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HomeMy WebLinkAboutPackets - Council Packets (949) POSTIONING ORO VALLEY FOR THE FUTURE TOWN OF ORO VALLEY TOWN COUNCIL/MANAGEMENT STAFF PLANNING ADVANCE Saturday October 28, 2006 Hilton El Conquistador Resort - Cactus Room WORKING AGENDA 8:00 -8:30 a.m. Continental Breakfast Welcome and General Overview (Mayor) - Advance Expectations Purpose: Integration of all previous advance results into Town of Oro Valley strategic plan. 8:30 - 10:00 Defining Success - What is the Town's Strategic Direction? Strategy Development and Priorities - Financial Stability - Quality of Life - Protection of Environment and Cultural Assets - Economic Development - Leadership and Communication 10:00 Break 10:15 - 12:00 Continued discussion - What is the Town's Strategic Direction? Noon Working Lunch Noon - 2:00 p.m. Ensuring Sustainability - How do we measure success? 2:00 - 3:00 p.m. Wrap-up and Adjourn POSTED: 10/25/06 10:00 a.m. lh f . _ Town of Oro Valley 2006 r� . . Counci .. -,s M .„.,,...„,__ anagement ., /. . ,,:.: „ ___ ..,,,.. :,,,,,,:,, ,,..„._,,,, „._. . . ,,..... _, Y�-.! ... _,„,:,::_;_ planning 40,,,,t, ._,.,4F' ‘• 1,, '4-.6Z _ b_ ' Advance • -f 411-7-4 -4,--:, k; s =:;:}40.*,+` ` -- Ar ; '.._ 3 ,--,,r,.: .;.::,45cA444,,,,-..k.--,:-:- e ids.-. :t�s R1 :- y a; - :, 1 ., ...7„."44,16vAI,,74-lir4i.-;':.:;Z:71 S. - Ve f.' e ort PreparedSummary R byp FiandaCa,Peggy Facilitator Partners for Strategic Action, lnc. 0.. ,,:s� 13771 Fountain Hills Blvd., Ste. 360 t.e_ _., ;.-:,-7--,;-,-, partners tor strategic(4,- •:4,•r __ Arizona 85268Fountain Hills, 480/816-1811 FAX 480/816-1813 psainc@c0X.fl • www.psaplanning.com et 4 , POSTIONING ORO VALLEY FOR THE FUTURE TOWN OF ORO VALLEY TOWN COUNCIL/MANAGEMENT STAFF �A�NING ADVANCE Saturday October 28, Hilton El Conquistador NENDCactus Room W2QAGAR 8:00 - 8:30 a.m. Continental Breakfast Welcome and General Overview (Mayor) - Advance Expectations Purpose: Integration of all previous advance results into Town of Oro Valley strategic plan. - 10:00 Defining Success - What is the Town's Strategic 8:30 Direction? Strate Develo men- t and Priorities Financial Stability - Quality of Life - Protection of Environment and Cultural Assets - Economic Development - Leadership and Communication 10:00 Break 10:15- 1200 Continued discussion - What is the Town's Strategic Direction? Noon Working Lunch Noon - 2:00 p.m. Ensuring Sustainability - How do we measure success? 2:00 - 3:00 p.m. Wrap-up and Adjourn POSTED: 10/25/06 10:00 a.m. Ih Growthand O Valley It was agreed that growing Oro Valley geographically g p hically offers many opportunities because of the following: pp Provides Oro Valley an opportunity to control our destiny ✓ ✓ Ability to be creative in planning ✓ Ability to increase revenues grow beyond our ability to maintain Oro Valley has become too big when we our community values and quality of life. "Bedroomused and defined. A bedroom community The term Community" was else. live there but they have to work somewhere is one that allows a person to to leave for become more congested as people have As a result, the roadways to recognize that services. Participants stressed that it is importantg work as well as p Valleyis a diverse ratified Oro Valley General Plan states that Oro „ the voter a "Planned Community where people can live, work and play. It is community p pthat Oro Valley is not or should services and employment. It was agreed that has not become a bedroom community and the vision is to become a well-rounded community. Lifemaintains its excellent public safety, quality Qualityof means that Oro Valley d space, and that entertainment is provide education, parks, trails, and open p locally. Facts About the Future • • "facts about the future" that will impact Theparticipants identified the following to be addressed when discussing the community's Oro Valley. These facts need vision and strategic direction. ✓ Cost of services will continue to go up Town must find a wayto fund citizen desired amenities ✓ ✓ Need to provide or continue to provide quality services The majority of the Town's sales ales tax revenues fund the general fund ✓ ✓ Sales taxes are cyclical ✓ Impact fees are one-time fees ✓ Taxes impact people ✓ User fees are directly related to use ✓ Need to explore different revenue sources 3 r ValleyAnaIYsOro Council discussed the community from their perspective by The Oro Valley Town analyzing "Strengths, Weaknesses, Opportunities, and Threats." The purpose of how Council members view exercise was to understand the organization and community today. This analysis sis can be cross-referenced with the SWOTT Analysis completedas part art of the Oro Valley Strategic Plan 2005. Strengths Weaknesses plan better for water land to the north Need to Potential to annex protection The Town has taken a leadershipLack of diverse funding sources position in regional issues Public safety is excellent and it is Poor public relations important to maintain this position as the community grows • • affordable housing are excellent Lack of diversified Staff is excellent Lack of workforce relations is improved Lack of transit Public p Codes and Standards are able to Lack of funding to enforce maintain the well-planned community environmental protection goals v ees and volunteerism Lack of funding for road improvements ments Boards, committ , when needed Purchased land for municipal al Lack of ROW for road expansion expansion and parks g Proactive in creating a regional Lack of sustainable revenue stream transportation system by making improvements on Tangerine, etc. Oro Valley is viewed as a leader in this area. Lack of staff to provide training Proactive leadership _ - 4 Strengths Weaknesses g . Facilities Plan (in Lack of cross-training Overall Town process)CPI Program Feeling of being overwhelmed working Multi-use paths - on Performance-based budgeting connection needed Art Public Program More parks are Proactive regional leadership ershi Lack of municipal facilities Maintenance of Qualityof Life - public Lack of park/field space safety, codes & ordinances, schools, annexation opportunities Plans and funds to preserve cultural and historic sites Encroachment on airpark Council/sta-fLtraining for committees/boards - needs funding Sustainable revenue stream to meet high community expectations Ability to sustain the high quality of life - impact of growth Opportunities�Pp Threatster aquifer drying up location q GeographicWa Pp o ulation to the north Population to north State legislature making decisions that Terrorist threats - impact state-shared revenue Environment School District making decisions that impact town and emergency Integrated fire service Recession service through town fundingto Cultural and historic sites Lack of adequate State schools Private airpark Regional road impacts � of Life - regional Quality of Life - economics, Impact of Quality g Impact of Qua y transportation/infrastructure, population to north, issues, population to north, environment/geographic location funding impacts, p and water 5 ' Visionommun►t Vision is the philosophy and unique ni image of the future if the community was g successful. It's a future statement; a description of the desired future state for the community. The followingvision components were identified. ✓ Oro Valley should be the cultural center of the Southwest-The Aspen of Arizona Maintain a strong educational system with a good secondary education ✓ system ✓ Oro Valley remains the safest community in the region Better parks system than any other community- best in the region ✓ Successfully preserved openace, wildlife corridors, trails to the ✓ mountains in Oro Valleycan live, work, and play in OroValley ✓ Any child Beautiful master planned community that is walkable ✓ ✓ Sustainable revenue sources ✓ Traffic problems are solved and the community has multimodal transportation options _ medical, and home to hi h- tech, ✓ Oro Valleyishigh-paying fobs such as high g p bio-sciences visit ✓ The community is a gorgeous place to live and ✓ Oro Valley is a destination point The vision that the residents have set forth in the General Plan for the future of their Town is . . . munit that uses its resources to balance the To be a well-planned com Y Y againstgenerations. Oro Coda the potential impacts on future needs of Y Valley's lifestyle is defined by the highest standard of environmental nfr integrity, education, infrastructure, services, and public safety. It is a • together to create the Town's future with a community of people working g government that is responsive to residents and ensures the long-term financial stability of the Town. Guiding Principles: kin on financial sustainability fundamentals • Concerted effort on working ncil and with the strong team between management and Cou • Building a s g community• . the everyone in the decision-making process Engaging operates • Consensus Decision Making is how the Town o p • Building StrongCommunity Leadership is the key to success 6 Organizational Mission Our mission is to maintain and enhance our community of excellence. We will: • Act with openness, respect, integrity, accountability and quality; • Preserve and promote health, safety and quality of life; • Continue to provide exceptional municipal services. As a community we value: • Our unique Sonoran Desert setting; Quality education as an integral part of our community; • Economic stability that maintains our quality of life; • The richness that art, recreation, and culture bring to our lives; • Efficient government that balances the Town's long-term interests while being responsive to present community needs. ORGANIZATIONAL VALUES We are strongly committed to: • Honesty • Integrity • Fairness • Building Trust of Local Government • Respect for diversity • Creativity • Excellent Customer Service • Teamwork 7 Focus Areas A. Financial Sustainability The current reliance the community has on growth a fdludctuat onm Astto thefuel Towns economy has left Oro Valley vulnerable to economic approaches build-out, development has slowed down and the revenue previously generated must be replaced. Revenue diversification is essential for the Town to provide services commensurate with the expectations of the community and to implement this Strategic Plan. Financial sustainability is defined as the Town's ability to ensure stable, long-term resources that do not fluctuate and the ability to fund existing service levels and have adequate future funding. a When do we know we have financial stability? • Positive bond rating • Corporations relocate here • Ability to meet current and future service levels • Regularly maintain or replace Town assets—buildings, equipment • Ability to address community desires/visions • Business diversity, e.g., too dependent on construction now • Proactive vs. reactive (not just putting out fires)—planning ability Financial Sustainability Goals 1 . Maintain a balanced budget 2. Need to examine full range of revenues, including sales tax, impact fees, state shared revenues, gas tax, user fees. 3. Build a contingency fund Objectives: • Development of a diverse sales tax base • Identify other additional sources of revenue • Update existing user fees and distinguish user fees that equitably pay for costs • Lobby to re-establish, create, and protect new and existing state shared revenues • Lobby to re-establish, create, and protect new and existing federal shared revenues • Ensure that the Town's impact fees (Town-wide roadway and water impact fees) are updated bi-annually • Evaluate programs and/or services that may be eliminated 8 • Explore grants available from state, federal, and private sources Strategies: 1 . Engage the public, community and Town Council a. Understand vision/cast vision Understand how much projects and services cost and the b. le picture) long-term i.e., need to understand the who p ) Understand priorities, desires, and possibilities c.d. Connect what we want and what is achievable 2. Move toward program-based budgeting a. Identify provided,servicesbeing so the Town can make better choices. 3. Conduct Council work session on financial sustainability. Tasks: 1: explore additional sources of revenue by giving strong TASK Continually p mittee consideration to recommendations of the Finance and Bond Com to utilityfranchise taxes and special taxing districts. including, but not limited TASK 2: Establish time frames for consideration and adoption of the additional sources of revenue identified in Task 2. grant program to seek alternative funding including TASK 3: Create a centralized state and federal grants, endowments, public/private/non-profit sources. This d work in conjunction with Town Management. position shout J presence at the state and federal level to ensure that the TASK 4: Maintain a Town receives its fair share of funding. Both management and staff should be encouraged to take part in statewide and regional activities whenever possible. an aggressive annexation strategy that publicly TASK 5: Implementgg eventually lead to es the residential-commercial trade-off that will e y acknowledges greater sales tax revenue, including the necessary infrastructure improvements upon annexation. TASK 6: Adopt a Town saeauditing programI s tax (versus reliance on the Arizona Department of Revenue) that would ensure the Town is receiving the correct from businesses and contractors, either through adding amount of sales tax qualified staff members to the Finance Department or with the use of consultants. TASK 7: Develop and implement a user fee philosophy and framework that reflects true costs and achieves sustainability. 9 Performance Measurements: operations and maintenance or used for o ✓ Contingency fund is not p capital improvement projects ✓ Number of capital projects developed 10 B. Quality of Life have a direct affect on the Town's future Regional influences and development geconomic sustainability. The Town needs growth, development, and to review,manage gan "Annexation and Growth" policy that will g develop, and implement cedures. growth consistently with the Town's General Plan and annexation pro in existingTown facilities reaching maximum Oro Valley's growth has resulted capacity. Therefore, additional facilities are necessary to provide the level of services expected in a community of excellence. traditional and nontraditional infrastructure and the The expansion of new � maintenance of existing infrastructure are requirements for community growth and essential for the qualityof life in the community. By its very nature, a is invisible and thus portion of a community's traditional infrastructure substantial ation Technology forgotten until a failure occurs. Conversely, the Inform Wever also forgotten until infrastructure is transparent, however, a failure occurs. Failure g to maintain infrastructure will threaten the economic viability and quality of life in the Town. Oro Valley's Quality of Life is defined as ... • Safe, clean community • Don't have to travel far for recreation or services • Beautiful place due to the scenery • Open space adjacent to the community • Dollars stay within the community • High quality of water • Air quality Quality of Life Goal: • Aggressively use annexationgrowth and as tools not only to ensure the land mass for the viability, but also to increase Town's economic Y of openand control developmentin order to space preserve preservationp the Town'sp following sphere of influence and quality of life. The are suggestedpoints oints necessary to support this Goal: support of the General Plan implementation Community pp Develop political will for appropriate annexation in accordance D p �solidarity annexation policy and present solid y to the community. Coordinate annexation with economic sustainability • the necessary to invest Town resources (i.e., research; education; publicity) in the short term to promote long term economic growth 11 • To ensure that adequate municipal facilities are provided in order to meet service demands and staffing needs. existing traditional and nontraditional • To assure the Town maintains its ex g ort infrastructure and provides the necessary new infrastructure to supe community growth and preservation. Objectives: 1 . Develop strategies for acquisitionand development of facilities of land accordingto community approved plans. a to fulfill the goals of the General 2. Actively annex those areas necessary to and strengthen economic viability. Plan and to contribute to strategies for staffing and maintaining plans and facilities in an 3. Develop stra g efficient and excellent manner. 4. Buffer residential development 5. Annex state land to north 6. Develop parks, trails, and open space 7. Create a multi-modal transportation network 8. Maintain quality education 9. Provide better services to community codes and standards for development 10. Maintain Town for new municipal it 11 . Educate community stake holders of the critical need facilities includingfunding, to ensure to 12. Deve p a comprehensive facilities plan, •• infrastructure to meet demands for the next 20 years. proper facility infrastructu facilities suitable land for additional municipal 13. Locate and acquire infrastructure and adequately fund existing traditional 14. Identify, evaluate, q elements. utilities, bridges, and multi-modal transportation such as roads, nontraditional evaluate, and adequately fund existing 15. Identify, infrastructure such as fiber optics and copper network cabling, data center switches, routers, and servers. adequately fund for new traditional and nontraditional 16. Identify, plan, and adeq Y community elements re uired to enable and promote infrastructure q growth. infrastructure Ensure all traditional and nontraditional elements aretannin and in a dependable condition through planning maintained and kept p adequate funding. Strategies: 1 . Revisit the annexation policy. group Continue working ASLD conceptual plan.3. Joint meetings s with Pinal County (Council & staff levels) 4. Form an Oro Valley Transit Commission Continue to build arterial street network . 5. studywith other jurisdictions. 6. Update regional multi-use corridor p 7. Explore congestion management strategies. 12 a Tasks: TASK 1: Continue implementation of the Trails Master Plan and include at least in the one new trail each yearCapital Improvement Plan (CIP). 'n TASK 2: Establish and maintain staffing protocols for public safety and related criminal justice areas. olicies and procedures by February 1, 2006. TASK 3: Review current annexation p TASK 4: Determine new Town boundaries that would take in established economic resources by February 1, 2006. nt Council annexation policies by April 2006 TASK 5: Adopt and actively implement with annual reV1ews thereafter to consider trends, changing legislation, and demographics. space needs analysis must be initiated by the TASK 6: A comprehensive 2005. The plan ' office through the use of consultants by December Manager's g in order to move forward be completed and adopted by May 2006 itself should p vacant lands owned by the town. master planning and programming of a with the Space needs analysis should include a plan that is adequate to meet the needs Spa of the Town for the next twenty years. suitable for Town facilities shall be initiated TASK 7: A list of available properties in Task comprehensive space needs analysis identified following the results of the p bymust be annuallythe Manager's office. This list 6. This list should be updated completed by November 2006. Service Center needs to take place TASK 8: Master planning of the Municipal between March 2006 and August 2006 using the results of the comprehensive space needs analysis completed in Task 6. space needs analysis and the TASK 9: Using the results of the comprehensivefor Site the Request for Proposal (RFP) approved Master Plan for Naranja TownSite ppthe consultant services to complete Programming Phase for Naranja Town S (NTS) must be initiated by • • March 2006 and completed by September 2006. necessary to support service levels TASK 10: Acquire sufficient real property next twentyyears based upon comprehensive space needs projected for the is completed in Task 6. This task should be accomplished over the next five analys p years due to rising costs of land and availability of property. municipal TASK 11: Inventory existing traditional infrastructure and determine condition by December 31, 2006. 13 existingcommunity-wide Information Technology TASK 12: Identify and evaluate infrastructure and determine useful life-span and growth capacities by December 31, 2006. TASK 13: Institute municipal oversight on the location of existing and new utilities. TASK 14: Develop and fund an ongoing traditional and nontraditional infrastructure preservation plan by FY07/08. implement an Enterprise Resource Planning system that TASK 15: Develop and p II provides the basis w for innovative budgeting and accounting capabilities as e as human capital management by December 31, 2006. 4 Performance Measurements: ✓ Crime rates ✓ Real estate rates/values ✓ People keep moving here ✓ Library patrons (top 100 of communities) ✓ Park usage ✓ Number of people in programs ✓ Ratings in magazine ✓ Accident rates 14 C. Protection of Environment and Cultural Assets For decades, the Oro Valley area has been a preferred place to live. The challenge is to sustaina to contributetic, safe, and to this des Mabee quality tof liferiented environment that continues Water Resources: Maintain and acquire sufficient water resources to ensure the community has an adequate water supply to sustain the Town's quality of life and support existing and future residential and commercial development. Protection of Environment and Cultural Assets Goals: 1. Protect and plan state trust lands 2. Plan for open space and wildlife corridors 3. Historic preservation of specific identified sites 4. Continue to maintain an adequate supply of high quality water sufficient to meet the requirements of an "Assured Water Supply Designation" from the Arizona Department of Water Resources or any other agency. 5. Coordinate and sustain all historic, cultural, and recreational assets in a manner that achieves the community's shared vision of quality of life. Objectives: • Utilize all renewable water resources available to the Town • Preserve and protect existing water supplies • Continue to develop new sources of potable water Strategies: 1 . Need to balance water use with water conservations 2. Quarterly update and review of the Capital Improvement Plan (CIP) 3. Storm water utility funding 4. Move forward with logistics timetable for Naranja Townsite 5. Acquire biological corridor. 6. Kelly Ranch purchase and preservation 7. Preserve Steam Pump Ranch and Honeybee Village. 8. Protection and preservation of the aquifer 9. Complete Certified Local Government (CLG) designation Tasks: TASK 1: Continue to implement the reclaimed water system. a) Phase 1: Construction through June 2005 b) Phase 2: Design through June 2006 c) Phase 2: Construction through July 2007 d) Phase 3: Design through June 2008 e) Phase 3: Construction through June 2009 15 TASK 2: Remove all turf areas from potable water supplies. a) Remove 3 golf courses by November 2005 b) Remove 2 golf courses by July 2007 c) Remove half of a golf course, 2 parks, and 3 schools by June 2009 TASK 3: Contribute to and/or participate in a partnership with other jurisdictions to finance and build a Central Arizona Project (CAP) conveyance system and terminal storage (for reliability) that will serve the Town. a) Ongoing negotiations through December 2008 b) Design through June 2010 c) Construction through May 2012 TASK 4: Develop recharge areas. a) Conduct study by December 2008 b) Design through June 2010 c) Construction through May 2012 TASK 5: Implement and promote water conservation programs. a) Continue to provide conservation incentives and education b) Conduct ongoing water audits c) Development of water harvesting guidelines and standards d) Develop Drainage Criteria Manual and building code changes regarding conservation measures such as grey water use and backflow prevention through December 2006. e) Develop Drainage Criteria Manual and building code changes regarding water harvesting, respective to the above-mentioned disciplines, through December 2006. TASK 6: Secure additional alternative water resource allocation. a) Purchase City of Tucson service areas beginning January 2008 and anticipate conclusion of these purchases through June 2010 TASK 7: Complete Naranjo Town Site finance plan in July 2005 and develop time table for implementation of Master Plan. TASK 8: Complete acquisition and rehabilitation of Honey Bee Village and Steam Pump Ranch by June 2007 with voter-approved County bond funds. TASK 9: Develop preservation and maintenance plans for Honey Bee Village and Steam Pump Ranch in FY05/06. TASK 10: Develop and implement a user fee philosophy and frame work that reflects true user costs and achieves sustainability. 16 . Space in the Rancho Vistoso Planned Area TASK 11. Acquire the Open p Rancho Vistoso which is a condition of final platting for Ran Development (PAD) olicies for Neighborhoods # 11 & #12 and develop appropriate public use p same (FY 05/06). Performance Measurements: ✓ Acres preserved ✓ Plans implemented ✓ IGAs with Pima County adopted • Codes adopted, amended, and enforced Co p • 17 D. Economic Development Economic Development Goals: 1 . Infrastructure to support economic development 2. Pro-business approach (created a positive environment for business growth) 3. Diverse employment opportunities 4. Business attraction and expansion 5. Funding set asides and incentives - need to revisit and clarify the Town's policy to ensure consistency 6. Economic development strategy and guidelines 7. Secure through annexation additional land for economic development (or set aside in the annexed area) Objectives: • Retain and expand local businesses • Actively pursue annexation of existing commercial developments Strategies: 1 . Expand the local business climate and diversity 2. Reaffirm (or not) economic development agreements Tasks: TASK 1: Actively recruit new businesses with significant retail base and facilitate their development TASK 2: Adopt an Economic Vitality Plan with the use of an outside consultant to identify challenges and opportunities in order to identify the short term and long term financial challenges of the Town's financial operations. Performance Measurements: ✓ Vacancies are reduced ✓ Number of new business of various types; track new business starts and failures ✓ Utilize business surveys to evaluate business climate and perceptions ✓ Length of time for permit processing ✓ Annual review of policy and guidelines 18 E. Leadership and Communication Leadership and Communication Defined: • Casting a vision • Bringing people along • Taking risks • Setting the community apart • Being courageous • Creative "outside the box" thinking • Empowering others • Building consensus • Charismatic • Implementing change • Caring for people How can we be better leaders? • Communicating "Vision" and encouraging action while getting buy-in to solidify the vision within • Internal communications improvement build trust and confidence our staff • Be a role model Leadership and Communication Goals: public Effective outreach and communication program 2. High profile advocate for the Town 3. Improve intergovernmental relationships 4. Expand leadership training opportunities Strategies: 1 . Staff should understandquestions uestions from Councilpersons prior to the meeting so staff can be prepared; avoid blind siding me g 2. Communications to staff should go through Town Manager 3. Build trust and credibility of the process and with each other 4. When questions are asked of staff by a councilmember the response shouldgo back to ALL so everyone has the information ouncil, staff, etc. 5. Establish an Executive Leadership Program for C 6. Discussion and agreement on definition of leadership 7. More joint Council/Staff workshops 8. Quarterly planning lanning advance meetings similar to this one; participants felt it was important to be able to discuss bigger community issues 9. Move theplanning lannin advance items into actions for decisions 10. Identify well-defined action strategies/plans 19 11 . Council agree to stay at the higher level of policy discussion 12. Regularly review the action plan and receive implementation status reports 13. Incorporate the Council's discussion into the strategic plan update; this report should become the framework for the strategic plan update; this report represents the Town Council's direction 14. Provide more effective information to the public about the community vision and areas of focus; develop a presentation and make a concerted effort to communicate the vision 15. Staff to develop talking points for the Town Council on issues so that there is consistency in how decisions and policy direction is communicated to the public 16. Attain professional assistance in doing more effective public relations Performance Measurements: ✓ Consistency in implementing policy ✓ Annual community survey that includes quality of life evaluation ✓ Number of documented meetings with public participants ✓ Amount budgeted annually for training (use creative approaches) 20