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AGENDA ORO VALLEY TOWN COUNCIL SPECIAL SESSION MAY 31, 2005 ORO VALLEY TOWN COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE SPECIAL SESSION AT OR AFTER 5:30 PM CALL TO ORDER ROLL CALL 1. REVIEW OF THE DRAFT WORKING COPY OF THE PROPOSED TOWN OF ORO VALLEY STRATEGIC PLAN EXECUTIVE SESSION — IMMEDIATELY FOLLOWING SPECIAL SESSION I. PURSUANT TO ARS 38-431.03(A)(1) AND (A)(3) REVIEW OF ANNUAL PERFORMANCE GOALS OF THE TOWN MANAGER AND RELATED LEGAL ADVICE AS NECESSARY. ADJOURNMENT POSTED: 5/27/05 12:00 noon Ih When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours prior to the Council meeting in the office of the Town Clerk between the hours of 8:00 a.m. — 5:00p.m. The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk's Office at 229-4700. TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: May 31, 2005 TO: HONORABLE MAYOR & TOWN COUNCIL FROM: Chuck Sweet, Town Manager SUBJ: Oro Valley Strategic Plan — Draft Working Copy (April 29, 2005) SUMMARY: On April 29, 2005, the Oro Valley Strategic Plan — Draft Working Copy was delivered to Town Council. Tonight's Special Session is an opportunity for the Council to discuss andp rovide further direction to the Manager's Office regarding your feedback to the proposed Oro Valley Strategic Plan — Draft Working Copy. I am looking forward to discussing this important document with the Council on Tuesday, May 31, 2005. ATTACHMENT: 1. Memo dated April 29, 2005 2. Oro Valley Strategic Plan — Draft Working Copy; Cover Page only 1 s x {)J �" f / l 4xt~ Chuck Sweet, Town Manager MEMORANDUM TO: Mayor &Town Council FROM: Chuck Sweet, Town Manager DATE: April 29th 2005 SUBJ: Oro Valley Strategic Plan - "DRAFT Working Copy" It is my pleasure to present to you today the Oro Valley Strategic Plan ("DRAFT Working Copy") as identified in my performance goals for the 2005 year. As you will see by reviewing this document, it is still in the "working draft mode", and is intended to meet or exceed the 40% completion of the Town's Strategic Plan which was directed by Town Council toward the end of 2004. I have requested an Executive Session with the Town Council to discuss this q document and progress on my other performance goals identified at the end of the calendarY ear 2004, when my employment agreement was renewed. The date currently established with Mayor Loomis to conduct this Special Meeting/Executive Session is Thursday, May 19th 2005 @ 5:30 p.m. Additional supplemental information will be brought forward as the agenda and packet is developed for this upcoming meeting. Ifyou have anyquestions concerning the Strategic Plan —"DRAFT Working Copy" between now and May 19th, please do not hesitate to contact my office. Thank you. if/ 4 Chuck Sweet, Town Manager Attachments (1) C: Department Heads Town Manager Department Personnel alp",1 1 i i r s I trautglef i f 1 Tolv\2n of 1 1 1 1 oro \\2611cz(J. li i 1 i. f i 1 „, . ,,,,,,_., I i � LEY ,q )/ ‘i P4A- ',.- i - ,..,,,,,,m4,;-:::-‘1,-„:„.„ ,s,,, 1 r) ,,,--44.5-::,---!,i4-4*;:-;;IITRN, ,i/ i 0...' „e-,n::4:-444%).!,-,toVo.;,..--1-,,v.,-13c;,,-, -57 1 ,...,N f.:-.÷'' -,,,,;,,:',:mt-,c, 4*,:,..v.,;,;;A::: -.,1,, R7 ,f ,',,, \ ,'''`''' '',,,,L-l:Z:::'t':;;::YFtj;t'ik,','- aC'At?y � rr . x XCommunz of i „i ,mo � . t 4;zExcellence } ;:sf-:,--; --- ,,,,,,„...._, y - x,1'77'2qk'., s `S#p.vrv + � I r6P :Tv rt max-. PrN 4 Oil 1)1( °UND '- 1 1 ED 1 1 1 Town of Oro Valley j 1 - 1 11000 North La Canada Drive Oro Valley, Arizona 85737 I 1 Phone: 520.229.4700 • Draft WorKing C_ py o Fax: 520.297.0428 j 1 3 vwwv.townoforovall ey.co m '4. (April 291 l 2005), i MEMORANDUM TO: Mayor &Town Council FROM: Chuck Sweet, Town Manager DATE: April 29th 2005 SUBJ: Oro Valley Strategic Plan - "DRAFT Working Copy" It is my pleasure to present to you today the Oro Valley Strategic Plan ("DRAFT Working Copy") as identified in my performance goals for the 2005 year. As you will see by reviewing this document, it is still in the"working draft mode", and is intended to meet or exceed the 40% completion of the Town's Strategic Plan which was directed by Town Council toward the end of 2004. I have requested an Executive Session with the Town Council to discuss this document and progress on my other performance goals identified at the end of the calendar year 2004, when my employment agreement was renewed. The date currently established with Mayor Loomis to conduct this Special Meeting/Executive Session is Thursday, May 19th 2005 @ 5:30 p.m. Additional supplemental information will be brought forward as the agenda and packet is developed for this upcoming meeting. If you have any questions concerning the Strategic Plan —"DRAFT Working Copy" between now and May 19th, please do not hesitate to contact my office. Thank you. if Chuck Sweet, Town Manager Attachments (1) C: Department Heads Town Manager Department Personnel • , appuiA... • Town Oro VallRg plan .„,,,, ...„, i_ y ,,,,, \o\ , -LE O - , --- O O7, „ „,:-„, _, ..,,L,,,,.a. di ' 4..? ' -i'-iii,;:ft.,-, , .,,,,,,''5,4,,,,,,.., , • - i 4 ''''' '-'14-''''"'''' .41,,..lir I' .** ,li-,7f.: ''',c ipr Community of d 1 , , i,� ,�� Yi'''� so. 4 xce ence4 4 , 3Ak- 00,-,, A ' ;--,...,„,„..... .." 4.- A ''‘11146 :21112 ,P,"1°11 ":aAgilik '�t^ S Pn, UNDED Town of Oro Valley 11000 North La Canada Drive Oro Valley, Arizona 85737 Phone: 520.229.4700 1 • Fax: 520.297.0428 Draft Working Copy www.townoforovalley.com (Aprilvri .1 29 2005)II ,..r.: TOWN OF ORO VALLEY STRATEGIC PLAN ACKNOWLEDGMENTS Town Council Paul Loomis, Mayor Barry Gillaspie, Vice Mayor Paula Abbott, Council Member K.C. Carter, Council Member Conny Culver, Council Member Helen Dankwerth, Council Member Terry Parish, Council Member Town Manager Chuck Sweet, Town Manager Senior Management Staff David Andrews, Finance Director/Assistant Town Manager Kathi Cuvelier, Town Clerk George Dunscomb, Magistrate Melinda Garrahan, Town Attorney Jeff Grant, Human Resources Director Bill Jansen, Town Engineer Bob Kovitz, Govt/Community Relations Administrator David Ruiz, Acting Water Utility Director Danny Sharp, Police Chief Tobin Sidles, Town Prosecutor Brent Sinclair, Community Development Director Other Acknowledgments Susan Kunisch, Administrative Assistant to the Town Manager • Kevin Verville, Information Technology Administrator Oro Valley Strategic Plan 2005 1 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN ;,,,,• ,- .„l„":„ 1irt,. • Table of Contents Acknowledgments 1 Table of Contents 2 Oro Valley Vision ••3 Organizational Mission •4 Organizational Values 4 Overview 5 Executive Summary 5 Evaluation 6 110 '.'4''' ::7.t •::.i,:::.:.:,,i'.'...:.,„,...,:.:...t',.. ;-:::';: r? °;:::.'.'''.'',::'H Strengths 6 Weaknesses.,:.: .. • ••g Opportunities ..11 Threats 12 Trends .14 Elements 17 Element #1 — Economic Sustainability ••17 Element#2 — Annexation and Growth 19 Element 3 1m9nicipal Facilities .21 Element•#4 • TOWN OF ORO VALLEY STRATEGIC PLAN Vision Statement v)/tul The vision that the residents have set forth in the General Plan for the future of t�ir Town is . . . o� To be a well-planned community that uses its resources to balance the needs of today against the potential impacts tin future generations. Oro Valley's lifestyle is defined by the highest standard of environmental integrity, education, infrastructure, services, and public safety. It is a community of people working together to create the Town's future with a government that is responsive to residents and ensures the long-term financial stability of the Town. sou=: • Oro Valley Strategic Plan 2005 3 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN ORGANIZATIONAL MISSION Our mission is to maintain and enhance our community of excellence. We will: • Act with openness, respect, integrity, accountability and quality; • Preserve and promote health, safety and quality of life; • Continue to provide exceptional municipal services. As a community we value: • Our fragile and unique Sonoran Desert setting. • Quality education as an integral part of our community. • Economic stability that maintains our quality of life. • The richness that art, recreation, and culture bring to our lives. • Efficient government that balances the Town's long-term interests while being responsive to present community needs. ORGANIZATIONAL VALUES We are strongly committed to: • Honesty • Integrity • Fairness (or Impartiality?) • Respect for diversity • Creativity • Excellent Customer Service • Teamwork • Oro Valley Strategic Plan 2005 4 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • OVERVIEW This is Oro Valley's first comprehensive Strategic Plan in its 31 years of incorporation. The challenge is to balance the Town's long-term interests while being responsive to present community needs. After experiencing significant growth with revenues to support that growth, the Town is at a critical point in determining its future direction. This Strategic Plan reflects a realistic picture of the Town's financial situation balanced against demands for service, and lays out the tasks necessary to maintain our community of excellence. Like all such plans, this ore will be reviewed -peritsdiand, if necessary, adjusted to reflecttthe resources and realities 7 that may also change. 7i EXECUTIVE SUMMARY The Town of Oro Valley's Strategic Plan is a living document that guides the Town in its planning and prioritization process over a 3-5 year time frame. For the most part, the goals and objectives in the Strategic Plan grow out of the Oro Valley General Plan=.The General Plan is a document that guides the Town in its planning directions over a period of 15-20 years. The Strategic Plan will be used as a basis for setting priorities during the annual budget process. The budget should reflect the priorities for ongoing services, as well as continuing and new projects for the fiscal year. The organization of this Strategic Plan encompasses the thirteen General Plan elements and organizes them into six key elements: 1. Economic Sustainability 2. Annexation and Growth 3. Municipal Facilities 4. Town Water Supply 5. Quality of Life 6. Infrastructure • 0 111 Oro Valley Strategic Plan 2005 5 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN EVALUATION The following is an evaluation of possible strategies to ensure a community of excellence. The resulting (S) strengths, (W) weaknesses, (0) opportunities, (T) threats, and (T) trends will help identify strategies and set priorities to build on the Town's strengths; resolve the Town's weaknesses; take advantage of the Town's opportunities; avoid any threats to the Town; and identify trends in and around the Town. S (STRENGTHS) — W — O — T — T ' • Professional staff The Town attracts and retains highly qualified individuals with significant experience in all areas. Oro Valley has a reputation as an outstanding work environ nent,:with''an increasing number of employees with 10, 15, or,over 2�?syears experience and commitment to the Town • Professional management The Town has had minimal turnover in its senior management positions; this creates continuity of process and institutional memory: When,these positions do become vacant, Oro Valley is able to attract top-flight managers, many with over 20 years of experience in their respective fields. • 'Less bureaucracy The Town's organizational structure is relatively flat (that is, without multiple layers of authority). This means that the staff at all levels is empowered to swiftly respond to needs. • Competitive-compensation The salary and benefits structure of the Town is on par with communities of similar size, and the Town strives to maintain fairness and equitability through salary and benefit studies. • Staff stability Oro Valley continues to be the local government employer of choice for many talented individuals. This generally results in lower turnover rates and a stable workforce. Oro Valley Strategic Plan 2005 6 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • • Volunteers Oro Valley is blessed with many residents who take their civic responsibilities seriously. Therefore, these residents help to fill important roles as volunteers who support the Town's goals. • High standard of living The median household income and years of formal education for Oro Valley residents are among the highest in the state. • Environment Oro Valley is located in a magnificent natural setting, and the policies of the Town respect the environment and serve to preserve the natural beauty of the area: • Fiscal responsibility The Town's budgets are always balanced, and the finance ri Department continues to wifinancial reporting awards each year. • At large elections The Town continues, to elect its Council_members on a non- partisan basis, at large; striving;for the best leaders to serve the entire community regardless of their political affiliation. • Low crime rate The crime rate in the Town is among the lowest in the state. The ratio of,sworn officers to residents, coupled with the community policing philosophy;(supplemented by a vast volunteer corps) has helped to cement the Town's reputation for safety. • Assured water supply The Town`has carefully managed its potable water supply, and the quality of the water continues to be very high. The introduction of reclaimed water for large turf areas will help to maintain the Town's supply of drinking water into the 22nd century: • Well-planned community All of the developments—whether residential, commercial or industrial—must meet the Town's high standards. The community members take an active role in maintaining those standards, and the result is an attractive community. • Oro Valley Strategic Plan 2005 7 April 2005 1 TOWN OF ORO VALLEY STRATEGIC PLAN • • Regional partners/leaders Oro Valley is an active participant in regional affairs, and its leaders are consistently called upon to serve in leadership roles for County, regional, or statewide programs. • School systems Public schools in Oro Valley are consistently rated as top performers by state and national measurements. In addition, the local private schools offer excellent educational programs. • Arts The Town has a vibrant arts community that.supports a broad range of artistic expressions, including visual arts, music, dance, and theater. The Town also has`abng-standing commitment to public art. • Medical care facilities The Town is home to a new rriajor-medical center as well as an urgent care facility and a wide vanety of medical specialists and clinics. SW (WEAKNESSES) — O — T -- T • Long term financial sustainability The Town has been dependent on revenues that are stagnant, declining, or not keeping pace with the Town's growth. Sales taxes, state-shared revenues and construction-related fees are not sufficient to maintain the Town's service level for the long term. • Unrealistic expectations Residents may not completely understand many of the constraints on local government (and Oro Valley in particular) that prevent the • Town from taking action on some issues. Oro Valley Strategic Plan 2005 8 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • • Inadequate parks and recreation facilities per capita By almost any measurement, the Town lacks sufficient developed recreation areas. Although the Town owns additional land where parks programs could be offered, there are insufficient funds to develop these areas or to maintain them once built. There is an increased dependence on semi-private recreation areas within residential developments. • Lack of consensus about community identity Residents are confronting the issue of whether Oro Valley will be a town where people will work, live, and recreate all within the community boundaries or will be a bedroom community. • Lack of adequate municipal facilities The Town lacks sufficient local space for many of its operations, although steps have been taken to acquire property or funds to alleviate some of this deficit. Even if facilities are built, the Town will require sufficient monies to operate and maintain them. • No bench strength"*********"*xJeff Grant re: ratio of staff question The Town's "flat" organization structure means that many employees are the only ones performing their specific jobs. Therefore, without cross-training or rotation, these employees' activities and projects may be delayed when they are absent, or when positions are vacant for long periods of time. • No dedicated news media source Residents in the community are almost wholly dependent on one or two print sources for information, neither of which is devoted exclusively to the Town. There are no broadcast media located in Oro Valley. There has been a reluctance to date to provide funding in order to undertake a regular, mailed newsletter in the past. • Developed technology The Town needs to use modern technological applications in its day-to-day activities. • Lack of trust in government General mistrust of government at all levels, and locally on specific issues, means that residents may not have confidence in their public officials. Results of the November 2003 Town's General Plan survey confirmed this mistrust. • Oro Valley Strategic Plan 2005 9 April 2005 TOWN ORO VALLEY STRATEGIC PLAN • • Lack of local employment Most working age adults in Oro Valley still commute out of the Town to work. Jobs within the community are mainly service- oriented (but this is part of a statewide trend from which Oro Valley is not immune). • Not In My Backyard (NIMBY) syndrome Some residents do not want to see any further development of the community now that they are here. • Aging infrastructure The Town is finding it increasingly difficult to pay attention to portions of the Town where streets and�publie�ghts-of-way are showing signs of age. Declining cinstruction-related funding may mean that scheduled maintenance must be delayed.- �, • Lack of affordable housing Much of the housing stock in fro Valley`has been built in the last 10-15 yearsH...:....:, . The homes have maintained their value and have increased in price sign�fea•ntly. As a...:.1.- ..t.esu —and because there is not broad support for m:,;ulti=fanuly housing-homes may not be affordable except to high wage earners or prosperous retirees. • Factionalism ,., Perception of Oro Valley as atown of privilege with a lack of demographic diversity, and a"sense of entitlement among the existing residents • Sal ;,,,i.,,,:!4.,:;.::...,,:,!:::,..,,,:.:.: es tax'leakage Althoughthe Town.has some moderate retail areas, residents are purchasing major items (e.g., automobiles, furniture, appliances) outside of the community. Therefore, the sales tax revenue for those items is hist to other jurisdictions, even though the absolute population of the Town continues to grow. • Over reliance,on advisory groups The Town has many interested and involved residents who are willing to give their time to deal with major issues. However, over-reliance on advisory groups (either standing or ad hoc) m� result in the defacto ceding of authority to these groups, despite the fact that they may not represent the majority will. • April 2005 Oro Valley Strategic Plan 2005 10 . . . TOWN OF ORO VALLEY STRATEGIC PLAN • S — W — O (OPPORTUNITIES) — T — T • Film Industry Oro Valley offers a beautiful natural setting with attractive residential areas that may be suitable for the filming of motion pictures, commercials, television programs, and print advertisements. The Town should pursue partnering opportunities with state and local film commissions and s�iould have a streamlined permitting process in place for t�iese low-impact, high- revenue productions. „,,,:.,:,.,.:„..,.,;,:...,,,,.,.,3.:;.. ....:.F:„...,,,,.,...::,..: • Untapped revenue sources The Town should continue to explore additional sources of revenue by studying the experiences of similar communities and giving strong consideration to rem comendations of its own Budget and Bond Committee including the introduction of a utility franchise tax and special taxing districts that earmark funds and that have date-certain "sunsets '' • High level of disposable income '''''''''''' ' The Town's residents have higherthan-average income that could be spent on discretionary items if such items were available in the Town: This spending would ycreate additional sales tax revenue for the Town. • Land:base.with vart�ity of zan2ng Although about 85% of the Town's existing land has already been ........"....::. developed; there still is sufficient commercial, industrial, and s,..:„... residentially zo nedproperty to allow for significant growth. Taken in conjunction with the rural and underdeveloped land in the Planning Area;'Oro Valley has the opportunity to move toward a greater;degree of self-sustainability. • Grant funding Grantsmanship has been undertaken on a departmental basis with no centralized coordinative effort to seek available public, private, and non-profit support for activities and projects. The Town could become more competitive in this area. • Oro Valley Strategic Plan 2005 11 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • Annexation opportunities The eventual boundaries of Oro Valley are well-known. The Town could adopt a more aggressive annexation strategy that publicly acknowledges the residential-commercial trade-off that will eventually lead to greater sales tax revenue. • Cooperation The Town has a significant reputation for interdepartmental and intra-jurisdictional cooperation. This lack of parochialism can lead P tog reater Town-wide and regional efforts to undertake projects of mutual interest e.g., water, fire protection, trans ortation, cultural activities). � r} vs • Retail opportunities } Residents in the communityhave ex pressed strongdesires for P additional retail outlets, althoughthere is still a lack of agreement g g re ardin the nature of those outlets. The Town should continue to promote the direct connection between retail sales, sales tax �� y f 'w?:aYdq' revenue, and the need to attract retailers who can draw from Oro Valley and beyond. • Self sustainment The Oro Valle general Plan,places a high priority on �' g sustainabilit — economic and environmental. There is still ample y p opportunity for the Town's leadershi to adopt and promote PP �' P P policies that will mold Oro Valleyinto a communitywhere P residents can work, live, recreate, and shop all within the municipal boundaries. S — W — O — T (THREATS) — T • Loss of Historic resources Oro Valley has few —but well-documented — historical resources. Unless positive action is taken to protect and preserve these resources, there is a chance that they could be lost forever. A comprehensive plan will set the stage for ongoing protection of areas that may qualify as "historic" in future years. Oro Valley Strategic Plan 2005 12 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN 111 • growth Re Tonal surrounding Oro Valley g It is almost a foregone conclusion that the areas of Catalina, southern Pinal County, and the western edges of the Town will continue to grow and that the rural or semi-rural nature of these areas may disappear as the land increases in value. Therefore, the Town is not immune from the impact of that development of traffic, air pollution, noise, infrastructure stress, schools and parks programs. • Lack of majority involvement with the threat of minority rule As in many local communities, the pluralistic nature of government means that residents' involvement games only when there is an issue that directly and �tnediately affects them. As a result, a vocal minority can have sway over decision-makers, despite the fact that this minoritymay nod represent the wishes of the community as a whole. • Factionalism As stated above, small~4nd active groups can exert disproportionate influence in the Town'sdecisYnn making process. In addition, the leadership of;the Town has.not yet developed a consistent model of dealing with`�ssuesthat would consensus over factionalism. • Failure to develop broad econorriW!.base Although the ToWn has some lid §tiftie,:i..65iitrol over economic issues within its boundaries;'the national and international situation can exert an even stronger influence on the economy of the Town. A high dependence on sales tax and state-shared revenues leaves the Town vulnerable to downturns in the state and national economy as well as:efforts by.the state legislature to limit or restrict monies coming to local jurisdictions. • Reputation for significant development hurdles The Town is justifiably proud of its high standards for development, but the perception of hurdles in the approval process may discourage important commercial and industrial projects from locating here. There is a constant challenge to balance high development standards against business' need to accelerate their way through the Town's many processes. Oro Valley Strategic Plan 2005 13 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • • Location of new revenue producing developments outside of corporate limits If revenue producing developments continue to encounter both process and public opinion impediments, they may choose to locate outside of the Town boundaries — creating negative impacts (traffic, noise, pollution) without producing any revenue for the Town to deal with these impacts. • Lack of cohesive vision There is no clear, overriding vision of the community and what it wants to be in 20 years. Rather, the en�`�`�`as�.s:.seems to be on what many do NOT want the community to be. Factionalism and minority influence could keep they.own from developing a cohesive vision. • Legislative changes The state and federal governments increasingly burdening localities with requirements or man rtes but without the funding to support them. Or, conversely, they may remove local control over issues. With a state legislature that is do hated by Maricopa • County-based members, southern Arizona communities like Oro Valley do not have.a strong voice when mandates, funding, or control issues are under consideration at the state level. S - W -- O -- T -- T (TRENDS) • Rapidly changing demographics Oro Valley has moved from being a retirement-oriented suburb to a community of choice for professionals and their families. Therefore, there are additional needs for schools, parks, recreation areas, and age-appropriate programs, but there is untested political • will to create and fund these areas of need. Oro Valley Strategic Plan 2005 14 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • • Rapidly changing community identity Oro Valley has moved from being a small community of older, retired residents to a vibrant "exurb" where residents expect a broad array of local services similar to what might be found in a larger urban area. The Town itself is striving to be a place where people can work, live and recreate all within the boundaries of the community. • Explosive regional growth Although the absolute population growth in Oro Valley has begun to level off, nearby areas continue to see sl0ificant development. Home values in Oro Valley have also.increased,.and there is virtually no "affordable housing7s..jOilable in the rI'own. As nearby areas continue to attract new residents, these residents will undoubtedly create more demands on the'Town in terms:pf street maintenance, parks, recreation; andlilirary programs, schools, and other public facilities: • Declining reoccurring revenue ,. The formula for state-shared"revenues hay.placed Oro Valley in a "catch-up" mode where these revenues do not keep pace with the real growth in population. Incorporated communities in Maricopa County skew the formulas as well potentially causing real dollar revenues to Oro Valley to decline on a per capita basis. • Growing...anti-annexation sentiment Past nearby incorporation and annexation efforts have factionalized a portion of the residency, and — as a result— these property owners may be less inclined to pursue annexation to Oro Valley. Joining an existing community is viewed by many as "adding another layer of government" with the possibility of increased fees and taxes. • Mistrust of.local government Throughout the nation, citizens have been more empowered to question the decisions of all levels of government. Oro Valley is not immune from this trend and, due to its high level of educational attainment, may actually invite this type of negative scrutiny. When they don't have a strong "sense of community" and local pride, residents may identify more with their • neighborhoods, their homeowner's associations, or even their former home towns than they do with the local unit of government. Oro Valley Strategic Plan 2005 15 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • • Increased competition for quality work force Local employers are having difficulty in consistently attracting high quality workers. Low wages and a high cost of living (particularly in housing costs in Oro Valley) may discourage skilled employees from moving to southern Arizona and Oro Valley. Qualified workers may not wish to commute to Oro Valley to work. ID III Oro Valley Strategic Plan 2005 16 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • ELEMENT#1 ECONOMIC SUSTAINABILITY ISSUE The current reliance the community has on growth and development to fuel its economy has left Oro Valley vulnerable to economic fluctuations. As the Town approaches build-out, development has slowed down and the revenue previously generated must be replaced. Revenue diversification is essential for the Town to provide services commensurate with the expectations of the community and to implement this Strategic GOAL 110, Creating a long term, broad based revenue stream-that will allow the Town to continue to meet the service dm eands consistent with a community of excellence.• <� �z g ........ OBJECTIVES • Development of a diverse sales tax base • Identify and adopt nem.fa�e� • Identify and;adopt user fees that adequately pay for costs • :Lobby to re-establish'and create new state and federal shared revenues 7 � :Actively pursue„ ati ;annexon of existing commercial developments _ 440(1401 (-°C?sir 6Ady;;-.44,)A, — 13(p - TASK 1: Actively recruit new businesses with significant retail base and facilitate their development TASK 2: Continually explore additional sources of revenue by giving strong consideration to recommendations of the Towns own Budget and Bond Committee including, but not limited to, utility franchise taxes and special taxing districts, and take them to the voters if required by law. 111 Oro Valley Strategic Plan 2005 17 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • TASK 3: Establish time frames for consideration and adoption of the additional sources of revenue identified in Task 2. a. Town Manager & Finance Director/Assistant Town Manager to determine time frames under "tasks" TASK 4: Create a centralized grantsmanship program to seek alternative funding including state and federal grants, endowments, public/private/non- profit sources. This position should work in conjunction with Town Management. TASK 5: Maintain a presence at the state and federal level to ensure that the Town receives its fair share of funding. Both management and staff should be encouraged to take part in statewide and regional activities whenever possible. i-Pyri-dkc 1.; TASK 6: Adopt an aggressive annexation strategy that publicly - acknowledges the residential-commercial trade-off that will eventually lead to greater sales tax revenue. This annexation strategy needs to be finalized by February 2006. — av-e_��e-e- TASK 7: Adopt a Town sales tax auditing program (versus reliance on the Az. Dept. of Revenue) that would ensure the Town is receiving the correct amount of sales tax from businesses and contractors, either through adding qualified staff members to the Finance Department or with the use of consultants. • Oro Valley Strategic Plan 2005 18 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • ELEMENT#2 ANNEXATION AND GROWTH ********Revised April 7th - Chuck & David Andrews to address time frames ISSUE Neighboring jurisdictional policies threaten the Town's future growth, development, and economic sustainability. The Town needs to review, develop, and implement an annexation and growth policy that will manage growth consistently with the Town's General Plan and annexation procedures. GOAL Aggressively use annexation and growth as tools to not only ensure the Town's economic viability, but to also increase land mass and preserve the Town's sphere of influence and quality of life. The following are suggested points necessary to support this Goal: • Community support and approval of the General Plan • Develop political will for appropriate annexation in accordance with policy and present a unified face to the community • Coordinate annexation with economic sustainability • Willingness to make necessary investment of Town resources in the short term to promote long term economic growth OBJECTIVE Actively annex those areas necessary to fulfill the goals of the General Plan and to maintain economic viability. TASK 1: Review current annexation policies and procedures by September 1, 2005. TASK 2: Educate the public immediately, as allowed by law, regarding the • need to pass a General Plan by November 8, 2005. Oro Valley Strategic Plan 2005 19 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN 0 TASK 3: Determine new Town boundaries that would take in established economic resources by December 31, 2005. TASK 4: Ado t and activel implement Council annexation policies by p y February 2006. ..„,.:,.,; :iii :',-':••-:-:.:::.,:,,',.,,•:.:••••• .,ottor ••''.,'••:.•:••:::::.•:. w.,.::.:::trelyr .:,,. ,.: r's .:.,.....e. ..„.„*.ik Aisk:;4:,,,,... dig. 'Y 4 y>}4>.w ivt G HS'• :,`\ � jpg.<in ya d fir:'• r:‘,,,..p.- Si r'.4k.•:. yd ry4X s H:101,. �.�`K hitt•. ..i'•k4 ��c w.T';� ,rgiis gar.,,,�ry ; r a; r R,{ •.1,;(45.414„,,:,„ hY� . "'YYF f Yligiiiiti.:;,.:i.i::',iiiiiiiiott...,:.:„.. .3�„"S4r4YN, `ti�te.. r +\rn Fy > �.i nG ° Si3:? i \o, i 3 ctt/ astd< / yr •'R:\ � rL YtifCG ./4 gior ...:1:7:7!,,,':::i-i''..7,,::.,,:,,:i.,:ii,,,,i::.,,,,, • L%?o,r�y </., CYSA,(fit r ;f4,;> t e 4 ry yahyr: / £ YG: y_.t r 41,„„,,.,.:„.„.-...,, Nip, r 0 6�. a'^i`arr.k rr tt< { /t, } �}t< <'f�'.r rr K y{ c < �>'3>_t'i,�rob' •%"'.✓t<Y r „SY rG'\ {>.: r Gf (},v't<t ty Z ,441,1111111101.0N,,, .,,,,:011)::.0'''' f�a.':M?o°b}.`.<rt.l�a. �,yrz`�:� <."1111114.. '1111.11,..„4„ Y <<vv '13100,... i sark qplw7C r "w YF'>k'�/'fi..i - Alt i�/is r ^ -,,::H,::::440..„,,,,,,.,!.0:00:' >,! .,..„:.,,,,..7,:.„.:,,:.,,,,....:..... 0 Oro Valley Strategic Plan 2005 April 2005 20 TOWN OF ORO VALLEY STRATEGIC PLAN • ELEMENT#3 MUNICIPAL FACILITIES ISSUE Oro Valley's continued growth has resulted in Town facilities that have literally reached maximum capacity. Additional facilities are necessary to provide the level of services expected in a community of excellence. GOAL To ensure that adequate municipal facilities are provided in order to meet service demands and staffing needs. �r. OBJECTIVES111, • • Educate community stake holders o�cntical need for and magnitude of new muni��pal facilities • Develop a;comprehensive facilities plan, including funding, to ensure proper facility infrastructure to meet demands for the next 20 years. • Locate.an , d acquire suitable land fQr additional municipal facilities TASK 1: A comprehensive facilities plan needs to be initiated by the Manager's office by November 2005. The plan itself needs to be completed by November 2006 and"should adequately plan for a minimum of twenty years of future=growth: TASK 2: A list of available properties suitable for Town facilities needs to be initiated by November 2005. This list should be updated annually by the Manager's office. This list must be completed by November 2006. TASK 3: Acquire sufficient real property necessary to support service levels projected for the next twenty years. ;--t (02-)x Oro Valley Strategic Plan 2005 21 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • ELEMENT#4 TOWN WATER SUPPLY ISSUE To maintain and acquire sufficient water resources to ensure the community has an adequate water supply to sustain the Town's quality of life and support existing and future residential and commercial development. GOAL ' ✓" To continually maintain an adequate supply "of high quality v�ater sufficient to meet the requirements of an "Assured Water SuiplAy Designat*" from the Arizona Department of Water other agency:,,, OBJECTIVES • Utilize all of the renewable water resources available to the Town • Preserve anti protect existing water supplies • Continue to develop new sources of potable water TASK 1: Continue do implement the reclaimed water system. a) Phased; Construction through June 2005 b) Phase'� .Design through June 2006 ,c) Phase 2I•'-'!Construction through June 2007 d�;Phase'3; Design through June 2008 e} Phase'3; Construction through June 2009 TASK 2: Remove all turf areas from potable water supplies. a) Remove 3 golf course by July 2005 b) Remove 2 golf courses, 1 park, and 1 school by June 2007 c) Remove half of a golf course, 1 park and 2 schools by June 2009 C(C7 � -t ex_CA-Ctair Oro Valley Strategic Plan 2005 22 0-31)<;1A):::ri1.20( 05 TOWN OF ORO VALLEY STRATEGIC PLAN • TASK 3: Contribute to and/or participate in a partnership with other jurisdictions to finance and build a CAP conveyance system and terminal storage (for reliability) that will serve the Town. a) Ongoing negotiations through June 2008 b) Design through June 2009 c) Construction through June 2010 ,�� � � 5A1 TASK 4: Develop recharge areas. _:� a) Conduct study by June 2008- Ljj - b) Design through June 2009 c) Construction through June 2010 TASK 5: Implement and promote water caitservation programs a) Ongoing audits, incentives, education b) Adopt building codes by June 2QPT c) Ongoing implementation of building code after June 2007 d) Start design aricl"funding of the Big Wash Multi-Use Project; Stormwater Recharge through June 2006; Construction of this Project by December 2006; and on going implementation • of this Project thereafter e) Ongoing development:of water harvesting guidelines and standards TASK 6: .5...e.cuTc,.:4dditi0.04'altetti... ative water resource allocation. a) Purchase City of Tucson service areas beginning January 2008 and anticipate conclusion of these purchases through June 2010 4641 , 1"- fu-x)- w Ito /(-4A-4-. ,c.0 C�-°.-mo''``d'L`'�`` I-I- kno,'3°/ fA4g -k"51‘.' (-LT s ;Ct4A1...) A-"251-414-4' RV' IfLi-jv viAfreC. /1. VV""t• , , ei,o(acwa dam`' Oro Valley Strategic Plan 2005 23 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN ELEMENT#5 QUALITY OF LIFE ISSUE For centuries, the Oro Valley area has been a preferred place to live. The challenge is to sustain a rich cultural, artistic, safe, and recreationally- oriented environment that continues to contribute to th desirableof quality life. air yob dper *..'i.7�•,hToy GOAL }ytsw{ St' Coordinate and sustain all historic, cultural, and recreational assets in a manner that achieves the communities shared vision of qualityof life. OBJECTIVES tT :L .y}kMfi, a •'S"MyA i r.yY x k ?zl • Develop development of facilities according.,_.. toommunit::� approved roved p lans. • Develop strategies fof.:. taffing and maintaining plans and facilities in an efficient and excellent manner. TASK 1: Continue implementation of the Trails Master Plan and include at least one.•new trail each :ear in the CIP. TASK 2: Complete NaranJ a Town Site finance plan in July 2005 and . iila developtime table.f or.im lementation of Master Plan. -- p TASK 3: Complete acquisition of Honey Bee Village and Steam Pump Ranch in FY05/06 with County bond funds. TASK 4: Develop preservation and maintenance plans for Honey Bee Village and Steam Pump Ranch in FY05/06. 111 Oro Valley Strategic Plan 2005 24 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN 0 TASK 5: Developimplementand a user fee philosophy and frame work that reflects true user costs and achieves sustainability. Establish and maintain staffingprotocols forpublic andTASK 6. safety �� related criminal justice areas. 0),„9.49-6/ 0 d TASK 7: Ac uSpace in the Rancho Vistoso PAD whh iqis aPeij-i j i" 1'5condition of finalrle the Oen platting for Rancho Vistoso Neighborhoods # 11 & #12 0-ervp and developroPPriate ublic use policies for same. (2005-06 fiscal year)aPP ,-.v ;I:7 cam' ii., ,444,- cd`-'°i- 1044.1.1i,, ,,.. S i J '' .:,--,. .,,,p,.. '"',-:%::.,,.,,M0'YY iT 4�t�/� } t y rAJ7.' ty• :t''Yi* i '''tik;kf.. 1 . ry.. C > , ,,c..,....„,,.,., ...„,,,,,,,z:.,,;..h. Oro Valley Strategic Plan 2005 25 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • ELEMENT#6 INFRASTRUCTURE ISSUE The expansion of new traditional and nontraditional infrastructure and the maintenance of existing infrastructure is a requirement for community growth and essential for the quality of life in the community. By its very nature, a substantial portion of a community's traditional infrastructure is invisible and thus forgotten until a failure occurs CanYersely, the Information Technology infrastructure is transparent, however, also forgotten until a failure occurs. Failure to maintain infrastructure will threaten the economic viability and quality of life in the Town GOAL To assure the Town maintains its existing traditional and nontraditional infrastructure and proactively provides the necessary new infrastructure to support community growth and preservation. OBJECTIVES • Identify, evaluate, and adequately fund existing traditional infrastructure-such as roads, utilities, bridges, and multi-modal transportation elements: • Identify, evaluate;•and adequately fund existing nontraditional infrastructure such as fiber optics and copper network cabling, data center switches, routers, and servers. • Identify, plan, and adequately fund for new traditional and nontraditional infrastructure elements required to enable and promote community growth. • Ensure all traditional and nontraditional infrastructure elements are maintained and kept in a dependable condition through planning and adequate funding. a ep„Le V-c) ''- v-/;°4) al)t• Oro Valley Strategic Plan 2005 26 April 2005 • TOWN OF ORO VALLEY STRATEGIC PLAN • TASK 1: Inventory existing traditional municipal infrastructure and determine condition by December 31, 2006. TASK 2: Identify and evaluate existing community-wide Information Technology infrastructure and determine useful life-span and growth capacities by December 31, 2006. TASK 3: Institute municipal oversight on the location of existing and new utilities. TASK 4: Develop and fund an ongoing traditional and nontraditional infrastructure preservation plan by FY07l98 ' • Oro Valley Strategic Plan 2005 27 April 2005 TOWN OF ORO VALLEY STRATEGIC PLAN • APPENDIX A MATRIX OF TIMELINE AND ASSIGNMENTS Oro Valley Strategic Plan 2005 28 April 2005 X X 0 opo M X X O N N X X X X ,:t X X g W N en X X E—+ o <t N N X X a ,-4 X X ,:r X X g vO M X X X O W N cy X X X X 42 C1 X X ..0 cit 71. X X X X ,,-e = tr, O (in X X c4 O V N N .. E ,-.1 - _____ O ,! C W O VL W Z = _--, c.) 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H H TOWN OF ORO VALLEY STRATEGIC PLAN • APPENDIX B BACKGROUND, STUDIES, AND REPORTS April zoos Oro ValleyStrategic Plan 2005 29 • Ordinance No. (0)94-25 Parks, Open Space & Trails Master Plan • (Amended (0)99-15, 03/17/99) • Ordinance No. (0)96-27 The General Plan • 11/06/96 Eastern Pima County Trails Master Plan • 10/01/97 CDO Riverfront, Copper Creek Park Master Plan • Resolution No. (R)98-50 Tortolita Park Master Plan • Resolution No. (R)00-OS Potable Water System Master Plan (Updated (R)03-75, 09/03/03) • 12/19/01 West Lambert Lane Park Improvements • Resolution No. (R)02-83 Reclaimed Water System Master Plan • 11/20/02 Naranja Town Site Master Plan Acceptance • TOWN OF ORO VALLEY STRATEGIC PLAN APPENDIX C INDIVIDUAL DEPARTMENT STRATEGIC PLANS ***Suggest not including Appendix C at all • Oro Valley Strategic Plan 2005 30 April 2005 MEMORANDUM TO: Chuck Sweet, Town Manager FROM: David L. Andrews, Finance Director/Assistant Town Manager DATE: April 28, 2005 SUBJ: Five Year Financial Projections FY 2005/06 through FY 2009/10 Attached to this memorandum please find five year projections of revenues and expenditures for the Town's primary operating funds, the General, Highway and p Public Transportation Funds. The projections use the Town Manager's Recommended Budget for FY 2005/06 as a baseline and project outward, through FY 2009/10. As I havep reviously indicated, the projected figures are fundamental and do not attempt to address more complex details and analysis such as local sales tax collections from new commercial development, annexation-related revenues and expenditures, or expenditures higher related to hi her service level assumptions that are identified in the proposed General Plan. These types of expenditures include but are not limited to public safety, the Naranja Town Site development and operations and open space preservation. Future funding/taxing options for Town services are currently being evaluated by the Budget and Bond Committee at the direction of the Town Council. It appears likely that the Committee may recommend implementation of a local sales tax on utilities and telecommunications as a short-term revenue measure. The development of a proposed Economic Vitality Model should then follow and will involve a more complex study of revenues and expenditures including a long- range analysis of funding strategies and related service level assumptions. Please let me know if I may be of further assistance. CC: Joseph Meyer, Management and Budget Analyst C:\Documents and Settings\Administrator\Desktop\Town of OV 04_28_05\Kunisch,Susan(Town of Oro Valley)4_28_05_3_21 PM\5 Year Financial Memo.doc Town of Oro Valley Revenue/Expenditure/Fund Balance Projections General Fund, Highway Fund, and Public Transportation Fund FY 2005/06 through FY 2009/10 Assumptions Revenues General Fund ✓ Local sales tax collections estimates use the Town Manager's Recommended Budget as a baseline and is projected through 2009/10 with inflationary increases. ✓ State shared revenues are projected to increase with inflation annually through FY 2009/10. FY 2006/07 figures have been adjusted and are based on 2005 population census figures and state shared revenue estimates. State shared revenues are comprised of State Income, State Sales, and County Auto Lieu. ✓ Pima County Library District revenues are based on reimbursements of 50% of the projected operating expenditures of the Oro Valley Public Library. ✓ Commercial building permits are assumed at a flat rate of $200,000 from 2006/07 and thereafter. ✓ Residential building permit fees are projected to remain flat at $1,510,000 for FY 05/06 and thereafter. This uses the assumption of 440 single family residential building permits issued on an annual basis. ✓ All other General Fund revenue projections are estimated to remain flat annually except interest income which is based on ending fund balances at a return rate of 2%. Highway Fund ✓ Highway Fund Revenues are assumed to increase with inflation annually through 2006/07 and onward. The HURF estimates include a mid-decade census projection in 2006/07. Grant revenues are not expected after 05/06 and are not included in expenditures. Public Transportation ✓ Revenues for the Public Transportation Fund are assumed to increase with inflation annually throughout the planning period. C:IDocuments and SettingslAdministrator\DesktoplTown of OV 04_28 051Kunisch,Susan (Town of Oro Valley)4_28 05 3 23PM15 Year Assumptions.doc Expenditures General Fund ✓ Projected expenditures for FY 2005/06 through 2009/10 utilize the Town Manager's Recommended Budget amounts as a baseline with per capita expenditures projected through 2009/10 based on estimated population increases. FY 2006/07 and thereafter reflect inflationary increases obtained from the Economic and Business Research Center at the University of Arizona. The inflation rates are as follows by year: • 2006/07 1 .61% • 2007/08 1.84% • 2008/09 1.95% • 2009/10 2.26% ✓ 2005/06 incorporates $850,000 of Capital Improvement Projects. 2006/07 and thereafter incorporates $1 ,000,000 of Capital Improvement Projects with inflationary increases thereafter. ✓ Projections assume no new personnel or expansion or contraction of services and programs through 2009/10 other than per capita and inflationary increases. ✓ $275,500 was factored out of both Revenues and Expenditures for the police department's non-recurring grant funded expenses. ✓ General Fund expenditures assume annual subsidies to the Public Transportation Fund ranging from $96K in FY 2004/05 to $83K in FY 2009/10. Highway Fund ✓ Highway O&M and Personnel estimates from 2006/07 and thereafter reflect per capita expenses along with inflationary increases. ✓ Capital outlay for the Highway Fund is projected as the difference between revenues and recurring operating costs. 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