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--CS& AGENDA ORO VALLEY TOWN COUNCIL STUDY SESSION JANUARY 31, 2007 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 5:30 PM CALL TO ORDER ROLL CALL STUDY SESSION AT OR AFTER 5:30 PM 1. FISCAL YEAR 2006/07 MIDYEAR FINANCIAL NANCIAL STATUS REVIEW 2. FISCAL YEAR 2007/08 TOWN BUDGET: Preview of the FY 2007/08 Budget Process A. Pre B. Presentation of Draft Compensation Plan POSTED: 01/24/07 3:30 p.m. rg If anyperson with the Americans The Town of Oro Valley complies with Disabilities Act (ADA).please notifythe Town Clerk's Office at disability with a di Y needs any type of accommodation, (520)229-4700. TOWN OF ORO VALLEY COUNCIL COMMUNICATION STUDY SESSION DATE: January 31, 2007 TO: HONORABLE MAYOR & COUNCIL FROM: Stacey Lemos, Finance Director SUBJECT: Town of Oro Valley FY 2006/07 Mid-Year Budget Review SUMMARY: communication is to provide the Town Council with a mid-year update of the The purpose of this Town's financial status. Included as an attachment to this agenda item is a summary of the Town's revenue sources through present 31, 2006. Staff would like to this report and answer any questions regarding the information that is included in your packets. GENERAL FUND: revenue collections indicate that revenues in the General Fund will be Fiscal year-to-date proximately $312Kg (1.2%)a above budgetat fiscal year end. Local taxes are projected to exceed p bud et by $296K while revenue from residential building permits is projected to be $530K below somewhat offset byState/CountyShared revenue which is forecasted to exceed budget. This loss is g budget by $528K. Local Sales Tax Collections: • Construction sales tax collections are tracking to be above budget by $700,000 due to the increase in construction activity at Oracle Crossings and Steam Pump Village. collections are projected to meet budgetary projections of $3,500,000 at year • Retail sales tax end. • Restaurants and Bar sales tax collections are also projected to meet budgetary projections of $700,000 at year end. • Another major category of local sales tax collections is the 2% retail tax on hotel/motel g ry transactions. Thisexpectedgenerate is to approximately $803,000 at year end, a slight $49,000 decrease from the budgeted amount of$852,000. • Revenue generated from one-time sales tax audits for the first two quarters of the year has already exceeded budget. Revenue is forecasted to be $800,000, compared with the budgeted amount of $200,000. Ci:\STACEY\Council C'ommunic iidYr0607Budget 1..Jpdate I-31-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 4 • On April 1, 2007, a new local 2% sales tax on utility services will be effective. This new tax is projected to generateapproximately a roximatel $150,000 in local sales taxes through the end of this fiscal year. • Based on year-to-datereceipts sales tax recei is through December 31, 2006 for Oracle Crossings and Steam Pump Village,e, it is estimated that the Oracle Crossings commercial center will generate a total of approximately $447K in sales taxes through the end of the fiscal year. This compares favorably budgeted to the bud eted sales tax figure for this center of $317K. It is likewise Pump Village that the Steam Villa e commercial center will generate approximately $70K in sales taxesg year-end.through This is slightly below the budgeted figure of $83K. State/County Shared Revenues Total State/County shared p revenues are expected to exceed budget by $528K, or 5.7%. Collections from state income tax are estimated to exceed budget by $240K. Vehicle License Tax revenue is exceed budget by $300K. This is due to a conservative budgeting approach estimated to g League bythe Lea ue of Cities and Towns and the Arizona Department of Revenue at the beginning of last year when State shared revenue estimates were provided to cities and towns. At that time, a special census was underwayin Maricopa County and the new population figures for calculating the distribution of State shared revenues were not expected to be known until later last summer. Residential Building Permits Residential building permit revenues are annualizing at $1.1M, $532K below budget. 510 single family residential building permits were budgeted for FY 06/07 in which 137 permits have been issued quarters.for the first two This annualizes to 275 permits by fiscal year end. Commercial Building Permits Commercial building permit revenues are estimated to total $560K at year end compared with a The $560K ear-end estimated actual figure is made up of the following budget amount of$735K. Y components: VMSI Expansion $148,120 Oro Valley Marketplace 100,000 Oracle Crossings 41,100 Steam Pump Village Retail Center 50,000 Northwest Medical Center 50,000 Miscellaneous Commercial 171,000 Total Estimated $560,220 Federal/State Grants Federal and stateg rants are estimated to meet budget at year end. G:\S'.I ACEY;C.'ouncil C'onnmunic':Mid1'r0607Budget Update I-31-07.doc TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 3 of 4 Charges for Services Primary revenue sources thisin category cate o include court costs, zoning and subdivision fees, parks and recreation user fees and gradingfees. Total collections in this category are expected to exceed budget by $67K. BED TAX FUND: Bed Tax collections of$1.2M are projected to meet budget at year end. HIGHWAY FUND: Year-to-date revenue collectionsHighway in the Hi hwa Fund are projected to exceed budget by $43,200 at collections are rojected to be $62K above budget and sales tax year end. HURF (gastax) p revenue are tracking from construction to be approximately $440K higher than budget. This gain is somewhat offset a grant by from the Pima Association of Governments (PAG) in the amount of $500K for construction on Calle Concordia which has been diverted to ADOT. The bulk of thisJro'ect cost will be diverted to ADOT as well. p PUBLIC TRANSPORTATION FUND: Revenues are expected to meet budget in the Public Transportation fund. Additional LTAF II funds will be used for the purchase of transit vehicles, but is offset by lower than have been received which anticipated fare revenue. TOWNWIDE ROADWAY DEVELOPMENT IMPACT FEES FUND: Development impact fee collections are estimated to be under budget by approximately $480K due to residential buildingpermits as discussed above. $6.1 M is anticipated to be lower than projected received from outside funding sources to assist in the completion of the 1st Avenue Roadway and other roadway projects. ORO VALLEY WATER UTILITY: Water Utility Fund revenues are estimated to exceed budgetary amounts by approximately $337K at year end. • Water sales collected to date total $5.OM and are expected to meet budget at year end. • Water connection fees are estimated to be below budget by $133K due to lower than projected revenue from single family connections. • Interest from investments is trackingto exceed budget by $500K due to better than projected cash reserves invested in the Local Government Investment Pool at the State Treasurer's Office. G:\STACEY\Council Comrnunic\MidYrO6O7Budilet 1pdate 1-31-0-7 TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 4 of 4 FY 2006-07 Capital Improvement Plan (CIP) Please find attached for your review and discussion a chart outlining the progress of the FY 2006/07 Oro Valley Capital Improvement Plan. ATTACHMENTS: 1. Finance Report for Quarter Ended December 31, 2006. 2. Capital Improvement Plan Update Through December 31, 2006. p p ZI,14-LoS\ ,J Stacey Le is Finance Di ctor DA 4 vi David L. Andrews Town Manager G:\STACEY\COilrieil Comcnunnic`,MidYrO6O7Bucdget Update 1- 1-0;'.doc f 'Y<`1.:. CD +�>'�ayd{). ',c;R,v iy 23 t ' t>f Q �^�r t ;{ 0 —'1:::::::::: Lo co r n a"T J t t tRSR111 Lfi' Y S iti c, ,_ (SX Y ^v fMtrf�!:i:11 � rF£t'E•ry.' Oa.'��� � Q .; ! p,�4'-�yw <' w i`.•J!a fww .E Sw '' All h.w Yl Q'a:. wl^"J'w J dr n£s �.,.{.. yv'�'�so'f Q wt dliii " l V 111 N ''t:ril r - Illi.. co Ci./ Ci/ f N ` $ M IC) t � Sr$4 �. 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F_ d:' ' r:E ao`+'YCr< )1) S ti t ut L y0a y>4 L '# 2..do .YY)�F W >;..tiiEll •-� rY r y 5',k+•> '<L S> Z..z..4R ai' iiti; �. .: ��■ ■ .c= ? `Y r t?ft(X,','y;' zf'S'• /'•r:'R ::dGat:L,r<'� `v O '">�'�3f+t #k r a rw tfE �''(.1 :1 .3t f," s af fsf b}fY".•.<<>= co Uco :pt V/ Y <<Y 'pnf:)' v :Y£.t< '(^ dy.t 'S3tycitivil, 3.x cS Xl' S: c. �.'}'ii'Y„ bra.t`t 2a. i:' QV :3,.. dt `ba• X.,�,r.. .2-Ya` yr rZ-�&�•y':i��f; Y/ Reg )yO ii9' ti W �<#.y t. � ,,,t�'R:'S� r� e7' Yo v y A .sF> '`t 'CtY Y f tin�J `� 'p•^"e`t••r.,�i Yyr., c _i L F'� _v,.. ? 2r{ 4i yT °{Lam.. ) r I' aff a -i ,,,�.v' i.r✓ SCt;.S ...... r1"!� q h� sf. :tt.r'k+^r Town of Oro Valley Budget Compared to Actuals Report Through December 31, 2006 General Fund 2006/2007 Y-T-D Difference Percentage of Total Budget Actuals Budget to Actuals Budget Completed REVENUES: 37.7% Local Taxes $ 11,019,815 $ 4,153,940 $ (6,865,875) Licenses&Permits 2,629,000 977,741 (1,651,259) 37.2% _ 61.1% Federal Grants 539,000 329,063 (209,937) State Grants 202,375 82,815 (119,560) 40.9% State Shared 9,242,500 4,466,007 (4,776,493) 48.3% Other Intergovernmental 761,000 118,206 (642,794) 15.5% Charges for Services _ 826,900 508,753 (318,147) 61.5% Fines 200,000 94,477 (105,523) 47.2% Interest Earnings 320,000 255,080 (64,920) 79.7% - 185,900 65,773 (120,127) 35.4% Miscellaneous Fund Balance alance Carryforward .....,..... ,....11:,5 3 8-..,: 7 91 VS : (11,538,791) 1,538,79 1 ..... .. 0.0% T , ; : : �10 " �>� N :j465,281. .$..-.. i70 ,7 . § ka fi . ; ' �OSO � s: 4 EXPENDITURES: 44.3% Town Council $ 214,741 $ 95,052 $ (119,689) Town Clerk 340,966 144,248 (196,718) 42.3% Magistrate Court 704,858 308,298 (396,560) 43.7% Town Manager 662,142 294,853 (367,289) 44.5% Human Resources 328,950 153,628 (175,322) 46.7% - 259,176 24.5% 343,179 84,003 (259,176)Economic Development 1,058,812 545,859 (512,953) 51.6% Finance - Information Technology _ 696,226 314,692 (381,534) 45.2% Legal 986,775 379,375 (607,400) 38.4% Community Development Administration 419,279 189,784 (229,495)_ 45.3% , Planning &Zoning 923,276 429,405 (493,871) 46.5% Parks&Recreation _ 2,452,616 938,822 (1,513,794) 38.3% Library Services 1,345,500 487,360 (858,140) 36.2% Police 12,153,145 5,253,261 (6,899,884) 43.2% 795,107 43.5% Building Safety 1,407,206 612,099 ( ) Public Works ' 502,262 184,680 (317,582) 36.8% Custodial&Facility Maintenance 252,966 101,104 (151,862) 40.0% General Administration: , 2,012,811 1,561,210 (451,601) 77.6% Contingency 10,659,571. ... .. .... (10,6 59,5 71...)i PT> I � 11 iv'�! 440 �g: 4 .2.,077,732-1$1.014024414§491 I7,732 ry � 1)§ ga leA w : ii REVENUES LESS EXPENDITURES j $ (1,025,876)1 I BEGINNING UNRESERVED FUND BALANCE AT JULY 1, 2006 I $ 13,012,962 1 CUR :ET: NREREfl:>E .,: G:\BUDGET ANALYST\Financial Reports 2006-2007\2Q Reports\2006-07 Budget vs Actuals Report_2Q Town of Oro Valley Budget Compared to Actuals Report Through December 31, 2006 - ighay Fund 2006/2007 Y-T-D Difference Percentage of Total Budget Actuals Budget to Actuals Budget Completed REVENUES: Local Sales Tax Licenses & Permits PAG Reimbursements State Shared Fuel Tax Charges for Service Interest Income Miscellaneous Fund Balance Carryfor ward $ 1,859 0 ,859000 $ 1,021,542 $ 32,000 500000 3,138500 38,000 123000 2000 3,263444 25,842- 1,165,489 780 73,083 7,292 (837,458) (6,158) (500,000) (1,973,011) (37,220) (49,917) 5,292 (3,263,444)- 0.0% 5...5......0,% 80.8% 0.0% 37.1% 2.1% 59.4% 364.6% 0.0 TTA ���� ata: .l9qr 1 .;2agg9n K, ,A . / 6 • % *.... EXPENDITURES: Personnel Operations& Main tenance Capital Outlay Other Financing Uses Contingency $ .. 2,128,467 ,128,467 $ 1,1.67,269 2,832,525 1,232,301 1,595,382 . ' 92 8 ,538 _ $ 382,435 494,382 1,232,301 (1,199,929)) (784,834) (2,338,143)(1,595,382) 43.6.... % 32.8% 17.5% 100.0% 0.0% x : , O , it , §A : ! : P " MI91..8./VQ. F ^ ynXiaY... . REVENUES LESS EXPENDITURES $ (743,627) BEGINNING UNRESERVED FUND BALANCE AT JULY 1,2006 __ $ 3,776,545 :::....:::.:::: :.::::::::::;:: 03.2 9 .7ii:: .....,. i :. •• .. .c/•:E.?:': 1 ....... iiii'::;s;�'::: iii::::::: :...:....::.....':..::1...n... :. ..:.. . �::a.JN.RFSE�R'11��F�:ND:;:�AN ...)::,::::::::::......:.,.:.......:..........................:.:.............. . I G:\BUDGET ANALYST\Financial Reports 2006-2007\2Q Reports\2006-07 Budget vs Actuals Report_2Q Town of Oro Valley Budget Compared to Actuals Report Through December 31, 2006 Bed Tax Fund 2006/2007 Y-T-D Difference Percentage of Total Budget Actuals Budget to Actuals _ Budget Completed , REVENUES: 29.3% Local Taxes $ 1,194,251 $ 349,878 $ (844,373) Interest Income - 5,729 5,729 0.0% Fund Balance Carryforward 515,788 n f :..,..,>;�.:...•...:.....................>.. ?3c.<<s @ ,.Y:s, ..:. ,�>t•.,.:. .. ...::: .. V p�'�'TT joietwitsompAwr}c.. ...,,.,.....:•:;.:r,.... )..a S.a•...:;,).r..y.... Y......<fb. R yF,S.�'.. .S f,.. `f>b�.l.,.A ^5 � :.. .. �......> x.f..):S•. ^:`. .:.3•.4.;...'!'::':•:$`,o.dr.;,'Y. ,::.. �j>. ...S.>kyf... s•..:.mrr• ?�,,. V� {J ... .. . .. p >w?. d.:.'Y ,.:i>..,fi{:, : ,d>.'Ya, ':!d>•a�SS9a.x•>,•::•:;.•. �>,Y „.! : Y T .g vt .Z•.f!•L 3 s; .,l<;. ) fr is .:.<)Y> 1,710,039 � , .:.::.. .! >..> > � s• ....(.�,.cy •'Y.AlS�-.. :.rc�.-..-...,t.Y.4:.:�fp.�'� ...a�ry•S.<.;,:r'�' >��o � ':.....:. D\ :::. .. p� .). `k.�•3 i .?s•,..<..:'t"•,'t:„•tif�;w•)v:•.'t>.i;<kyt<.a�S,',::�� „�Y;.t.K.'•!.. ..e.. M .•T,.�.�ri�rk7:.cd0... ... .. : r• EXPENDITURES: Economic Devep 32.1% to ment 226,042_ $ 72,655 $ (153,387) MTCVB 216,042 19,378 (196,664) 9.0% 18.3% Bed Tax Rebate - 299,318 54,892 (244,426) 109,400 211,167 101,767 193.0% Parks &Recreation 324,063 - (324,063) 0.0% Naranja Town Site Contingency .. :... . 535,174 535,174 174 0. 0% - TptAt.EW.ENPJTLR . kS ... ;.: : t`IISVIWPAAPittagf0§gAgi .ttai;i . . ttlax -0.-57,4:;., REVENUES LESS EXPENDITURES I $ (2,485)1 BEGINNING UNRESERVED FUND BALANCE AT JULY 1, 2006 I $ 283,034 I 'CURRENTA NgESERRED,:f:: N© BA hi.0 :.t.,:: :..... :k�>_ >.:::: h,.:..,: ..,r:::.....:: $0 G:\BUDGET ANALYST\Financiai Reports 2006-2007\2Q Reports\2006-07 Budget vs Actuals Report_2Q Town of Oro Valley Budget Compared to Actuals Report Through December 31, 2006 Public Transit Fund • 2006/2007 Y-T-D Difference Percentage of Total Budget Actuals Budget to Actuals Budget Completed , REVENUES: Federal & State Grants $ 99,983 $ 116,316 $ 16,333 116.3% Local Transportation Assistance Funds 183,500 55,055 (128,445) 30.0% Charges for Services 70,000 28,130 (41,870) 40.2% Interest Income 7,000 4,398 (2,602)_ 62.8% Miscellaneous - - 24, 24 ` 0.0% Transfer from General Fund 261,195 261,195 i - 100.0% Fund Balance Carryforward 75,535 - (75,535) 0.0% �: .,... �Wit.«. r: ....::.. ....:.....r..«.,- v ... .. ..., :.r.• ...:':y:: qtr. ...'rdt`�` p�} ...-..�..�.. ...... rr.r.rr.r.. .....«.......,.. .../a.r.r A: .. .. ...: :� .. :.: r.r,t..trry,..: Lr...c ..t '�< �'}��tY .. r..,r.. ..... ... r. .. .v rn...r ........ !. .Rfw tr. r!?,,. • .. :. v:f, :f t�«+fr Y.IA rr xr. .. Y 3..r:lr.i..S'. ... I. frf�',,. .'._.. ..r :•. !::'3i::.)•v:v. '.y 4;8'::/Q. t�yy,, 7 _. -...:.:::...:........., r.....,r r.rrf!a t.r... .,.r2u .. e`n,«. .!.....::.. ...........: r .I. s 6i !Rzt .., t of). ff v .v. .. Y1 r..a....... . :. .. ... > ':: q � 'fin. ...•.. :... ... �::...,......r..r.r....r d ,..J!.,.:.,..:.....t+r� .. ....,.. . �f., yi:.Y, •� .... t,.....,.,..,......t..:. .v... .r.. _: ..-- _..... r rry..aa.. ..«r�..tt r..,.,,..r f,s f..�,�,rr. rr ,>a. i.. >.x.::............... ... :� ...„r�. .. ..,. f ,,,tfert!r.rY:'SY3r«•r:r.,.rr .•atrdc.:.�,a r r zf:)..«. .,o. ,. �;;�.....,a.!-)' _ ........a< TOTAL::fZ.E1��N�ES :. .: .. )6t, w.,,�. tr..)�.�.,:. a..:.�r:���.�).::.....f,;,, � �9�, EXPENDITURES: Personnel $ 429,480 $ 168,864 $ (260,616) 39.3% Operations & Maintenance _ 147,733 52,331 (95,402)_ 35.4% Vehicles _ 120,000 - (120,000) 0.0% Contingency - .............. .. :.,. ..,.... ;: -.:...S r•a.,: t ••Y'f>'ctrai••'Yz:•`s^vS<. .a- ��� o�: t ........r.. ... r..r ...... ...)..r.!..e rr.»r,a ,<. .. ... �.....>,r.. :.. •'ot'a .tuft•' t., ,.k4 .o a. .,: t..Y Y Y .r S .S.. f.S .:,,.:.. .r. .,.:...... �.. *.f;..r ::r .:fk cI,, .'a. S .> r .>. .. f!'.. t v F...1r..x,rz' r> ,. .. .. < s....>.r r....r.. ,.. .::r v.:- :.' }�a.Yz.•t r..+:.. s. .a• .t�. f;. .s 3 t .. ..>:5' N 4 r r .v ... � S). .}.r.•r.. ! «r.,..r .. .. f• a..Y.�•.. t::G.a.r.• .na o:•w).. :w �:.w:;t:...a:. :t.: . _ >.<.x... . �� . . . .. '.:,.221 �I���Jr � .. �t,...,. ..r .... .r ..,.,. rr..')`F•f rJ.'a. a : � f v5 v. .. .r... .. y.. :��.., .:).•. ! ::a .. .... - .... . y�.... .t '•G t�w < �r r.�> � . 4:itu't.. •h.. >".�fic ..r.;.��� :r.a.•r• 3:,�yrri„}.)�tr!>: ....�....... ... ::.K. :.. .✓ :• ,:.......... ...,: .v .:.� � rt,!,>...9,...,.vrr..}rt .. r t}/ - Z raFar�l jy9 )rfrd....{. ,`),� 'a.::....cal".,,... .. .. .r 7 .. r. - ..r....r.....r..:r.vY,^�..a S 1'�w�.tY };.... YrE., r .f•Si r S� :.v .r:t. 40.•}... ;4�1.rf.�^'f'.t+v.(aY:�...... .�Y+.K •. .. � }.. ' .. C:E�����.R � :.:'...r.' S t}'f•.•�,.r.;Yy a.i'.�.v��iY w•h•,}k�..'rrl....�.21.:..ffl:r�.�._..r...::..�..5..4%.�.;.....:... ...1. .. ���,,A�.EXE_.;t.f\ :t.::. .:. ..::.,.:. ...,.<.�...���`., t. REVENUES LESS EXPENDITURES $ 243,922 BEGINNING UNRESERVED FUND BALANCE AT JULY 1, 2006 _ $ 43,409 CURRE.. � SERVED FUND BALANCE $::....::...::287,3.4::.x. NT:UNE .. . . .. . .......... . ....:.:. ....::.......:::..... ... G:\BUDGET ANALYST\Financial Reports 2006-2007\2Q Reports\2006-07 Budget vs Actuals Report 2Q Town of Oro Valley Budget Compared to Actuals Report Through December 31, 2006 ..:: ::, . Development impact Fee Fund • 2006/2007 Y-T-D Difference Percentage of Total Budget Actuals Budget to Actuals Budget Completed REVENUES: !Miscellaneous Federal Grants $ 498,000 $ - $ (498,000) 0.0% PAG Reimbursements 5,010,811 2,542,074 (2,468,737) 50.7% LPima County Bond Proceeds 595,059 24,349 (570,710) 4.1%, Development Impact Fees 1,489,200 435,593 (1,053,607) 29.3% 'Interest Income - 60,705 60,705 0.0% ' Miscellaneous 5,000 (5,000) 0.0% Transfer from SP Revenue Fund 1,000,000 1,000,000 ` - - 100.0% 'Fund Balance Carryforward 3,499,890 (3,499,890) 0.0%M ..... ...<.. ....: .>,:../ .... :.�{.. ..{ k . as .,.� �,�y,�1,:... .. ISigiiitiAgnit$>.... .....,.. .. ...., :.:. ..... .,f...., ... ,r.,S.. a'.£"ff4� .... . �- 's"+�?. t,.�. �''36'....>• �;t��f »3...a: .. ..�. .. >Q :a.k. .S'<fl '$•3.'�T' f.:._. .3{':f,'.... S; .: �s�:. fT{`....h 'V.�3�.�i�.9 <f..,.{aY..��"•�^.�i�a. Sn;3....>,..: .. ... .. .;. : ..a .v rJ.. Sr: .•r � ... � .i.. 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'> aYry .r. .• {t''Y:: --. ��.�� �'W� ..'it';;•�e�� Y > M?;. �•S..si. < S. .Y .,',> . �a ..} .. ... 0.97 960:. .... .... :t ..i•1 ;;•.. ,.r:.�.:x;;,• :.?•v.:..t:ro:\.t:. .... .:.. ... .Y.... -: .; ��.. .yy.fK.�ec�`.�.{ ta�`'S�!,•'"�{'� �.... ..>...., e .��y� s.,..�� .t>s• .<.� •;•.v:.,.•;.:: ..x:.. , ��a ;. :.�.t .. >.. :. .: ..aa:. ., �: .:...: .. ...-�...:.�?e..a>..�..r.�>.h'��r ,o.. .. n6/.:s'���....fb t>. <�,•.•Y.•:::� ��...7C'��,: a7 � .!t,:.a x!:�;f{. ..; ,?.... ,;..,-•., ,,. .' _' � Sn:f{,^� ..�./.�...T•'Kfx'..ys •fK,C .. ... :.. .. .. .<. .. ..�,,.. :.��i� �:�.....<:.�'..'••,•,•�;d; .'�•>.:.;l�>C;fa'R:` h�!f.:>��<f`. ^.f...•..:"R,.t ::�t,�a�'.;;tiff. ;EXPENDITURES: !Operations & Maintenance $ - $ 10,673 ' $ 10,673 0.0% Capital Improvements -First Ave. Bridge/Roadway 7,896,936 2,366,036 (5,530,900) 30.0% - CDO Shared Use Path 1,365,883 34,556 (1,331,327) 2.5% I -Tangerine/La Cholla Intersection Improvement 100,000 27,620 (72,380) 27.6% - La Canada Widening (Naranja to Tangerine) 659,032 12,067 (646,965) 1.8% -CDO Wash Pedestrian Bridge 400,000 - (400,000) 0.0% -Other Roadways - 346,155 346,155 0.0% Debt Service _ 155,366 18,411 (136,955) 11.9% Contingency 1,520,743 - (1,520,743) 0.0% _EXPEND1 T U REa K. taRf47 9 - v. h 8 15 51:8' - {9 2 Y2�42a� 9 a �� V� { :. . ..• ... � :'.: :. .': ,"v: .Yn4 . - --:-.':•:"'`,:v.' : ?{:v. i. - �>.wt. 40" xM ^::, D REVENUES LESS EXPENDITURES $ 1,247,203 BEGINNING UNRESERVED FUND BALANCE AT JULY 1, 2006 $ 4,112,237 .; ..:. .. ot:ED:FtuN.D:BALA .c ..<..y.l`..k Y.. ° e 5.;359 0 G:\BUDGET ANALYST\Financial Reports 2006-2007\2Q Reports12006-07 Budget vs Actuals Report_2Q Town of Oro Valley Budgeted Income Statement Through December 31, 2006 Oro Valley Enterprise Fund 2006/2007 Y-T-D Difference Percentage of Total Budget Actuals Budget to Actuals Budget Completed OPERATING REVENUES: Water Revenues $ 10,658,500 $ 4,868,199 $ (5,790,301)_ 45.7% Service Charges & Meter Income & Miscellaneous 1,299,800 595,672 (704,128) 45.8% Miscellaneous State Grant - 35,000 35,000 0.0% ]/��O : r......•r r .:..,,... .... ,... ....i,.,:.Y..f.>Y : ........ ........:........ : :. �. : :::...' 0016111111-1r 46'V:'�� -: •."'>.. ,f n. ...;. .. ..f.j••,,:••.J.r,..::>r{.:, :nY .. ., r..v r r J r..... ::. .:. a:: .... ...>.Z,. .i...3t f b.f.,,.3.::•.!. ..f,�ao:r..G.�r:....x.£t't..r�t<.:x/''.rr { {af.:.,.. .--. ... .:. .RR ... .> t. .<�)s...:.rrr>.Y.>. ...... .. ..r 3.5.. �:. ...... .. .. =y}�) 98 1L... " - :::.. J A.. r Yr. .:i..K ..... >v.a.,. ,r.. .:.r H.E� •.:;,..:::n.. Y'� .{........... -� �3� ...... ,.:..:t.:' .. l..{:r.r:.r..r.�..,t.:.1 . y.:..{>"1:.,.x.,. <vr1'. .r2.t,.�...H.:.: :., 1.9 &30© ........ .. (6A.,. 9 :......... ...... .._... -. .C,�.ar.<.y�..<K„•J.:.;.:,:t'...,.r. .. .:!'Y'xa!E,.7.,.{:.:..,.:..tJ L�b �ntGJ�M,L„.>;.,,, ! .�.. -:� .. � �:a:nr�;..,., ...... , ,., ��.rr, ..err;,/a'£f'f t�G.'r'4,•t•:::ttt..ri: »Y:.i> y. .r.J:J{.T'rY3�ai,•.: F...:vtt• '>:£YY� _ TOTAL RAVE �;::,•�':; �r '�.{>>�:::>•:°t:�.,..�,:<>��{:.•;;<{...st>,.......:::t;;... .. OPERATING EXPENSES: Personnel $ 2,178,533 $ 1,016,159 $ (1,162,374) 46.6% Depreciation &Amortization 2,341,900 1,165,552 (1,176,348) 49.8% Operations& Maintenance 3,764,367 1,929,907 (1,834,460) 51.3% < w h h a ro? a. R 1a��a ..,.. .: ....:::: .:.Y- 8,4:8 o 0.:.. ':'• - ti,�^'.i�'•�::::v: ♦> i:'r.:.:.{i:F'::..::...n.�:r....:..: T�JTA�.C)P� T�N. �:� _ .'41. 1.141:511A.,,,7,„,,,.$ ::: { ht :.:.{cast,;f>,.�;:':,t,,..:..>, ,.. _. , OPERATING INCOME I I $ 1,387,253 I NON-OPERATING REVENUES (EXPENSES) • Water Connection Fees $ 1,084,700 $ 567,801 $ (516,899) 52.3% Development Impact Fees 153,000 75,750 (77,250) 49.5% P Other Financing Uses (153,319) (153,319) - 100.0% _ Interest Income 350,000 421,292 71,292 120.4% Interest Expense Ex ense (..2,8..+V}1��7,509.):. : (.:1,7. 19,..975) 1,097,534 .. ,0.97,5...-34 4 61.0%% I - . . . . 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ECI.iCL;CLCL,G1.! 2A TOWN OF ORO VALLEY COUNCIL COMMUNICATION STUDY SESSION DATE: January 31, 2007 TO: HONORABLE MAYOR & COUNCIL FROM: Stacey Lemos, Finance Director SUBJECT: Preview of the Town of Oro Valley Fiscal Year 2007/08 Budget Process SUMMARY: Thep urpose of this agenda item is to brief the Council on the following: • The budget process for the coming 2007/08 fiscal year; • Discuss the new program-based budgeting format; • Provide some preliminary trends and projections for the General Fund; • Review the budget calendar attached; • Solicit feedback from the Town Council regarding service level assumptions and number and format of the proposed budget work sessions. FY 2007-2012 Capital Improvement Plan (CIP) Preparations for the FY 2007/08 budget have already begun with the 5-year CIP process commencing in November, 2006. The departments have submitted their requests totaling $2,071,800 in the General Fund and $1,555,000 in the Highway Fund to the Capital Improvement Plan Technical AdvisoryCommittee (CIPTAC). In early February, the CIPTAC will meet again to select the J assumptionprojects ro ects and rank the remaining projects. An amount of$1 million from cash reserves is proposed to be allocated to General Fund projects in FY 2007/08, similar to the amount funded in FY 2006/07. Approximately $1 million is also being proposed to fund the projects in the Highway Fund pp Y for roadway improvements and some capital purchases. Program-Based Budgeting In the fall of 2006, Finance Department staff met with all departments and divisions to identify the majorprogram areas around which the FY 2007/08 budget will be structured. To further assist the departments when preparing their FY 07/08 program-based budget requests, each department's p currentY ear 2006/07 adopted budget was re-allocated from the line item format into the program- based format to serve as a basis for next years' requests. Theosero d budget calendar for FY 07/08 is attached and shows budget forms and instructions to p p be distributed to department and division heads on February 8th and due on March 2nd. The Town p Manager is scheduled to hold budget review sessions with the departments from March 19th through gh . April 6 The Town Manager's Recommended Budget is scheduled to be distributed to the Town Council and the Finance and Bond Committee on April 18th, and Council work sessions are May. Adoption through the month of Ado tion of the tentative budget is targeted for June 20th, and final adoption of the FY 07/08 budget is set for July 18th G:\STACEY\Council Communic\FY0708 Budget Preview 1-3 1-07.DOC TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 2 OF 4 that the preparation of the recommended financial sustainability plan by the Finance It is anticipatedp p and Bond Committee will coincide with the schedule noted above, with a draft version of the plan to be presented to the Council in mid- to late April when the Town Manager's Recommended Budget is delivered. g Also included in the Town Manager's Recommended Budget document will be a summary of current year highlights and achievements byeach department, as well as a listing of FY 07/08 goals and objectives in support of the Town's Strategic Plan. Each department's budget will also include updates to the performance metrics or workload indicators included in the currentyear budget. It is anticipated that the Town will transition to the that were , implementation of more qualitative performance measures in the coming years as the Town's resource plannings stem is fully functional and methods for administering those enterprise Y performance measures are in place. Preliminary General Fund Projections for FY 2007/08 Beginning Fund Balance Based on the Town's revenue and expenditure estimates through the end of the current fiscal year 2006/07, it is anticipated that the beginning fund balance going into FY 2007/08 will remain stable at around $13 million. Revenues p It is anticipated that we will continue to see significant one-time revenue from construction sales taxes as Steam Pump Village and Mercado Del Rio progress. Construction sales tax revenue will also be expected from activity at the Oro Valley Marketplace in anticipation of their September, 2008 opening date. Sales tax revenues from existing local businesses are expected to increase slightly between 3% and 4% for inflation. An incremental increase from new commercial activity will also be included in the budgetary figures for revenues. Budgeted revenue for residential building permits will be significantly lower than the current yearbudgetadjust to adjust for current and anticipated cooling market conditions in the housing industry. The budget will reflect the first full fiscal year collections of the 2% utility sales tax at slightly over $1 million. No significant changes are estimatedyear next for state shared revenue distribution amounts. G:\STACEY\Council Communic\FY0708 Budget Preview 1-31-07.DOC TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 3 OF 4 Program Expenditures/Service Level Assumptions g When the Town Manager's Recommended Budget is delivered to the Council in mid-April, it will detailspecificprogram the costs of areas within each department and include specific service level assumptions and the costs associated with providing those levels of service. Some examples of this are as follows: • Police officerp er capita ratio of commissioned officers per 1,000 residents • Creation of a procurement function in the Finance Department • Continued implementation of the Building Safety Department's process improvement plan • Set aside of funding for FY 2008/09 capital asset replacement fund • Co sts and resources needed to further progress on the Planning & Zoning Work Plan • Stormwater management program costs • IT network administration enhancements The above items listed are consistent with the short-term unfunded needs presented to the Town Council in the Town's Fiscal Plan at the November 20, 2006 Council Study Session. Direction from the Town Council g The proposed budget calendar for FY 2007/08 is attached outlining a series of six (6) Council budget work sessions throughout the month of May. Staff is requesting feedback from the Council regarding g Y the number and format of the work sessions. Some Council Members have expressed a desire to hold an all-day budget et work session on a Saturday to review the Recommended Budget as a whole d focus on more policy-related issues, such as service level and service quality assumptions, new and p y employee requests, review of salary and benefit projections, and the funding of merit and cost-of- living adjustments (COLAs). Department heads would then have the opportunity to present their p g program area budgets to the Council, as well as the service level assumptions that have been incorporated. It is further anticipated that should there exist a deficit whereby expenditure requests exceed revenues, staff wouldprovide proposals to close the gap from cost savings generated from estimated reduced levels of service and/or additional revenue sources for Council consideration. G:\STACEY\Council Communic\FY0708 Budget Preview 1-31-07.DOC TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 4 OF 4 ATTACHMENT: 1. FY 2007/08 Budget Calendar Livi/gbI Stacey Lemli. Finance Dir:i for atti/A) David L. Andrews Town Manager G:\STACEY\Council Communic\FY0708 Budget Preview 1-31-07.DOC Town of Oro Valley Financial Planning Calendar FY 2007 — 2008 SEPTEMBER 2006 OCTOBER <....' '`{`"... O '► DECEMBER S M T W Th F S lEillinE11311311011112 ®®Q®®®© ElQII®1111® 1 2 1 2 3 4 5 6 7 1 2 3 4 31 1 2 WDM y \,.`C 3 4 5 6 7 8 9 8 9 10 11 12 13 14 5 6 7 8 9 10:> 11 3 4 5 6 7 8 9 10 11 12 13 14 15 16 15 16 17 18 19 20 21 13 14 15 16 17 18 19 10 11 12 13 14 15 16 17 18 19 20 21 22 23 22 23 24 25 26 27 28 19 20 21 22 lx >Iti;r 25 17 18 19 20 21 22 23 24 25 26 27 28 29 30 29 30 31 26 27 28 29 30 24 2 < 26 27 28 29 30 JANUARY 2007 FEBRUARY MARCH APRIL 0®QLI111111111 ®11131®13®11111101 EIL111111111311111111111110 S M T W Th F S 2 3 4 5 6 1 2 3 1 2 3 1 2 3 4 5 6 7 7 8 9 10 11 12 13 4 5 6 7 8 9 10 4 5 6 7 8 9 10 8 9 10 11 12 13 14 14 :11,§„A: 16 17 18 19 20 11 12 13 14 15 16 17 11 12 13 14 15 16 17 15 16 17 18 19 20 21 21 22 23 24 25 26 27 18 19: 20 21 22 23 24 18 19 20 21 22 23 24 22 23 24 25 26 27 28 28 29 30 31 25 26 27 28 25 26 27 28 29 30 31 29 30 MAY JUNE JULY AUGUST ._ 1211131115111 21131111111111 Q1211111 1111111101 Q®II®1111Q110111 S M T W Th F S 1 2 3 4 5 1 2 1 2 3 4 5 6 7 1 2 3 4 Jnr?- 6 7 8 9 10 11 12 3 4 5 6 7 8 9 8 9 10 11 12 13 14 5 6 7 8 9 10 11 13 14 15 16 17 18 19 10 11 12 13 14 15 16 15 16 17 18 19 20 21 13 14 15 16 17 18 19 20 21 22 23 24 25 26 17 18 19 20 21 22 23 22 23 24 25 26 27 28 19 20 21 22 23 24 25 27 2 ': 29 30 31 24 25 26 27 28 29 30 29 30 31 26 27 28 29 30 31 Date Activity November 17, 2006 CIPTAC meetingto commence FY 2008 — 2012 CIP process January 3 — 19, 2007 Prepare FY 2006/07 mid-year financial status with revenue estimates and fund balance projections January 8 — February 7, 2007 Prepare budget work papers and instructions January 12, 2007 CIPTAC meeting to present CIP Projects January 31, 2007 Council Study Session on mid-year FY 2006/07 financial status, CIP update and guidance on developing the FY 2007/08 budget February 2, 2007 CIPTAC meeting to rank CIP projects February 8, 2007 Distribute budget request forms and related materials to Department Heads February 16, 2007 CIPTAC meeting to discuss major facility projects February 28, 2007 New Personnel and Employee reclassification requests due to Human Resources March 2, 2007 Department budget requests due to Finance - electronic copies to Wendy Gilden, wgilden@orovalley.net March 5 — 16, 2007 Employee staffing, compensation and benefits analyses due from Human Resources March 5 — 16, 2007 Finance Department reviews and analyzes departmental budget requests March 21, 2007 Council adoption of FY 2007-2008 Capital Improvement Plan March 19 —April 6, 2007 Town Manager's budget reviews with Department Heads April 9 — 13, 2007 Finance Department assembles Town Manager's Recommended Budget G:\BUDGET\FY 07-08\Planning Calendar.doc 1 Town of Oro Valley Financial Planning Calendar FY 2007 — 2008 Date Activity April 18, 2007 Deliver Town Manager's budget to Mayor and Council, and Finance and Bond Committee May 7 — 31, 2007 Council's Budget Work Sessions (Including Finance and Bond Committee) June 1 — 7, 2007 Finance prepares budget packet materials for delivery to Town Manager's office (June 8 packet distribution date) June 20, 2007 Adoption of Tentative budget June 21 —July 3, 2007 Finance prepares budget packet materials for delivery to Town Manager's office (July 6 packet distribution date) June 22 & 29, 2007 Publish Tentative budget July 18, 2007 Adoption of Final budget July 16, 2007 State imposed deadline for adoption of Tentative budget Council Budget Work Sessions Monday, May 7 Overview/Revenues/Administration Wednesday, May 9 Police/Legal/Court Monday, May 14 Community Development/Parks & Recreation Monday, May 21 Public Works Wednesday, May 23 Water Utility Wednesday, May 30 Reserved - Open Session G:\BUDGERFY 07-08\Planning Calendar.doc 2 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: January 31, 2007 TO: HONORABLE MAYOR & COUNCIL FROM: Sandra L. Abbey, Human Resources Director SUBJECT: Presentation of Draft Compensation Plan for 2007-2008 SUMMARY: In accordance with Personnel Polices 6, Classification and 12, Compensation, an annual classification and compensation plan is to be developed and presented for Council approval. Attached is a Draft Annual Compensation Plan for the merit pay classifications. The step plan classifications are currently being prepared jointly with representatives of the police department and will be presented as part of the tentative MOU. ATTACHMENT: Draft Annual Compensation Plan 2007-2008 SUGGESTED ACTION: Direction to the Human Resources Director, Town Manager, and Department Heads for follow-up actions in finalizing this draft, and for including the final compensation plan in development of personnel and related budgets for the 2007-2008 fiscal year. A/2, AZ4/ Human Resources Director sCittit Town Manager Town of Oro Valley DRAFT Annual Compensation Plan 2007-2008 CONTENTS PAGE Summary of Salary Analysis 1 Recommended changes for 2007-2008 2 Salary/Market Survey Results 3 Market Adjustments 9 Salary Grade Structure Adjusted for COLA 11 Fiscal Impact 15 Methodology and Sources 16 SUMMARY SALARY ANALYSIS Salary information was gathered from multiple sources for 135 Town classifications (not including classifications on the Public Safety Step Plan, which are reviewed separately during MOU negotiations). Of these 135 classifications only 7 job titles were found for which reliable salary data were not available (see attachment A). Of the remaining 128 titles, the following results were found: Overall, on average, Town salaries are approximately 103.24 percent of the market midpoint. This means that our midpoints tend to be 3.24% higher than average (note: this improvement over last year's results is largely due to the market adjustments completed July 1, 2006). It is desirable to maintain midpoints that are between 10% below and 10% above market averages in order to remain competitive. Only 7 classifications reflect a variance from the market of more than 10% below market pay, and may be candidates for market adjustments (see attachment B). The remaining classifications were less than 10% below market or were at or above market pay for similar positions. According to the University of Arizona Eller College, the projected cost of living increase for the relevant area is 3.9%. A COLA adjustment to both salaries and the merit grade structure will help ensure that our market position remains competitive. Note: Reclassifications may be requested in conjunction with organizational changes, and would be detailed in the specific budget plans for each department if required, therefore are not detailed in this report. Additionally, a program for recognition awards (for example gift certificates issued to recognize an employee who provides exceptional service above and beyond expectations) is being developed, and will be included as a requested budget item in the Human Resources budget for development and implementation of such a program. While not included here, once begun, such a program would normally be included in the annual compensation plan for future years. 1 RECOMMENDED CHANGES for FISCAL YEAR 2007-2008 Compensation plan changes recommended for the fiscal year include cost of living adjustments, merit increases, very limited market adjustments, and an adjustment of the merit grade structure. These recommendations are dependent on available funds and approval of the budget by the Town Council. • Cost of Living Adjustment 3.9% • Merit Increases In accordance with performance appraisal/evaluation program with increase amounts varying from 2% to 4% of midpoint. • Market Adjustments For classifications with midpoints more than 10%below market average • Merit Grade Structure 3.9% increase to current structure 2 Attachment A Salary Market Survey Results 3 Q C a) E 0 co Q C) O) O) C) C) O) C) C) a) C) C) C) CC) C) C) O) C) m O) C) •�, C C C C C) C o) C C p) C C C C C m C C C cc C C cc a) O a) a) 'a) C N -- a) N - a) -C a) a) a) a) -C a) a) a) a) a) a) a) a) a) cvu) a a a7 a -0as a. s aa10aaa. aaaaaa cv- a. 0 E E a) 0 a) 0 0 a) 0 a' 0 0 0 0 a) 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LC) O N C) N CO 1- CO d' N N CO ,- C) N r- r- CO d t N- CO N-- CO N LO CO d' N- 0) C) 0) CO Ln CO CO 0) CD CO 1- N LO CO C) CO O CO - 0) C) 0) 10 0) 0) d- CO CO N d' N- C) CO C) 1` 10 N- 0) CO CO O Ln t 0) 10 0) t.15 >` CX) - N ti N O) O N- cO O O 05 1- 0) cD O R. 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N- r- N- Imo- N. N- N- OO OO OO OO OO OO OO 00 0) O 12 8 6 O 5 SD 73-5 CI) CO o CL O O O C _..r CU '5 O CID .to to CC3 i Y .Q C C �'' O C '- a C- E 'a- •- L Li..' C E E O .CD p -C-5 a) a5 E C f- O . O p Q O LLI .L C C II F- F•- E a �, a) Q U = O j Q CO a) 0 II II O O Q N _NC Cf) > L- 4-- (� cn .- Q a) C co E CD a) 0 '� — C C 0 a� .� 0, 76 -C o a) Q }, o a C C U cp co a) C .� C U C Q C 0 C _U C U c� aa)) o C o o co 0 = O .= ' o c� o o � o (0 000 w w F-- CL CL F-- = U ii: a_ F- s F- Cl_ Q F- Attachment B Market Adjustment Recommendations 9 Town of Oro Valley 2007 Recommended Market Adjustments Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Cust Service Supervisor f 441 34,4521 43,0661 51,6791 I 36,1971 47,5361 57,0431 48 The Customer Service Supervisor for the Water Utility has a salary grade that is 14.7%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade of 48. Further,it is recommended that a market adjustment be provided to the incumbent equal to the lesser of 10%or up to the new midpoint. Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Crime Analyst I 471 37,1021 46,3761 55,6521 I 40,9531 51,1921 61,4301 51 The Crime Analyst has a salary grade that is 12.3%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade 51.Further,it is recommended that a market adjustment be provided to the incumbent equal to the lesser of 10%or up to the new midpoint. Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Police Administrative Services Mgr 481 38,0281 47,5361 57,0431 I 41,9771 52,4721 62,9651 52 The Police Administrative Services Manager has a salary grade that is 16.8%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade 52. Further, it is recommended that a market adjustment be provided to the incumbent equal to the lesser of 10%or up to the new midpoint. Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Building Inspector II I 531 43,0261 53,7831 64,5401 I 45,2051 56,5061 67,8071 55 The Building Inspector II has a salary grade that is 10%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade 55.Further,it is recommended that a market adjustment be provided to the incumbent equal to the lesser of 5%or up to the new midpoint. Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Chief Civil Deputy Attorney 751 74,0731 92,5921 111,1091 I 77,8231 97,2781 116,7341 77 The Chief Civil Deputy Attorney has a salary grade that is 15%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade 77.Further,it is recommended that a market adjustment be provided to the incumbent equal to the lesser of 5%or up to the new midpoint. Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Town Prosecutor 761 75,9241 94,9051 113,8871 I 77,8231 97,2781 116,7341 77 The Town Prosecutor has a salary grade that is 12.9%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade 77.Further,it is recommended that a market adjustment be provided to the incumbent equal to the lesser of 2.5%or up to the new midpoint. Current Salary Range(adjusted for cola) Proposed New Range(adjusted for cola) Town Manager I 931 115,5281 144,4101 173,2931 I 121,3771 151,7221 182,0661 95 The Town Manager has a salary grade that is 12.4%below the market comparison. In order to bring this classification into a more competitive position in the market,it is recommended that it be reclassified to a salary grade 95. However, any salary adjustment would be at the discretion of the Mayor and Town Council. Attachment B Page 10 Attachment C Salary Grade Structure Adjusted for COLA 3.9% 11 FY 2007-2008 JOB CLASSIFICATIONS IN ALPHABETICAL ORDER DRAFT 1/18/2007 (includes market adjustments and 3.9% COLA) JOB CLASSIFICATION I Salary Range I Minimum 1 Midpoint j Maximum Accountant 47 $37,102 $46,377 $55,653 Accounting Clerk 36 $28,276 $35,345 $42,415 Accounting Supervisor 65 $57,866 $72,333 $86,799 Aquatic Manager 44 $34,452 $43,065 $51,678 Assistant Building Official 65 $57,866 $72,333 $86,799 Assistant Pool Manager 30 $24,383 $30,478 $36,574 Assistant Town Manager 86 $97,189 $121,486 $145,784 Assistant Town Prosecutor 66 $59,312 $74,140 $88,968 Bicycle, Pedestrian &Trails Coordinator 48 $38,028 $47,536 $57,043 Budget & Management Analyst 58 $48,680 $60,850 $73,020 Building Safety Director 78 $79,768 $99,710 $119,652 Building Inspector 50 $39,954 $49,942 $59,931 Building Inspector II 55 $45,205 $56,506 $67,807 Building Permit Manager 52 $41,976 $52,470 $62,965 Chief Building Inspector 60 $51,144 $63,931 $76,717 Chief Civil Deputy Attorney 77 $77,823 $97,278 $116,734 Civil Attorney 66 $59,312 $74,140 $88,968 Civil Engineer 64 $56,454 $70,568 $84,681 Civil Engineering Designer 58 $48,680 $60,850 $73,020 Civil Engineering Technician 47 $37,102 $46,377 $55,653 Commercial Plans Examiner 57 $47,493 $59,366 $71,240 Community Development Director 82 $88,050 $110,063 $132,076 Constituent Services Coordinator 50 $39,954 $49,942 $59,931 Construction Clerk 35 $27,588 $34,484 $41,381 Construction Inspector 51 $40,953 $51,192 $61,430 Construction Manager 62 $53,734 $67,168 $80,601 Court Administrator 52 $41,976 $52,470 $62,965 Court Clerk 36 $28,276 $35,345 $42,415 Courtroom Clerk 44 $34,452 $43,065 $51,678 Crime Analyst 51 $37,102 $46,377 $55,653 Customer Service Representative (Library) 32 $25,617 $32,021 $38,425 Customer Service Representative (water) 36 $28,276 $35,345 $42,415 Customer Service Supervisor 48 $34,452 $43,065 $51,678 Database Analyst 63 $55,077 $68,847 $82,616 Deputy Town Clerk 50 $39,954 $49,942 $59,931 Development Coordinator 44 $34,452 $43,065 $51,678 Development Review Division Manager 75 $74,073 $92,592 $111,110 Development Technician 38 $29,708 $37,135 $44,562 Economic Development Administrator 75 $74,073 $92,592 $111,110 Economic Development Specialist 55 $45,205 $56,506 $67,807 Engineering Design Reviewer 58 $48,680 $60,850 $73,020 Engineering Division Manager 75 $74,073 $92,592 $111,110 Executive Assistant 55 $45,205 $56,506 $67,807 Attachment C 12 Facilities Maintenance Technician 44 $34,452 $43,065 $51,678 Finance Director 82 $88,050 $110,063 $132,076 GIS Analyst 56 $46,335 $57,919 $69,503 Government & Com Relations Admstrtr 72 $68,784 $85,980 $103,176 Heavy Equipment Mechanic 47 $37,102 $46,377 $55,653 Heavy Equipment Operator 39 $30,450 $38,062 $45,675 Human Resources Analyst 53 $43,026 $53,783 $64,539 Human Resources Assistant 35 $27,588 $34,484 $41,381 Human Resources Director 79 $81,763 $102,204 $122,645 Human Resources Technician 39 $30,450 $38,062 $45,675 Information Technology Director 78 $79,768 $99,710 $119,652 Information Technology Technician 55 $45,205 $56,506 $67,807 Law Clerk 33 $26,259 $32,823 $39,388 Lead Transit Driver 37 $28,984 $36,230 $43,476 Lead Water Safety Instructor 24 $21,026 $26,282 $31,538 Lead Water Utility Operator 52 $41,976 $52,470 $62,965 Legal Assistant 44 $34,452 $43,065 $51,678 Legal Secretary 39 $30,450 $38,062 $45,675 Librarian 53 $43,026 $53,783 $64,539 Library Administrator 67 $60,795 $75,994 $91,193 Library Associate 38 $29,708 $37,135 $44,562 Library Page 22 $20,012 $25,015 $30,018 Lifeguard 18 $18,131 $22,664 $27,196 Magistrate Judge 82 $88,050 $110,063 $132,076 Management Assistant 60 $51,145 $63,931 $76,717 Office Assistant 28 $23,208 $29,010 $34,812 Office Specialist 39 $30,450 $38,062 $45,675 Paralegal 49 $38,980 $48,725 $58,470 Park Monitor 30 $24,383 $30,478 $36,574 Parks & Recreation Director 78 $79,768 $99,710 $119,652 Parks Maintenance Crew Leader 44 $34,452 $43,065 $51,678 Parks Maintenance Worker 30 $24,383 $30,478 $36,574 Planner 55 $45,205 $56,506 $67,807 Planning &Zoning Director 78 $79,768 $99,710 $119,652 Planning Technician 45 $35,313 $44,142 $52,970 Plans Examiner 55 $45,205 $56,506 $67,807 Police Administrative Services Manager 52 $41,976 $52,470 $62,965 Police Chief 84 $92,508 $115,635 $138,761 Police Commander 77 $77,823 $97,278 $116,734 Police Lieutenant 71 $67,106 $83,883 $100,659 Police Professional Development &Trng 60 $51,144 $63,931 $76,717 Pool Manager 38 $29,708 $37,135 $44,562 Principal Planner 65 $5,788 $7,236 $8,683 Public Information Officer 56 $46,335 $57,919 $69,503 Public Woks Operations Division Manager 71 $67,106 $83,883 $100,659 Public Works Contracts Coordinator 47 $37,102 $46,377 $55,653 Public Works Director/Town Engineer 82 $88,050 $110,063 $132,076 Public Works Foreman 47 $37,102 $46,377 $55,653 Attachment C 13 Public Works Maintenance Worker 30 $24,383 $30,478 $36,574 Receptionist 24 $21,026 $26,282 $31,538 Recreation Aide 28 $23,208 $29,010 $34,812 Recreation Leader 32 $25,617 $32,021 $38,425 Recreation Program Coordinator 50 $39,954 $49,942 $59,931 Senior Accountant 55 $45,205 $56,506 $67,807 Senior Accounting Clerk 41 $31,993 $39,991 $47,989 Senior Civil Engineer 70 $65,470 $81,837 $98,205 Senior Civil Engineering Technician 53 $43,026 $53,783 $64,539 Senior Court Clerk 41 $31,993 $39,991 $47,989 Senior Development Technician 43 $33,612 $42,015 $50,418 Senior Heavy Equipment Operator 44 $34,452 $43,065 $51,678 Senior Librarian 59 $49,897 $62,371 $74,845 Senior Library Associate 47 $37,102 $46,377 $55,653 Senior Office Assistant 33 $26,259 $32,823 $39,388 Senior Office Specialist 44 $34,452 $43,065 $51,678 Senior Parks Maintenance Worker 40 $31,213 $39,016 $46,819 Senior Planner 60 $51,144 $63,931 $76,717 Senior Public Works Maintenance Worker 37 $28,984 $36,230 $43,476 Senior Traffic Signs& Markings Worker 43 $33,612 $42,015 $50,417 Senior Zoning Inspector 50 $39,954 $49,942 $59,931 Special Projects Coordinator 56 $46,335 $57,919 $69,503 Streets& Drainage Crew Leader 47 $37,102 $46,377 $55,653 Streets& Drainage Field Supevisor 53 $43,026 $53,783 $64,539 Streets Superintendent 60 $51,144 $63,931 $76,717 Town Attorney 83 $90,252 $112,815 $135,378 Town Clerk 78 $79,768 $99,710 $119,652 Town Manager 95 $121,377 $151,721 $182,066 Town Prosecutor 77 $77,823 $97,278 $116,734 Traffic Signal/Signage Technician 47 $37,102 $46,377 $55,653 Traffic Signs & Markings Crew Leader 44 $34,452 $43,065 $51,678 Traffic Signs & Markings Worker 39 $30,450 $38,062 $45,675 Transit Dispatcher 37 $28,984 $36,230 $43,476 Transit Driver 33 $26,259 $32,823 $39,388 Transit Services Administrator 64 $56,454 $70,568 $84,681 Water Conservation Specialist 55 $45,205 $56,506 $67,807 Water Distribution Supervisor 66 $59,312 $74,140 $88,968 Water Production Supervisor 66 $59,312 $74,140 $88,968 Water Safety Instructor 22 $20,012 $25,015 $30,018 Water Utility Administrator 70 $65,470 $81,837 $98,205 Water Utility Director 82 $88,050 $110,063 $132,076 Water Utility Engineering Division Manager 73 $70,503 $88,129 $105,755 Water Utility Operator I 41 $31,993 $39,991 $47,989 Water Utility Operator II 46 $36,196 $45,245 $54,295 Water Utility Project Manager 64 $56,454 $70,568 $84,681 Water Utility Regional Coordinator 57 $47,493 $59,366 $71,239 Webmaster 63 $55,077 $68,847 $82,616 Zoning Inspection Technician 40 $31,213 $39,016 $46,819 Zoning Inspector 46 $36,196 $45,245 $54,295 Attachment C 14 Attachment D Fiscal Impact Market Adjustments (limited): approximately $17,700 Cost of Living Adjustment: 3.9% of payroll approximately $ 681,800* Merit Increase: average 3% of payroll = $ 344,600 *Includes COLA for merit plan and step plan (commissioned police officers) 15 Attachment E Methodology & Sources Salary Comparison Analysis. It is the accepted method of compensation professionals to determine the relevant labor market, and to review pay practices within that market in order to gain an understanding of market positioning that is either competitive (leads the market by 10% or more); close (maintains a position within 10% of the market); or less favorable (lags the market by 10% or more). The relevant labor market for the Town of Oro Valley was determined to include: • Arizona Municipalities with populations between 10,000 and 50,000; plus additional municipalities in Southern Arizona selected as comparable, even if populations are over 50,000. • Proximate Municipalities (with which the Town commonly competes during recruitment)—City of Tucson, Town of Marana, Pima County, and for some positions Pinal County. • Private and Non-Profit organizations and Educational Institutions (with which the Town commonly competes during recruitment) for certain common positions, such as administrative and technical support classifications. To reflect actual pay practices (rather than average salaries, which can be skewed by a number of factors including years of experience, seniority pay plans, merit and performance based pay, hiring negotiations, etc.), Salary Ranges are examined (rather than actual salaries paid). The midpoint is used as a control point that approximates the weighted average salary. Cost of Living Adjustment. The Town has consistently used the Eller College COLA statistics as a valid local source for this information. For consistency, this is the source used for both the Public Safety Step Plan and the Merit Pay Plan. By applying the COLA to the actual salary structure, market positioning is maintained from year to year. This minimizes the need for market adjustments except for rare cases in which a particular job or class of jobs experiences higher than average wage inflation. Market Adjustments. For those classifications with midpoints that lag the market by 10% or more, a market adjustment is required. Such an adjustment will reduce turnover and increase retention by ensuring the Town's pay practices are competitive. It is recommended that the classification requiring adjustment be placed into a new pay grade range that is both reflective of a midpoint within 10% of the market, and also maintains internal equity with other positions within the Town. 16 Normally, if an incumbent in a position requiring an adjustment is paid below the midpoint of the new pay grade, the incumbent will receive a salary adjustment of 2.5% for each pay grade increase—up to, but not over, midpoint. Incumbents who are currently earning a salary at or above the new midpoint, do not require a pay adjustment, as they are already paid competitively with the market. It is helpful to keep in mind that adjustments are intended to apply to the classification or position, and not specifically to any employee or that employee's salary. Sources. League of AZ Cities and Towns - Salary and Benefits Survey for Municipalities 10,000 - 50,000 population (2006) Published Compensation Plans for: City of Tucson Town of M a ra n a Pima County Pinal County Consultant Surveys (2006): Fox Lawson & Associates Public Sector Consultants Arizona Compensation Survey of Public/Educational/Non-profit organizations (Milligan, 2006) Oro Valley HR Staff Surveys (December 2006) including the following Municipalities/Agencies (not all sources were used for all classifications): Marana Tucson Pinal County Pima County Metro Water District Apache Junction Avondale Casa Grande Gilbert Goodyear Peoria Pima Community College Sierra Vista Surprise University of Arizona 17 FYeM '� `=arr.. I 4 +� r os n d 2 f r µ v wrn . I V7 . a ort ' ,t• ''' i 4 s„. .7: .... �l� �p r *1 ' , , , , , , ,,,t, 4 Ca. Pry 1 a , f r 4 i v+, - '*. 'NM< 4•N0�"�c u.: 9 Pla- ''''''''-° 4,..,1 "C''',1'. ''''''''? 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