investments less current liabilities and on accuracy of revenue forecasting, ongoing budget encumbrances) is reviewed, and the quality and trend monitoring, and ability to take midyear corrective Local Government General Obligation Rating Guidelines 5 a) — U) O Coa) U a) O) CX * . 8 .c -0 c = � W C z � NQ 0-e, « <C E_ Q 4-) � N oZ RizzNZ ozz a) ? 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C u) __ U 2 au (13 cz O LCD LC) LC) LC) CO I,- CO CO O N N N N N CO d' CO co � .O I`- I,- I- 1` Imo- I,- N- I- N- COCOCO00 CO CO CO CO CO 0) CO Q) C/2 0 O 0 O coQ 75 Ao 0 _ O OO C +� uC cf.) - co as '-§ o 2 LO - .�._. O _2 Q C _C Ct3 - �.-r -0 -O O C > .ccy,-f)_ U a) E -o -o O a) -o C Q U 45 o C Q O U u) O O O t.._ Cll > Q cn l � � a) � � fi a) � U O O ♦= O :> O a) - -c-5 O L C C II E— F0 ~ ca. �_ > . — U C DcL) c6 a) O 0) 11 II W — c� -LoE o f a) cL 0 -03 ='_' o Co 0 0 C -C > � E w a- o C5 C U L- D Q O O O C U o O C C 0 cn C CO E C Q C o C a) ~ C O aD Ca _CCU2 ...- c.) C O O Cu o C O .� .. .0 O o cn o CO 0 0 0 w w -- CL FCL I-- = 0 IL a- F— 5- F— 0- Q F-- MEMORANDUM DATE: May 21, 2007 TO: Honorable Mayor and Council FROM: David Andrews, Town Manager Stacey Lemos, Finance Director RE: Follow-up Issues from May 9th Budget Review Session A number of issues were raised during the Mayor and Council's Budget Review Session on May 9th. This memorandum serves as staff follow-up to these issues. 1.) Issue: The average daily usage of Coyote Run vehicles. Response: The active service fleet for Coyote Run consists of five (5) modified vans and four (4) mini-buses. Coyote Run serves the citizens of Oro Valley as a demand response system per Town of Oro Valley policy. This means the service has peak times when all or almost all nine vehicles are active and other times when only three or four service vehicles will be on the road. Service hours through April are 8,973 hours, or 1,000 service hours per vehicle. Based on hours of operation and routine scheduled maintenance, this equates to an approximate annual usage rate of 61.0%. 2.) Issue: A notation is required in the Stormwater Utility Fund which states funding is contingent upon the adoption of a Stormwater Utility Fee. Should this fee not be adopted, funding would need to be allocated from the General Fund. Response: Finance staff will add such notation to the Stormwater Utility Fund. 3.) Issue: A request on the history of market adjustments implemented over the last six (6) years. Response: • In FY 2000/2001, all Town employees other than certified police officers received a one-time 5% market adjustment based on gross earnings in FY 1999/2000. A 10% parity adjustment was implemented for certified police officers. • In FY 2006/2007, a full market study was performed on all positions and market adjustments ranging from 0% to 15% were given based on results of the study. 1 4.) Issue: The request for a 10 year history of budgeted Cost of Living Adjustments (COLA) and merit increase rates. Response: Fiscal Year COLA Merit 2006/2007 3.0% 4.0% 2005/2006 2.3 4.0 2004/2005 1.6 4.0 2003/2004 0.0 2002/2003 1.5 4.0 2001/2002 3.3 5.0 2000/2001 2.5 4.0 1999/2000 2.0 4.0 1998/1999 2.0 4.0 1997/1998 1.0 4.0 * Employees earning < $60k received 3.0%; employees earning > $60k received a one-time payment of$500 5.) Issue: Council has requested Staff to establish a promotion plan/career path for each position to include answers to the following: a) Establish a promotion plan for all positions and identify each career path b) What is criteria for moving up the career path c) When does a promotion/reclassification become a competitive process in the career path Response: The Human Resources Director working with the Town Manager will prepare a draft plan for Council consideration at a future Study Session. Until then, it is understood that all requested reclasses and promotions for FY 07/08 will be on hold until such a plan is approved by the Town Council. Meanwhile, the requested funding for the reclasses and promotions totaling approximately $43.8k will remain in the budget. 6.) Issue: The Public Works Director has requested the following changes to the Highway Fund Administration budget to construct modular office space at the Municipal Operations Center site: ■ an addition of $160,000 in the Buildings and Improvements line item for site development ■ an addition of $32,259 in the Miscellaneous Other Operating line item for exterior stucco treatment and a fire sprinkler system and $25,000 for miscellaneous site development work ■ $15,000 in the Rental line item for the rental of equipment Response: Finance staff will add the increased costs to the Highway Fund budget and adjust the contingency line item accordingly. 2 7.) The Town has been informed that Pima County is willing to reimburse 50% of the costs for the computers in the Library scheduled for replacement next year. Therefore, $12,000 for 10 computers to be replaced has been moved from the IT departments Equipment line item to the Library's budget. Concurrently, $6,000 in revenue has been added to the PCLD Reimbursements line item. 8.) Issue: Finance staff has received more accurate cost estimates for the initial cleanup and stabilization of Steam Pump Ranch. Response: In the Facilities Maintenance budget, $26,075 has been added to the Miscellaneous Other Operating line item. 9.) At the time the FY 07/08 budget for the Bed Tax Fund was compiled, a resolution for the 6% allocation had not been adopted. A 2% allocation was budgeted for Economic Development marketing efforts, a 2% allocation was budgeted for Bed Tax rebates and the remaining 2% tax was budgeted in the contingency line item. With the recent adoption of Resolution No. (R) 07-56 Adoption of Revised Bed Tax Allocation, 2% of revenue from Bed Tax collections has also been allocated to the Naranja Town Site. Therefore, $758,291 has been moved from the contingency line item in the Bed Tax fund to a line item specifically for the Naranja Town Site. 10.) Issue: A request for a history of contingency amounts for the General Fund from 1985 on forward. Response: FYE June 30 General Fund Unreserved Fund Balance 1985 $666,566 1986 970,645 1987 1,162,892 1988 1,406,304 1989 1,712,174 1990 1,784,264 1991 2,475,179 1992 3,042,137 1993 3,792,906 1994 4,970,302 1995 5,777,678 1996 3,858,241 1997 4,416,914 1998 5,710,237 1999 8,153,878 2000 10,001,568 2001 10,700,822 3 2002 9,871,155 2003 7,571,947 2004 8,974,342 2005 9,977,047 2006 11,538,788 Follow Up Issues from May 9th Memo 18.) Issue: What are the specific costs/budgetary impacts of addressing the Environmentally Sensitive Land Ordinance (ESLO). Response: Planning & Zoning staff anticipates that work on ESLO will not occur in the next fiscal year. This will be a focus of study as part of the state land planning effort in future years. 21.) Issue: Upon completion of the Building Safety Implementation Plan, develop a system to measure consumer feedback. Response: As implementation will occur over the course of several months, upon completion, staff in Building Safety will assess the new processes in place and devise a system to measure the efficiencies. Council Budget Issues per May 18th Memo 1.) The costs associated with the proposed reclassifications, new hires, and the total cost of a 5% across the board salary increase. FY 07/08 Cost Reclassifications $43,840 New Hires 1,578,737 5% Cost of Living 877,468 2.) The cost of having a Grants Coordinator on staff versus the cost to outsource this position depends on a variety of issues such as the type of grant, the granting agency and the requirements and research involved. On average, agencies charge a rate of$100/hour to administer a grant. At this time, outsource cost information pertaining to the Procurement Administrator position is not available. Staff will continue to research this cost and report back to Council at a later time. 3.) The amount budgeted for the Municipal Operations Center. 4 FY 07/08 Cost Immediate Needs 368,253 Planning/Debt Service 5,752,000 Construction 485,000 4.) Please reference Attachment A for a listing of cell phone costs by department for the Town. 5.) Please reference departmental organizational charts in Attachment B which identifies all new positions and how they fit into the Town's organizational structure. Attachment C is a summary sheet showing authorized positions by department for FY 06/07 and Recommended FY 07/08. 6.) Reclassification monies will be held in the budget, however, reclassifications will not be allowed until a promotion/reclassification plan is approved. 7.) The Finance Department is identifying issues associated with "savings accounts" and the establishment of policy on carrying funds forward, and whether those funds count in determining contingency percentage, debt service reserves, or other uses. Stacey Lemos Finance Director y= a G David Andrews Town Manager cc: All Department Heads 5 Town of Oro Valley FY 2007/08 Budget Council Line Item Changes Through May 18, 2007 Department/Division Line Item Increase/(Decrease) GENERALFUNDf , !:ttf .ms's Recurring Police Department Addition of one (1) Sergeant position $ 92,413 Finance Increase in Sales Tax audit recovery service 12,000 Police Department Reduction of Holiday Pay (35,000) Increase in Utility Sales Tax revenue (474,000) Facilities Initial cleanup & stabilization of Steam Pump Ranch 26,075 Subtotal Recurring $ (378,512) Non-Recurring Parks & Recreation Management Assessment study $ 50,000 General Administration Funding requests from outside sources 20,000 Heritage Fund grant for dog park at Riverfront Park (25,000) Library 10 Computer Replacements 12,000 IT Computer Replacements transferred to Library (12,000) PCLD Reimbursement for computer replacements (6,000) Subtotal Non-Recurring $ 39,000 Total Council Adjustments $ (339,512) Contingency Per Manager's Recommended $ 9,449,754 Total Council Adjustments 339,512 Contingency Per Tentative Budget $ 9,789,266 HIGHWAY FUND {'� Recurring Office Lease Increase the rental of modular units $ 8,113 Subtotal Recurring $ 8,113 Non-Recurring Arterial Roadways Overlay of Rancho Vistoso Blvd $ 900,000 PAG Reimbursement (900,000) Buildings & Improvements Increased cost for Municipal site development 160,000 Misc Other Operating Various site development& modular set up costs 57,259 Rental Equipment Rental 15,000 Subtotal Non-Recurring $ 232,259 Total Council Adjustments $ 240,372 Contingency Per Manager's Recommended $ 3,158,439 Total Council Adjustments (240,372) Contingency Per Tentative Budget $ 2,918,067 BED TAX FUND" Ib 4:: sh,,t7 Non Recurring Naranja Town Site Adoption of 2% allocation $ 758,291 Total Council Adjustments $ 758,291 G:\BUDGET\FY 07-08\Council Line Item Changes FY 07_08 5/21/2007 DepartmentlDivision Line Item Increase/(Decrease) Contingency Per Manager's Recommended $ 1,179,083 Total Council Adjustments (758,291) Contingency Per Tentative Budget _ $ 420,792 WATER UTILITY Non Recurring Wells Increase project costs for Pusch View $ 600,000 Transmission/Distribution Increase project costs for North La Canada 100,000 Transmission/Distribution Increase project costs for Big Wash modifications 200,000 Reservoirs Increase project costs for North La Canada 2.2 MG 150,000 Subtotal Non-Recurring $ 1,050,000 Total Council Adjustments $ 1,050,000 Contingency Per Manager's Recommended $ 3,082,718 Total Council Adjustments (1,050,000) Contingency Per Tentative Budget $ 2,032,718 HONEY BEE DEVELOPMENT- Non Recurring Reduce contingency and offsetting revenue source $ (500,000) Total Council Adjustments $ (500,000) Contingency Per Manager's Recommended $ 500,000 Total Council Adjustments (500,000) Contingency Per Tentative Budget $ - G:\BUDGET\FY 07-08\Council Line Item Changes FY 07_08 5/21/2007 ril n t t a J EA 8 a) c _� L.L. Q U = C6 c O U) C) L a) cii 0 E L.. rl O -o `*- O .> _ a) .� a) E Lla •5 0- ^E ^W` •W W -o c- o c co O - 0 i- — in O �- N- (N 0 f- 0 N- CO O CO N- N 00 (N1 N CO N N CO N- 0 a) CO CO N O 0 CO 00 0 00 a) LU 0 N O) CO d' N N N- N- CO I- CO CO 0 C) N Co CO v- c6 N CO a) N Co O) N M a) CO Co cY) Co N O O 0 (NJ 00 CO t- d) CO N 0 ,- CO CO CO O CO O) CO V' d' N Cr 00 d- Co N- CO d- CO LU 0 CO CO- N- T- N- O 00 CO O O CO - - CO d9 64)- C a) E () a. -a O a) - o >, �• C LL Li- CO L m Ca) co N O O O o O O ca) �_ To U L 2 u U > "E al 0 _ o c c� O 0 CD 0 a) H 0 N V a) U) U) � � c.c. C _, a) CO -> 0 Et O = co U O (j) O O as OEc L_ (13E E co_NC CO a) . `0 •`0 H 0 LLL H 2 F--- I LU E J 0 0- Q 0- m O 0_ I- I-O Attai hment B TRANSIT SERVICES Transit Administrator 1 FTE Transit Coordinator (New) 1 FTE Dispatcher Lead Driver 1.5 FTE 1 FTE Driver 6.6 FTE a) L... U O O � w � � w I— t_ a• ) t Z •- CD - O O ..,.� a) O U c v) o L- I-- (I) w Z - 2 � wL Q O a) a)c.) 2 w i— '75 -- .13= II- Ce c a) c) ,-- < U w U 0 wa 0 ) cz Ce cw CZ w 2 a- O c ,-- < 0 w Z F— Q a) n 0 - w _cn o ; W 2 ca E *E 1-1- .E .5 a" a) O a) •E = a) Z o0c: E � 0 os Q E o O 0 I a Z Qw .3 a)� i— cE E = a) � U) u- i-' O o•E c o'er E a) a) - oO a) '- O a) (1) O U E cs U > E U > Q 0) a) w a) -a w a) CO ca O 0 < 0 c to Co c 2 PLANNING & ZONING DIVISION Planning & Zoning Director 1 FTE Senior Office Specialist Special Projects Coordinator 1 FTE 1 FTE Office Assistant Senior Planner (New) .5 FTE 1 FTE Principal Planner Zoning Program Supervisor 1 FTE 1 FTE Zoning Inspector Senior Planner 2 FTE 2 FTE - Development Coordinator Planner 2 FTE 1 FTE Zoning Inspection Tech 1 FTE Planning Technician 1 FTE STORMWATER UTIILITY DIVISION Stormwater Manager (New) 1 FTE Civil Engineering Technician 1 FTE FINANCE DEPARTMENT Finance Director 1 FTE Senior Office Specialist Procurement Administrator (New) 1 FTE 1 FTE Finance Analyst Budget & Management Accounting Supervisor 1 FTE Analyst 1 FTE 1 FTE Senior Accountant 1 FTE Senior Accounting Clerk 1 FTE Accounting Clerk 1 FTE INFORMATION TECHONOLGY DEPARTMENT Information Technology Administrator 1 FTE Webmaster/Programmer Senior GIS Analyst 1 FTE 1 FTE Network Administrator ' Data Base Analyst (New) 1 FTE 1 FTE Information Technology GIS Analyst Technician 1 FTE 1 FTE GIS Technician (New) 1 FTE CUSTODIAL & FACILITY MAINTENANCE DIVISION Facility Maintenance Crew Leader (New) 1 FTE Facility Maintenance Technician 1 FTE L L O '- L Co O U C U Q) Q) U Y a) m a) m C L Co a) N F N F- c •) °ui U m c g UJ U-1 �w � w �w ow c-..LU cI- cF- - � W �W pI— c 51L CI .O LL OIL )u- aH 'CI— a)u_ ',,... (� W 0 iii 1-1- Ce-- U � L� ON CD (N 'a c'') F— L > L ` N C C C Z .- W ° U n o W v) w c W o p 0 W > _ 0 0 U — U o c -. C c IX . c W a p U) 0 . W _ C - L e-In 0 N co (n o o caN a) Q W Q.LIa) C 'c W I L w /A p IL IL WH O CH v�N ASN p IL � IL U) c a) cac o °zs a) o V o) Cn --I (J) F'- a) i coo— E U CO c92a' W �U as C C ~ W U W O a) )N-- j u_ 45 F- to a W a) o C,-- C a) J I U L o 0 a) a) Ed � , c'1 �w �� 0 0 oa Es u- N a) -� O c 0 U W o Cl)W c L OcW au" aW EF N a) r- CN _� a O C a) 0-IL C� C - W„� co 2 co v) a) co La) I I -- ^` L W IL a) u) r Q U 4_, C^w 2 a) W cts a WATER UTILITY DEPARTMENT Water Utility Director 1 FTE Senior Office Specialist 1 FTE Water Utility Engineering Water Distribution Administrator Division Manager Supervisor 1 FTE 1 FTE 1 FTE Water Eng. Water Project Manager Production Customer Water I 1 FTE Supervisor Service Conservation 1 FTE Supervisor Specialist 1 FTE 1.5 FTE Engineering Design Lead Water Reviewer Utility Operator Electrical 1 FTE 4 FTE Technician I Customer (New) Service 1 FTE Representative Water Utility 4 FTE Construction Operator II Inspector 9 FTE 2 FTE (1 New) I Water Utility. Operator 6 FTE Water Utility (2 New) Civil Engineering Operator Technician (reclaimed) 1 FTE 1 FTE ECONOMIC DEVELOPMENT DIVISION Economic Development Administrator 1 FTE Office Assistant (New) .5 FTE Economic Development Specialist 1 FTE Economic Development Intern .25 FTE MAGISTRATE COURT Town Magistrate 1 FTE Bailiff Court Administrator 1 FTE 1 FTE Senior Court Clerk 4 FTE J Court Clerk 1 FTE (0.5 New) Courtroom Clerk 1 FTE E ct O E-r � w .+-� j,. t N W W m .., W W W o w tj, U E_ Hc H ° H � a� 4: '. w �. -b cc w -b t�, �,, U ^" GO .� ,., W .^, g —' .0 2 aa',W oo _ — oo < I I O ►- 0 0 v I E N �" W c P. VD c .c () U c ... aE--, o V 8 o O~ a� o a' 0 anw 0 c a �, U ., ms a, a A`" a. 4 " a, ETE E v� O N ��. o~ v, 0 0 L 0 0 E-+ 0 s V] U 'N 0 z C L o et C f 11-2 0 A 'U N °~ _N 4u c cl Cd t W V 7—,'s a , off" `�' LQ H .i5,.' O a O- c �"" .W .> U a. •� w E w a'�H cl k o f 0 ow '0UHH ~ HEW-' CHH '1.) HH W •W a ,o v c,, w 0 -v w w -v u, �, -v w ,cic a. 1 0' i 1 0" 1 1 0- I I L U VD cd +� I Cn +-+ V) VD C ,-. c en 4 Li." O O O C a C 0 O .6 r.O M U ..-+ tip U U U O D U cti L.., Lam, eti �L+-=+ cd � x :<' „G\-' v� 0 0.' x) 0 �" v0 0.' v) 0 W U c H w = w O r4 U c O 0 o a) C H a W E '1' o -- w c U O O U C g U W I U W LU 0,0 H V a. o H OH.� ww , .� H U +, LL o • Li, H ° — eW : t W 0 o W W • M �, & v) 4.. P.E—, vl 1 H H U a" 2H V) "o a.9 �, oVDL, •c,4 CLI. o o w .44., m W a) O cc3 'L� rn v, 0 cL. co .., U ''' c Va c W o -v im .> E-, N 12 d -0 . Q W l'-'. cv ow IF ct > W .2,2Wr a) bz 0.o � FW., EW'' W ��" aw a �, HH c �, 0 a� ca. H --� a. U c.=, �., 08 o W U v) _ � w 0 ,, c : � x ci F:i a) c o a 8 a48 U H bA C o W = W . ° w „ .SG _ _ L a w Q Zcu a.. +� L� LHL. v E c`nC � 29 W a. 4 cc E � -v •- U W VD L V ~ V U a) 0 — < 0 O U > 0 0 . 4 w ..X Y�� .4'i/`VAs I. rY 'd W K:',4,' tir ]. FY 2006/2007 FY 2007/2008 Townwide Personnel by Department Authorized Recommended +1- TownClerk _, _ti.. __.....Y___ _._.. _......_......._. _�., _�._�R.. .�.Y __......�__..._�..� 1 Town Clerk �_. __ .,.,L.... , 1.0 1•0�i .... �.._.� ��...__1.0 ' 107. I Deu Clerk�- -.,.�..�.....,,�..�._��...._.��.:.�.....�._�.._...��.,�.._....- _ 1 Office Specialist _. ..-._.�. �.___. .. _. r. �_.�,..,---4------1761---------1.6-7--0--.-6-:1.0 i 1.0 - Senior i i Office Ass stan � ' (0.6 }Office Assistant 0.6 -�_ __ � -� _ _. �s Total Positions 4.6 4.6 - Town Manager Town Manager n _.1..0 ..._ .._._..�... ..�.._.__...10 ., .m_..: Assistant Town Manager 1.0 Community Relations Administrator ' 1.0 ' 1.0 - Special Projects Coordinator (t0t - (1.0y * j Management Assistant* 1.0 i 1.0 s - • 1.0 1 Constituent Services Coordinator i1. �� .� Senior Office Specialist * - 1 0 1.0.-s * LpLant Coordinator . . . ����.... ..__ ��__... ._ .M . .R. �_..__. .___ 1 �i W... __1 0_ 1 Office Specialist .._.....�...__ __�_... .._._....w. _w �._.1.0 _....._:__.___w_w......w..._.-_r. 1.0 --�__.. I Communications Specialist * 1.0i 1.0 ; -i Management Intern 0.5 0.5 . , Total Positions 8.0 9.5 1.5 *Positions affected by FY 2006/07 reorganization of Community Development and Town Manager's departments Human Resources i Human Resource Director 1.0 ! 1.0 i - J Safety& Risk Manager______ __________L____ __ , _ .__...,...._.�.___,�. _._._M1.0 -__ ... i Human Resource Analyst 1.0 . 1. ._�- F 1 j Human Resource Technician _.__.__.__..__�_��.�._.�� , �iJ_�_ __ ._...._.,....... ---- ---. --1 Human Resource Clerk Total Positions 4.0 5.0 1.0 Economic Development Economic Development Administrator 1.0 - Economic Development Specialist I 1.0 1.0 i Office Assistant _ - I 0.5 ' 0.5 University of Arizona Intern ...._ .,__._......: .:�.,W......._. 0.25 ..._.__._.-..�:...._........_.r..__,.�..........�.�......,.�.�..�....___.. Total Positions 2.25 2.75 0.50 Finance .... . �.._.w_....._._ �_.�__, Finance Director �:�.�.,��....�.._..:_�..��.._.....1:0+ 1______:_,..._____40 � Procurement Administrator - 1.0 1.0 s .__.._...�.�..�.� ...:_.,.v�.�_...__ ..._�...s�._..�.__...��.__� ._�.w._.s�..__�..:..,.,:,..,.�.___._,........sm�L:_._ v._AT _.... :._ __-.... .__.._... y�� �.a.�,.v_...� w..�.�.W- AccountingS u p e ry i sor_~._.�..�....�..�.w�.�.�.._w.�.._�..._.____.___..y.�..__...,:._..._._._._.._._.�..��......_��..r... .......__..�.,.._..W.._.��.......,...�_._.w_,_.� . .�. 1 Management& Budget Analyst .. .�... �..�_...._:..:... _._,.__.w.� ._ _.._ _�W....._ _�..�__ __..........�_ .1 0 .__. - Financial Analyst _... �._.� _ �..__T-___.__�_._.__..._.._._. ,_ ._.�. ._�. .�...__...�_1 0 __. __.._ _.�.._.._..:_��_..... E ..,__...__...� Senior Accountant j 1.0 1.0 - i LS_!_nior Office Specialist 1.01.0 1 Senior Accounting Clerk .__Y.�.._..: _..._.�_ ___.. ...d,_.: ._�.. .:w.. ._.1.0 �_. ��.. ._...._.... ,._.....-....1 0i .-..- i G:\BUDGET\FY 07-08\Personnel\Personnel Listing by Department ' FY 2006/2007 FY 2007/2008 1----- Townwide Personnel by Department Authorized Recommended +/- Accounting Clerk ; 1.0 i 1.0 Total Positions 8.0 9.0 1.0 Information Technology ____ ___. .._.__ __._____��..�.��:.�..,�w , . .��. ....,. IT Director . 1.0 I 1.0 - 1 Network Administrator - s 1.0 1.0 _Web Master/Programmer 1.0 __......_._..A.__ ._ .� ._.�1.0 ._.. � Database Anal st �� ��� �_._� �.�. . ._.. i._ 1.0 1.0 - ' Senior GIS Analyst - GIS Analyst _________________4______i .0 1.0 Technician � 1.0 ��._._.�...,�_.._.�_..W .��_1.o, - GLiSTechnician - 1.0 1.0 Total Positions 5.0 8.0 3.0 *(1) GIS Anayst transferred from Water Utility department Police Chief of Police 1.0 .�..__.n__.�...�_.._A�..........�.,.1.0�...�.._...- ________ _. .._.._._. ..:._� _.._....... ._.ti...�e ,y. Deputy Chief of Police .__.� �..__ ' 1.0 ,�_w..__. ._. ... ......�..�1.0 ._.._ ...... Commander �.._.�...,.�.__..��..�...�..��.._.._,�....,� �._. 2.0 } 2.0 - Lieutenant 3.0 1 5.0 s 2.0 { Sergeant 13.01 14.0 1.0 Detective5.0 1 5.0 i - Patrol Officer . _ ,,..___57.0_1___- ._57 0 Motorcycle Officer �. .. ._. ._- . ! . .�_. � �___�. .6.0 }._ ___.__... �..�.___. 6 0 E __. .-._ School Resource Officer 4.0 i 7.0 I 3.0 D.A.R.E. Officerj O K-9 Officer . - 40 .40 t Training Officer _ ___1.0 _._.. T____w., 1.0 - __1 Reserve Officer6.0 1 6.0 - i } Professional Development&Training Administrator 1 0 - I (1.0) Crime Analyst 1.0 1.0 s Lead IT Forensics Technician .�._ .._...���� ._� _.__. 1.0 1 .�. 1.0 3 v�. ��. Property Forensics Technician 2.0 2.0 I - Public Information Officer.._..._ .,.__��.�.�.��,.�,_. _.._..�.._.__.,. _...._ . 3 �T�__�__.�.�.,. ..r_ �� 1.----__...._ .�. w�_ _�._ .... ..,., -. .._. Administrative Services Manager 1.0 _ 1.0 - Communications Supervisor ._ . __..�.___...._."1µi �m_..�._.___�_ _._ ..,1.0 . _� � ^ ..._e_. 1.0 � Lead Dispatcher ; 3.0�; 3.0 - LPPcL10.0 10.0 - Records Supervisor1.0 I 1.0 Records Specialist6.5 i 6.5 - Senior Office Specialist 1.0 F 1.0 ______ Maintenance Technician _1.0 I 1.0 - I Office Specialist �_.�......�__a�.�T__ .,..,w_ .�__.n �. .�_._. �-.��. .�. _ 2.0 _ ��_ .� .2 O... .. _--��...' Receptionist _1.0 L� 1.0 -_1 FileClerk �.�..�..�.�.._.__�.,,.�..��._..�.�.�_�._.�....�.�... .a �.__.�_-.........__...._..�__�..�__..�.�_.���..,�.Mr 0.5 1 .�...�.�..._�_.�..,_..__..._, 0.5 �.-...._�__ -._.._._...._.__...__.r._. ____ ._.__..._....._.._...............__,Total Positions� 139.0 142.0 3.0 Magistrate Court w.�.j . _ Magistrate 1.0 f _.__R � I Court Administrator 10 1.01 - � CourtroomClerk ._�.___. ..�_. .. ,_� �__ �_.__M�_. ��� ._.... _,__ ....._ 1.0 ._._. ....__._..._,.�..�r_......_...�._1.0 ..�. - Senior Court Clerk ! 4.0 4.0 - i---Cou rt Clerk ..� -..�... _.�..... ._._ 0.5 _ 1.0 I cji .____......_._...___....�....._._.....__. ..._ G:\BUDGET\FY 07-08\Personnel\Personnel Listing by Department FY 2006/2007 FY 2007/2008 Townwide Personnel by Department Authorized Recommended +1- Bailiff.._�,...�_..__.__�_....�.....,..�.._____._...,�._.._..n.�.n.:�.. _.....,,......�� 1.....0 ....j.�-_�.___:._..__..._._.,..�...._�._�..1:0 _! - .r....__._ Total Positions 8.5 1 9.0 0.5 Legal _ ... _ _ LJftY__________-_____-. _ _.. .Tw, . 1.0 ew..._._.� ..... r..__ 1�..0 € - 1 1 Town Prosecutor 1.0 s 1.0 : - AssistantCMIAttorney . ... , ,_ I9.. -.1..0 ' .r�._..n M..,�..m ..__ 1:0 i Rv.r.....,..e...,._.,. «........:. Assistant Town Prosecutor_...�._,.. ►�r..... _.._._.. w_.. 1.0 r_v._..., �_..,....__. . 1.0 - I Senor Paralegal - __� ..._.,.y Paralegal II _ ._ .��.T. 2.. _ _. _., ... _.� 1_+ s. .,,(i,: ,) Li Paralegal I - 1.0 i 1.0 Legal Assistant 1.0 °_TwTM_ 1.}_ , iegal � 1 O -1 Secretary 1.0 Office Assistant 1 1.0 I 1.0 , - I Law Clerk 0.25 ,_ 0 2 I - . � I 5 i Total Positions 10.25 10.25 - Community Development _ L�S�� Community Development Director ► 1,:0 r. .- # (1.0) * Senior Office Specialist 1.0 I - (1.0) * Senior_Office Assistant 1.0 - i (10)l Office Assistant_...,.... .. ._...w_..._,., ... ._ ..,_..�,�...�_..:�.�_.�___._�._�� _.. _x. �._ 1.0 . .-.. ..__�._._..__ - (1.0)3 Total Positions 4.0 - (4.0) *Positions affected by FY 2006/07 reorganization of Community Development and Town Manager's departments Planning & Zoning 1.0 Planning &Zoning Director � 1.0 i - I Principal Planner 3 1.0 1 1.0 , Senior Planner 2.0 3.0 1.0 Special Projects Coordinator - 1.0 1.0 i Planner 2.0 1 1.0 1.0) i Zoning Program Supervisor - 3� I 1.0 1 1.0 rr.s.vu.+._..mar.e......u...a...w..._.+..»........a-_-._.�.rv........ra.....:.d,��..:v...,ww�wvr..w..w..m.w,r.wrw.r....n.u,....m.+uver.,.nc..rnr..ru...a:.a....::r:avta_ar.vuu..�n,r..._•a.m.r.-er-...s--�m�nw-..n....u.�L:er..m.r...mmr�...wr.vn,.:.-.u.u......,r...r..,.e_x..:..u.:...wry_.w........wr..�.._.ry..n.rv-,rw.rv.v.,r..o..w-vuvsvun_wrr...•r,v_u......e.u..z..+ra: i ESenior Zoning Inspector ,�. _.._r 1.2_1 ..�.._4.TK_... _. - i _. _..((1.0)! 1 Zoning Inspector I 1.0 1 2.0 .0 '.._.._....__... ._ ._....1 i Planning Technician _._._.._.__ r..- .�__..._._...._.y_.�.. ' .�...M 1.0 i 1.0 .._�.__.._..�.... 1 Zoning Inspection Tech rF 1.0 {,. _ 1.0 - 1 Development Coordinator _- ..-----_.. R _�_.__.�._�.__ __.._ __.__2...0...! 2.0 F_ ...-...___� 1 Senior Office Specialist W.. �....LL: 1.0 10 OfficeS-_.ecialist _v_:_.,........_._r_.._...�..�._.�. _ .__._...._,.�,...�.....__.,....._M_.._.._...�......E._...,k.� ,n__ .. _ 1.0 - (1.0), * Senior Office Assistant - i 1.0 1.0 a-�.o.._. IP/TOffice Assistant . T_._��__ ...._.�.._. �_.�.y..w.�.. _�_._.r.__..__._. .�.��. 0.5 0.5 - Total Positions 13.5 16.5 3.0 *Positions affected by FY 2006/07 reorganization of Community Development and Town Manager's departments Building Safety _.__......__._. .._._:_-__r.�_ ________.._,._____ __ Budding Safety Director 1.0J 1.0 M.._....._......� _._..._... __,....�..._..r�-,.�.,.,..._.....__.....-...............,:.._......:.._,.,...........,..,.....,.:......,........_.......................,.........:........._.............,,........,..:..�..,..�+.n.,........,:,.....-. ....-__ -,.-.:....:,._,,.,�....._�....r.".wrr....:....�..,• ....r.,_.w..:..,....�.......K......,�....ry..w..........,...w..,.....,..o........... 1 Assistant Building Official __. t .�._ __._....�m1�0 1 0 - I ._� . Chief ief B u i I d i n9 Inspector ns ecto r .._...�.....___...__��.�......._.��__ ..�_...�....__.,._......�.�._. ..�..�... 1.0...x...._.,. 1.0 ; _ _.I ...........�,.,�.......-,..s...............r..- ..._.......r:..,,..�-�,....a.,,,...._,r._,..w...,.:.....,�...,....._..s.r.._,,,.,....,.w...:s.,...........,.....:7 .........,-.,..�....,:.........v.,,.........,_.v.....,:.a....,...r_,,.,....r.._,...;...:._......r.,..........�........>....,.,.�...._.,,.r.�._........,�.. ..-�..,...,.�..:,_ ..,.,,....,....«....�....,......... Plans Examiner II2.0 1 2.0 ' - I G:\BUDGET\FY 07-08\Personnel\Personnel Listing by Department FY 2006/2007 FY 2007/2008 Townwide Personnel by Department Authorized Recommended +1- Plans Examiner 2.0 ! 2.0 Senior Permit Tech �._�_�.,�.�.___��_..�u...��.._._..._ ...�_.�W�...- - ..._�._� 1.0 j -�r_ 1.0 � - Permit Tech - Building Inspector I I .,�_' _ 1.0 ! 4 ������ ��������� ��� 1.0 # �_... -__' Building Inspector I 5.0 . 5.0 i �.�. Office Specialist mm. __ _ , ... ._._. _.,.._._.,._._..._.._......1 .... ... .,. . .__.....�,,.... 1L.0_1_____. __w1.0 1 �. - Office Assistant - 1 1.0 1 1.0 Total Positions 17.0 18.0 1.0 *Positions affected by FY 2006/07 reorganization of Community Development and Town Manager's departments Library iL Library Administrator __..,.� ._ __.. ._ � ..... ..._ 1.0 1.0 i _ . T Senior enior Librarian 1.0 1.0 3 -r_. w _ _ _ _ ,W3 � __ _ , _ _ ` Librarian � 3.0 � M _. ___ ___ . rLbraryAssociate5 _ _ . t 2_ - _ 52 Customer Service RepresentativeW ___ .... _.._. . �..___� f �._.._. ._...�,_ .._..__ .3.6 ' __.._. ..___..��..�._.._-...�.._..3.6 I Library Page 4.5 4.5 - Office Specialist- - 1.0� 1.0 k Office Assistant v..__ ..._._..-_.-�. ___._�,og� .�._.�,_�...__�..-_.�_�._.� ,..�,��..._.�.._.,-.1.0 _ ; .�._._�._(1.0) Total Positions 19.3 19.3 - Parks & Recreation ' Parks & Recreation Director 1.0 j 1.0 i Parks Maintenance Supervisor a 1.0 ; 1.0 ; - 1--R-----T-ecrean Manager 1.0 1 1.0 - Multimodal Coordinator 1.0 1.0 - I Aquatics Manager �__..__.___.__�__ _ _. �_.T__�__ 1 .�___�1.0. __._.�__, ��n.�__�1_.0 _._._ _-___i Parks Maintenance Crew Leader , 1.0 1.0 f - Senior Park Maintenance Worker ____.___...._...__..... ..__......._. _.,____� _..�.._,....�..__.---------T- _��,. .2. f . .__. �..__.t.,.._._.___.._,__.,_.__...�._ ___ ,. ._,.-,_,-' I Senior Office Specialist - ! 1.0 1.0 Office Specialist - �1.0j...�..,�._ - ---..�....W.w._.�_ C 1.0) ____,_____„.____t__________ Senior Office Assistant1.0 1.0 ' - Assistant Recreation Manager _.�. .._�__. ! � _ ..� 1.0 1.0.._ ..w�....., ._.y�. Recreation Leader ___ 0.5 - AssistantPool Manager_._ �..__�....�..�'._... _- ...�..�.._._: ....y._._�._.__. w� ��.._..�,.�__.��._....�..�.... 0.5 f..�_...�......-...._._..._...._.m�.�._.0.5 , _...�._.._ .. 3.0 - Park Maintenance Worker 3.0 Park Monitor ___.._��._..�_ m._..__ _ .�__ _ _.. .M,_.._._.._�_ 1.4 14 -___ Recreation Aide 2.5 ' 2.5 - 1 Water Safety Instructor ' 8.1 1 8.1 - 7 Total Positions 27.0 27.0 - Public Works - Highway Town Engineer to 1.0 ! - i Engineering Division Manager ' .._�._..�_ 1.0 �,.._1.00 ' I Operations Division Manager 1.0 1.0j -i Senior Civil Engineer 1.0 1.0 ' - Civil Engineer/Project Manager 1.0 1.0 - III s Civil Engineer ; 1.0 ± 1.0 ' p Construction Manager 1.0 i 1.0 I Streets Superintendent 1.0 1.0 - I Civil Engineer Designer �__ __.�__.�__w .......�� _�.� ..� ._:s _ W2.0 _. �:. �.�,__ 2.0 ; ._ �.�- �w E Sr. Traffic Signal/Signa �_. � 1 0 , 1 0 I G:\BUDGET\FY 07-08\Personnel\Personnel Listing by Department = FY 2006/2007 FY 2007/2008 Townwide Personnel by Department Authorized Recommended +/- a Senior Civil Engineer Tech l 2.0 i 2.0 - Draina a Field Su ervisor _________4____________194_ - (1.0)___________i f I Administrative Coordinator - 11.0 1 Contract Coordinator _.__ ._� ._M �.. ..r . . •0 ..�m_ ....�.a.. -._...._u ._ (10) 1 Heavy Equipment Mechanic ?___. _ 1.0 � _ �1.0 ______H - CivilEngineer Tech �_ _..___.^ .____ .. ._ _., .,._W....____.. ...._..,._ �... . _..._..�.____�..4r�__i_. .�_ ._.._.__.-. ..�.__y4�.0 s - _- -] Pavement Management Specialist - 1.0 1 1.0 Streets & Drainage Crew-Leader-.,_...._..._..__.,.._. _, ..._.-- ..a.._.___,_ ...,_...,._��.a._..._.._.�.__._�.,1.0 i 2.0 ; 1_•0 TrafficS/MCrewLeader I.. 1.0 1,,_ 1.0 - Senior Heavy Equipment Operator 1.0 1.0 - i Senior Traffic S/M Worker L 2.0 2.O - [ Heavy Equipment.Ope ra to r ..._ _..__��_...__.. ___.___._.__...�..,._...,.____i_________2.0L__________1.,0, (t 0)1 Traffic S/M Worker _2.0 i 2.0 Senior Maintenance Worker 1�.0 1.0 [ _ - Construction Clerk .__ �__...._..�._.. . ._�_.. .�_ _ .� 1.0 } .. _. _____..._ M_.1.0 , ..._..� .3 1 Senior Office Assistant._. _.._._..-_N .....� .._._.._.... _..__ i 2.0 1 �.�.�..._,._.......R.... 2.0 ` _. .. '.�.M. 1 Office Assistant_ _ 0.5 1 0.5 r - ' Maintenance Worker .�__. __..��......�.�..._..__._.� j -.-- 2.0. _.�.�.....�.._..._...�...�.�..2.0 ��.�.�..�_�_. LI Total Positions 34.5 35.5 1.0 Public Works - Development Review Development Review Division Manager1.0 ; - 1.0 � Senior Civil Engineer i� 1.0 1 1.0 - LCivil Engineer1.0 , 1__:____L______-____-0 ; i Engineering Design Reviewer1.0 1.0 - Civil Engineer Tech ; ,.._��...�.2.0 ..._,�....��__..�......,.�__ 2.0 - ....__-._ ....Total Positions 6.0 6.0 - Public Works - Transit _Transit_ S_e ru i ces Administrator �.______._�..�..__ ��-�..��.-�_..._.�.�.�.��.� ..W 1.0__�� _.._..__.�._.�__..._.__..�.�.____ 1.0 ,_:�....__..�__.��.� Transit Coordinator __�_�. _. _, _ ._ _ _ .._� _._.- __._._rn__.._.._.�_�.._. 1._.._... ._._._... .01 1.0 (o) Dispatcher 1.5 1.5 - LL__e_ad Transit Driver..�..�.��.__.�.......,..b..�....�.�..�..�....._._.�...__.�___.__m_..._..��._��.....�.1...�....._._.._�...�.�..�...�..._ 1.0 _.�_,.��..�_._. 1.0 � - Driver .�..�..--...�.�.u.�._.�v ..W._._...,�.�.. 7.1 . 7.1 - Total Positions 10.6 11.6 1.0 (1) Position contingent on RTA funding Public Works - Stormwater Stormwater Manager _ I 1.0 i 1.0 ' Civil Engineer Tech_.,...___.._.a._..�_�....�._.�-._._._..�....�..�..,.�__W_�._._�.. ._.r._�.,....__v�.6�._........__�,_,_..__��..�._..1..OT 1 ��__�...__.�___...�_.....�u..,_.....1.0��.._._��__..._.�...�.� ..__ Total Positions 1.0 2.0 1.0 Public Works - Facilities Facilities Maintenance Crew Leader J - 1.0 ' 1.01 Facilities Maintenance Technician___...__._.._�....._.�.�.�_.._.�..�.��.�,..._.�._�,�;.__.p�..�..__.__�..�.._.�....�...1.0 ~-� _ ���f��„���-1.0 �.�.�......� ._....�..._�._�.�._.�_._.��...._.. .�-----_._---Total Positions 1.0 2.0 1.0 Water Utility Water U t i I i ty Director __. ._r.. _ _ ____� t _ ______..�______.__1___�_0 -__._.�.._._ �.�__._._._..�..ry___. _.�.. ._._ ' Engineering Division Manager 1.0 1 1.0 - 1 WaterUtility Administrator ._...�.��....�._.._.__..�..._.�..�.__..._.._...._._X___...-....�_�.._..__�...�...�.._�.�..._.�..._. ...1.0 g_.-..�..,...�...�._�...�.�..._..�.1.0 ^....__�..__.w... ._.._........- __... .. ..��_. _...._...._.._____. _m_._.__.....,.._...._ ._. ._.._.._.__ ._rT. _,__.____. .._._ _n_...__..�T....._.._._....___..__ G:\BUDGET\FY 07-08\Personnel\Personnel Listing by Department FY 2006/2007 FY 2007/2008 Townwide Personnel by Department Authorized Recommended +/- . ,.....____________________, 1- Water Production Supervisor �._.�...�.�..�...�.�......�_..�...�,..y_._..�._.,�,..��.�..�.�. ..�.,. .s.�.,..1.0 �.,�....,_M_ �_�.y __._...�.1...0_a...�..�.___.�,,.�.s Water Distribution Supervisor �....�...._..,..��_ ___._�_.._...__.. �. ��.e� .,� 1.0 .�:...__. .�� 1.0 - .�_.. Water Engineer Project Manager 1 1.0 1.0 - Engineering Design Reviewer - 1.0 1.0� Water Conservation Specialist � �6u 1.0 1.0 � - I Lead Water Utility Operator ________11._-- T 3.0 --- 4.0 - 4.0 1.0 Construction Inspector 1 2.0 j 2.0 - Electrical Technician - 1.0 1.0 GIS Analyst1.0 - (1.0) Sr. Civil Engineer Tech__..TM-.. ._.__.__�. ...... .�.. M_ - -r T.__. _._.�.�_.. 1.0 y�...�.T _..a.,._...(1.0) Civil Engineer Tech 1.0 1.0 - i. z.. 2 Water Utility Operator II i 9.0 € 10.0 ' 1.0 i Senior Office Specialist - 1.0 ; 1.0 i ___________Office Specialist .. __� ,__ ._.�.. _q_. __��_ �_. __. w i .�,___.___ .,__._�.A.._.........�,.0 .._�. R�..A•w._. .�.,_ ; (1.0)1 Customer Service Supervisor 1.0 1 - 0 ( i Water Utility Operator I _ __ i 5.0 ; 6.0 1.0 i Customer Service Representative��,�.����_�...__._.._.._.__..�_.�._.._..w..w.__�`�..__.�._�.__.��,...�_.�._._.,.__._... 4.0 � ,��..__�.r..�___.__.^�...._�,.�.4..�0.. __._._..� i Water Conservation Intern _ _ 0.5 0.5 ! - ' _.�m._ �.._�..y._..._�__...,.._.__.,...�_..,._�..�._..�-,.�.�Total Positions__ 35.5 38.5 3.0 TOTAL PERSONNEL 1 359.0 1 376.5 I17.5 G:\BUDGET\FY 07-08\Personnel\Personnel Listing by Department