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HomeMy WebLinkAboutPackets - Council Packets (1021)Council Meeting Study Session February 27, 2019 1 2 3 FY19/20-FY20/21 Council Strategic Leadership Plan Study Session February 27, 2019 4 Process Review draft Council Strategic Leadership Plan Incorporate Council changes/additions into Plan Final adoption tentatively scheduled on March 20 Departments develop preliminary implementation schedule over the next two fiscal years Apply Strategic Leadership Plan to Town Manager’s Recommended FY19/20 Budget Implement Performance Dashboards Provide bi-annual status reports to Town Council 5 Strategic Focus Areas Economic Vitality Culture and Recreation Public Safety Roads, Water and Town Assets Land Use Effective and Efficient Government 6 Incentive program Expand properties for primary employment Incubator/Accelerator Fiber optic network (YVOF Action Items 1, 2, 3, 141, 142) Goal 1A: Implement strategies to improve opportunities to attract, grow and retain primary employers and expand local job opportunities. Economic Vitality 7 Retail market assessment OV Marketplace focus Vacancy strategies for commercial centers Marketing strategy (YVOF Action Items 3, 7) Goal 1B: Implement strategies to attract retail and restaurant investment and expansion in primary commercial centers within the community. Economic Vitality 8 Annexation Strategy (YVOF Action Items 132, 133) Goal 1C: Develop a comprehensive annexation blueprint to guide the Town’s strategic growth and economic expansion. Economic Vitality 9 Electronic submittal Permitting process improvements Goal 1D: Improve Town responsiveness to commercial investments that better correlate to the speed of business. Economic Vitality 10 Tourism/visitor analysis Tourism strategy Special events (YVOF Action Items 3, 14) Goal 1E: Identify opportunities to increase sustainable tourism investment in the community. Economic Vitality 11 Needs assessment Golf course configuration Naranja Park playground Amphitheater School District partnership Town-wide Parks and Recreation Master Plan Splash pad options Review Steam Pump Master Plan (YVOF Action Items 14, 39, 40, 41) Goal 2A: Invest and maintain a high quality parks, recreation and trail system that is accessible, comprehensive, connected and serves the community’s needs. Culture and Recreation 12 Officer Training of Interdiction for Protection of Children Active shooter preparedness Body camera program Drug court feasibility HiVE enhancement Adopt-A-Business Program (YVOF Action Items 56, 58, 59) Goal 3A: Support strategies that result in a safe community with low crime, safe neighborhoods and positive relationships between law enforcement and community members. Public Safety 13 OCI rating maintenance Multi-use path or trail Space plan concept Integrate asset replacement/ maintenance plan in CIP ADOT partnership RTA partnership (YVOF Action Items 46, 50, 136, 149, 150) Goal 4A: Support investments and strategies that maintain and enhance a quality, integrated and connected transportation network for the community. Roads, Water and Town Assets 14 Reduce groundwater pumping Water conservation expansion Water code update (YVOF Action Items 79, 80, 82) Goal 4B: Provide a high quality, safe and reliable water supply that meets the long-term needs of the community while considering the natural environment. Roads, Water and Town Assets 15 ESLO reevaluation Town Code Updates Drainage Criteria Manual Update Plan for redevelopment (YVOF Action Items 66, 125, 129) Goal 5A: Ensure quality development with integrated architecture and natural open space while maintaining and enhancing the character of the community. Land Use 16 Community engagement strategy Maximize communication tools Census 2020 outreach Interaction with Boards and Commissions Senior Advisory Board (YVOF Action Items 27, 28, 29) Goal 6A: Strengthen community engagement and citizen outreach. Effective and Efficient Government 17 Financial and contract open data Performance management dashboards Goal 6B: Enable greater transparency and more effective community access to town information and performance. Effective and Efficient Government 18 Peak Performance initiative Goal 6C: Identify internal efficiency opportunities for continuous improvement to effect a high performing organization and culture. Effective and Efficient Government 19 Review/Update personnel policies Employee onboarding Employee training program Goal 6D: Recruit and retain talented employees to effectively carry out the Town’s mission. Effective and Efficient Government 20 Questions? 21 22 Preliminary Budget Assumptions FY 2019/20 Budget February 27, 2019 23 FY 19/20 Budget Timeline MARCH 1 Department budget requests due JANUARY One-on-one meetings with Councilmembers to outline budget priorities Following same timeline as in previous years 24 How Do Revenues Look for FY19/20? Minimal growth in local sales taxes overall Retail, restaurant/bar, bed taxes projected increase approx. $550K Utility, construction taxes projected decrease approx. $480K Increased State shared revenue growth Income tax – 9%, or $497K, increase Sales tax – 3%, or $130K, increase Vehicle License Tax - .6%, or $11K, increase HURF tax – 13%, or $400K, increase Basic foundations of a structurally balanced budget is making sure that ongoing, recurring revenues are dedicated to funding ongoing expenditures Main sources of recurring revenues are local sales taxes and state shared revenues – seeing moderate growth in both areas Growth in local sales taxes due to overall consumer confidence increasing, population growth, increased retail/restaurant options that capture sales tax leakage 25 How Do Revenues Look for FY19/20? Licenses and Permits Assuming 300 single family residential (SFR) permits, down from 387 in 5-year forecast Overall permit revenues projected to decrease by approx. $100K Water rates expected to increase All sales tax rebates are set to end, freeing up about $750,000 in budget capacity earmarked for capital projects and paying down PSPRS unfunded liability Basic foundations of a structurally balanced budget is making sure that ongoing, recurring revenues are dedicated to funding ongoing expenditures Main sources of recurring revenues are local sales taxes and state shared revenues – seeing moderate growth in both areas Growth in local sales taxes due to overall consumer confidence increasing, population growth, increased retail/restaurant options that capture sales tax leakage 26 Budget Expenditure Assumptions Plan for merit/step increases, amount to be determined Employee pension costs (ASRS & PSPRS) increasing by approx. $150K in General Fund Minimal capacity for new personnel Fleet replacements funded from set-aside reserves One-time revenues dedicated to one-time expenditures, primarily capital improvement projects Bond financing capacity to be included for golf course/Community Center capital investments As we dedicate ongoing revenues to ongoing expenditures, we also dedicate one-time revenues to one-time expenditures in budget through CIP 27 Questions? 28 29 Comprehensive Economic Development Strategy (CEDS) Town Council Study Session February 27, 2019 30 CEDS Plan Makes case for expanded economic development Builds on Your Voice Our Future Current and projected situation analysis Identifies key strategies and tactics Implementation framework 31 Overarching Goals Job Growth Retention/Expansion Talent Attraction Competitive Environment 32 Retain, Expand, and Attract Primary Employers Initial Priorities Target employers Community Needs / Priorities Modernize Community Infrastructure 33 Retain and Attract New Retail Initial Priorities Update retail assessment Oro Valley Marketplace focus Implement robust marketing programs 34 Develop an Annexation Blueprint Initial Priorities Evaluate potential for primary employment opportunities Overall community benefit Built and vacant areas Prioritize 35 Improve Town Responsiveness to Economic Development Opportunities Initial Priorities Update town codes Improve internal efficiencies and procedures Electronic plan submittal and review 36 Develop an integrated and dynamic community marketing strategy Initial Priorities Tourism investment Business location consultants Regional partners Website, social media and collateral materials Talent attraction and engagement 37 Next Steps Council Feedback Revise and Shorten Consider Council Adoption via Resolution Begin Implementation 38