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HomeMy WebLinkAboutPackets - Council Packets (1035) AGENDA ORO VALLEY TOWN COUNCIL STUDY/SPECIAL SESSION AUGUST 31, 2005 ORO VALLEY TOWN COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE STUDY SESSION: AT OR AFTER 5:30 P.M. CALL TO ORDER ROLL CALL 1. REVIEW OF THE TOWN MANAGER'S PROPOSED NARANJA TOWN SITE FUNDING STRATEGY REPORT ADJOURN STUDY SESSION SPECIAL SESSION: AT OR AFTER 5:30 PM CALL TO ORDER ROLL CALL 1. DISCUSSION, CONSIDERATION AND/OR POSSIBLE ACTION REGARDING RESOLUTION NO. (R)05-54 APPROVING THE BOARD OF ADJUSTMENT RULES AND OPERATING PROCEDURES (CONTINUED FROM AUGUST 3, 2005) ADJOURNMENT The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Oro Valley Town Clerk, at 229-4700 POSTED: 08/24/05 4:30 p.m. Ih r TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: 8/31/05 TO: HONORABLE MAYOR & TOWN COUNCIL FROM: Chuck Sweet, Town Manager SUB]: Naranja Town Site Funding Strategy Report — Discussion SUMMARY: The Naranja Town Site property was first identified in 1994 in the Town's Parks, Open Space, and Trails (POST) Plan as a regional park. In October 2000 following the expiration of mining and material processing leases on this State Land, the Town of Oro Valley was the successful purchaser of the property. This 173 acre site was then combined with a 40 acre parcel purchased in 1996 to form what is now known as the Naranja Town Site Property. Following the acquisition of the property a Master Planning effort took place during 2001 and 2002. Due to the estimated ($55M) cost to build out the Naranja Town Site Master Plan a funding strategy needs to be developed to pay for the construction of the facilities and ongoing operational expenses. In the latter part of 2004 the Town Council directed the Town Manager to develop a funding strategy report for the Naranja Town Site by July 2005. This report was delivered to the Town Council at the end of July 2005. The report identifies all of the funding alternatives available to a municipality to address the capital and operational costs of the Naranja Town Site project. The Study Session on August 31st 2005 is to provide the first opportunity for the Town Council as a group to discuss the funding strategy report, ask questions of the Town Manager and provide further guidance to the Manager regarding which avenue(s) of funding to pursue in the future. ATTACHMENT: 1. Front Cover of the Naranja Town Site Funding Strategy Report. (Full Copy Distributed to Mayor and Council on July 29th 2005.) /Cr' i , . / saai 47 t ,--- /7,-/-7,„ i ___ Chuck Sweet, Town Manager I 1 N A RA N j A1 I. 1 TOWN SITE u 1 F u N DING 1 STRATEGY 1 REPORT f. v_LEY Aly r.\\1 / 1\./ ,_ 1 .,:,,,,,.-st:41:_„,.,• • ...7.:::,:_, cl... 5,,,isti-,_,,.r4v2-:.3... -,.-„,..,-,,,,:,. -_ :.i1.-3,.-, --4 ,2,43,..:;;.7,,."..-,::?..i'-,:,,...-._:,:_,. :.-,-,., _ "1PP • 0 -,:'-,. '°' :7;', _._ 411, : ' .- ' , I 4 r i Ylt *.. -�' - .. _- mow,.,rgV _ It ,-;:.:„;‘,4-‘------ .,,,-. ._:. }, ‘.4.-41 J r,rte f} ,.I: M 2 0.�a .i. i A i' . ..4;; WT..". - :f.,*-#.'41'-.4:'' ,04,...-,,47, t: Ii -. 'Saber , ..Yq_ .{-y--.„--1 ham.--' .*..! i. Pr' 1 NLit-/ND ED #\''II J U i y 2005, 1 i TOWN OF ORO VALLEY STUDY/SPECIAL SESSION COUNCIL COMMUNICATION MEETING DATE: August 31, 2005 TO: HONORABLE MAYOR & COUNCIL FROM: Kathryn Cuvelier, Town Clerk SUBJECT: DISCUSSION, CONSIDERATION AND/OR POSSIBLE ACTION REGARDING RESOLUTION NO. (R)05-54 APPROVING THE BOARD OF ADJUSTMENT RULES AND OPERATING PROCEDURES (Continued from August 3, 2005) SUMMARY: On April 13, 2005, the Oro ValleyTown Council met in a joint study session with the Oro Valley Board of Adjustment to review the proposed amendments to the Board of Adjustment Rules & Operating Procedures. At p p that session,study the Board of Adjustment was directed to incorporate the amendments and bring them back to the Town Council for consideration. Resolution No. (R)05-54 was brought to the Council on August 3, 2005. At that meeting, a motion was made to continue this item to a Council study session for further discussion. ATTACHMENTS: 1) Council Communication dated August 3, 2005 2) Draft Minutes dated August 3, 2005. 3) Minutes dated April 13, 2005. SUGGESTED MOTION: If the Town Council chooses to take action this evening, the suggested motion would be: I MOVE to ADOPT Resolution No. (R)05-54. - LL/e Kathryn Cuvelier, Town Clerk s Chuck Sweet, Town Manager i 1 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: August 3, 2005 410 TO: HONORABLE MAYOR & COUNCIL FROM: Bryant Nodine, AICP, Planning and Zoning Administrator SUBJECT: RESOLUTION 01)05-54, BOARD OF ADJUSTMENT RULES AND OPERATING PROCEDURES BACKGROUND: rules and operating procedures for the Board of Adjustment are included within the Zoning Code Some p g Section Adjustment.Board of Adjustment. Other than these, the Board had been working without detailed rules and operating procedures.rocedures. On May 21, 2001, the Board approved a set of rules and procedures as a guide for the Board. The Board recognized that these were incomplete in a number of areas and continued to meet to developthem further. During this same time, the Council, per the recommendations of the Government Review Task Force, directed staff to develop bylaws for the Development Review Board, the Planning and Zoning Commission, and the Board of Adjustment. Based on the Council rules and adopted policies and various meetings of the Board, the May 2001 BOA rules were substantiallyrevised in mid-2004. On August 24, September 28, October 26, and November 23 of 2004, and April 5 this year, the Board met to consider these. Then on April 13, 2005, the Council and p Boardjoint held a study session to discuss these rules. Based on that meeting, the Board met two more 1111 times to consider and revise the rules. SUMMARY: The attached Proposed Rules and Operating Procedures were drafted using same format and language in the Development existingDevelo ment Review Board rules. They have been modified to include specific procedures . approved bythe Board of Adjustment during their deliberations on this item. In particular they reflect that J the Board is aJ uasi-judicial body, with some rules already established by the Zoning Code. q Of note are the term limits in Section 2.1 Composition. This section, as proposed, conforms to the Zoning Code Section 21.6.C, which states that there is "no limit on the number of terms", but does not meet the two-term limit adopted by the Town Council. On June 28, the Board approved the attached Rules and Operating Procedures and recommended them for approval by the Council. SUGGESTED MOTION: move to adopt the attached Resolution (R)05-54 , Rules and Operating ocedures Oro Valley Board of I p / Adjustment, August 3, 2005 ) Attachments: A inistrator 1. Resolution (R)OS- 54 P1 ann =�� Zon din r 2. Rules and Operating Procedures Oro Valley Board of 11111 3 200 >-L.i.s.r:A‘C.,/ Adjustment, August , Cu y Develop ent Director F: Admin PZ\Board of Adjustrnent\Rules and Procedures to TC , 080305.doc Town Manager 0 r C RESOLUTION NO. )05-54 A RESOLUTION OF THE TOWN OF ORO VALLEY, ARIZONA ADOPTING THAT DOCUMENT KNOWN AS THE "RULES AND OPERATING PROCEDURES, ORO VALLEY BOARD OF ADJUSTMENT, AUGUST 3, 2005" AND MAKING SUCH DOCUMENT A PUBLIC RECORD WHEREAS, the Town of Oro Valley has established its own Board of Adjustment and is desirous of g ado tin amended Rules and Operating Procedures therefore; and adopting WHEREAS, the Board of Adjustment has considered that document known as "Rules and OperatingProcedures, Oro Valley Board of Adjustment, August 3, 2005" and, at its June 28, 2005 meeting, adopted and recommended Council approval of same; NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY: That certain document known as the "Rules and Operating Procedures, Oro Valley Board of Adjustment, August 3, 2005" is hereby adopted. Said document is attached herewith and labeled as 4111 "Exhibit A" and three copies of same are to remain on file in the office of the Town Clerk, and, further, said document is hereby declared to be a public record. Mayor AND ADOPTED bythe Ma or and Council of the Town of Oro Valley this 3rd day of August, 2005. TOWN OF ORO VALLEY,ARIZONA Paul H. Loomis,Mayor ATTEST: Kathryn E. Cuvelier, Town Clerk APPROVED AS TO FORM: 111 Melinda Garrahan, Town Attorney RULES AND OPERATING PROCEDURES ORO VALLEY BOARD OF ADJUSTMENT August 3, 2005 1. GENERAL 1.1 Author-i established and governed by Section 3-5-5 of the Town Code The Board of Adjustment is specific to the ZoningCode and the laws of the State of Arizona p and Article 1-7 of udin but not limited to ARS 9-461, A.R.S. 462.06 06 and all municipal zoning, incl g definitions. 1.2 Duties The Boardduties are per Article 1-7 of the Zoning Code. 2. ORGANIZATION 2.1 Composition be composed of a total of five members who shall be The Board of Adjustment shall p residents of the Town during their entire term. The Town Council shall appoint the procedures adopted by the Council. Consideration shall be members in accordance with p „ • "Desirable Attributes of Board of Adjustment Members". given to the attached De sof aperiod of twoyears each ending on June 30th, with term Appointments shall be for one that the terms of no more than three members shall expire in any members so staggered . shall be filled by appointment by the Council for the year. Vacancies for any reasonp remainder of the unexpired term. The term of all members shall extend until their successors are appointed. 2.2 Evaluation of Performance Members seeking reappointment shall be evaluated annually using the attached "Board of Adjustment Evaluation Procedure". 2.3 Recommendation for Removal from Office A. The two reasons for removal of a member for cause from the Oro Valley Board of Adjustment shall rest in the hands of the Chair as follows: 1. Unexcused Absence: Should a member miss two consecutive meetings or three year,in one the Chair may consider the position abandoned. 2. The chair may initiate a recommendation to the Board for the removal of a member for the following reasons: a. Moral turpitude or unruly behavior. p b. Lack of comprehension to non-technical explanations. c. Lack of interest, inattentiveness at meetings, and/or sleeping during meetings. d. Disregard for, and/or defiance of, rules and procedures. v B. Theremoval shall consist of the Chair presenting his/her procedure for such recommendation Valley to the Oro Board of Adjustment along with the documented ' easoning. The recommendation of the Board shall be presented to the Oro Valley r �, Council for action at the next available meeting.� ZoningCode, the Town does not affect that, per Section 1-704.D of the C. The above Council may remove a member from office,by a majority vote. 2.4 Officers ' rotate amongthe members with new officers for A. The Chair and Vice-Chair shall each regular meeting that is held. Rotation will halt for a special session or regularly without cases. The Vice-Chair at one meeting will scheduled meeting that are held . ' meeting. The Chair shall preside at all meetings and become the Chair of the next duties and prerogatives of the head of any similar exercise all the usual rights, organization. The Vice-Chair perform erform the duties of the Chair in the absence or disability of the Chair. If both Chair and Vice-Chair are absent from a meeting, the senior member of the Board of Adjustment shall preside. B. The member designated as Chair for the next regularly scheduled meeting shall on the Interview Committee Panel to recommend serve as the Board Chair tment of members in accordance with Council Resolution appointment or reappointment (R) 04-03. His/her responsibilitywill continue until the interviewing process is complete. 2.5 Secretary The Zoning Code (Sec. 1_705.B) designates the Town Clerk as the Secretary to the Board of • Adjustment. It shall be the duty of the Secretary to: A. Make room arrangements, take minutes, schedule meetings and contact the Board regarding attendance and schedule. g f each month, if a meeting will or will not be held. B. Notify the Board by the 10th o Board members are to notifythe Secretary of inability to attend a meeting. Cg Post agendas in accordance with State law. 2.6 Planning and Zoning The Planning and Zoning Administrator or his or her designee shall perform the following functions for the Secretary: A. Serve as primary contact for the agenda; develop the agenda and any revisions with gen , he Chair; forward the agenda to the Secretary for the direction and approval of t posting the Zoning Code and Town policies. B. Notify all surrounding property owners per made applicant regarding material for applications. Any contact C. Work with the g g between the staff and the applicant prior to the hearing shall be summarized in the staff report if it is germane or pertinent to the case. re orts/materials/exhibits for the Board's consideration. D. Coordinate all necessary p E. Distribute to the Board weeknor to the all materials and agenda at least one (1) p meeting date, if possible. with that F. identify separately each Individual variance and the issues involved t variance within the case report and presentations. G. Invite all necessary staff to the Board meetings. H. Place a laminated card at the podium identifying the five criteria. 2.7 Legal Counsel his or her designated representative, shall provide legal advice for The Town Attorney, or gn 40 the Board of Adjustment and for individual members related to questions encountered in the performance of their duties such as conflicts of interest and ex parte contacts. The Town attorney also provides clarification and advice to the Chair relative to parliamentary procedures. 3. MEETINGS 3.1 General All meetings s shall be run utilizing Robert's Rules as a guide. 3.2 Regular Meetings he Board of Adjustment shall be held at the Oro Valley Town Hall on Regular meetings of t j� the fourth Tuesday of each month at or after 3:00 P.M. They shall be duly noticed in accordance with the Arizona Revised Statutes, the Zoning Code and the Town's posting procedures. 3.3 Special Meetings good cause maybe held by the Board of Adjustment on call of its Special meetings for Chair or at least two members filed with the Secretary. Special meetings may also be majority of the members at any previous meeting. If the Chair is scheduled by a m J ty unavailable, the Vice-Chair can call a special meeting. At least 24 hours notice of the • given to each member of the Board of Adjustment; however, inability to meeting shall be contact any member will not prevent the meeting as long as a quorum is present. 3.4 Public Meetings All meetings and hearings of the Board of Adjustment, except Executive Sessions, shall be g action callin for a formal vote shall take place only at a properly open to the public. Any noticed public meeting. 3.5 Site Inspections Board of Adjustment members are expected to inspect the site individually. 3.6 Quorum and Voting A quorum is required to transact business. Three members shall constitute a quorum. The of the members voting shall be required for passage of any affirmative vote of a majority of the meetings shall reflect the t i J "ayes" Board of Adjustment. The minutes matter before the "nays" cast on a articular measure, as well as the rationale for the majority vote and the and nay p names of those members who vote in the minority. If absent, or if failing to vote, the minutes shall indicate that fact. 3.6.1 Reconsiderations Reconsideration shall be initiated by a Board of Adjustment member who voted on the prevailing side of an action already considered. A motion to reconsider may be made either atthe meetingwhere the action was taken, or at the beginning of the next regularly scheduled meeting. Reconsideration shall occur upon a majority vote �, • a s of the Board in favor of reconsideration. 3.6.2 Appeals an administrative decision (zoning Code Sec. 1-702.A A decision on an appeal of isupon the Board of Adjustment's determination as to the and Sec. 1-706) based . The following legal standards provide guidance to correctness of the interpretation.the Board in their deliberations to reverse and/or amend a decision: A. An abuse of the official's discretion be an abuse of discretion if it violates the intent and A decision is said to . statute thatgranted the decision-making authority. If an the policy of the demonstrate that the decision was unreasonable, arbitrary, appellant can capricious, unfair, or discriminatory, then the decision should be reversed. In some situations, though,hou h, an official has no discretion. If an official certificate of approval that the law states must be denies a permit or pP ,s granted when an applicant satisfies certain requirements, then the official decision must be reversed. B. Exceeding the official's power or authority A public officialagency or can only make decisions within the limits imposed on it by the statute or ordinance that granted it authority and any decision beyond those limits is invalid. C. An error of law pp A decision may be appealed if it was based on an erroneous interpretation of statutes, ordinances, or regulations, or if it was based on the wrong statutes, ordinances, or regulations. D. Fraud or bad faith Fraud, malice or bad faith can invalidate an official decision,whether they have influenced the context of the decision or the manner in which it was reached. E. Lack of evidence A zoning decision that lacks any invalid. basis in fact is Decisions basedry judgment on arbitra calls should be reversed. If the Board finds, however, that there is sufficient evidence to support the decision, it should be upheld. The Board shall make its interpretation at the end of its deliberations. 3.6.3 Variances Per the Zoning Code (Sec. 1-709), a variance from the provisions of this Code shall not be authorized unless the Board shall find upon sufficient evidence: A. That there are special circumstances or conditions applying to the property referred to in the application including its size, shape, topography, location or surroundings which do not apply to other properties in the district; and instances were not created by the owner or applicant; and B. That special circumstances C. That the authorizingof the variance is necessary for the preservation and enjoyment of substantial property rights; and D. That any variance grantedimposes such conditions as will assure that the of s ectal a uthorizing of the adjustment shall not constitute a grant p privileges inconsistent nt with the limitations upon other properties in the • vicinity and zone in which such property is located; and E. That the authorizing of the variance will not be materially detrimental to �' persons residing in the vicinity, to adjacent property, to the neighborhood or the public welfare in general. 3.7 Placement of Items on the Agenda Staff shall propose items for the agenda in order for these items to be heard by the Board of Adjustment no more than 60 days afterreceipt the recei t of a complete submittal. The agenda shall Chair for approval prior to publication. Items may be presented to the Board of Adjustment . agenda bythe Chair or by two Board members. Such items must be also be placed on the 48 hours (2 Zoning provided to the Planning and Administrator, or designee, at least business days) or more prior to the meeting. 3.8 Order of Business or Agenda The order of business shall be as follows: A. Call to order. B. Roll Call by the Secretary. C. Minutes. D. Presentation of agenda item(s). E. Petitioner/applicant presentation. << The recommended oath for swearingin the applicant or witnesses is as follows: "Do you swear or affirm to speak (or tell) the truth, the whole truth and nothing but the truth". F. Questions/clarifications. G. Staff report—limited to facts related to the findings. H. Questions to staff by Board members. I. Open public hearing. J. Close public hearing. K. Board questionsanyp�' of for further information/clarification. L. Board motion and deliberation on agenda item. M. Planning &Zoning staff update. N. Motion of adjournment. 3.9 Record of Considerations in Board Actions to theapp licant and others who may base decisions on To ensure good communication thorough and concise articulating the motions must be Board of Adjustment actions, testimonybefore findings that are met or lacking in the applicant's application and required fi g the Board to clarify the record of the Board's decision. During the vote, Board members are encouraged to state the reasons for their vote. 4. MISCELLANEOUS 4110 4.1 Conflicts of Interest personally involved in cases. Conflicts of Interest should be Board members should not be p y declared up-front so that the Boardimpartial.can be fair, objective, and A conflict of whenever a member of the Board Interest arises has the opportunity to deliberate on an action by the Board that may affect the economic interest of either the specific Board op 1 's close relatives. As soon as a member declares a conflict of 111 member or the Board member's issue, the member shall leave the room thus abstaining from Interest relative to a particular deliberations, discussions, and voting on the matter in question. 4.2 Standing for Appeals of Decisions or Interpretations �. or interpretation order to have standing to appeal a decision of the Zoning Administrator the appellant must be an aggrieved eved per'. The phrase "aggrieved party," as used in these ggn rules requires that both of the followingconditions be met: (1) There must be a denial of to the appellant bythe Zoning Administrator's decision; and some personal or property rightpp � . . (2) such denial must come as a direct result of the Zoning Administrators decision. The Board shall err on the side of hearing a case based on standing. 4.3 Ex Parte Contacts Board members shall avoidex parte communications. Where an ex parte communication member involved must declare it and disclose the substance of the has occurred, the . place it on the record at the applicable hearing. An ex parte communication to involvedin an application is a communication between one of the parties pp communication and member of the Board that may prejudice a decision by the Board. 4.4 Annual Review The Board shall meet during the secondquarter uarter of each calendar year to review the Rules and Operating Procedures, the Training Manual, and the Zoning Code to take action or make recommendations, as appropriate,to the Town Council. 5. OFFICIAL RECORDS 5.1 Definition The official records shall include these Rules and Operating Procedures, the minutes of the g Board of Adjustment, and all findings, decisions and other official actions and records. 5.2 Files -Retention All applications and other matters coming before the Board of Adjustment shall be filed in office in accordance with that department's general the Planning and Zoning Department d Zonin Department shall keep all official records as provided file system. The Planning an g p by the Planning and Zoning Records Retention Schedule. 5.3 Files -Distribution provide information to other Boards, the Planning and Zoning The official records of Town Council for cases where variances, appeals, or other Board Commission and the ns are integral to development review. Accordingly, the Planning and Adjustment actio gr al Department shall include excerpts of pertinent minutes and any other necessary official records as attachments to the staff reports to these bodies. 6. RULES AND AMENDMENTS 6.1 Amendment Procedure Amendments to these rulesby maybe made the Board of Adjustment and approved by the . amendment is proposed at the preceding meeting, or is Town Council provided any such P p g submitted in writing at a prior meetinof the Board of Adjustment, and is recorded in the or meetings. Amendments adopted as above shall become minutes of such meeting g meeting effective at the next regular of the Board of Adjustment following Council approval. APPROVED by the Board of Adjustment this 3rd day of August, 2005. John Hickey, Chair APPROVED by the Oro ValleyTown Council this 3rd day of August, 2005. Paul H. Loomis,Mayor Desirable Attributes of Board of Adjustment Members An interest in zoning and planning and a willingness to learn about them. Time enough to learn about the business of the Board and to prepare for meetings and hearings. An open, impartial and orderly mind. Honesty and fairness. The ability to envision and consider the long-term effects of a decision and to put them ahead of any short-term changes. The ability to put the public good above the welfare of individual applicants when making decisions. The ability to be articulate at public meetings and hearings. The commitment to enforce zoning laws as they are, and not let a personal disagreement with them sway decisions. A commitment to work for the improvement of the Zoning Code and the Town of Oro Valley. y Board of Adjustment Evaluation Procedure OBJECTIVE appointment a balanced assessment of the member's work on Provide BOA members seeking re a the Board during their term. TIMING and made available to the Board member are to be Terms expire in June. Evaluationscompleted and the interview panel by May 1st. PROCESS rotating Chair, evaluations are to be conducted by the most senior Based upon a continuation of a ro g re appointment. If the remaining Board members not seeking re Board member not seeking pp appointment are of equal seniority, the evaluations will be conducted by the member scheduled to be Chair at the next regularly scheduled Board meeting. Each evaluation will contain two elements: 1. Personal Interview. Questions presented to each member seeking re appointment will be en open ended providing the member an opportunity to comment upon: p a. What they have learned b. What they have accomplished Sc. personal ersonal changes or improvements they may make d. What they can do to help the BOA do its job 2. Evaluation. Comments by the evaluator will address the following: a. Attendance: Summary of excused and unexcused absences b. Participation: The member's initiative in advancing the Board toward a decision. Examples would be: I. The member's pertinent questions of the applicant, the public and staff.II. Offering motions or constructive comments early in the process to focus the discussion of the Board on the issues necessary in the decision. III. Staying on the essence of the case at hand IV. Handling of Chair responsibility c. Preparation: Them s application lication of the particulars of the zoning code to each case. The member's abilityto express and justify their decision either in the motion or in their vote. The application of the legal standards necessary to arrive at a decision. d. Conduct: The member's attitude and demeanor toward the applicant, the public, staff and Board members. Respectful in disagreement; compliant with established rules of order. • member has participated in and completed mandated training. e. Training;.Thep p The completed evaluation will be provided to the BOA Clerk for distribution with the member's • interview panel with a copy to the BOA member evaluated. application for re appointment to the The evaluator will meet with the member being evaluated, at the request of that member, to discuss and review the evaluation prior to the interview. August 3,2005 Minutes,Council Regular Session 4 E. RESOLUTION NO. (R)05-54 APPROVING THE BOARD OF ADJUSTMENT ) RULES AND OPERATING PROCEDURES Culver stated that she had questions regarding the fact that the Board of Council Member o erates under different rules and processes than the rest of the AdJustment (BOA) p • Commissions. Shequestioned the following: undefined limits and terms Boards and • inconflict with the Town's Policy, rotating the Chair, and the Chair"of the which are recommendations to remove another member of the BOA. She stated month" making appoints Board Members and should be the ones to remove them if that the Councilpp • necessary. She stated that she would like to continue this item,perhaps meet with members from the BOA to discuss these procedures that they are proposing. Vice Mayor Gillaspie stated that he also has issues with appeals;: : �ecisions or ofF'kthe ZoningAdministrator. H e stated that!-04.;;:.1. en working with the interpretations ,,,,:�.,� � �:� �--�-I e stated that he Town Attorney to reach reasonable solutions that may be a p p . ri„1);:. be comfortable with approving the proposed ,_les until the � e more time to would not ppt, ,,; ;;.: address these issues. '';5 ;;i„1, ,/,''' ;114/ ,,,-''''' °` �yv Meeting with the BOA and Council Member Abbott stated that the Council he .. :jc ;, .y. � rt they did not want to have discussed some of the items. She stated that the reasn- ' '�'���:Near to hear cases so they term limits was because the Board only0K,, few tini" 'Ay ,, ���s�:f'.:� � ;.�; ,. She don't get much experience. By the time I � yfh.e exp w ce, their terms are up. /'�� �' �`"� Y��� '�: unity to learn how to run a also stated that rotating the Chair, gives t a Council Member Abbott further -. !" t s " elt that removal of members meeting. - r�•����;. should be addressed by the CJo .�, ,f r ` �;�% A.: Ak. x EE, ititai y4, Member Parish stated tha.. 46';,x;::!..v7e'li-oard , ;.ion 2. of the proposed procedures states that Council _ , of Adjustment and then forwarded to the Chair's recommendat�� � J thTown Council for an action. He stated that any Chair should have the ability to e y .� .�,yy�, their recd .l enc tions tithe he Town Council for consideration. He further stated forward � � . t at the terms; . eded � e extended as there is a learning curve and it makes that he felth ,:, �, • J�f^'f'ff '�/ no sense t �`'� t t\'er one t speed and then tell them that their terms are up. Y /J MOTION: Cou i.. c ier Culver MOVED to CONTINUE hem E to a Council Study �.... ,^�� Session. Council M. er Parish SECONDED the motion. Motion carried, 7 —0. N F. APPROVAL OF FISCAL YEAR 2005-2006 PLANNING AND ZONING WORK PLAN 2. PRESENTATION OF PLAQUES TO OUTGOING BOARD AND COMMISSION MEMBERS J. PUBLIC HEARING — ORDINANCE NO. (0)05-31 ADOPTING A CONDITIONAL USE PERMIT FOR AN AUTOMOTIVE SERVICE FACILITY ON LOT 12 OF MERCADO DEL RIO COMMERCIAL SUBDIVISION, MINUTE S JO INT MEETING ADJUSTMENT t TOWN C OUN CIL B O A _� ORC VALLEY�t' STUDY SESSION APRIL 13, 2005 TOWN COUNCIL N CIL CHAMBERS 11,000 N. LA CANADA DRIVE�E !QINL1DYSSION. AT OR. AFTER 5:30 PM CALL TO ORDER: 5:31 p.m. ROLL CALL T PRESET: 1• TOWN COUNCIL: Paul Loomis, Mayor Mayor Barry Gillaspie,Vice Ma y Paula Abbott, Council Member K.C. Carter, Council Member nnCulver, Council Member Conny Helen Dankwerth, Council Member Terry Parish, Council Member (arrived at 5:54 p.m.) BOARD OF ADJUSTMENT: Colleen Kessler, Chair Bart Scharine . Vice Chair hai r John Hickey, Member Bill Adler, Member Matt Adamson, Member DISCUSSION,' REGARDING PROPOSED AMENDMENTS TO THE��.c CU OF ADJUSTMENT RULES & OPERATING PROCEDURES BOARD - numerous recommended changes made to the Kessler reported that there had been � rules and adopted Chair p as it related to the Council Adjustment Rules and Procedures � would be used as a Board ofyes would provide clarity and policies. explained that these chan� guideline for future Board members. Discussion followed regarding: . , 1 as a board member. � Term limits and how long a member should participate The• e of technique should be used in an evaluation process and what type handled. the reappointment process would be ria evaluation; and how pp � and reappointment process. members participate in the appointment pp • Should fellow (BOA) functions as a quasi-judicial board. of Adjustment The Boarddue meeting on a case by case basis. fre uency of the BOA meeting, ue to m • The infrequency The rotation of the Chair and Vice Chair. a • 04113/Of Town o} Cou;cil% ^GiC of r=Q'Lsl V :. Joint Study Session Jointofr n a�� �+ • - necessary to have a c loi 1 The ,Ire=- -members E'-,��•e?'s. meeting. 1. �; 'ei- case, so,how would • Does the Board have the authority to reconsider aifreconsiderations be scheduled? • Who has the authority" ority to place an item on an agenda _ time � --- develop an agenda and agenda packet for � How much is necessary to ce _ �. distribution to members inthe term "Standing" when reviewing a case. • understand g The use of"Roberts Rules" in a case. REVIEW OF BOARD OF ADJUSTMENT RULES AND PROCEDURES Th Procedures were reviewed and the following The Board of Adjustment Rules and r_o recommendations were made: Article 2 - Organization Recommendation for Removal from Office Sec. �.� Redo individual shall be forwarded to • recommendation of the removal of an in Any . . the decision of the Council for approval to remove a member. Council and remain � consistent with E Re-evaluate the wording in Section 2.3 B and 2.3 C and remain Section 2.3 A. the Chair and Vice Chair should be consistent. • The rotation of ,, • Provide a better description of"poor citizenship . Article 3 - Meeting Sec. 3.6.1 - Reconsiderations • Add a time frame for clarity. Sec. 3.6.2 — Appeals . - criteria� j � could be available to the public, so that they know * Provide guiding_ crI Feria �hichidentify fora appeals to the Board and as well as the general gurdelrne under lawpp that an administrative decision would be considered. the fact � criteria• are for developing a case of appeal. Identify the r-ity is of how a case appealed and refer to the Insert wording_ for further cla Arizona State Law. Sec. 3.6.3 - Variances " clearly in the Zoning Code illas ie stated that this section was explained Vice Mayor G p � � rocedures. and did not need to be restated in the Boards rules and p • 1 . 04/1 i1 1JCMiY ues Council/Board of d, jus+ e 1 Joint Study Session rrticle - Miscellaneous. f �- Appeats of-Decisions Decisiarls or InterpretationsInterpretationsSec. �.,i — Standing �a: "^c a-r';ev ed airy" and "Standing" and Work on language for clarity between ag P compare to State Law definition. Develop a criteria. Sec. 4.3 Ex Parte Contacts • Delete the word "reasonably". Dee • The word "may" could be used to replace "reasonably" Sec. 4.4 —Annual Review and procedures Parish recommended that the Board's mles E Council Memberr -evasions are considered by the livingdocument, he suggested that the remain a r Board and addressed by Council in the near future. REVIEW OF THE DESIRABLE ATTRIBUTES �%E B�.�RDOF ADJUSTMENT MEMBERS Council Member Culver suggested that someone with a legal background would be highly desirable. d that the attribute that states "A commitment to work for the Loomis suggeste «� Mayor improvement of the —ad.' := " is changed to read "Town" . . REVIEW OF THE BOARD OF ADJUSTMENT EVALUATION PROCEDURE . the Adjustment members who are seeking reappointment This section provides Board of A � _ . of the member's work on the Board during their term. a balanced assessment The folio wina issues and concerns were discussed: • The purpose of an evaluation procedure for those members seeking reappointment. • Why wouldn't a member want to be reappointed be an expert with the Town's Zoning Code? • Will a member need to for • "Thewill beprovided to the Board of Adjustment Clerk completed evaluation member's application for reappointment to the interview distribution with the PP uated." Mayor panel with a copy to the Board of Adjustment member eval y arai-a h there was no language that identified Loomis pointed out that in this p � p that a meeting would occur with the member regarding his evaluation prior to it being brought forward. - - that the Board review the suggested changes and Mayor Loomis recommended - that the Board place the j �e asked the suggested revisions in the document. incorporate Minutes Town_ Council/Board of Adjustment T � Joint Study Session _^ Etr� and • their next BOA meeting agenda scheduled ,- Ci0CtlrrFe1�i revisedon in May for approval G- "'Council at the second meeting ���,I"estlLl�lit the document to �,.G�,I_C-- disapproval. ADJOURNMENT Council p.m. MOTION: Council Member Parish moved to adjourn the meeting at 7:31 ���� �or;. Motion carried, 7-0. Member Dankwerth seconded the mots Res ectfull submitted, p y -/ / • ,..- -,/ !,,, .;* , . " / '11,4_ .• Linda Bersha, Office Specialist I JA I E S I N ARAN TOWNIT F U NDING y STRATEG REPORT ,,t P.•‘- LEY Ai> ,s<-- .... , 4 , I .„., ...„, I ttk A 1 I I-1 % POUNDEI-0 I I July 2005 I I I I NARANJA TOWN SITE FUNDING STRATEGY REPORT I TABLE OF CONTENTS IPage No. II. Executive Summary 3 I II. Background 10 A. Park, Open Space and Trails Plan (POST) 10 I B. Copper Creek Ridge Park Site 10 C. State Land Purchase 11 ID. Naranja Town Site (NTS) Master Plan 11 E. Town Council Action 1Z F. Budget and Bond Committee Action 12 G. Performing Arts Feasibility Study/Needs Assessment and Business Plan 13 IIII. Probable Cost of Construction .. 14 IA. Rationale, Assumptions and Qualifications .. 14 B. Probable Costs from NTS Master Plan 16 I IV. Probable Cost of Operations and Maintenance 17 IA. Rationale, Assumptions and Qualifications 17 I B. Summary Cost Estimates for NTS Plan Elements 18 C. Summary of Research 19 I V. Funding Options •• 22 A. Primary Property Tax .. 22 B. Secondary Property Tax 23 I C. Local Sales Tax 25 I - t - I NARANJA TOWN SITE FUNDING STRATEGY REPORT TABLE OF CONTENTS (Cont.) 1111 Page No. 1. Rate Increase 25 I 2. Sales Tax Table 25 3. Tax Additional Items 26 D. Utility Services Sales Tax 26 t• E. Bed Tax 26 F. Utility Franchise Fee 27 1 G. Community Facilities District 27 H. User Fees 27 I I. Grants 28 1. Heritage Grants 28 2. Transportation Enhancement Grants 29 I3. Community Development Block Grants 29 4. Reclamation/Remediation Grants 30 J. County Bond Funds 30 K. Endowments 31 L. Branding 31 M. Gifts 3Z IVI. Recommendations 32 I A. Finance and Bond Committee ••• 32 B. Town Manager 34 C. Logistics Timetable .. 36 VII. Attachments "A" - Naranja Town Site Master Plan I "B" - Budget and Bond Committee Recommendation "C" Performing Arts Feasibility Study/Needs Assessment "D" - Detail of Probable Costs I "E" - Local Jurisdictional Survey "F" - Community Facility District Information I - 2 - I. EXECUTIVE SUMMARY Information and Background The Naranja Town Site (NTS) property/project was first identified in 1994 in the Town's Parks, Open Space, and Trails (POST) Plan as a I I regional park. Following that community based analysis, in 1996 the General Plan (FOCUS 2020) for Oro Valley supported this property for park land use. In an effort to implement this message from the citizens of Oro Valley, the Town Council purchased the first 40 acre piece of land immediately south of Copper Creek School. When the leases on the larger piece of State Land east of Copper Creek School expired, the property was bid at public auction. The Town was the successful bidder and purchased the remaining 173E acres, which now represents what is known as the Naranja Town Site. Following acquisition of this remaining property, the Town has conducted a Master Plan for the site, Performing Arts Facilities Study/Needs Assessment and Business Plan. Additionally, the Town Budget and Bond Committee forwarded a recommendation to the Town Council. Probable Cost of Construction The Probable Cost of Construction for the Naranja Town Site was a iwork product of the Master Planning effort the Town undertook during 2002/2003. These estimates are "ballpark" figures based upon the conceptual Master plan which was identified by the Town and should not be viewed as a detailed engineer's or architect's estimate that is commonly distributed prior to a construction bid. The probable costs are in 2003 construction dollars and although the iconsultant's opinion of cost included a 15% cost contingency for the project another 5% contingency has been added. The following table reflects the "probable costs of construction" which were identified in the NTS Master Plan: - 3 - I I NTS MASTER PLAN ITEM COST I Community Center (80,000 sq. ft.) $12,000,000 Performing Arts Center (80,000 sq. ft.) 12,000,000 Amphitheater 1 (28,000 sq. ft.) 3,500,000 Other Facilities & Structures I (Ramadas, restrooms, concessions, fields, courts, playgrounds, pools and other) 5,973,000 On-site Improvements I (Grading, utilities, driveways, parking, sidewalks, 6,756,000 trails, landscaping, irrigation) II Contingency @ 15% 6,034,000 Public Art 402,000 Design, Engineering & Surveying 5,600,000 I Total $52,265,000 Additional 5% contingency 2,613,250 I Grand Total $54,878,250 Note: The above figures are general in nature, however sufficient for preliminary discussion purposes;a full scale facilities Programming may I significantly change these estimates. (See Attachment "D,"Detail of Probable Costs) IProbable Cost of Operation and Maintenance IThroughout the Master Planning work and review by the Town's Budget and Bond Committee, the concern of the Operations and I Maintenance costs of the estimated $55M project was discussed. In order to get an order of magnitude for these annual reoccurring I costs, the Community Development Department conducted the research for similar facilities in other communities in 2003. The following summary table shows the projected operations and maintenance costs and revenues for the major components of the 1111 I project. Costs provided for the Performing Arts Center and adjoining enclosure are based on the Webb Management Feasibility I : Study/Business Plan. -4 - Projected O&M Costs and Revenues NTS MASTER PLAN COSTS REVENUE Deficit ITEMS Community Center (including aquatics $1,600,000 $1,200,000 ($400,000) facilities) 1111 Performing Arts Center/Enclosed Outdoor r Facility 936,096 578,773 (357,323) Outdoor Recreation and Open Space 1,696,000 120,000 (1,576,000) TOTAL $4,232,096 $1,898,773 (2,333,323) tNote: The above figures are general in nature, however sufficient for preliminary discussion purposes;a full scale facilities programming may significantly change these estimates Funding Options A comprehensive survey of funding options available to municipalities and specifically Oro Valley has been included in this report. The various funding alternatives researched include: ÷ Primary Property Tax 4 Secondary Property Tax Increase in Local Sales Tax • Increase in Bed Tax 4 Utility Franchise Tax Community Facilities District financing 4 User Fees Grants • County Bonds Endowments 4 Branding • Gifts - 5 - Two major financing alternatives (Primary and Secondary Property 111 Taxes) have been available to the Town throughout its incorporation history, but never used. This approach, which would require a vote of the citizens to approve, was examined during this report. A Primary Property Tax can be used for the funding of any municipal operation other than payment of debt. Examination of the Primary Property tax source to pay for the Operation and Maintenance deficit estimated for this project reveals the following: to. Primary Property Tax Property Tax Rate Per $100 of Primary Property Tax Assessed Valuation Revenue t 25.t $1,000,000 500z $2,015,000 $1.00 $4,030,000 The following table data indicate the amount of primary property taxes that would be paid by a household with a full cash value of $200,000 ($250,000 market value). Primary Property Taxes Primary Property Tax Monthly Cost Per Annual Cost Per Rate Per $100 of Household Household Assessed Valuation 25it $4.17 $50.00 500t $8.33 $100.00 $1.00 $16.67 $200.00 Secondary property tax collections may be used to pay the principal and interest only ongeneral obli ation bonds and are limited to 20% 9 of the overall town assessed value. In Oro Valley's case the Town's total assessed value for secondary property tax purposes is $418,489,154. Therefore Oro Valley is limited to $83.7M. I The following table represents the "Worse Case Scenario" if the entire cost of the NTS was built in one phase ($55M) and indicates Pthe highest amount of secondary property taxes that would be paid by a household with a full cash value of $200,000 ($250,000 market Ivalue). Secondary property tax rates are also indicated. 1 Worst Case Scenario Property Tax Rate per $100 Iof Assessed Monthly Cost Annual Cost Term Value Per Household Per Household 1 20-year Bond * $.98 $16.33 $196.00 25-year Bond * $.88 $14.67 $176.00 30-year Bond * $.81 $13.50 $162.00 * Rate necessary to pay principle and interest on the $55M project cost identified above. I As the community grows so does the assessed value of the town. Because of this fact the property tax burden is spread over more residential and business owners. The following table reflects a "Best IIIAverage Scenario" over the life of the bonds. IBest Average Scenario Property Tax I Rate per $100 of Assessed Monthly Cost Annual Cost Term Value Per Household Per Household I * 20-yr. Bond $.62 $10.37 $124.38 *25-yr. Bond $.51 $ 8.55 $102.58 I *30-yr. Bond $.44 $ 7.29 $ 87.46 I *Rate necessary to pay principle and interest on debt using a two phase approach. 11111r Budget & Bond Committee Recommendation: On March 24, 2003, the Budget & Bond Committee (now known as the Finance & Bond Committee) presented their conclusions to the Town Council concerning the funding of the Naranja Town Site. Some of the elements of the committee's recommendations addressed identifying revenue potential to offset Operations and Maintenance expenses of NTS; conduct a programming examination to further define better construction costs; and explore capital and I Ioperational funding alternatives in conjunction with overall Town needs. Town Manager Recommendation: After careful consideration of all the studying and planning; examination to date concerning the Naranja Town Site Project, the Town Manager recommendation is as follows: 1) Appropriate an initial $250,000 to commence programming of the entire site. Until completed, reliable cost estimates can not be obtained for consideration of any funding option. The total cost of programming could run as much as 1% of total construction costs, which would be about $550,000 (1% times e $55M). A portion of the 3% increase in the bed tax rate could be used to fund these programming costs. 2) Because of the relatively high cost of development ($55M) and annual operations and maintenance costs ($4.2M gross $2.3M net), it is recommended that site development and operations be phased-in over a period of years. An independent community survey should be performed by an outside consulting firm to prioritize site improvements and citizens' willingness to pay additional taxes. It is recommended this survey should be performed concurrently with programming effort. I 3) Fund capital development costs with a secondary property tax. I p As indicated on page 7 of this report, the highest property tax rate that would be paid by a household with a home that has a market value of $250,000 would be $13.50 per month fora 30 1 year bond. The tax paid would be half of that ($6.75 per month) if the initial bond issue was $27.5M. 4) Fund operations and maintenance costs with a combination of user fees and dedicated primary property taxes. As indicated on page 5, $4.2M in operating and maintenance costs would be offset by $1.9M in user fees. This assumes cost recovery rates I of 75%, 62% and 7% for a community center, performing arts center/amphitheater and outdoor recreation/ open space, I respectively. The remaining costs of $2.3M would be paid by a primary property tax. The following outlines the associated user fees and primary property taxes. andI PrimaryPropertyUser Fees TaxesII Primary Monthly NTS PROJECT Costs Fees User Remainder PropertyCost Per x Rates Household I Community Center $1.6M $1.2M $.4M 10,* $1.67 Performing Arts I Center / .9M .6M .3M -4 1.17 Amphitheater I Outdoor Recreation 1.7M .1M 1.6M 3i3( 6.33 / Open Space Total $4.2M $1.9M $2.3M 55it $9.17 5) The information obtained from Recommendations #1 and #2 Iwill help determine what is the most appropriate phase-in plan and associated costs that are reflective of community desires. It is recommended that the combined primary and secondary monthly property tax payments for the $250,000 homeowner should be in a range of $10 to $15 per month. Logistical Timetable 1 A suggested logistical timetable has been included in this report and is part of the Town Manager's recommendation. The timetable al September with the implementation of the above recommendations in September 2005; Primary and Secondary Property Tax election in May 2007; and a Grand Opening of Phase I of the Naranja Town Site in May 2009. II. BACKGROUND Understanding the history and background of this property is helpful in planning for its future development. What is now known as the "Naranja Town Site" is actually the joining of two separate properties. A. Park, Open Space and Trails Plan (POST) The 1994 Park, Open Space, and Trails Master Plan identified the Naranja Town Site for possible acquisition as a community/regional park. No specific details of how the park should be developed were provided. Likewise the 1996 Oro Valley Focus 2020 General Plan mirrored the recommendation in the POST Plan and designated the site as Park/Open Space (POS) on the land use map. B. Copper Creek Ridge Park Site In 1996, the Town purchased 40 acres of land south of Copper Creek School for recreational purposes. (Shortly after purchase, the Town sold two acres to the Amphitheater School District to accommodate an additional parking area for Copper Creek School). Following the purchase, the Town Council commissioned a Parks Planning Advisory Committee to Master Plan the site. The Committee was comprised of 111 Park and Recreation Advisory Board members, citizens and staff. A consultant was selected to assist the Committee with the master iplanning of Copper Ridge, along with two other park 111 _ lo _ sites (West Lambert Park and CDO Riverfront Park). The Copper Creek Ridge Master Plan was completed in October 1997. C. State Land Purchase In October 2000 the Town purchased an additional 1731 acres of IState land adjacent to the Copper Creek Ridge site at public auction. Previous to the auction the land was leased by the State Land Department to Calmat Industries which used the site as an asphalt and concrete batch mixing plant. Previous leases also included sand and gravel mining and cattle grazing. Prior to auction, the State required Calmat to remove all structures, appurtenances, asphalt, construction materials, plus re-grade the property. Upon completion of the site remediation, the Town hired an environmental consultant to perform Phase I and limited Phase II environmental assessments. These were conducted to assure the Town would not acquire a property with any trace of contamination or hazardous material. The environmental assessments revealed no existence of hazardous material on the site. D. Naranja Town Site (NTS) Master Plan With both properties now in the Town's ownership, a master plan was needed for the entire 2131 acres. Although the 40 acres of Copper Creek Ridge had been master planned, the consensus was that an entirely new effort was needed which started with a "blank 111 canvas." In May 2001, the Mayor and Town Council approved the appointment of members to the Naranja Town Site (NTS) Master Plan Executive Committee and Task Force. In July 2001, the Mayor and Town Council then authorized the Town to enter into a contract with Stantec Consulting Inc., to provide professional services and assist the Committee and Task Force with the planning effort. The Naranja Executive Committee and Task Force began an extensive public participation process in June 2001 and completed I - 11 - therocess in September 2002. This included 1Z Executive P �. Committee Meetings, 18 Task Force Meetings, two Public Forums, and a Design Workshop. In August 2002, the Task Force accepted the Master Plan and 4 as forwarded it along with a Town Facilities Alternatives Plan to the Executive Committee. In September 2002, the Executive Committee forwarded the Town Facilities Alternatives Plan to the Mayor and Town Council for review and recommended approval of the NTS Master Plan. IIIE. Town Council Action On November 20, 2002, the Mayor and Town Council accepted the NTS Master Plan and Town Facilities Alternatives and dissolved the Master Plan Task Force and Executive Committee (see Attachment 111 "A", Naranja Town Site Master Plan). The Mayor and Council directed the Town Manager to research alternative sites within the Town for placement of necessary Town facilities. In addition, they requested the Budget & Bond Committee analyze the potential costs of the development, funding options, and possible financing alternatives. I I F. Budget and Bond Committee Action The Mayor and Town Council directed the Budget & Bond Committee to analyze potential development costs, funding options and possible financing options. The Committee initiated this project utilizing the combined effort of the Community Development Department and the Finance Department. Once finalized, the Committee reported their findings to the Town Council on March 24, 2003 (see Attachment "B"). Given the significant capital costs and ongoing operational costs anticipated for the project, the Committee stated that an additional study would be required. A key recommendation from the ■ Committee was to fund the formal Programming Phase of the ■ 111 - 12 - • facilities at NTS to better determine the scope and cost of each facility usage. "Programming" is the phase where individual space and equipment needs are identified for a facility or use. A cost model is then identified for each facility or use to assess accurate architectural, engineering, construction and operational cost estimates. Programming may include a preliminary schematic or floor plan for each facility or use and sample renderings of the facilities. The jProgramming Phase is critical to a project of this magnitude and is the next logical step beyond the Master Plan. Although Programming funds have been requested each budget year prior to this report, appropriations have not been approved. It is estimated that Programming costs are one half to one percent of the cost of the project. The lower end of that estimate is about $250,000, however if schematic drawings and sample renderings are � included, the cost would increase to 1% of the total project cost ($550,000). This can be accomplished in a two-step process. G. Performing Arts Feasibility Study/Needs Assessment and Business Plan The NTS Master Plan included a central core area featuring an indoor performing arts center and an outdoor fixed seat amphitheater along with a community center and plaza. The indoor and outdoor performing arts facilities, although conceptual in nature, reflected the wants and needs of the community through an extensive citizen participation design process. It was prudent to conduct a needs assessment/feasibility study before venturing into the Programming and design stage of development because of the complexity involved with such facilities. Toward that end, the Town Council approved an appropriation of funds in December 2003 to enlist the services of Webb Management Services to provide the Town with a professional expert opinion on facilities for performing arts. The Feasibility Study/Needs Assessment was completed and presented to the Town Council for acceptance May 19, 2004. The - 13 - principal recommendations of the study were to pursue the following types of facilities: Recommendation #1 INDOOR COMMUNITY ARTS CENTER 111 • Small, flexible theater of 200-400 seats • Classrooms, art studios, rehearsal rooms and support space Recommendation #2 ENCLOSED OUTDOOR FACILITY • Unique performance facility that extends the outdoor season • 1500 — Z000 fixed seats under roof An executive summaryof the studyisprovided in Attachment "C". 111 Webb Management Services was then directed to continue with the final phase of the study, which was the development of a business plan. Upon completion, the Business Plan was presented to the Town Council on October 11, 2004. The importance of providing this information is that the conclusions and recommendations of these studies point to a different type and scale of facility than previously presented in the earlier Master Plan. III. PROBABLE COST OF CONSTRUCTION A. Rationale, Assumptions, and Qualifications A part of the scope of the Naranja Town Site Master Plan was to provide an "opinion of probable cost" for each element within the plan. This is not analogous to the engineer's or architect's estimate that is commonly distributed prior to a construction bid. Rather, it is - 14 - more comparable to a "ballpark" estimate, as a Master Plan is conceptual in nature. While the Master Plan provides sufficient quantitative detail for numbers of ball fields, structures, etc., it does not provide qualitative detail of the quality of the structures. Therefore, in the absence of Programming, the cost estimates provided in this report are generalized. • The probable costs are in 2003 construction dollars and some of the items may be out of date with today's pricing. However, the consultants opinion of cost included a 15% cost contingency for theproject. Providingan inflation factor, 9 �Y usually expressed in a percentage, is one way to update the estimates. An inflation factor can provide an overall average increase of pricing. However, in reality, material and construction pricing is much more complex and irrational, reflecting the greatly fluctuating nature of supply and demand of products and labor. Therefore, given the unknown of pricing and the greater unknown that can only be revealed in a Programming Phase, another 5% contingency has been added. • The costs expressed on the following table reflect the NTS Master Plan concept of an 80,000 square foot performing arts center and an adjoining 28,000 square foot amphitheater. However, the Feasibility Study/Needs Assessment and Business Plan performed by Webb Management Services recommend facilities smaller in scale. Although one would assume a smaller scale facility would cost less to construct, the figure provided by the Master Plan will be used until the facility has gone through a Programming Phase. - 15 - B. Probable Costs of Construction from NTS Master Plan As provided by Stantec Consulting, Inc. in the NTS Master Plan, the following are opinions of probable costs for each of the major facilities and uses. An additional 5% contingency has been added to the original amount. NTS MASTER PLAN ITEM COST Community Center (80,000 sq. ft.) $12,000,000 Performing Arts Center (80,000 sq. ft.) 12,000,000 Amphitheater (28,000 sq. ft.) 3,500,000 Other Facilities & Structures (Ramadas, restrooms, concessions, fields, courts, playgrounds, pools and other structures) 5,973,000 On-site Improvements (Grading, utilities, driveways, parking, sidewalks, 6,756,000 trails, landscaping, irrigation) Contingency @ 15% 6,034,000 Public Art 402,000 Design, Engineering & Surveying 5,600,000 Total $52,265,000 Additional 5% contingency 2,613,250 Grand Total $54,878,250 Note: The above figures are genera/in nature, however sufficient for preliminary discussion purposes;a full scale facilities Programming may significantly change these estimates. (See Attachment"D"-Detail of Probable Costs) - 16 - IV. PROBABLE COST OFOPERATIONSAND MAINTENANCE A. Rationale, Assumptions, and Qualifications The following data and research was collected in January and February of ' 2003 by the Community Development Department. This data was presented to the Budget and Bond Committee who, in turn, forwarded it to the Mayor and Town Council in March 2003. As with construction, costs continue to rise each year. Actual dollar costs are provided by the summary below but are derived from costs based on percentage of square feet of the facility or space. Therefore, although costs are dated two years ago, they are proportional to the facility. ' Estimates were developed utilizing the following rationale and assumptions: ' • All estimates provided here are generalized in nature. It is critical that a full scale Programming and Planning process be ' completed for all facilities at NTS. Such a process will significantly improve the reliability of the projected annual Operation and Maintenance (O&M) costs. • The Town's experience providing similar facilities. •' i The experience of parks and recreation departments and ' performing arts organizations in Arizona with similar facilities. • The experience of parks and recreation departments in 1 Colorado and Missouri, which were highlighted in the 2000 and 2002 Recreation Facilities Design & Management Schools with '. similar facilities. • Out of state figures are helpful, because their facilities closely ' resemble the scale that is anticipated for the NTS. 1 - 1 7 - 1 • It is recognized that everyfacility is different. It is also understood that costs vary from state to state. Given the fact ' that the NTS facilities have not gone through a formal Programming and planning phase, the aggregate numbers from out-of-state figures do provide a glimpse of costs that can be anticipated from such a facility. ' • Perhaps the biggest assumption is yet to be made, which concerns the revenue or cost recovery philosophy of the Town. The research findings demonstrate revenue generation that varies significantly from community to community. With respect to community centers, for example, many communities actually make money, that is, revenue generation exceeds ' operations and maintenance. At the very least, the Town should expect 75% cost recovery from revenue generation for a community center. • Performing arts facilities are a different story. Based on the ' Performing Arts Business Plan completed by Webb Management Services, the Town should expect a 62% cost recovery if the type, scale and management recommendations ' are followed. • Although all local jurisdictions were contacted, most could not provide the information requested. Jurisdictions differ in the ' type of information maintained, as well as the format in which it is maintained. Information regarding O&M numbers for like facilities was gathered from 31 agencies. A complete list of those contacted or used as a resource has been provided in Attachment "E". B. Summary Cost Estimates for NTS Master Plan Elements ' The following summary table shows the projected operations and maintenance costs and revenues for the major components of the ' project. Costs provided for the Performing Arts Center and adjoining enclosure are based on the Webb Management Services Feasibility Study/Needs Assessment and Business Plan. - 18 - illirl-- Summary Table 111 NTS MASTER PLAN ITEMS COSTS REVENUE Community Center (including aquatics facilities) $1,600,000 $1,200,000 Performing Arts Center/Enclosed I Outdoor Facility 936,096 578,773 I Outdoor Recreation and Open Space 1,696,000 120,000 TOTAL $4,232,096 $1,898,773 I Note: The above figures are general in nature, however sufficient for preliminary discussion purposes;a full scale facilities Programming may ' significantly change these estimates IC. Summary of Research I Listed below is a summary of the research gathered for the cost analysis. I1. Community Center 1 80,000 sq, ft @ $20 per square foot or$1,600,000 annually IThe Community Center includes an 80,000 square foot I building, pools, and the immediate area surrounding the building. IThe average square foot costs for responding Arizona centers was $16.38 per square foot. Using this figure, I the annual cost for the 80,000 square foot NTS Community Center would be $1,310,400. Conversely, the out of state facilities, which in most cases more closely Irepresent the type and scale of facility to be placed at NTS, cost an average of $21.60 - $23.49 per square foot, I I - 19 - or $1,728,000 - $1,879,200 annually. Therefore, it is 1 reasonable to estimate that the NTS Community Center will fall somewhere in the middle. 2. Performing Arts Center per Master Plan ' 2,000 seats $1,000 per seat or$2,000,000 annually (80,000 sq. ft. $25 per square foot or$2,000,000 annually) ' The Performing Arts Center includes the 80,000 square foot Community Center and the immediate area ' surrounding the building. Typically, performance facilities calculate their costs "per ' seat" rather than per square foot. Annual per seat costs for the responding venues in Tucson ranged from $601 - I $1010. Two thousand (2,000) seats are planned for the performance hall in the Performing Arts Center. This would translate into a cost of $1,202,000 to $2,020,000 lfor the NTS facility, including the offices, classrooms, and meeting spaces. Given the anticipated scope of the NTS ' Performing Arts Center, it is reasonable to estimate that the NTS Performing Arts Center will fall into the $1,000 ' per seat per year range. 3. Amphitheater per Master Plan 1 2,500 seats $500 per seat or$1,250,000 annually (44.64 per square foot or$1,250,000 annually) The proposed NTS Amphitheater includes 2,500 seats under cover, and additional seating in surrounding grassy ' areas. The final design and structure of the Amphitheater will significantly impact the O&M figures for this facility. ' - 20 - One outdoorP avilion in Sedona has an annual per seat cost of $545. (It should be pointed out that two thirds of the Sedona budget is spent in marketing their 40 to 45 annual performances.) The indoor facilities referenced above have an annual per seat cost of $601 - $1010. Given the anticipated scope of the NTS Amphitheater, it is ' reasonable to estimate that the NTS Community Center will fall into the $500 per seat per year range. 1 4. Performing Arts Center/Outdoor enclosure as recommended by Feasibility Study 1 60,000 sq, ft, Performing Arts Center with 400-500 ' seat Theater capacity (20,000 sq. ft. Outdoor Performance Endosure with 1500 seat capacity) Cost Summary Direct Program Expenses $ 22,875 Administration $ 374,500 ' Ticket Office $ 92,796 Facility Operations $ 276,925 Building Services $ 169,000 Total Expenses $ 936,096 ' Amore detailed description of costs as well as other excerpts of the Feasibility Study/Needs Assessment and 111 Business Plan are located in Attachment "C". 5. Outdoor Recreation and Open Space 2Z2 acres @ $8,000 per acre or$1,696,000 Currently the Town manages three parks in which 40% of the space is active recreation (ball fields, playgrounds, courts, picnic areas, etc.) and 60% of the space is passive recreation (hiking trails, natural desert, etc.) Upon build - 21 - out, NTS will also be approximately 40% active and 60% passive. Therefore, it is reasonable to estimate that the annual $8,000 per acre costs for operating the existing parks system will sufficiently cover the operation of the NTS facility. V. FUNDING OPTIONS 1 This section will provide a comprehensive survey of funding options available to municipalities and specifically Oro Valley. Included is a discussion of the funding type, how it is enacted, probable amounts generated and applicability to the Naranja Town Site. A. Primary Property Tax The property tax has been a traditional means of financing municipal ' operations. Beginning in 1980, property tax levies were divided into a primary property tax levy and a secondary property tax levy. A secondary property tax may only be levied to pay principal and interest on bonds. The primary property tax may be used for all other purposes. Currently, the Town does not levy any local primary or secondary property taxes. The Town could initiate a primary property tax election and dedicate the tax revenues to operations and maintenance of the Naranja Town Site. Under state law, the implementation of a primary property tax requires voter approval and the election must be held on the third Tuesday in May. The tax revenue amount approved by the voters ' will constitute the base on which future limitations on levies will be determined. 11111 - 22 - I II Tax Revenue I Property Tax Rate Per $100 of Primary Property Tax Assessed Valuation Revenue 250t $1,000,000 I 50tt $2,015,000 $1.00 $4,030,000 I $403,388,191 (TOV Total Primary Assessed Value) III (Example: divided by 100 x .25 = $1,000,000) The following table indicates the amount of primary property taxes that would be paid by a household with a full cash value of $200,000 ($250,000 market value). Primary Property Tax Primary Property Tax I Rate Per $100 of Monthly Cost Per Annual Cost Per Household Household Assessed Valuation I 25( $4.17 $50.00 50it $8.33 $100.00 I $1.00 $16.67 $200.00 As mentioned, implementation would require voter approval at a May Ielection. IB. Secondary Property Tax I Secondary property tax collections may be used to pay the principal and interest only on general obligation bonds. However, there are statutory processes that must be followed in order to implement a Isecondary property tax including a bond election. I Under Arizona law, general obligation bonds can be issued for general municipal purposes up to an amount not exceeding 6% of assessed valuation. Additional general obligation bonds can be Iissued for specific services such as water, lighting, and parks and I 1 - 23 - I Il recreation facilities up to an amount not exceeding 20% of assessed I valuation ($83.7M). The following table provided by Stone & Youngberg, LLC, indicates rthe highest amount of secondary property taxes that would be paid by a household with a full cash value of $200,000 ($250,000 market Ivalue). Secondary property tax rates are also indicated. ISecondary Property Taxes Property Tax Monthly Annual Cost IRate per $100 of Cost Per Per Term Assessed Value Household Household I 20-year Bond $.98 $16.33 $196.00 25-year Bond $.88 $14.67 $176.00 30-year Bond $.81 $13.50 $162.00 I As new residential and commercial development increases, this property tax burden will be distributed over a larger number of households and businesses, thus decreasing individual property I owners' tax payments. The table below indicates the average property tax payments for the $200,000 full cash value household. Average Property Tax Payments Property Tax Monthly Annual Cost Rate per $100 of Cost Per Per Term Assessed Value Household Household 1 20-yr. Bond $.62 $10.37 $124.38 25-yr. Bond $.51 $ 8.55 $102.58 1 30-yr. Bond $.44 $ 7.29 $ 87.46 I If this option is considered, a general obligation bond election could be held in March, May, September, or November. I I I -24 - I C. Local Sales Tax ILocal sales tax collections are significantly viable funding sources that generate a steady stream of revenue over a long period of time. I Increase collection could be accomplished by a sales tax rate increase or the taxation of additional items. Rate increases meant to fund specific projects can be ear-marked for that project and can have Itermination dates if desired. III1. Rate Increase The Town's current local sales tax rate is 2%. Changes to the I tax rate would require a public hearing and Town Council approval. Any sales tax rate change would not legally require I voter approval even though politically the issue could be referred to the voters. 1 2. Sales Tax Table The following table estimates the amount of additional local sales Itaxes that would be collected based on the indicated rate increases. ISALES TAX TABLE INDUSTRY FY 2005/06 0.25% 0.50% 0.75% 1.00a/o I Construction BUDGET INCREASE INCREASE INCREASE INCREASE $ 2,418,000 $ 238,062 $ 476,124 $ 714,186 $ 952,248 Mining $ - $ - $ - $ - $ - I Manufacturing $ 113,000 $ 14,125 $ 28,250 $ 42,375 $ 56,500 Trans.,Comm., &Utilities $ 134,000 $ 16,750 $ 33,500 $ 50,250 $ 67,000 Wholesale Trade $ 64,000 $ 8,000 $ 16,000 $ 24,000 $ 32,000 Retail Trade $ 3,037,000 $ 379,625 $ 759,250 $ 1,138,875 $ 1,518,500 Restaurants; Bars; Hotel/Motel $ 1,845,000 $ 230,625 $ 461,250 $ 691,875 $ 922,500 Fire, Ins. &Real Estate $ 103,000 $ 12,875 $ 25,750 $ 38,625 $ 51,500 Services $ 410,000 $ 51,250 $ 102,500 $ 153,750 $ 205,000 Arts& Entertainment $ 41,000 $ 5,125 $ 10,250 $ 15,375 $ 20,500 All Other $ 11,000 $ 1,375 $ 2,750 $ 4,125 $ 5,500 Cable Franchise Fees $ 402,000 $ - $ - $ - $ - 1111 TOTALS $ 8,578,000 $957,812 $ 1,915,624 $ 2,873,436 $3,831,248 - 25 - I 111 3. Tax Additional Items IThe following are other types of taxable goods and services that are not currently taxed by the Town but could be an Iadditional revenue source. • Health spas, fitness centers, dance studios, etc. • Residential real property rentals Commercial real property rentals r ▪ Cable television services • Food for home consumption I • Telecommunications tax - Use Tax • "Board and Booze" D. Utility Services Sales Tax On June 13, 2005, the Finance & Bond Committee (formerly known IIIas the Budget & Bond Committee) unanimously recommended the implementation of a 4% local sales tax rate on utility services, which I includes electricity, natural gas, and water. As of the writing of this report, the Mayor and Town Council plans to discuss the proposed ordinance in a future study session. Adoption of the ordinance would Igenerate approximately $1,900,000 in local sales tax revenues annually. E. Bed Tax IOn June 15, 2005, the Mayor and Town Council voted to increase the bed tax from 3% to 6% effective February 1, 2006. Total projected Irevenue from this action would be approximately $475,000 annually. As of the date of this report, no determination has been made as to the distribution of the additional revenue. I I - 26 - F. Utility Franchise Fee ■ The Town could generate revenue from electric and natural gas utility companies' use of public right-of-ways through franchise ' agreements. The common or traditional amount of the fee is 2% of gross revenues. Franchise agreements require voter approval. The following is a rough estimate of annual revenues from this source. Annual Revenue Estimates Electricity $612,500 Natural Gas $160,000 t Water $186,000 Total $958,500 G. Community Facilities District Arizona State Law authorizes municipalities to create community facilities districts to finance public infrastructure including parks and ' recreational facilities. Districts formed by municipalities may issue general obligation bonds whereby annual debt service on the bonds is paid from property taxes levied by the district. Please refer to the Stone & Youngberg, LLC materials (Attachment F) regarding the legal requirements for district formation and ongoing operations and maintenance. H. User Fees It is imperative the Town develops a cost recovery philosophy for its facilities. As demonstrated in other communities, full cost recovery for operations and maintenance is achievable for certain facilities and uses. The Town should expect to collect fees for the following types of activities at NTS: Community Center recreational use, recreational programs, room use, aquatics center use, tennis center use and league ball field use. - 27 - r Cost recovery for the proposed Community Center and aquatics icenter is achievable in the 60 to 80 % range at the NTS. Research conducted by Town Staff shows a large variation in cost recovery tfrom 15% to 226% with an 87% average. Cost recovery in the City of Tucson is low comparatively to other regions surveyed. This may be attributed to the relatively low income level in Tucson. Therefore, the philosophy of the City of Tucson is to lower direct user fees and subsidize the cost of operations and maintenance through general taxation. A full discussion of the performing arts facilities and cost recovery is included in the Webb Management Business Plan. Essentially, the report concludes that the facilities would recover 62% of 0 & M costs per year. I. Grants ' Grants are administered through various regional, state and federal agencies. Although each agency has its own goals and guidelines, most grants are geared toward people and communities that need them the most. Since Oro Valley is a community with higher incomes and untapped resources, it is not in a good competitive position to receive many grants. 1. Heritage Grants The Arizona Heritage Fund is administered by the Arizona State Parks Board and State Historic Preservation Office (SHPO). Competitive grants are awarded each year to entities for projects that provide educational programs about historic preservation, preservation, and rehabilitation of National Register properties. The Naranja Town Site and the projects contemplated there would not qualify for Heritage grants. However, Heritage Grants may be applied to other historic sites r in Oro Valley. -2s - 2. Transportation Enhancement Grants The Arizona Department of Transportation (ADOT) approves and administers Transportation Enhancement Grants on an tannual basis. Funds are supplied through the Federal Highway Administration to each State Department of Transportation. In Arizona, ADOT allocates up to $6,000,000 annually to local governments to compete for the grant funding available. Eligible activities must be transportation related and multi- modal in nature. Oro Valley was successful in receiving a t $500,000 grant in 2003 for the Canyon del Oro Shared-Use Path. A 2005 application is pending for transportation elements of the Honey Bee Village Preservation Plan. It is possible that a portion of the bike, pedestrian and multi- use path system at the NTS would quality for a Transportation Enhancement Grant. These proposed amenities are highlighted in the Town's Pedestrian and Bicycle Plan and the Trail Plan. However, this may not have regional appeal and grants are 111 limited to $500,000. 3. Community Development Block Grants Currently Community Development Block Grants (CDBG) funds I are administered through Pima County Community Services Department via an Intergovernmental Agreement that permits Pima County to administer Oro Valley's share of the funds through 2007. CDBG Funds are used throughout Pima County for a variety of projects ranging from housing rehab to infrastructure replacement. The CDBG Funds can be used for community centers and park enhancements if they meet core threshold requirements established by the Department of Housing and Urban Development (HUD). Basically, the primary threshold is that persons benefiting from the project must be within the low and moderate income group. These threshold requirements are identified specifically for each metropolitan area. - 29 - Oro Valley and the NTS would have a difficult time qualifying ' for these funds weighed against the threshold requirements and the many other priority areas in greater Pima County. ' Therefore, historically no CDBG funds have been utilized within the Town of Oro Valley. However, when Oro Valley reaches a t population of 50,000 people it qualifies as an "entitlement" city and may choose to administer its own funds and establish its own priority areas. By that time, there is a reasonable likelihood of some neighborhoods qualifying under the threshold requirements. Oro Valley's annual entitlement allotment in 2007 would be over $100,000. 4. Reclamation/Remediation Grants Administered through the Environmental Protection Agency (EPA) and the Arizona Department of Environmental Quality (ADEQ), funds are provided for assessing, planning, restoring and cleaning up lands qualified as "Brownfields." Brownfields are sites that are or were used as industrial sites, landfills and mined areas that have redevelopment potential and the redevelopment is complicated by "contamination." The Naranja Town Site qualifies as a Brownfield because it was used as a sand and gravel mining operation and as an asphalt batch plant. Although there are no hazardous materials or chemicals ' on the site, it was scarred by the mining operation. Grants are primarily provided for site assessments, soil studies, erosion control and site cleanup. The NTS could marginally qualify for funds for erosion control and slope stabilization, however most grants are geared toward site assessment and cleanup. 3. County Bond F The 2004 Pima County Bond Issue included $3,000,000 for the acquisition of an additional 28 acres north and adjacent to the existing Naranja site. In pursuit of the acquisition, the Town secured a property appraisal to begin negotiation process with the property owner. The appraisal confirmed the land value was well above the - 30 - the Bond Issue. Therefore, the Town amount provided onstopped efforts to pursue the acquisition and will likely seek redistribution to another Bond Issue project. Since these funds were designated for land acquisition, they could not be used for the development of the Naranja Town Site. K. Endowments The Oro Valley Endowment Fund supports organizations serving the Town in order to further the arts, cultural activities and other related services. Although the Oro Valley Endowment Fund is in its early stages, it may be able to establish a long term endowment for support of the performing arts facilities at NTS at some point in the Town's Future. Endowments are a critical piece of the funding recommended in the Webb Management Business Plan to help sustain a Performing Arts Facility. L. Branding The most common form of branding is achieved by naming a public building or room within a building by the business or individual who donated a sizable amount of money to the construction of the building. This is a common practice for sports arenas, college buildings and performance halls. Although controversial, the funds provided by a donor can provide necessary gap money to finance the project. Branding agreements usually have a termination date. Although there is no set formula 111 that determines how much money needs to be donated to constitute a brand, it needs to be significantly proportional to the total building cost. • g • - 31 - M. Gifts It is not uncommon to expect gifts from individuals and firms for high profile projects and projects involving the arts and recreation. The Town does receive gifts on a regular basis for improvements to the library and to recreation facilities. They are typically in the $100 - I $10,000 range and are targeted to satisfy certain equipment needs. In the case of the library, some gifts are provided directly to the Town and some are channeled through the Friends of the Oro Valley Public Library. Gifts for parks and recreation have historically been targeted for ball field enhancements by little league teams. Most, if not all, gifts received to date have beenprovided for direct capital or equipment needs and not for operations and maintenance. Significant portions have been provided well after the facility was built. The Town will need to clarify and expand its policy with respect to gift-giving and branding. Issues to be resolved include how much of a monetary gift needs to be given to constitute a "brand". Also, all generous gifts deserve some type of recognition and "labeling" in the facility they are used. This would need to be standardized so that like donors received like recognition. Lastly, the Town would need to decide if it preferred all general gifts to be channeled directly to the Town or through an endowment. VI. RECOMMENDATIONS A. Recommendations from Finance and Bond Committee On March 24, 2003, the Budget & Bond Committee (now known as the Finance & Bond Committee) presented the following preliminary conclusions to the Town Council concerning the funding of the Naranja Town Site: - 32 - 1. Significant capital costs and ongoing operations require additional study before funding recommendations can be settled upon. a. Revenue potential to offset Operations and Maintenance will be a critical consideration and could be significant. 2. Suggest the Parks and Recreation Advisory Board proceed along four lines: a. Undertake study to more clearly determine NTS programming plans and potential revenue opportunities. b. These studies will more clearly define capital and operating and maintenance costs. c. Accelerate discussions related to overall increased revenue generation for all Town parks, including possible self funding of specific operations. d. Establish an additional plan to "phase in" the site over an extended period of time as deemed appropriate. 1 3. Suggest a report back from the Parks and Recreation Advisory Board to the Finance & Bond Committee for 111 development of a final funding plan recommendation to Town Council. 4. In the interim, the Finance & Bond Committee will continue to explore capital and operational funding alternatives in conjunction with overall Town needs. - 33 - B. Town Manager Recommendation 1. Appropriate $250,000 immediately in the 2005-06 budget to commence Programming of the entire site. Until completed, 111 reliable cost estimates can not be obtained for consideration of any funding option. The total cost of programming could run as much as 1% of total construction costs, which would be about $550,000 (1% times $55M). A portion of the 3% increase in the bed tax rate could be used to fund these Programming costs. 2. Because of the relatively high cost of development ($55M) and annual operations and maintenance costs ($4.2M gross $2.3M net), it is recommended that site development and operations be phased-in over a period of years. An independent community survey should be performed by an outside consulting firm to prioritize site improvements and citizens' willingness to pay additional taxes. It is recommended this survey be performed concurrently with Programming effort. 3. Fund capital development costs with a secondary property tax. As indicated in this report, the highest property tax rate that would be paid by a household with a home that has a market value of $250,000 would be $13.50 per month for a 30 year bond. The tax paid would be half of that ($6.75 per month) if the initial bond issue was $27.5M. 4. Fund 0 & M costs with a combination of user fees and dedicated primary property taxes. As indicated in this report, $4.2M in operating and maintenance costs would be offset by $1.9M in user fees. This assumes cost recovery rates of 75%, 62% and 7% for a community center, performing arts center/amphitheater and outdoor recreation/open space, respectively. The remaining costs of $2.3M would be paid by a primary property tax. The following table outlines the associated user fees and primary property taxes. 111 - 34 - I PrimaryI Monthly NTS PROJECT Costs User Fees Remainder Prope Ta � Cost Per Rates Household I Community $1.6M $1.2M $.4M 1.(K $1.67 Center Performing Arts Center / .9M .6M .3M 7st 1.17 I Amphitheater Outdoor Recreation / 1.7M .1M 1.6M 38( 6.33 0 Open Space Total $4.2M $1.9M $2.3M 55st $9.17 1 5. The information obtained from Recommendations #1 and #2 will help determine what is the most appropriate phase- "! in plan and associated costs that are reflective of community desires. It is recommended that the combined primary and Isecondary monthly property tax payments for the $250,000 homeowner should be in a range of $10 to $15 per month. I I I I I I I - 35 - C. Logistics Timetable Timetable Adopt NTS Financing Strategy August 2005 Appropriate Funds for September 2005 Programming and Survey RFQ for Programming and October 2005 Community Survey Consultants Select Programming Consultants December 2005 Begin Programming and Survey January 2006 Complete Programming and July 2006 Survey Community Outreach & August 2006 Education Set General Election November 2006 I Primary and Secondary Property May 2007 Tax Election RFQ for A & E Consultant June 2007 I; Select A & E Consultant August 2007 Complete Development Plan November 2007 I Complete Design & Construction March 2008 Plans Start Construction May 2008 I Complete Minor Facilities February 2009 Complete Major Facilities April 2009 I Grand Opening May 2009 I I I I I - 3 6 - Attachment "A" � Naranja Town Site Master Plan 1 L t 1 1 1 1 1 1 1 , . .. R.--4g - ,. . •--",.. . . . --- - - - --- -- -------- i' --,.-- ,.. 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I I I I Attachment "B" I Budget and Bond Committee I Recommendation I (March 24t" 2003) I I I I 1 I I 1 I I I ---: ,-. , . 1 - . 2 TOWN OF ORO VALLEY MAYOR AND COUNCIL COMMUNICATION MEETING DATE: March 24, 2003 TO: Honorable Mayor and Council Budget & Bond Committee Members FROM: David L. Andrews, Finance Director Imelda V. Angelo, Management & Budget Analyst SUBJECT: Naranja Town Site Funding Assessment SUMMARY: On November 20, 2002 the Mayor and Town Council unanimously accepted the Naranja Town Site Master Plan and voted to direct the Budget and Bond Committee to analyze the potential development costs of the Naranja Town Site, funding options, and possible financing alternatives. A report was requested to be delivered to the Town Council within 120 days. Included as an attachment to this agenda item is the Committee's powerpoint presentation on capital improvements, operating and maintenance costs estimates, financing alternatives and preliminary conclusions gathered by the Icommittee. At this evening's meeting, Ms. Lyra Done, Chair of the Budget and Bond Committee will give a brief introduction of the committee and project background. Mr. Bob Jennens, member of the Budget and Bond Committee, will give a powerpoint presentation, following the Town's Long Range Revenue Review powerpoint presentation. Ms. Done will conduct the closing of the presentation. ATTACHMENTS: r Naranja Town Site Funding Assessment 6 SUGGESTED MOTION: N/A 1. r i i Imelda V. Ang---i. ,. A elo elo I 0 Management & Budget Analyst c 1--4-4-2-1-'/ 2 azi,v,,,,-- David L. 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Research and Conclusions Using information from Census 2000 we evaluated Oro Valley in terms of age, ethnic diversity, income, population growth, and educational attainment, and then compared those statistics with national, state and regional data about who attends the arts and how often. Based on that research we believe that the highly educated, upper-middle class and rapidly-growing population of Oro Valley and the surrounding region has the propensity and capacity to support additional performing arts facilities. WP have also found in our work around the country that strong leadership behind a project is key to its success. The Town Council and administration, ac wP11 as the Greater Oro Valley Arts Council are passionate and invested in the idea of improving the quality of life for Oro Valley residents through enhancing the arts. They believe, as do we, that new and improved facilities are an important component of that improvement, and are very invested in the idea. This strong core of leadership provides a crucial foundation to make the project come to fruition. We interviewed dozens of arts groups in the area regarding their interest in using new facilities in Oro Valley. While most of these groups are based in Tucson and already have established seasons at venues in Tucson, many !! particularly orchestral and choral groups axe interested in expanding their seasons by one or more performances to reach new, potentially untapped audiences in Oro Valley. Many of the local dance and smaller musical groups were interested in studio, workshop and small performance spaces. Some of the larger groups, including Arizona Opera and the Tucson Symphony expressed strong interest in the idea of a climate-controlled outdoor facility that could be used up to eight months of the year. The facility inventory in the area shows a preponderance of adequate and some excellent facilities for the performing arts in Tucson. While there are three high schools which rent out their auditoriums for performing arts concerts and events in the Oro Valley area, there is no high-quality facility I Town of Oro Valley Performing Arts Facilities Feasibility Study for the performing arts in Northwest Tucson. We see a gap for a small venue that can accommodate dance, music and visual arts classes and workshops, Iafter-school and summer programs (which was a need strongly expressed by several residents of Oro Valley who said there just isn't anything for their I kids to do in town) and for a larger outdoor facility in the range of 900-2 000 g , seats for summer festivals, touring events and symphony and opera concerts. I We believe, based on our conversations with area arts groups that these facilities need to be distinctive from facilities currently available in. Tucson, drawing on the natural beauty of P Oro Valley. The facilities need to be special Ienough to draw Tucson and Phoenix audiences and groups to the area for special performances and events. Distinctive facilities would also provide a . focal point, a gathering place and a sense of pride for residents of Oro valley Iand would appeal to tourists, Tucson residents, snowbirds, and second home- owners. IRecommendation 1: Community Arts Center We recommend a new community arts center that should include a small, flexible performance space (200-300 seats with a flat-floor tY cap ab" ' ) classrooms, art studios, rehearsal rooms and support space. This s I recommendation is based on the desire expressed by many members of the community and Town leadership to have flexible, affordable facilities in Oro Valley to support local artists and arts groups, local audiences and local I opportunities for arts education. We see this as a cultural infra-structure re project, providing the basic facility needed to encourage the creation and presentation of the arts in the community of Oro Valley. I This facility would be focused on local groups and programs. One reason for e this is that many dance groups in the area said there are no facilities for their performances, classes and workshops in Northwest Tucson, and that such a facility would be both very useful and in high demand. The other 6 argument for this community-focused facility is that residents of Oro Valley expressed that "there is nothing for kids to do after school or in the summer in Oro Valley." This facility would help to meet those needs, and thus L enhance Oro Valley's draw as a family-oriented community. Y Local leaders suggested that for this project to succeed, it will have to demonstrate a significant benefit in terms of educational programs for Oro Valley residents to get behind it, particularly in fundraising. For this reason, , in addition to the actual value of such programs, we believe it should be I developed as an educational tool, first and foremost, to create a vibrant and useful cultural venue for Oro Valleyarea residents and their eir children. I IL I Town of Oro Valley Performing Arts Facilities Feasibility Study I Recommendation 2: Enclosed Outdoor Facility IIn addition to the Community Arts Center, we recommend the development of an enclosed outdoor facility, meaning an un-winterized but enclosed building that would extend the outdoor season and provide a very high quality space for performance, mostly music. This facility should be architecturally distinctive, drawing on the natural landscape in design and would seat 1,000 to 1,500 inside with additional outdoor lawn/picnic capacity. Such a structure in Oro Valley that can accommodate the finest in orchestral music, opera, popular music concerts and dance based in Oro Valley could become an exciting regional destination, as well as a beautiful gathering place for Oro Valley residents, visitors, snowbirds and second-home owners. IIn addition to providing an ideal space for festivals (such as the annual 4th of July celebration) and community events, this structure could also become an iconic symbol of community pride and commitment to the arts in Oro Valley. I We would also suggest that the community consider the option of employing I some climate-control systems in the structure in order to extend the operating season as long as possible. This might include the use of a radiant slab. R.ecomm.endation 3• Development Options IOur final recommendation is that the community arts center and the enclosed performance structure should be developed together in close proximity such that they might share spaces and encourage operating g P g I efficiencies and reduce operating costs. Next Steps 11 We stand ready to be our secondhase of work for the Town P of Oro Valley, in which we propose to develop a businessP lan for recommended facilities. That business plan will determine how recommended facilities should be owned and operated, and how they can be sustained on an ongoing basis with Isome combination of earned and contributed income. We will also consider how the private sector might participate in the financing of the project, and the further development of the Greater Oro Valley Arts Council for the I benefit of the arts and the community. 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Enclosure Capacity $3,000 IStudio Theater Capacity 400 Performance Enclosure Preparation Day $750 $1.125 �^ $1,500 Rehearsal Room Square Footage 1,600 Studio Theater Performance Day $400 $ 0►0 $BOD J• Exhibit Space 5,000 Studio Theater Preparation Day $200 $30 $400 Classrooms 2,000 Practice Rooms 1,000 Hourly Rental Rates for Rehearsal Space Resident k ri-p:;=rl Commercial Total Enclosure Gross Square Footage 20,000 Performance $20 3 $45 Total Indoor Gross Square Footage 60,000 I Rental Performance Enclosure Activity Performances Event Days Prep Days Total %Sold Attendance Ave Tix Gross Income -Resident Arts Organizations 17 15 10 25 67% 17,085 $20 $341,700 $30,000 It Local Nonprofit Organizations 12 10 5 15 67% 12,060 $20 $241,200 $25,125 Regional Schools 10 8 4 12 67% 10,050 $10 $100,500 $22,52A 'GOVAC Presents Live 10 10 10 67% 10,050 $25 $251,250 GOVAC Presents Film 12 6 6 50% 9,000 $5 $45,000 Commercial Renters 5 5 3 8 67% 5,025 $20 $100,500 $19,500 Business/Private Rentals 3 3 3 67% 3,015 5- 59,000 Civic Events 3 3 3 67% 3,015 $- _ r Total 72 60 22 82 69,300 $1,080,150 $109,125 L 1 , Rental 16 Studio Theater Activity Event Days Prep Days Total %Sold Attendance Ave Tit Gross Income Resident Arts Organizations 65 60 30 90 67°l0 17,420 $15 $261,300 $30,000 Local Nonprofit Organizations 45_ 40 20 60+ 67% 12,060 $15 $180,900 0.000 Regional Schools 10 8 6 14 67% 2,680 $10 $26,800 S6,&00 GOVAC Presents Live 12 10 5 15 67% 3,216 $20 $64,320 (',(1V A C Presents Film 1` n p� 0 1 $ 6 0 .,D i0 c,4UU �O �4OUO GOVAC-produced Programs 10 10 50 60 50% 2,000 $5 $10,000 IFacility-produced Programs ° �P10 10 50 60 5010 2:000383:4030402020 000 $5 $:111002: 10,000 Regional Theater Presenters 4 4 2 6 67% 1,072 $$$S225500 20 $21,440 $4,000 Commercial Renters 67% 5 5 3 8 1,340 $20 $26,800 $19,500 Business Rentals 5 5 5 67% 1,340 $- $15,000 Civic Events 3 3 3 67% 804 $- Total 181 161 166 327 46,332 $613,560 $105,100 !Totals 253 221 188 409 115,632 $1,693,710 $214,225 I 1 Rehearsal Space 4-hour Rentals Rental Rate Revenue I Resident Organizations 200 200 $4,000 Community Users 100 100 $3,000 Commercial Users 50 50 $2,250 Total 350 350 $9,250 I I I Webb Management Services,Inc. 1 101812004 4 I Oro Valley Performing Arts Facilities Pro forma Operating Budget I �'�".t.•..,��.., :. .,••.�:T.,�. . fr.+ at. �.u...wy.,r....s +.e.vc::•.. �'�y' �!,�'-7 ,!!i.+a�.•F:1f __ �:�.•1•-•..ate- ,��^...N,.f�.''._�.�.'.�.�.'..'..:�'.T.r�-,+K. - ,.J.S.::•w.�: ._i:rs... .i.�Ms•�!+�rs[N..'•,r'r.. i.::.�... ..._........ .. .... _...�3-._•_....�.. ..Y_ ... .re..-..... ......-.. ii�:.... to� •L.=r�•:a-r�:••r�.Y' �1'�wr�ir-Is±mss:. n-....cr:.�:,11� .S�i:� ..,_.r�:..cisp.....r�C••�.�31... �.us ::r-••' O.i:.':•x' w..w-......r. .,..,.�.; n._..--_..J..1.. _y.-Yr.•.._,�J_l. ...r-... ....�•. -•ti. � � ,~ S. .c.e!r••'>.�... .�:t :.1•t.:a. u,_ ••� ,,::.ti � ...r `r.-.- .r!. x.. .. ter[•._�•..�..._.,..�-sr:.,1�...--.!If•u-•...r•�-�::.....,.:.Is.;••-r.•,�......,..:'�-Yz:» .:�::=.. -r.Z ...�.�.+-<.;�.�1,�"j~ - `-w Ni. e.:...• ....�... v y,s ...« i... :_ .-� .... ........,+.• .. .... .....,...✓•...e,............: -n..- _vk;.:_ .:.Y•�:�ie�,w,tff ..•✓'.7�'�/:e1L'�ii:s.^:r.:l.-' >::�.....•._ �-rYi�.C'Sv/.::w:s�K: :«i:+... .,, . ! i >... ...,. ... .'W-4 ,. 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REVENUES Reference Rental Income Performance Enclosure Page 1 $109,125 Studio Theater Page 1 $105,100 Rehearsal Room Page 1 $9,250 IArea Daily Rental Rentals Exhibit Space 5,000 gsf $500 10 $5,000 I Classrooms 2,000 gsf $200 25 $5,000 Practice Rooms 1,000 gsf $100 50 $5,000 $238,475 Program Days Attendance Fees 111 Program Revenues Studio Theater 60 10,000 $1.50 $15,000 Rehearsal Room 100 5,000 $1.50 $7,500 Classrooms 150 7,500 $1.50 $11,250 IPractice Rooms 100 2,500 $1.50 $3,750 Program-related Ticket Sales From Page 1 $10,000 $47,500 I Events Net/Event Hospitality Income Catered Events 10 $1,000 $10,000 Net/Attender Frequency IConcessions $0.35 75% $12,162 $22,162 %of Gross Frequency User Fees Ticket Office 3% 90% $45,730 ITechnical Staff Charge Charge/Use Day Frequency Performance Enclosure $300 80% $19,680 11 I Studio Theater $125 80% $32,700 Extra Equipment Rental Ave Charge/Perf Frequency Performance Enclosure $200 60% $8,640 Studio Theater $200 60% $21,720 House Staff Ave Charge/Perf Frequency I Performance Enclosure $200 80% $11,520 Studio Theater $75 80% $10,860 Event Security Ave ChargelPerf Frequency - I Performance Enclosure $300 80% $15,600 Custodial Charge/Pen Frequency Performance Enclosure $150 80% $8,640 IStudio Theater $75 80% $10,860 $185,950 %of Gross Receipts Ticket Surcharge 5% $1,693,710 $84,686 TOTAL EARNED INCOME $578,773 , F Webb Management Services, Inc. 2 10/8/2004 I Oro Valley Performing Arts Facilities Pro forma Operating Budget vTYR»r[T.^� 11+.•WgrVf'�.�tw�w....•L/..; -;.�.. •T(.J.an M•u:j;� ._;"�4:rilA Ja'-.L LA.. .��•.n•M•T'Tw.�•'1� �_..... .�..::,.�.',......- 'c.+.. .,.-ly,,�;T..+r_?.. .. .a�t.�!c:!tr«:',��c .w;- .,,.i-;�••::.5•w:=,_ - .,......, .t ter. $:< mal-f..s ... t-. 7- . -7i�.%�aL� w.cam�c. _. ,G;cf yP / .�F g40 �.SI Ti `1� 4 w�i. ..eL�C tr•� .rril- 4• .�C•►u.�_...w�J �eiY•::�-_,�'�_�-'-��:•..�in��.-,_r^..a.•..�.e:::".• �•:^" ..l.ta....sa_.L �. e� i.. .. ... .ter. .;...-.�.. %of Prooram Fees Direct Program Expenses Studio Theater 50% $7,500 Rehearsal Room 60% $4,500 Classrooms 70% $7,875 Practice Rooms 80% $3,000 $22,875 Administration Personnel Page 4 $195,500 Insurance&Bonding $40,000 Advertising $20,000 I Banking Charges $7,500 Printing&Publications $19,000 Office Equipment/Systems $15,000 I Office Supplies/Services $12,500 Legal/Accounting/Professional Services/Temp Hire $25,000 Fundraising Overheads $7,500 I Travel and Conferences $2,500 Professional Development/Recruiting $2,500 Telephone $17,500 Miscellaneous $10,000 $374,500 Ticket Office Personnel Page 4 $76,750 Network Maintenance $2,500 I Miscellaneous $1,500 Cost/Attender Postage $0.14 $6,466 I Ticket Printing $0.03 $1,390 I Supplies Ticketing Service(net) $0.05 $0.04 $2,317 $1,853 $92,796 I Facility Operations Personnel Page 4 $137,500 Technical Staff Cost/Use Day Performance Enclosure $300 $24,600 I Studio Theater $125 $40,875 House Staff Cost/Event Performance Enclosure $200 $14,400 Studio Theater $75 $13,575 I Event Security Cost/Event Performance Enclosure $300 $21,600 Event Cleaning Cost/Event I Performance Enclosure $150 $10,800 Studio Theater $75 $13,575 $276,925 Cost/GSF CSF Building Services Indoor Utilities $1.50 60,000 $90,000 I Outdoor Utilities $0.30 20,000 $6,000 Indoor Repairs and Maint $0.30 60,000 $30,000 Outdoor Repairs and Maint $0.20 60,000 $12,000 I Equipment Rental $12,500 Service Contracts $10,000 Water&Sewage $5,000 ICleaning/Building Supplies $3,500 $169,000 TOTAL EXPENSES $936,096 ill TOTAL REVENUES $578,773 RESULT OF OPERATIONS $(357,324) EARNED REVENUES/OPERATING EXPENSES 62% Webb Management Services,Inc. 3 101812004 I Oro Valley Performing Arts Facilities Pro forma Operating Budget .ww-:-- :.... ....,. _....:. «�: :� �:-.'.rJ.,-,..M�:a vN:.v+�/...;f:•�.i� - � w:.a•�:. far�r+ir%�.:...,t;.�:c�t',^ -Y��r,",�:i:._ fw....--6-7 ..'!m. y..sy• .br,. -',---:•-•< �. c�y �...-. i., ---i i-i "-••�.<r!: .f= R, �: .�.-.r:�•.�. 1! --,-'Y.f::y.=,:- .... ... o•,�..^'T.7'"f!:••'•�f•: :,.. .,... ....r.•^•4:-' .,.,-3- .�_..::A--�:-^ I-•• .__�. •-�...'•r!r..�•.;,t'�::r--..�.:_ r•� _:s...,.�•� ?:x'y. �.r.,.n=a+m: .,,_.::r_ o ..�•r...�_- _ .., ., .�_. -a-.:?:a.I..t:.:_...:.C.•-_.._.•..: ...��,,,,..��,'•'C�rr-r...,,.•:.,a-......�Af+w--..s.....�s+....,..... . �.u: ..:v... ,%ic.. .-f •.� - ,'n`;.'<'�,•r'r I� -�^� - ?-.itch:,<:�" `i. ..,. s .. ..5._,...-tir...-..,. _.._.•-. - .rm•+�•�i.Y�---�......,,� �.'._.:....5'^.. .�.".. ---•..-. �.a•^.d:- :•�-�:�..,.a+.,.<. ..a+car.--^�'-s..:�i .r�v.r�. _:1=' �...rc � Orsi::� �:.'�9�5_... ,..r ti._t•. -r.-I;nf�:r•--.. .... .._s,<. ...7•f �':�r'G<• - _ ..:s.-. ... .;�.. 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T w.;. - s. --•.s.. •.a. � � .:fir+.r,.. ..� .ri!.^•. ..a+••:-:nw:;. j�_.!t`.;.:; "';3<.�`iy _�;."..�.`•:.w, � :....���i-riv.:...c..7�. w.« •. :r<E.�,.. t• -t< stffg : -:..:-f••I t :jri:"A.•���� �:7 ,ra'_Y.V'i.:f:�.tv'�.+,.-- .--4'-2,-,,,--.41.r.:.r:I �_.... • �'^ 1]t"..::._;' y I Adm Administrative Services Status Base Salary Benefits Total Executive Director Full-time $60,000 $15,000 $75,000 I Administrative Assistant Full-time $28,000 $7,000 $35,000 Program Staff Part-time $30,000 $3,000 $33,000 Marketing and Development Manager Full-time $42,000 $10,500 $52,500 I $160,000 $35,500 $195,500 I Ticket Office Box Office Manager Full-time $35,000 $8,750 $43,750 Ticket Office Staff Part-time $30,000 $3,000 $33,000 $65,000 $11,750 $76,750 Theater Operations Technical Director Full-time $45,000 $11,250 $56,250 I Operations Manager Full-time $35,000 $8,750 $43,750 Custodian Full-time $30,000 $7,500 $37,500 Technical Labor Contract I House Staff Contract $110,000 $27,500 $137,500 I Total t $335,000 $74,750 $409,750 Benefits Level I Full-time - 25% Part-time/Contract 10% I I I I I I Webb Management Services, Inc. 4 101812004 111 Oro Valley Performing Arts Facilities Pro forma Operating Budget ..ass .... .. ^►^!11.�!!�!!'T .;^:. ... ...... ....... -•u:�i/� •.:t-Y.'A.1�. ,-�.r��v�>�:� _ ..� .r•....�.. / .:w...�::; -s YI .��.x •�=''�.0•• .I�^.• •J�X�'-:�Nv. 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Reference Total Earned Revenues l (Page 2) $ 578,773 Total Operating Expenses (Page 3) $ 936,096 IEarned Revenues/Total Expenses 62% IAnnual Funding Requirement $ 357,324 I Funding Scenarios 1) Total Pay-out via Endowment Pay-out RateEndowment Required 5% $7,146,470 I. 2) Annual Private Sector Fundraising Reference A_ Cost/Dollar Raised Formula $0.15 B.Funding Required Interpolated $421,000 C. Expenses before Fundraising From Top Section $936,096 D.Fundraising Costs (AB) $63,150 E.Total Expenses (C+D) $999,246 F.Total Revenues From Top Section $578,773 I G.Annual Fundraising (D) $421,000 H.Final Result (F+G-E) $527 3) Public Private Partnership Scenario Annn l Operating Funding Requirement $357,324 IPart A- Annual City Funding $150,000 Part B- Operating Endowment IEndowment Target $2,000,000 Pay-out Rate 5% Annual Income $100,000 Part C-Annual Fundraising Balance To Rase $107,324 Cos t/Dollar Raised $0.15 Fundraising Cost $16,099 $124,000 Net Requirement $123,422 Annual Fundraising $124,000 Final Result $578 I Webb Management Services, Inc. 5 101812004 Oro Valley Performing Arts Facilities Pro forma Operating Budget K..<.,.... - =*^� .�:�..f:,:.<._ -.�>-:w- 'r;, =ter----�-I -�, r , -r..s...yr.w._.4..3•.ti.r.:.r-..�. ...-:.::. .._�=%: ♦ •'t:' _:s .•4. ..��.�:<>'�' u-.. •,�.. - 'r.:>. ..,J:.....t:"Rt...t: ..-.T. .;y. .'F. 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SA.-, �... ... .1�.i,..,!��...1.+-r?....: .�-:,d� �.....` .t:.•.- <f�.n.,n.w•�::aio' r.:::s,;'.r: 'r-.•sb:;;+.,.c;: y - �- :-r;11� �;.. . 1 :��..�...y .�1}: �.� I,n---w� ':,+W �.�Y-�`.s. .•.:..sY-, -, tcF r +err. arv.::-w.>..._..�iv��� !S � l4MY':... .S•. .J.-....•�.. :!��.�O.,r:M.....A.:,..y,. .y.- - `�1' .1�. .t'r. •'i: ..:1...».r. -. w..... Y.•-t1•...``_' .... .4'- ..Y»./..w}::yr ,C..1}. �Y..:<i . ... .�+.._...MY .w. 1 .. /. . �... Y l::' - /.-. _.. i.r.'.-......v- �. :ii �.3 �1.�.I- .�- r w� -r w�'r:r..'♦-... . . .»«-::p.. .Y.; ..?!w �,.._._.�.aL.rr•....1-11��-rs v_•a}-.yr:Gsk•rr'yi�.:-rc:sr :�•as...,->�..Y.Mc'.1 ..��'•"i�..» �r:::::ti,___.,.::�:..,z�.:Sri. �.�.._�-•c�.ri..._+��.�_..,�'-_,_-�.�c._... �xx�c �•.'•+r...e c�.^G'..c�..1.�.t.-c.....- INCREMENTAL REVENUES IPresenting Revenues #of Events Live in Performance Enclosure 10 $251,250 Film in Performance Enclosure 12 $45,000 Live in Studio Theater 12 $64,320 Film in Studio Theater 12 $12,000 $372,570 Sponsorship Revenues #of Events Fee/Event Live in Performance Enclosure 10 $2,000 $20,000 Film in Performance Enclosure 12 $500 $6,000 ILive in Studio Theater 12 $1,000 $12,000 Film in Studio Theater 12 $250 $3,000 $41,000 GOVAC Program Revenues Program Days Attendance Fees Studio Theater 60 2,000 $1.50 $3,000 Rehearsal Room 100 5,000 $1.50 $7,500 Classrooms 150 7,500 $1.50 $11,250 IPractice Rooms 100 2,500 $1.50 $3,750 Program-related Ticket Sales From Page 1 $10,000 $35,500 I Total $449,070 Ii�CnLir Eit I IlL EXPENSES JLS Presenting Expenses %of Revenues Live in Performance Enclosure 90% . $226,125 Film in Performance Enclosure 80% $36,000 I Live in Studio Theater 95% $61,104 Film in Studio Theater 90% $10,800 $334,029 IGOVAC Program Expenses %of Program Fees Studio Theater 50% $1,500 Rehearsal Room 60% $4,500 Classrooms 70% $7,875 Practice Rooms 80% $3,000 $16,875 111 Staff and Overheads III Manager of Events $45,000 Office Expenses $15,000 $60,000 Total $410,904 INet Impact $38,166 Webb Management Services, Inc. 6 10/8/2004 Oro Valley Performing Arts Facilities Pro forma Operating Budget _ . .•..:.ve.-...:..:..... :::.: :....-...:w+ -.,... ..... .. . �..-.t ....--...»1r.•..,:..-d.....,•ma...�y,.. .na..".;.r..:.n..,_..,,.....?.-•rrw•+�...l.1...w.L.r-w1J,:.i:..Y._:r wrwveaI.za...t..,,.-., .a•.r]r1..•.:•...--:.I.!.+:�•.;.:„-./.•�+a•y�:,1+a1..`.,a.f'r... •'Ls .>r%ti0 .K f•� �.x' ti !:.e:'.- : n-J'•a-.. t.:.l•«•.,-t.-.-.� �toy N �: {w `� w :� .....7 - .A......1,1!,_:---., M . t- i.\.�rhart �.�7 _ .. �wu �yv- G....� /aA -�rcjom •' � �r' ..»..t::� `.x_'Tr ^m!a.i�?-er<i"' F. � .%»+Y7.. i• Lf ,�� sT�_���»w:..;_-T...:�-.._.�. -;--7.4,71,1,6,1,-749 -7-...--,4,,,--1,--7,------,--,-4,,,,==,-,-,,--,,,..,,-,----/.Nstnt_ t.•ii: . .. ......t.r ...i ..M.. i`�aar1ll.. rt��ti.:� �:di�di�:� : r- Activity and Attendance Performances Use Days Attendance Rental Activity 4-hour rentals Performance Enclosure 72 82 69,300 Rehearsal Room 350 Studio Theater 181 327 46,332 Earned Revenues EARNED REVENUES Space Rental $238,475 Program Revenues $47,500 Sur-charge 15% Hospitality $22,162 °i7•I ,. Space Rental User $185 s50 _:,. kvi,?,z.-: 41% Fees _:.y`::� • Sur-charge $84,686` - ”k �,. User Fees ::`> ;Total $578,773 32% •a,µ Hospitality Program 4% Revenues 8% I L, Operating Expenses OPERATING EXPENSES Program Expenses $22,875' Building Program Administration $374,500 Services Expenses Ticket Office $92,796 1 % 2% Facility Operations $276,925 . . Administration Building Services $169,000 I_t r-�H: •: �: w=ux ��._r�t • Facility T ` -N Total $936,096�: �wT=:� Operations Ticket Office 30% 10% , g 560D.D00 :• :: :nses , 1 '2°D.DM . ;.:A; fTti. 1 II $(936,096) • , Funding Requirement $357,324 1 Op Revs/Tot of Exp -62%1 st400.000, S(600.000) BDfl,QDO) �t�/'a/� � ....-i'M:•.way •a;i �, .• :::..t.':::.:,.......7..;'.:.:T. I Earned tr�come Expenses Ftncin Requiremerd I : Webb Management Services,Inc. 7 10/8/2004 1 operating pro- forma 1 budget notes Introduction We have developed a pro-forma operating budget for recommended new facilities in Oro Valley. Following is a description of the format and structure of the pro-forma, and then a detailed review of assumptions and results. The key step in developing the pro-forma has been estimating activity in the building. While the resulting program of events is not an exact forecast of activity, it does provide a basis for projecting earned revenues, expenses and attendance. ' The pro-forma projects performance in a base year of operations, usually the second year after opening. This should be considered a"live" model, one that can be adjusted based on changing circumstances and assumptions. It is fundamentally a tool to help prepare for the operation of new indoor and outdoor facilities. Format and Structure ' Operating projections for proposed facilities are presented on seven pages. The first page is a summary of assumptions used in the estimates, rental rates for performance and rehearsal spaces and activity profiles for each of these spaces. The second page identifies earned revenues for each component of the project, including presenting income, rentals, concessions, user fees, and surcharges. The third page includes detailed expenses for the administration, operation and occupancy of the facilities, as well as the result of operations. The fourth page is a summary and estimate of staffing requirements for new indoor and outdoor facilities. The fifth y I page is a review of possible scenarios for the funding of operations. The sixth page summarizes the financial impacts of new facilities on GOVAC given their potential role as presenter and programmer in indoor and outdoor facilities. And the last page ' presents a summary of activity and performance with charts and graphs. Project Assumptions Project assumptions include the capacity of the performance spaces and the gross floor area of the project. Rental rates for various spaces have been established at different levels based on the type of user. These rates would likely be split further to reflect time of the day, time of the week, or perhaps time of the year. In fact, some users may negotiate a flat fee or a percentage of gross revenues in lieu of rent. But for the purposes of this exercise, and in order not to over-complicate the issue, we ' 1 1 I use daily rates that reflect the type of user. For non-performance days, rents are I50% of the performance day fee. There are three levels of rent, for resident organizations, non-profit programs and I commercial programs. There are non-profit arts groups in and around Oro Valley that should qualify for resident status through some form of application process. For purposes of this analysis, we have left the definition of resident organizations as I inclusive as possible. Forecasts of Use I We have identified specific users for indoor and outdoor facilities based on previous discussions and surveys of their potential needs. We have also estimated non- specific use of various spaces by other types of user, recognizing that arts groups, community groups, and regional presenters will emerge to take advantage of the opportunities created by new facilities. The level of use represented by these non- specific users is necessarily conservative. We have proposed that GOVAC be the presenter of live and Elm events in both the indoor and outdoor facilities. A presenter seeks out arts and entertainment III programs, books them into a facility, promotes them in the community and bears at least some of the risk associated with the event. We feel that this is an appropriate element of activating new facilities as a means to maximize the use and utility of the halls, toromote the development of local talent, and to attract culturally significant P programs to the area. There is no rent collected on these presented events, either live or film. Attendance levels are forecasted for each event, which allows us to project additional revenue sources (e.g.: concessions) on a per-capita basis. We have projected that 2/3 I of available seats will be sold on all events. This is an appropriately conservative attendance level given our experience with similar facilities. Gross revenues for specific events are based on the number of events, capacity sold, attendance, and I average ticket prices. The gross revenue figure is used to compute other income categories, such as a proposed ticket surcharge. Earned Revenues I Revenues for eachP roject component start with presenting revenues that are based on activity estimates on the first page of the pro-forma. Rental income from the theaters is taken directly from the activity summary. We have also added rental activity from a 5,000 square foot exhibit space, classrooms of 2,000 square feet and practice rooms covering 1,000 square feet. I We are also estimating that the facility develops and executes a series of programs. This estimate, tested with the Parks and Recreation Division and their program Iexperience, is based on use of particular areas of the building. Hospitality income in the facility could be significant. We have projected 10 catered Ireceptions for 200 people paying $20 per person with a 25% profit margin. Revenues I 2 from concessions are projected on a per-attendee basis, using conservative estimates of revenues taken from comparable facilities on a net basis. Ticket office revenues are critical for the operation of all new facilities. A per-ticket charge to users is based on charges at comparable facilities. User fees are also applied for the use of stagehands, the rent of technical equipment, event security, custodial services, and front of house services. Rates have been set at reasonable levels to ensure that local groups are not priced out of the building. A ticket surcharge is proposed to offset operating expenses, a frequent practice for performing arts facilities. The surcharge is employed on all ticketed events, and is payable by ticket buyers. Operating Expenses Expense budgets are broken down by Program Expenses, Administrative Services, Ticket Office, Theater Operations and Building Services. Each department budget includes the salary and benefits of full and part-time staff. These positions are summarized on Page 4 of the pro-forma. Program expenses are calculated as a percentage of program revenues, suggesting a small but positive direct contribution from these activities. Administrative expenses include personnel, professional services, insurance, travel and entertainment, telephone, and other supplies and services. Ticket office expenses will cover full-time and part-time staff as well as a series of hard costs, from ticket printing to maintenance of the ticket office computer system. We are assuming the involvement of an outside ticketing service. Operating costs relate to the physical operation of the facility, covering house staff, supplies for technical staff, and security. Most of these stagehands and front-of- house charges are a pass-through from the revenue page, reflecting the charge to users. Building Services includes utilities,'ties, estimated on a cost per square foot basis given occupancy costs of other facilities in Oro Valley and comparable performing arts facilities. The annual funding requirements for the Center, shown as the result of operations, is the difference between earned revenues and total operating expenses. We also indicate the percentage of expenses covered by earned revenues. Staffing Staffing estimates have been developed on the basis of current staffing levels and comparable performing arts facilities. Compensation levels have been reviewed with staff from comparable organizations. Benefit levels vary from 5% for part-time staff to 25% for full-time staff. 3 I I I Funding Page 5 of the pro-forma suggests how operations of the Precommended facilities might Ibe supported. In the first scenario, we forecast the size of endowment needed to support the entire annual funding requirement, based on a conservative 5%P Ya out rate. That amount is $7 million. 1 In the second scenario, we forecast the level of annual fundraising ' l.ng requ�,..red to support that deficit. If it costs $.15 to raise a dollar (given that the organization's I investment in development is limited) and the funding requirement is $357,000 in the base year that means that the organization must raise $421,000 ayear to sustain operations. IIn the third scenario, we suggest multiple sources of funding, namely annual City investment of funds of$150,000 and a fixed endowment of$2,000,000 (with a 5% pay-out). This then suggests the need for additional annual fundraising of$124,000 I to raise the balance of$107,000 plus fundraising costs. GOVAC Imp acts I Page 6 shows a series of incremental revenues and expenses accruing to GOVAC in conjunction with their role as presenter and programmer in new indoor and outdoor I facilities. There are the box office proceeds and sponsorship sales associated with the nrPec�nT��-inr� nT a►�TOnf-s at both Performance Enclosure and the Studio Theater.esen.Iaavion ,, e♦enV the 1 el ori 11 ance the S 1, dio 1 heater. And there are some new revenues from programs developed and executed by I GOVAC staff which are in addition to programs"run by the Town as Operator of these facilities. I On the expense side, there are the direct costs of presenting, including artist fees and direct promotion costs. Likewise, there are direct program costs, including fees for instructors. And finally there are additional overheads, including a new staff Iposition to coordinate these efforts and some additional office expenses. Overall, the pro-forma shows that new facilities recover a reasonableP ortion of I operating expenses with earned income. We would hope that over a o d o ierf years P these annual funding requirements might be incrementally reduced as the level of activity is increased and operating efficiencies are pursued. 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Attachment "E" � Local Jurisdictional Survey � of � Operations and Maintenance Expenses for r Municipal Facilities 1 1 1 1 1 1 1 ' Background Documentation for Community Centers � Arizona Ii) C. V. Wood Family Recreation Center 100 Park Ave. Lake Havasu City, AZ 86403 928-453-8686 Contact: Bill Mulcahy, Director 59,350 sq. ft., includes a large Aquatic area Total O&M for 2001 $1,008,000 Revenue $500,000 or 50% Total per sq. ft. $16.98 2) Red Mountain Multigenerational Center 7550 E. Adobe Rd. Mesa, AZ 85207 480-644-4810 tContact: Paul Widman 65,000 sq. ft. ' Total O&M for 2001 Revenue $1,109,074 $419,237 or 37% Total per sq. ft. $17.06 3) Udall Recreation Center 7200 E Tanque Verde, Tucson, AZ 791-4931 Contact: Vince Valles, Center Coordinator 54,752 sq. ft. Total O&M for FY 2001-2002 $922,900 Revenue $138,435 or 15% Total per sq. ft. $16.85 4) University of Arizona Student Recreation Center 14 E. 6th St. 111 Tucson, AZ 85721 621-2211 ' 125,000 sq. ft. Total O&M for 2001 $1,830,000 Revenue $2,988,000 or 163% Total per sq. ft. $14.64 - 36 - ' 5) Green Valley Recreation Green Valley, Arizona Contact: Jeff Ziegler— Director 625-3444 Green Valley breaks down all 12 of their centers into one report. Each of the 12 centers has a heated pool and a Jacuzzi. The smallest building was the most expensive to operate and their largest was the least expensive. (Smallest building) $25.83 per sq. ft. (Largest building) $3.63 per sq. ft. Revenue $4,069,641 or 100% Total average cost per sq. ft. for 12 centers $6.03 Missouri 1) Affton White-Rogers Community Center St Louis County, Missouri 9801 Mackenzie Rd. St. Louis, MO 63123 11 Phone: 314-638-2100 Fax: 314-638-2313 Contact: Kyra Kaltenbronn, Center Director 11,650 sq. ft. includes 18,820 sq. ft. aquatics area Total O&M for 1999/2000 $294,933 Total Revenue for 1999/2000 $ 99,809 or 34% Total per sq. ft. $25.32 2) REC-PLEX St. Peters, Missouri P.O. Box 9 — 5200 Mixico St. St. Peters, MO 63376 Phone 636-939-2386 Fax: 636-928-0901 Contact: Rick Oloteo, Parks and Recreation Director 146,000 sq. ft. includes 22,000 sq. ft. ice rink and 6,300 sq. ft. aquatic area Total O&M for 1999/2000 $3,370,544 Total O&M for 2001/02 $3,008,315 Total Revenue for 2001/02 $3,264,250 or 109% Total per sq. ft. $23.09 - 37 - 3) The Heights Richmond Heights, Missouri 8001 Dale Ave. Richmond Heights, MO 63117 Phone: 314-645-1476 Fax: 314-645-0502 73,000 sq. ft. including 13,009 sq. ft. aquatics area Total O&M for 2000/01 $4,641,855 Total Expenses for 2001/02 $3,324,216 Total Revenue for 2001/02 $4,641,855 or 134% Total per sq. ft. $63.59 - 38 - 4) River Chase of Fenton Fenton, Missouri 990 Horan Fenton, MO 63026 Phone: 636-343-0667 Fax: 636-343-7635 Contact: Mary Jo Dessieux, Parks and Recreation Director 71,000 sq. ft. including an aquatic complex Total O&M for 2001 $1,701,560 Total Revenue for 2001 $1,504,423 or 88% Total per sq. ft. $23.97 5) Center of Clayton Clayton, Missouri 50 Gay Ave. St. Louis, MO 63105 Phone: 314-290-8501 Fax: 314-290-8517 Contact: Eric Urfer, Director of Parks and Recreation 80,639 sq. ft. includes 20,668 sq. ft. aquatics area Total Estimated O&M for 2001/02 $2,230,156 Total Estimated Revenue for 2001/02 $2,230,156 or 100% Total per sq. ft. $27.66 6) The Pointe at Ballwin Commons Ballwin, Missouri #1 Ballwin Commons Cir. Ballwin, MO 63021 Phone: 636-227-8950 Fax: 636-207-2330 Contact: Linda Bruer, Parks and Recreation Director 66,186 sq. ft. includes 12,186 sq. ft. aquatics area Total O&M for 2000/01 $1,308,311 Total Revenue for 2000/01 $1,346,633 or 103% Total per sq. ft. $19.77 ■ 7) Webster Groves Recreation Complex Webster Groves, Missouri 33 E. Glendale Ave. Webster Groves, MO 63119 Phone: 314-963-5600 Fax: 314-963-5685 Contact: Mike Oppermann, Director 57,300 sq. ft. includes 4,800 sq. ft. aquatics area and an ice arena 111 Total Expenses for 2000/01 $1,210,902 - 39 - Total Revenue for 2000/01 $1,075,401 or 89% Total per sq. ft. $21.13 i t 1 f f r e -40 - Colorado 1 Wheat Ridge Recreation Center 4005 Kipling St. rWheat Ridge, CO 80033 303-231-1300 Contact: Joyce Manwaring 70,000 sq. ft. includes 18,820 sq. ft. aquatics area Total O&M for 1999 $1,211,512 Total Revenue for 1999 $1,163,962 or 96% Total per sq. ft. $17.31 I 2) Westminster— City Park Recreation Center 10455 Sheridan Blvd. Wesminster, CO 80030 303-460-9690 Contact: Gina Barton, Recreation Supervisor (ext 215) 63,000 sq. ft. includes 16,800 sq. ft. aquatic area Total O&M for 1999 $1,406,088 Total Revenue for 1999 $965,537 or 69% Total per sq. ft. $22.32 3) Westminster — City Park Fitness Center 10475 Sheridan Blvd. Wesminster, CO 80030 303-460-9690 Contact: Gina Barton, Recreation Supervisor (ext 215) 67,000 sq. ft. Total O&M for 1999 $496,474 Total Revenue for 1999 $467,152 or 94% Total per sq. ft. $13.42 111 4) University of Northern Colorado Campus Recreation Center Greenley, CO 80639 970-351-1996 Contact: Jack Krider, Assistant Director 79,600 sq. ft. Total O&M for 1999 $513,245 Revenue for 1999 $1,158,245 or 226% Total per sq. ft. $6.50 111 -41 - 5) Thornton Recreation Center 1151 Colorado Blvd. Thornton, CO 80223 } 303-255-7815 Contact: Chris Steinke 78,780 sq. ft. includes 14,991 sq. ft. aquatics area Total O&M for 1999 $1,421,917 Total Revenue for 1999 $1,230,955 or 87% Total per sq. ft. $18.05 6) Silverthorne Recreation Center 430 Rainbow Dr. / P.O. Box 1309 Silverthorne, CO 80498 970-262-7370 Contact: Joanne Cook, Facility coordinator • 62,000 sq. ft. includes 15,093 sq. ft. aquatics area Total O&M for 1999 $1,459,255 Total Revenue for 1999 $1,037,590 or 71% Total per sq. ft. $23.54 7) Parker Recreation Center 17301 Lincoln Ave. Parker, CO 80134 303-841-4500 Contact: Jim Cleveland, Director 47,000 sq. ft. includes an aquatics area Total O&M for 1999 $1,319,478 Total Revenue for 1999 $1,319,478 or 95% Total per sq. ft. $28.07 8) Loveland — Hatfield Chilson Recreation / Senior Center 700 E. 4th St. Loveland, CO 80537 970-962-2386 Contact: Doug Blazer, Manager (907-962-2416) 67,000 sq. ft. includes 11,000 sq. ft. aquatics area Total O&M for 1999 $987,122 Total Revenue for 1999 $866,940 or 88% Total per sq. ft. $14.73 -42 - 9) Louisville Recreation Center 900 W. Via Appia tLouisville, CO 80027 303-666-7400 Contact: Joanne Cook, Facility coordinator 52,000 sq. ft. Total O&M for 1999 (w/o aquatics & maintenance) $461,363 Total O&M for 1999 $1,213,959 Total Revenue for 1999 $1,377,868 or 114% Total per sq. ft. (w/o aquatics & maintenance) $8.87 Total per sp. ft. $23.35 10) Lafayette — Bob L Burger Recreation Center 111 W. Baseline Rd. Lafayette, CO 80026 303-665-6469 Contact: Debbie Belick, Recreation Superintendent Building design of 43.500 sq. ft. includes 12,000 sq. ft. Aquatics area Total O&M for 1999 $1,095,705 Total Revenue for 1999 $748,040 or 68% Total per sq. ft. $25.19 11) Highlands Ranch Association Recreation Center at Eastridge 9568 S. University Blvd. Highlands Ranch, CO 80126 303-791-2500 Contact: Cindy Shewmake, Facility Supervisor (303-471-8924) 80,000 sq. ft. includes 18,000 sq. ft. aquatics area Total O&M for 2000 $8,885,635 (Unable to calculate revenue — numbers not available) Total per sq. ft. $111.07 12) Golden Community Center 1470 10th St. Golden, CO 80401 303-38 4-8100 Contact: Joanne Cook, Facility coordinator 55,300 sq. ft. includes 12,000 sq. ft. aquatics area Total O&M for 2000 $1,672,000 Total Revenue for 2000 $1,370,203 or 82% Total per sq. ft. $30.24 -43 - 13) Evans Community Complex 1100 37th St. Evans, CO 80620 970-339-5344 Contact: Andy McRoberts, Parks and Recreation Director 30,000 sq. ft. Total O&M for 1999 $162,561 Total Revenue for 1999 $40,457 or 25% Total per sq. ft. $5.42 14) East Boulder Community Center 5660 Sioux Dr. Boulder, CO 80303 303-441-3424 Contact: Steve Whipple, Parks and Recreation Administrator 53,000 sq. ft. includes 12,583 sq. ft. aquatics area Total O&M for 1999 $805,525 Total Revenue for 1999 $580,366 or 72% Total per sq. ft. $15.20 15) Castle Rock Community Recreation Center 2301 N. Woodlands Blvd Castle Rock, CO 80104 303-814-7456 Contact: Kim Lathrop, Superintendent 39,423 sq. ft. includes 9,382 sq. ft. aquatics area Total O&M for 1999 $1,054,570 Total Revenue for 1999 $614,012 or 58% Total per sq. ft. $26.75 16) Breckenridge Recreation Center P.O. Box 168 Breckenridge, CO 80424 970-453-1734 Contact: Bob Pfeiffer, Parks and Recreation Director 62,000 sq. ft. includes 5,754 sq. ft. aquatics area Total O&M for 1999 $1,513,296 Total Revenue for 1999 $1,402,109 or 93% Total per sq. ft. $24.41 - 44 - Background Documentation for PerformingArts Centers and Amphitheaters 1) Pima Community College Center for the Arts 2202 W. Anklam Rd., Tucson AZ 520-206-6986 Contact: Lee Ann Rangle 420-seat Proscenium Theater, studio theater, recital hall, stage shops, classroom space, an art gallery, and an outdoor amphitheater Total O&M for 2001/02 $252,500 Total Revenue for 2001/02 $68,310 or 27% Per seat cost $601.20 2) Tucson Convention Center 260 South Church, Tucson, AZ 85701 520-791-4551 Contact: Lynn Engle, City Finance Arena: seating capacity 8,750, stage size.60' x 40', 2 large teams dressing rooms and 3 star dressing rooms Music Hall: seating capacity 2,217, stage size 128' (w) x 49.5' (d), Green Room 30' x 50', 5 Star Dressing Rooms (small), 2 Chorus Dressing Rooms (large) Leo Rich Theater: seating capacity 511, Stage Size 130' (w) x 40' (d), Green Room 20' x 35', & 2 Dressing Rooms (large chorus) The Tucson Convention Center also has over 100,000 sq. ft. of exhibition hall space, 12,000 sq. ft. of meeting room p .s ace, over 20,000 s ft. of q { Bail Rooms and houses administration offices. k3_ Total seating available at the TCC 11,478 seats Total O&M for 2001/02 $11,595,290 Total Revenue for 2001/02 $4,000,000 or 34% IPer seat cost $1,01.0.22 3) Sedona Cultural Park Georgia Frontiere Performing Arts Pavilion Cultural Park Place. P.O. Box 2515 sy Sedona, AZ 86339 928-282-0747 Contact: Allen Horten, Executive Director - 45 - 5,500 seat amphitheater Total O&M budget for 2003 $3,000,000 Promotional budget of $2,000,000 is included — expense for 40 to 45 shows per year (Revenue numbers not available.) Per seat cost $545.45 Other performing arts and amphitheater facilities contacted that could not provide the information needed: City of Tucson Two large and one small outdoor amphitheaters: 1. De Meester Outdoor Performance Center, Reid Park, Bench seating for 60 — 100 persons, grassy seating can accommodate 6,500 2. Kennedy Park Fiesta Area Grassy Amphitheater, capacity for 7,500 3. Mores K. Udall Center, small Amphitheater Temple of Music and Art Owned by City of Tucson Contracted to an outside agency Leased to Arizona Theatre company for use Casino Del Sol and Desert Diamond Casino Owned by the Tohono O'odham Nation & the Pascua Yaqui Tribe Contact David Greco Casino Del Sol features the Anselmo Valencia Tori Amphitheater, a 4,400-seat, open-air concert venue. Desert Diamond has a bingo hall that can be converted into a 2,400-seat concert venue. Arizona Rose Theater Berger Performing Arts Center Gammage Auditorium Arts Center in Tempe Located on Arizona State University campus -46 - I I Measures 300 feet long by 250 feet wide by 80 feet high Auditorium seats over 3,000 people on its main floor, grand tier and IBalcony t Budget integrated into University budget i I I I I i I I I I I I I I I -47- t f 1 Attachment "F" f � Community Facilities District Information � (supplied by I Stone and Youngberg LLC) it I � i III 't 'T` ::'-:, t to•.i :ti' „,...-r;....:.,:,:„,! «.;,TLL, t,! :r... - :}t~ice - � •:it t�'fr. , ;•:•...•�• •:r •�-'.i.i .. :i•_• :�;•�•rrr,_:r.,- ;`N :i-j' •t.a ...,..,.4,....,: .:,...::.„-..... ......,„ j.j: .:...,,..:,... „..2..„...,,,.:,:i.,-,...,,,.....t.,,, '1 f:::;•%:•••••••• ..• r= • ti ' •♦M Sid ....,....,.....„.:-.. ,..,,:..... •.. ,,... • • 'r•'• x ••” ! .3.l.:•';•`?'. 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