HomeMy WebLinkAboutPackets - Council Packets (1878)Town Council Budget
Study Sessions
May 8 & 9, 2024
1
Day 1 – May 8
•Capital Improvement Plan
•Public Works
•Parks & Recreation
•Town Court
•Administration
•Police
•Community and Economic
Development (CED)
•Water Utility
Day 2 – May 9
2
F Y 2 4 / 2 5 R e c o m m e n d e d B u d g e t -
$ 1 5 6 . 4 M i l l i o n
3
Capital Fund
•Town Court Expansion ($2.9M*)
•Building expansion and space improvements
•VTNP Restoration and Revegetation ($2M)
•Restoration, revegetation and beautification of the Vistoso Trails Nature Preserve
•Community Center Elevator and ADA Improvements ($1.6M*)
•Full elevator and lowered entrance to the facility
•Vehicle Replacements ($1.6M*)
•Non-enterprise fund vehicle replacements
•680 Fuel Station Renovation ($450,000)
•Renovation and modernization of fuel station at 680 Calle Concordia facility
* Project includes carryover from the current budget
9
Community Center Fund
•Pusch Ridge Golf Course Improvements ($475,000)
•Golf course bridge repair and turf reduction
•Pusch Ridge Tennis Facility Improvements ($200,000)
•Tennis bleacher replacement and ADA improvements
•Community Center Jacuzzi Restroom Conversion ($300,000)
•Conversion of Community Center jacuzzi to outdoor accessible restroom
•VTNP Improvements ($200,000)
•Site and safety improvements at the Vistoso Trails Nature Preserve
•Golf Equipment Replacement ($230,000)
•Tractor and mower replacement
•Community Center Roof Surface Replacement ($223,000*)
•Replacement of flat roofing material
* Project includes carryover from the current budget
10
Streets and Roads
•Pavement Preservation Program ($3.2M)
•Annual roadway treatments per the Town’s pavement preservation and management program
•La Cañada Mill/Overlay ($1.3M)
•Mill and overlay of La Cañada from CDO Bridge to Lambert Lane
•Equipment Replacement ($360,000)
•Replacement of heavy equipment dump trucks
•Bridge Maintenance Program ($140,000)
•Annual bridge maintenance program to address non -structural needs of Town bridges
* Project includes carryover from the current budget
11
Water and Stormwater
Infrastructure
•Sierra Wash at Via Mandarina Drainage Improvements ($365,000*)
•Pending grant award, improvements to the outlet apron protecting the box culvert and roadway
•Oro Valley Country Club Drainage and Pavement Improvement ($300,000)
•Drainage and pavement improvements to address standing water and storm runoff at Oro Valley Country Club
•Partnered and Independent Portions of NWRRDS ($23.3M*)
•La Cañada Booster Station Expansion ($2.2M*)
•Additional source water to "F" and "G" Zones from "E" Zone reservoir at La Cañada to improve system reliability
•Steam Pump Well Equipping ($543,494*)
•Well equipping and system tie in for replacement of retiring well
•La Posada Well Equipping ($471,946*)
•Complete equipping at the La Posada development at First Ave and Lambert Ln
* Project includes carryover from the current budget
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Anticipated Project Carryover
Category Project Carryover Source
Projected
Carryover Amount
Total FY 24/25
Project Budget
Parks & Recreation
ADA/Safety Walkway Concrete Improvements System Wide*Capital Fund $ 150,000 $ 150,000
Community Center Elevator and Entryway Improvements $ 1,565,490 $ 1,565,490
Community Center Flat Roof Surface Replacement*Community Center Fund $ 223,000 $ 223,000
Community Center Restaurant Cooler/Freezer Modernization
and Floor Repair*Community Center Fund $ 75,000 $ 75,000
MUP –Phase II -Naranja Dr. (La Cañada Dr to Naranja Park
entrance)*Capital Fund $ 165,000 $ 165,000
Parks Maintenance Toro Reelmaster Mower Replacement*Capital Fund $ 85,000 $ 85,000
Steam Pump Ranch - Solar Lighting $ 71,000
Vistoso Trails Nature Preserve Site Improvements Community Center Fund $ 242,802 $ 2,200,000
Total Parks & Recreation Carryover $ 2,577,292
Public Facilities, Vehicles & Equipment
Fuel Management Software (Gasboy Replacement)*Capital Fund $ 70,000 $ 70,000
Town Court Expansion*Capital Fund $ 1,624,244 $ 2,948,488
Traffic Camera Video Recording System*Capital Fund $ 110,000 $ 110,000
Vehicle Replacement Program*Capital, Grants & Water Utility Fund $ 839,000 $ 3,789,199
Total Public Facilities, Vehicles & Equipment Carryover $ 2,643,244
Stormwater
Sierra Wash at Via Mandarina Drainage Improvements*Stormwater Utility Fund $ 365,000 $ 365,000
Total Stormwater Carryover $ 365,000
Water System
Big Wash Building Improvements*Water Utility Fund $ 67,884 $ 67,884
Control Systems - SCADA*Water Utility Fund $ 65,000 $ 265,000
La Cañada Booster Station Expansion*Water Impact Fee/ GPF $ 2,200,000 $ 2,220,000
La Posada Well Equipping*Water Impact Fee/ GPF $ 421,946 $ 471,946
Steam Pump Well*Water Impact Fee/ GPF $ 243,494 $ 543,494
Total Water System Carryover $ 2,998,324
Grand Total $ 8,583,860 13
CIP Projects Added for FY 24/25
Project Cost
Pusch Ridge Turf Reduction $75,000
F450 Regular Cab $105,000
CRC Golf Maintenance Sewer Connection $125,000
Class 8 Truck with Dump Body $255,000
Magee Road Mill Overlay $591,000
14
FY 2025 Pavement Preservation
•Prior to 2007, Pavement Preservation was ad -hoc because the Town was much smaller than today with far
less street assets to manage.
•2003 to 2007 – Town street inventory increased due to expansive development and annexations
•Pavement Preservation in its current form started in 2007 out of necessity to manage the streets asset and
has been consistently applied for nearly the past 20 years
•Street asset management is data driven with a pavement degradation model and constant updating the
system wide OCI based on field inspections. The main process for street management and pavement
preservation is:
•Choose streets and treatment type based on individual PCI within the asset management software
•Field check to confirm current condition
•Adjust pavement preservation list based on site condition findings
•Adjust pavement preservation list for allocated budget
•Bid & contract final preservation list
•Perform pavement preservation work
•Reevaluate post preservation results and adjust individual street PCI’s
•Asset Management software then produces new system wide OCI
15
Historic Cost Trends
•Only utilizing 3 forms of treatment for FY25 – HA5, Liquid Road &
SAM’s
•Treatment based on best material for each road lifecycle
requirements
•From FY20 to FY25, treatment costs have increased from 57 to 64%
•Those arterials receiving Mill & Overlay treatments are considered
reconstruction and are accounted as an individual CIP project
•FY20 thru FY24 – actual costs. FY25 based on conversations with the
contractors. Actual cost is determined at time of contracting
•Town follows State mandated procurement rules & regulations
Surface Treatments
Cost per SQ YD FY20 FY21 FY22 FY23 FY24 FY25
Overall
increase
HA5 Holbrook Asphalt $2.17 $1.90 $1.90 $2.76 $2.80 $3.50 61%
Fog Coat $0.90 $1.17 $1.84 $2.67
Slurry $2.28 $2.68
Liquid Road $3.99 $3.87 $5.45 $6.25 57%
Gilsonite $2.19 $2.91
SAM (Chip Seal with Fog Coat) $3.96 $5.50 $6.19 $6.50 64%
Cape Seal (is a Chip seal with slurry ) $8.42
•Causes for cost increases:
•Material Inflation
•Supply & Demand – too much
work available region wide
•Age of the Town’s Streets –
requires more robust
treatments
16
Overall FY25 Streets Treated
2024 2025 TOTAL COST
PROPOSED ROADS lane miles
23 SUBDIVISIONS ( LOCAL STREETS)61.84
3 COLLECTORS (MAJOR ROADS)5.1
TOTAL 66.94
SAMS Lane Miles Area (SY)
Collector 4.34 52201
local streets 13.26 98648
TOTAL 17.6 150849
NEW UNIT COST $6.50 $980,518.50
OLD UNIT COST $6.19 $933,755.31
DELTA $46,763.19
LIQUID ROAD
Lane
Miles Area (SY)
local streets 24.58 230917
TOTAL 24.58 230917
NEW UNIT COST $6.25 $1,443,231.25
OLD UNIT COST $5.45 $1,258,497.65
DELTA $184,733.60
HA5 ROAD
Lane
Miles Area (SY)
Collector 0.76 11590
local streets 24 195055
TOTAL 24.76 206645
NEW UNIT COST $3.50 $723,257.50
OLD UNIT COST $2.80 $578,606.00
DELTA $144,651.50
NEW UNIT COST $3,147,007.25
OLD UNIT COST $2,770,858.96
Delta $376,148.29
17
FY25 PAVEMENT PRESERVATION PROJECT LIST
STREET / SUBDIVISION TREATMENT ESTIMATED COST CURRENT OCI NEW OCI
Woodburne Av SAM $339,307 67 80
Suffolk Hills SAM $374,289 65 80
Ironwood Ranch SAM $32,019 73 80
Naranja Ranch 1 SAM $207,603 67 80
Egleston Dr ( Between Linda Vista and Desert Sky)SAM $27,300 58 80
TOTAL $980,518
Shadow Mountain Estates - East ( 2018 Currently a SAM)LIQUID ROAD $92,306 62 72
Sunnyslope ( 2018 Currently a SAM)LIQUID ROAD $128,219 67 77
Fairhaven Village ( 2018 Currently a SAM)LIQUID ROAD $91,394 82 95
Vista Del Oro Estates (2019 Currently a SAM) LIQUID ROAD $126,244 80 92
Canada Del Oro Estates (old first Avenue) ( 2017 currently a SAM)LIQUID ROAD $34,963 69 79
Lambert Lane Subdivision ( 2014 Currently a SAM)LIQUID ROAD $87,294 68 78
R.V. NH 7 Par. C and K (2018 currently a CSS) LIQUID ROAD $194,400 72 83
Desert Vista (2019 currently a SAM)LIQUID ROAD $208,769 73 84
Rancho Catalina (2019 currently a SAM)LIQUID ROAD $479,644 68 78
TOTAL $1,443,233
R.V. NH 2 Phase . 1 and Phase 2 (2019 currently a SAM)HA5 $202,846 80 92
Rivers Edge ( 2018 currently a CSS)HA5 $44,100 70 81
R.V. NH 7 (2018 currently a CSS)HA5 $90,811 72 83
R.V. NH 3 ( 2015 Currently a CSS)HA5 $10,584 69 79
R.V. NH 5 Par. C (2018 currently a CSS)HA5 $73,034 70 81
Sun City Vistoso Unit 15 (2015 currently an HA5)HA5 $47,842 65 75
Viewpointe 2 at Vistoso Hills (-New)HA5 $23,548 88 98
VIEWPOINTE AT VISTOSO TRAILS (-New)HA5 $23,034 88 98
R.V. NH 7 Par F The Overlook (2018 currently a CSS)HA5 $69,048 75 86
Arrowsmith Drive (2018 currently a CSS)HA5 $27,815 70 81
Verde Ranch (2016 Currently a CSS)HA5 $97,846 73 84
Cool Dr ( 2018 Currently a SAM)HA5 $12,751 84 97
TOTAL $723,259 CURRENT OCI NEW OCI
76 8718
FY 25 Pavement Preservation Details
•Not considered a pavement preservation treatment, the following streets are being mill &
overlays:
•La Cañada Drive Mill/Overlay - CDO Bridge to Lambert Lane - $1,310,000
•Magee Road Mill/Overlay - Northern to SR77 - $591,000
•Brings these two streets up to OCI of 100
•FY25 Pavement Preservation projects amount to 15.26% of the total roadway network
•Current system wide rating: 75.58 OCI
•Pavement degradation anticipated per year: -2 OCI
•System wide pavement condition rating with no treatment: 73.58 OCI
•FY25 Pavement Preservation will restore the system wide pavement rating to 75.38 OCI
19
FY 2025 Bridge Management
•FY25 is the second year that Bridge Management & Repair has been included within the budget as a line
item.
•For the FY24 Budget, within the PAG/RTA Fund Operations, $50,000 was line itemized for Bridge
Maintenance.
•This funding is intended to be utilized for minor repairs as outlined by ADOT Biennial Inspections and bridge
deck spot delamination's (potholes).
•Prior to FY24, Bridge Repair was managed as and within routine street maintenance.
•The reason that it’s being itemized separately now ($140,000 for minor ADOT identified repairs as a new
program) is that some bridge decks within the 10yr projected CIP may require replacement. So, a line item
within the CIP offers a means of tracking bridge specific maintenance.
•NOTE - A theme within this presentation is referring to the same bridge as “two separate bridges”. This is
because most were built as two independent structures, sometimes at different dates. They are generally
inspected and rated by ADOT as two independent bridges.
20
Deck Conditions
•Inspection Frequency - Routine inspections for bridge structures
are to be performed at regular intervals not to exceed 24 months
•Critical Findings - Structural or safety related deficiency discovered
which would require immediate follow up inspection or action on
the bridge or safeguard the travelling public -- NONE NOTED
•Critical finding shall be issued when the following condition exists:
A condition rating of 2 or less for any of the following bridge
components: Deck, Superstructure or Substructure
•Deck - Condition rating shall be based on the deck top and the
deck undersurface condition
•All TOV Bridge Decks are rated 5 to 7, which has inhibited our
eligibility to receive funding in the past because our bridges are
considered to be in good shape overall
21
Deck Conditions
ADOT BRIDGE INSPECTION
National Bridge Inspection Standards (NBIS)
Code of Federal Regulations, 23 CFR 650, Subpart C
Deck Deterioration (N58 - ADOT)BRIDGE DECK SUMMARY
Bridge No.Bridge Name 2012 2014 2016 2018 2020 2022
7799 Rancho Vistoso Blvd @ Honey Bee Wash - E.B.6 6 7 7 7 7
7800 Rancho Vistoso Blvd @ Honey Bee Wash - W.B.7 7 7 7 6 6
7801 Rancho Vistoso Blvd @ Big Wash - W.B.6 6 6 6 6 5
7802 Rancho Vistoso Blvd @ Big Wash - E.B.6 6 6 6 6 6
8910 First Ave @ CDO Wash - N.B.5 5 5 5 5 5
10427 First Ave @ CDO Wash - S.B.6 6 6 6 6 6
9816 La Cañada Dr. @ CDO Wash -S.B.6 6 6 6 6 6
10428 La Cañada Dr. @ CDO Wash -N.B.7 7 6 6 6 6
11708 Tangerine Rd @ Big Wash - W.B.-----6
11709 Tangerine Rd @ Big Wash - E.B.-----6
10845 Pusch View Lane @ CDO Wash E.B. & W.B.7 7 7 7 7 7
22
Costs
•The following Bridges have been submitted to our representatives for Congressionally Directed Spending requests:
•La Canada Bridge over the CDO Wash, condition 6/6 - $7,221,256 (Current Estimate is $7,657,800, with $436,544 or 5.7% Local Matc h)
•First Ave. Bridge NB over the CDO Wash, condition - $2,509,723 (Current Estimate is $2,662,000, with $152,277 or 5.7% Local Mat ch)
•Note - First Ave. Bridge SB is relatively new (built in 2007), so that’s why it’s not in consideration for deck replacement
•Rancho Vistoso over Big Wash - $3,846,512 (Current Estimate is $4,079,016, with $232,504 or 5.7% Local Match)
•Tangerine Road Bridge at Big Wash - $3,658,000 (Current Estimate is $3,449,494 with $208,506 or 5.7% Local Match)
•All of the above represent requests for conventional bridge deck replacements
•Conventional Bridge Deck Replacement unit cost is $120 to $140/sf, and this has been corroborated by contractor estimate
and adding in a Federal Funding factor (Federal environmental clearances, Davis-Bacon wages, etc.).
•Rancho Vistoso Blvd. contains two separate sets of bridges, one set over the Big Wash (within the CIP as $4,079,016 in FY27)
and the other set over the Honeybee Wash (within the CIP as $685,000 in FY25 and $750,000 in FY27).
•The 10y CIP has identified the La Canada over the CDO as $1,657,800 – this is a very rough estimate for an alternative
means of deck replacement for both Bridges in their entirety. Staff is still researching alternatives for Bridge Deck
replacement.
•The reason this same bridge is identified as $7,657,800 within the Grant request is because this cost represents a
conventional deck replacement.
23
Alternatives
•Conventional Bridge Deck Replacement – removing the top 4” of deck wearing course via milling and
replacing back with concrete. It does not entail the complete removal of the bridge deck. The structural
component remains.
•But because this process is so expensive, Staff is researching alternative means to accomplish the same
results:
•Keep the top wearing surface free of divots, cracking and delamination
•Protect the inner structural deck section from cracking, allowing water to infiltrate and degrade the structural
carrying capacity of the Bridge – keeping free from needing weight restrictions.
•The alternatives we are exploring are:
•Applying an Asphalt top wearing course – this was done on the Pusch View Bridge. We are checking on the
structural capability to carry the same traffic loading. This would entail scoring the bridge concrete instead of
complete milling. Then an Asphalt surface is applied.
•Multi-Layer Epoxy Overlay – being tested in the Phoenix metro area
•Polyester Concrete Overlay
24
Questions?
25
Scheduled Break
6:30-6:45 p.m.
26
Public Works
FY 24/25 Budget Presentation
27
Public Works Services
Administration •Town Engineer
•CIP
•Department
Oversight
Engineering•Pavement
Preservation
•Traffic signal,
signs and
marking
maintenance
•Asset
Management
•Roads
•Sidewalks
•Bridges
•Engineering Street Maintenance•Street
maintenance
•Street sweeping
•Vegetation
management
•Wash
maintenance
Fleet and Facilities•Vehicle, bus,
and equipment
maintenance
•Fuel dispensing
•Small and Large
Facility
Upgrades and
Projects
•Routine facility
maintenance Stormwater•Floodplain
Management
•Pollution
prevention
program
•GIS/Mapping
•Engineering
•Development
review Transit•Dial a Ride
Transportation
Services
•Seniors
•ADA Certified
•General Public
ROADS, WATER, AND TOWN ASSETS: GOAL 4.3
Maintain and improve the community’s
infrastructure by ensuring the effective
utilization of Town and regional resources.
28
•Community Center Elevator ADA - Underway
•Town Court Expansion - Underway
•Naranja Park Expansion
•CRC Fire Alarm System Upgrade
•Pusch Golf/Tennis ADA External and Tennis Restrooms
•Honey Bee Park Restroom Roof Repair
•Vistoso Trails Nature Preserve Restrooms #2 and #3 ADA
compliant
•La Cañada Dr. MUP
•First Ave. Mill & Overlay (CDO Bridge to SR77)
•La Cañada Dr. & Tangerine Rd. Intersection - Mill & Overlay
•Lambert Lane Reconstruction (La Cholla Blvd. to west Town limits)
•RV Blvd. Mill /Overlay - Vistoso Highland to Honey Bee Bridge
•Westward Look Improvements
•Cañada Golf Course Irrigation Replacement & Pathway
Improvements
•CRC Parking Lot Reconstruction & Expansion
Facilities CIP Roadway and Pedestrian CIP
Major Accomplishments FY 2024
29
Highlights over the past year
•Record Ridership on the Sun Shuttle
•Began a new sidewalk repair program
•100% Adopted Roadways – Keep OV Beautiful
•50 Projects completed
•Goals met
•OCI 76
•Pavement Repairs
Anticipated Annual Passenger
Trips 65,000
30
FY 2025 Budget O&M Changes
Administration
•Insurance costs moved to general administration
•Offset by increases in material costs and outside
professional services
Transportation Engineering
•Focused Sidewalk and Bridge Maintenance
Program
•Small Equipment – Line driver & Road Vista
Street & Drainage Maintenance
•Increase in 3rd Party use
•Increase material costs
•Equipment replacements
Transit
•Addition of Fleet cost to transit budget repairs & gas
31
FY 2025 Budget O&M Changes
Fleet & Facilities
•Reallocation of Parks and Recreation facility
maintenance program to Parks budget
•Reduction in the type of small maintenance
projects
•Reallocation of one staff member from
Procurement
Stormwater
•Evaluation and pursuit of a rate increase this year
for FY 2026
Facility Maintenance Program
⚫ TH Building F - Replace water heater and aging water lines
and mixing valves in mechanical room ⚫ TH Building F - Replace
exterior double doors below bell tower ⚫ Interior lighting
upgrade to LED @ Tangerine Substation & TH Building B &
Building C & 680 exterior ⚫ OVAC - Mechanical Room hot water
recirculation repair ⚫ Golf Maintenance Wash Rack Repair ⚫
Pusch Ridge - Replace exterior doors on Racquetball court ⚫ TH
Building A - Exterior restroom door operators and drinking
fountains with bottle fillers (2ea) ⚫ Streets shed @ 680
maintenance bay replace electrical line ⚫ Safety ladder ports for
rood access to TH Building F and Pusch Ridge and Community
Rec Center ⚫ CRC - Replace deteriorated siding on roof
Included in O&M, Capital in Fleet, Facilities and Community Center budgets
32
Public Works - Divisions
FY 23/24
Adopted
FY 24/25
Recommended Variance
Administration $1,965,637 $1,906,558 $(59,079)
Fleet & Facilities Maintenance 3,335,096 2,902,873 (432,223)
Transportation Engineering 4,607,291 5,053,786 446,495
Street Maintenance 749,500 1,137,000 387,500
Stormwater 1,457,461 1,514,692 57,231
Transit 3,227,168 4,044,386 817,218
Total $15,342,153 $16,559,295 $1,217,142
33
Public Works
FY 23/24
Adopted
FY 24/25
Recommended Variance
Personnel $6,290,164 $6,668,317 $378,153
O&M 4,096,189 4,224,939 128,750
Capital 4,955,800 5,666,039 710,239
Total $15,342,153 $16,559,295 $1,217,142
34
Scheduled Break
8:15-8:30 p.m.
35
Parks & Recreation
Fiscal Year 2024/25
Budget Presentation
36
Parks & Recreation Department
Administration
Parks Management
Recreation & Culture
Aquatics
Community Center
Golf
Mission: Inspire Connection Through Recreation
Connecting people to people, people to community, and people to nature!
37
Major Accomplishments
50th Anniversary Parade, Event, & Tree Planting
Obtained $1M Grant for the Naranja Park Project
Increase in Memberships
Multiple New Programs
9 Staff Promotions
6 Staff Received 7 Certifications
Naranja Park Expansion Project
Vistoso Trails Nature Preserve Master Plan
Ribbon Cuttings
Santa Cruz Valley National Heritage Area Designation
Sign
SPR Barbecue Building and Bunkhouses
38
FY 24/25 P & R Department Budget
39
Parks & Recreation - Divisions
FY 23/24
Adopted
FY 24/25
Recommended Variance
Administration $564,730 $542,371 $(22,359)
Parks Management 1,884,981 1,898,390 13,409
Recreation & Culture 746,400 731,500 (14,900)
Aquatics 1,520,929 1,610,700 89,771
Community Center 6,727,482 7,443,468 715,986
Total $11,444,522 $12,226,429 $781,907
40
Parks & Recreation
FY 23/24
Adopted
FY 24/25
Recommended Variance
Personnel $3,974,813 $4,065,129 $90,316
O&M 6,931,146 7,761,255 830,109
Capital 327,879 177,100 (150,779)
Debt Service 210,684 222,945 12,261
Total $11,444,522 $12,226,429 $781,907
41
Community Center - Indigo Golf
FY 23/24
Adopted
FY 24/25
Recommended Variance
Personnel $1,738,221 $1,839,522 $101,301
Food & Beverage 550,992 701,378 150,386
O&M 2,513,367 2,640,332 126,965
Equipment Leases 162,684 162,661 (23)
Total $4,965,264 $5,343,893 $378,629
42
Parks Management
Installed Solar Lighting @ CRC
Renovation of Naranja Park Large Dog Park
Tree Planting for 50th Anniversary
Increase in Donation Program (Trees & Benches)
Improved Turf Conditions Across Sports Fields
Improved Landscaping at Pusch Ridge Golf & Tennis Pro
Shops
Vistoso Trails Nature Preserve ADA Restroom Project
Honeybee Canyon Restroom Project
Upcoming Project
Expansion of Event Lawn at SPR
43
Recreation and Culture
New and Enhanced Programs
Increased Senior Programs
Movies at the Ranch Series
Increased Number of Camp Offerings
Oro Valley Hiking Series
Bark in the Park
Contracted Archery Program
New IGA with Marana for Move Across 2 Ranges
Expanded HallOVeen Spooktacular
Upcoming Projects
New Shade Structure at SPR
Expansion of Event Lawn at SPR
44
Aquatics
Best of the Northwest, Sports & Recreation, Best Aquatic Center
New Programs
High Yo (Yoga)
Sunset Beginner Yoga
Shallow Water Aqua Aerobics
Lifeguard Instructor Training Program
Upcoming Project
Recreation Pool Tile Replacement
45
Community Center
Increase of Approximately 1,000 Members
Center Averages Over 80 Classes a Week
Camp Filled in 36 Hours
New and Enhanced Programs
Began offering Silver Sneaker Memberships in
January 2024 (260 individuals took advantage of
this program)
Youth Acting Classes
Group Voice Lessons for Older Adults
Youth Scrapbooking Classes
The Artists Way Program (Expressive Art Classes)
Expansion of group fitness classes at CRC into the
Sunset Room
Increase in Free Outdoor Community Movie Events
Upcoming Projects
Replace Circuit Room Flooring
Sunset Room Improvements
New Water and Ice Machines
Replace Shade Awnings at Pusch Ridge
46
Indigo Golf Partners
Operational focus on 45-holes of golf
Retain loyalty base (membership and mobile app)
New member and customer acquisitions
Promote youth golf with PGA Junior League, First Tee & Operation 36
Support and host golf events that raise funds for local & state charities
Coordinate with Park & Rec on community outreach events
47
El Conquistador 36 -Holes
36 Holes of Golf – Open Year Round
Conquistador Closed for Overseeding September 16 th – October 6 th
Canada Closed for Overseeding October 7 th – October 27th
Membership Levels Remain Stable – 387 Full Time Golf Memberships
Demand for Golf Remains Flat to a Slight Increase in Play Levels
Staff Model Remains the Same for All Divisions – No Anticipated Increase in
Minimum Wage
Continue with Consistent Maintenance Practices for Better Course Conditions
FY2023/2024 CIP Update
48
Food & Beverage
Restaurant Operated Consistently as a Municipal F & B Operation
Themed Dinner Nights Twice Monthly (November – April)
Partner with Golf to Host Charity or Social Outings
Host Community Life or Club Events
Staffing Model Remains the Same
49
Pusch Ridge 9 -Holes
Open October 25th, 2024 – May 26th, 2025 – Weather Permitting
7 Day Per Week Operation
Closed Thanksgiving, Christmas, and New Year’s Day
Overseeding Schedule will be September 23 rd – October 25 th
Disc Golf will Operate June 1st – September 22nd
Maximize Revenue by Marketing of Memberships, Tee Times, and
Events
FY 2023/2024 CIP Update
50
El Conquistador Golf (36 -Hole) Revenue
El Conquistador - 36 hole FY22/23 FY23/24 FY24/25
Actual Forecast Budget
Rounds 82,796 80,500 84,275
Green Fee Revenue $1,809,037 $1,830,000 $1,823,400
Cart Fees $315,385 $325,000 $325,000
Driving Range $40,017 $43,900 $44,150
Pro Shop Sales $254,383 $250,000 $255,050
Other Revenue (club rental, locker)$47,101 $50,000 $44,150
Clinic / School Revenue $37,130 $28,000 $36,250
Membership Fees $1,376,384 $1,500,000 $1,487,000
Total Revenue $3,879,437 $4,026,900 $4,015,000
Cost of Goods Sold $181,819 $170,000 $179,990
Gross Income (Rev-COGS)$3,697,618 $3,856,900 $3,835,010
51
El Conquistador Golf (36 -Hole) Expenses
El Conquistador - 36 hole FY22/23 FY23/24 FY24/25
Actual Forecast Budget
Golf Ops Labor $378,538 $375,000 $375,900
General and Administrative Labor $151,336 $150,000 $169,050
Golf Course Maintenance Labor $768,144 $825,000 $835,132
Sales and Marketing Labor $83,638 $85,000 $89,186
Total Direct Labor $1,381,656 $1,435,000 $1,469,268
Payroll Burden (Taxes, Benefits, WC)$230,494 $275,000 $248,080
Total Labor Expense $1,612,150 $1,710,000 1,717,348
Golf Operations Expense $70,836 $65,000 $74,370
General & Administrative Expense $473,902 $373,000 $367,770
Golf Course Maintenance Expense $1,241,665 $1,560,000 $1,482,175
Sales and Marketing Expense $50,938 $30,000 $36,450
Management Fees $124,848 $127,344 $131,160
Leases $123,241 $134,448 $134,425
Insurance - P and C $57,079 $45,000 $60,000
Total Other Operational Expenses $2,142,509 $2,334,792 $2,276,350
Total Expenses $3,754,659 $4,044,792 $4,003,698
EBITDA (-$57,041)(-$187,892)(-$168,688)
52
Food & Beverage – Revenues & Expenses
Food and Beverage
FY22/23 FY23/24 FY24/25
Actual Forecast Budget
Projected F&B Revenue $725,222 $690,000 $746,550
Expenses
F&B Payroll $282,845 $305,000 $320,848
F&B Benefits and Payroll Taxes $54,022 $40,000 $50,000
Total F&B Labor $336,867 $345,000 $370,848
F&B Operating Expenses $40,067 $45,000 $52,165
Cost of Sales 219,977 $235,500 $238,365
Total Expenses $596,911 $625,500 $661,378
EBITDA $128,311 $64,500 $85,172
53
Pusch Ridge Golf (9 -Hole) Revenue
Pusch Ridge - 9 Hole
FY22/23 FY23/24 FY24/25
Actual Forecast Budget
Rounds 16,266 18,000 18,680
Green Fee & Cart Fee Revenue $323,503 $370,490 $379,752
Pro Shop Sales $25,301 $27,000 $27,675
Other Revenue (club rental, locker)$6,950 $11,000 $11,330
Membership Fees $12,312 $14,000 $14,560
Other Income (Disc Golf Events)$23,603 $20,000 $20,400
Food and Beverage $22,556 $24,500 $25,308
Total Revenue $414,225 $466,990 $479,025
Cost of Goods Sold $21,716 $25,170 $25,858
Gross Income (Rev-COGS)$392,509 $441,820 $453,167
54
Pusch Ridge Golf (9 -Hole) Expenses
Pusch Ridge - 9 Hole FY22/23 FY23/24 FY24/25
Actual Forecast Budget
Golf Ops Labor $57,602 $62,793 $64,049
Golf Course Maintenance Labor $45,308 $47,000 $47,940
Total Direct Labor $102,910 $109,793 $111,989
Payroll Burden (Taxes, Benefits, WC)$15,509 $9,981 $10,185
Total Labor Expense $118,419 $119,774 $122,174
Golf Operations Expense $4,190 $4,500 $4,635
General & Administrative Expense $10,926 $12,995 $13,385
Golf Course Maintenance Expense $65,127 $50,820 $82,785
Sales and Marketing Expense $2,229 $2,800 $2,884
Leases $28,237 $28,236 $28,236
Utilities $132,964 $188,000 $171,660
Insurance – P and C $7,151 $7,000 $7,210
Total Other Operational Expenses $250,824 $294,351 $310,795
Total Expenses $369,243 $414,125 $432,969
EBITDA $23,266 $27,695 $20,198
55
Budget Study Sessions
Day 2
June 9, 2024
56
Town Court
FY 2024/25 Budget Presentation
57
Town Court
•Completed the Design phase and began
construction on Court Remodel in
partnership with many town departments
•Worked with OVPD and their volunteers to
comply with changes in the law that
exponentially increased the number of
mandatory criminal fingerprints
•Complete the Court Remodel on time and
within budget authorized
•Continue to provide quality service to all
Court users during the Court remodel to
include Town residents, Town Departments
and the Oro Valley Police Department
Major Accomplishments FY 2023/24 Objectives FY 2024/25
58
Town Court
FY 23/24
Adopted
FY 24/25
Recommended Variance
Personnel $760,239 $890,260 $130,021
O&M 250,423 224,950 (25,473)
Total 1,010,662 1,115,210 104,548
(1)
(2)
(1)Increase due to Presiding Magistrate moving from a contract position to a Town employee
(2)Decrease due to general liability insurance costs to Non-Departmental
59
Town Administration
FY 2024/25 Budget Presentation
60
Administration
Departments/Functions
Town Manager’s Office
Town Council
Town Clerk
Finance
Legal Services
Human Resources
Information Technology
Non-departmental
61
Highlights of Budget Changes
Personnel – 2.41% Increase
Compensation adjustments
Increases to medical insurance costs
New wellness incentive program
Operations & Maintenance – 5.26% Increase
Elections costs
50th anniversary celebration
Migrating “Visit Tucson” costs from Nondepartmental to CED
Migrating property/casualty insurance from various departments
62
B ud g e t Co mp ar i s o n b y De p ar tme n t –
A d mi n i s t r at i ve De p ar t me n t s
FY 23/24
Adopted
FY 24/25
Recommended Variance % Variance
Town Clerk $419,897 $564,966 $145,069 34.5%
Finance 850,456 867,790 17,334 2.0%
Human Resources 590,520 764,022 173,502 29.4%
Information Technology 6,271,309 6,007,794 (263,515)-4.2%
Town Manager’s Office 1,638,716 1,742,972 104,256 6.4%
Town Council 209,203 241,105 31,902 15.2%
Legal Services 1,132,503 1,175,996 43,493 3.8%
Total $11,112,604 $11,364,645 $252,041 2.3%
63
B ud g e t Co mp ar i s o n b y Cate g o r y –
A d mi n i s t r at i ve De p ar t me n t s
FY 23/24
Adopted
FY 24/25
Recommended Variance % Variance
Personnel $6,289,478 $6,440,748 $151,270 2.4%
O&M 4,823,126 4,923,897 100,771 2.1%
Total $11,112,604 $11,364,645 $252,041 2.3%
64
Non -departmental
Budget highlights
Children’s Museum - $75,000
Greater Oro Valley Chamber of Commerce - $42,500
UA Center for Innovation - $30,000
General Liability and Property Insurance - $985,759
Vehicle Reserves - $933,490
65
B ud g e t Co mp ar i s o n –
N o n -d e par t me nt al an d O t h e r U s e s
FY 23/24
Adopted
FY 24/25
Recommended Variance % Variance
Non-departmental 2,440,536 2,721,603 281,067 11.5%
Contingency 5,000,000 2,000,000 -3,000,000 -60.0%
Transfers out 12,274,644 9,403,341 -2,871,303 -23.4%
66
General Fund Transfers
67
Major Initiatives for FY24/25
Support elections
Continue Town 50th Anniversary celebrations
Examine current tax structure and propose potential changes
Continue pursuit of 100% PSPRS funding ratio
Implement new wellness incentive program
Bullwall Ransomware Containment
Town accounts for Police Volunteers (CVAP) – secure accounts and standardized email communication to ensure CJIS accreditation standards
68
Police Department
Fiscal Year 2024/25
Budget Presentation
69
Administration Division
•Travel & Training
•Health & Wellness
•Tangerine Furniture
70
Support Services Division
•Travel & Training
•Evidence Refrigerator
•IT Budgeted Items
71
Field Services Division
•Travel & Training
•Health & Wellness
•Pima Regional SWAT
72
Recruitment & Retention
73
FY24/25 Police Dept. Budget
FY 23/24
Adopted
FY 24/25
Recommended Variance
Personnel $18,858,244 $18,091,624 $(766,620)
O&M 1,940,204 1,655,110 (285,094)
Capital 203,500 483,500 280,000
Total $21,001,948 $20,230,234 $(771,714)
(1)Decrease in retirement contributions
(2)Decrease from insurance moved to Non-Departmental
(3)Increase for grant equipment capacity
(1)
(2)
(3)
74
Scheduled Break
6:30-6:45 p.m.
75
Community and
Economic Development
Paul Melcher, Community and Economic Development Director
76
Community and Economic
Development (CED) Department
➢Implementing the Your Voice, Our Future General Plan
➢Developing the OV Path Forward Plan Update
➢Planning,permitting, inspections and monitoring of construction
projects
➢Protection of property and public health via review, approval, and
inspection processes
➢Business retention, expansion and attraction programs
➢Entrepreneurial opportunities
➢Creation of new primary and secondary employment opportunities
➢Expansion of sales tax base to generate new financial resources for the
community
➢Development and Implementation of an OV-centric group stay
strategy
77
Department Goals by Division
Planning
•Your Voice GP
Implementation
•Path Forward
Development
•Dark Skies Updates
•Design Standards
•Zoning Complaints
Resolution 70%
•Neighborhood
meeting
satisfaction 75%
Permitting
•98% Accurate
Permit Reviews
•98% Permit on-
time Review
•100% Code
compliant
development
•100%
Satisfactory
Customer
Service
Inspections
•98% Inspections
On Time
•5%< Permits
rolled over
•100% Code
Compliant
determinations
•100%
Satisfactory
Customer
Service
Ec Dev
•200 BRE Visits
•100% of BRE
Issues: 3 days
•100% of Annual PE
Visits
•160 SM STU
Attendees
•100 STU Zone
Attendees
•3 STU launches
•Public Art Tour
Pilot
•2 Certified PE
Leads
•Complete GBS
78
Budget based on the approved Community
Engagement Plan (CEP).
The CEP Plan includes methods and tools to:
➢Achieve community ownership of the plan.
➢Ensure the plan reflects the community’s priorities
and expectations for the future.
➢Create a plan that stays relevant over a 10 -year
timeframe.
Project
Phases
Fiscal
Year
CEP Estimate Proposed
Budget
1 FY23/24 $283,544.42 $294,326.00
1 & 2 FY 24/25 $178,781.22 $175,884.00
2 & 3 FY 25/26 $145,838.36 TBD
3 FY 26/27 $105,237.36 TBD
Phase 2 Phase 3
2025 2026
We are
here
Phase 1
79
•Strategic and CEDS Plan(s) Links:
•FY21 -23 Goal1D: Identify strategies to entice area
residents and visitors to choose Oro Valley as a premiere
place to dine, shop, play and stay.
•FY21 -23 Objective 1.4.2--Partner with stakeholders to
develop and implement actions and strategies that
highlight the Town’s flourishing arts and culture
opportunities to both visitors and residents.
•CEDS Focus Area 8--Identify opportunities to increase
tourism investment in the community.
•Strategic and CEDS Plan(s) Links:
•FY23-25 Objective 1.2.1 --Support and encourage the current key economic sectors in Oro Valley while exploring opportunities for new growth.
•FY21-23 Goal 1B--Implement strategies to attract, grow and retain primary employers and expand local job opportunities.
•FY21-23 Objective 1.2.2--Develop strategies to incentivize entrepreneurial opportunities for start -up and home-based businesses, business expansion opportunities and adaptive reuse of vacant buildings.
•CEDS Objective 1.2.4 -- Collaborate with the University of
Arizona, Arizona State University, Pima and other higher
education institutions to identify potential tech -transfer
opportunities that can originate in or be located in Oro Valley.
•CEDS Objective 1.2.1 -- Support the development of the
planned UA Center for Innovation at Oro Valley incubator in
Innovation Park, including a review of current performance and
consideration of a future facility and operational expansions
supported by the Town and local stakeholders.
Group Bookings Strategy UACI Expansion
E c o n o m i c D e v e l o p m e n t I n i t i a t i v e s
80
UACI Expansion Placeholder
Value Proposition:
The Arizona Daily Star named Oro Valley the “Upscale Tech Mecca of
Southern Arizona,” AND the Town receives enormous benefit from the
current jobs and salaries created by primary employers in the bioscience,
aerospace, and tech industry clusters. However, there have not been any
high-profile new tech -related company relocations or launches in the last 5
years. Therefore, staff is proposing the expansion of UACI in Oro Valley to
increase to number of incubator spaces to facilitate increased bio -
science/tech startup opportunities and resulting job creation and
investment in the community.
81
Possible Scenario Expansion
Cost Ranges
•Bioscience ($300 per ft2) vs.Tech ($200 per ft2)
•Tech Expansion triggers $150,000 FF&E
Building
Expansion
•Current Annual Expense $400,000
•Project Increase $200,000
•Current OV Contribution $ 30,000
Additional
Operating
Expense
82
P erformance Analysis C o mmitment
Expected Possible Outcomes and KPIs:
•Increased # of UACI tenants
•Decrease prospective tenant wait times
•Increase job/wage creation
•Increase Venture and Investment $ to Oro Valley
•Increased Construction Sales Tax Revenue
•Reserve 1 spot for sponsored launch when possible
•UACI OV Annual Economic Report
•Improves Tech Transfer CEDS Goal
•Increased number of patents filed and issued
•Access to Federal Grant funding: OV and Tenants
83
Co mmun i ty an d Eco n o mi c De v e l o p me nt
( CE D)
FY 23/24
Adopted
FY 24/25
Recommended Variance
Personnel $3,058,889 $3,196,366 $137,477
O&M 823,556 1,092,969 269,413
Total $3,882,445 $4,289,335 $406,890
84
CED - Divisions
FY 23/24
Adopted
FY 24/25
Recommended Variance
Administration $354,184 $373,645 $19,461
Permitting 1,160,335 1,202,026 41,691
Planning 1,190,567 1,094,310 (96,257)
Inspection and Compliance 777,800 813,871 36,071
Economic Development 399,559 805,483 405,924
Total $3,882,445 $4,289,335 $406,890
85
Scheduled Break
8:00-8:15 p.m.
86
Oro Valley Water
Utility
FY 2024/25 Budget Presentation
87
Our Mission
The Oro Valley Water Utility is committed to the long-term sustainable production and delivery of
water resources that meets or exceeds all water quality standards in a cost -effective
environmentally responsible manner
The Water Utility is an Enterprise Fund
Funded solely from water sales, fees and charges
Not dependent on the Town’s General Fund
Administrative services provided by the Town are paid to the General Fund
88
100% utilization of the Utility’s CAP allocation
2,573 AF used for CAP Delivery
4,925 AF used for aquifer recharge
2,807 AF saved in aquifer storage facilities
Collected 2,661 water quality samples
All federal and state safe drinking water standards met
Expanded customer communications
Improved messaging through customer service billing
Second anniversary of quarterly newsletter “Behind the Meter”
Increased customer participation in the WaterSmart Program
Infrastructure reinvestments
Well, reservoir & booster station rehabilitations
Fiscal Year 2023/24 Accomplishments
89
Strategic Leadership Plan (SLP)
SLP Goal 4.2: Deliver a safe, reliable and sustainable water supply
that meets the long -term needs of the community
Objective 4.2.1: Develop and evaluate strategies to reduce the use of potable
water in Oro Valley for golf courses, parks, residential, etc.
Objective 4.2.2: Identify & evaluate potential new water sources for the Town
Objective 4.2.3: Begin phased construction of the NWRRDS
Conservation
WaterSmart workshop goals
Water Quality
Maintain Oro Valley’s high water quality standards through
robust testing and water quality monitoring
Infrastructure Rehabilitation
Continue to fund and implement a robust CIP. This includes
annual well, reservoir & booster station rehabilitations
Fiscal Year 2024/25 Objectives
90
F Y 2 0 2 4 / 2 5 O p e r a t i n g & G P F F u n d B u d g e t
91
F Y 2 0 2 4 / 2 5 O p e r a t i o n & M a i n t e n a n c e E x p e n s e s
92
F Y 2 0 2 4 / 2 5 C a p i t a l P r o j e c t s & I m p a c t F e e F u n d
93