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*AMENDED (6/9/20, 1:00 PM)
AGENDA
ORO VALLEY TOWN COUNCIL
BUDGET STUDY SESSION AND SPECIAL SESSION
June 10, 2020
ONLINE ZOOM MEETING
Join Zoom Meeting:
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Executive Sessions – Upon a vote of the majority of the Town Council, the Council may enter into Executive
Sessions pursuant to Arizona Revised Statutes §38-431.03 (A)(3) to obtain legal advice on matters listed on the
Agenda.
*SPECIAL SESSION AT OR AFTER 5:30 PM
*CALL TO ORDER
*ROLL CALL
*EXECUTIVE SESSION - Pursuant to A.R.S. §38-431.03 (A)(3) and (A)(4) about Town Golf Operations and
Agreements related to those operations with Canada Hills Home Owner's Association and/or Villages Home
Owner's Association
*ADJOURNMENT OF THE SPECIAL SESSION
BUDGET STUDY SESSION AT OR AFTER 6:00 PM
CALL TO ORDER
ROLL CALL
BUDGET STUDY SESSION AGENDA
1.PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FISCAL YEAR 2019/20 FINANCIAL
UPDATE THROUGH APRIL 2020
2.PRESENTATION AND DISCUSSION OF THE FY 2020/21 TOWN MANAGER'S RECOMMENDED
BUDGET
ADJOURNMENT OF THE BUDGET STUDY SESSION
*RECONVENE THE SPECIAL SESSION
CALL TO ORDER
SPECIAL SESSION AGENDA
1.DISCUSSION AND POSSIBLE ACTION ABOUT THE TOWN OF ORO VALLEY'S CURRENT
1.DISCUSSION AND POSSIBLE ACTION ABOUT THE TOWN OF ORO VALLEY'S CURRENT
EMERGENCY PROCLAMATION AND/OR AMENDMENTS THERETO CONSIDERING GOVERNOR
DUCEY'S 5/12/20 EXECUTIVE ORDER 2020-36 (AKA "STAY HEALTHY, RETURN SMARTER, RETURN
STRONGER") AND/OR PIMA COUNTY'S 5/21/20 EMERGENCY PROCLAMATION
2.DISCUSSION ABOUT TOWN COUNCIL INPUT ON FUTURE AMENDMENTS, IF ANY, TO THE TOWN
OF ORO VALLEY'S CURRENT EMERGENCY PROCLAMATION
ADJOURNMENT
POSTED: 6/5/20 at 5:00 p.m. by pp
AMENDED AGENDA POSTED: 6/9/20 at 1:00 p.m. by pp
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.
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any type of accommodation, please notify the Town Clerk’s Office at least five days prior to the Council meeting at
229-4700.
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If you have questions, please contact Town Clerk, Mike Standish, at 520-229-4700 or email
at mstandish@orovalleyaz.gov
Thank you for your cooperation.
Town Council Budget Study/Special Session 1.
Meeting Date:06/10/2020
PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FY 19/20 FINANCIAL UPDATE THROUGH
APRIL 2020
Information
Subject
PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FISCAL YEAR 2019/20 FINANCIAL UPDATE
THROUGH APRIL 2020
Summary
The Town continues to navigate the global pandemic that is shaping and significantly changing financial forecasts
moving forward. The Town has begun to see the effects of this on revenues, although not to the degree
necessarily anticipated. Reserves continue to be strong and the Town is continuing to streamline operations,
improve efficiencies and cut costs, all while maintaining service levels to the greatest degree possible.
General Fund revenues and expenditures are trending slightly better than expected through April 2020. Revenues
total $33.5 million or 85.0% of budget, while expenses are modestly below budget at $31.7 million or 75.6% of the
total budget. Revenues and expenses for the Highway Fund are trending as expected through April 2020.
Revenues total $3.2 million or 83.2% of budget while expenses are currently below budget at $2.4 million or 57.8%
of budget. Current revenues and expenditures for the Community Center Fund are at or near budgeted levels.
Through April, revenues are 83.0% of budget while expenses are at 78.9% of budget.
Attachments
April Financials
Town Manager’s Office
TOWN COUNCIL REPORT
DATE: June 10, 2020
TO: Mayor and Council
THRU: Mary Jacobs, Town Manager
FROM: David Gephart, Chief Financial Officer
SUBJECT: April 2020 Financial Update
This financial update is intended to provide an overview and status of revenues and expenditures
for the Town’s selected funds through April 2020. Funds included in this financial update are the
General Fund, Highway Fund and Community Center Fund. All amounts are preliminary, un-
audited and subject to change based upon adjusting entries, as necessary.
EXECUTIVE SUMMARY:
The Town continues to navigate the global pandemic that is shaping and significantly changing
financial forecasts moving forward. The Town has begun to see the effects of this on revenues,
although not to the degree necessarily anticipated. Reserves continue to be strong and the Town
is continuing to streamline operations, improve efficiencies and cut costs, all while maintaining
service levels to the greatest degree possible.
General Fund
Overall, General Fund revenues and expenditures are trending slightly better than expected
through April 2020 (See Attachment A). Revenues total $33.5 million or 85.0% of budget, while
expenses are modestly below budget at $31.7 million or 75.6% of the total budget. Because of
quick actions by the Town to reduce expenditures, the Town is projected to end the fiscal year
with a fund balance of $17.4 million. This is slightly better than the adopted budget and represents
a $2.2 million planned use of reserves. The adopted budget included a $2.5 million planned use
of reserves.
Highway Fund
Revenues and expenses for the Highway Fund are trending as expected through April 2020 (See
Attachment B). Revenues total $3.2 million or 83.2% of budget while expenses are currently below
budget at $2.4 million or 57.8% of budget. The fund is projected to end the fiscal year with a fund
balance of $568,000 which is slightly better than the original adopted budget.
Community Center Fund
Current revenues and expenditures for the Community Center Fund are at or near budgeted
levels (See Attachment C-1, C-2 & C-3). Through April, revenues are 83.0% of budget while
expenses are at 78.9% of budget. However due to current economic challenges, the fund is
projected to end the fiscal year below budgeted levels. Year-end estimates anticipate revenues
to be 9.2% below budget, while expenses are anticipated to be 4.7% below budget. The fund is
projected to utilize $17,000 of reserves which is in contrast to a $297,000 surplus that was
forecasted with the original budget. The fund is still projected to maintain a positive ending fund
balance of approximately $479,000.
BACKGROUND AND DETAILED INFORMATION:
GENERAL FUND
Attachment A shows General Fund revenues and expenditures through April, as well as year-end
estimates for each category. The estimated year-end projections in the General Fund are as
follows:
Revenues: $38,383,349
Less:
Expenditures: ($40,588,825)
Preliminary Estimated Increase/(Decrease) in Fund Balance: ($2,205,477)*
*The estimated change in fund balance is primarily due to projected decreases in sales tax
collections as well as state shared revenues figures caused by disruptions from COVID-19. This
figure will be refined as more data becomes available.
General Fund Revenues
• Local sales tax collections in the General Fund total $17.1 million or 88.4% of the budget
amount of $19.3 million, and are projected to come in at $18.9 million or 2.1% below
budgeted levels. Due to impacts from COVID-19, current year-end estimates have been
revised down $2.3 million from pre-COVID-19 projections. This is primarily due to
anticipated sharp declines in restaurant & bar, accommodation and amusement taxes,
with modest anticipated declines in contracting and retail taxes. It is important to note that
due to the timing of sales taxes received, forecasted declines will not be seen until as late
as May 2020. April figures are from transactions during March which were only partially
impacted by the pandemic. Please see Attachment E for a monthly tracking of General
Fund local sales tax collections, including construction, utility and bed tax collections.
• License and permit revenues total $2.1 million or 107.0% of the budget amount of $2.0
million, and are projected to come in about $350,000 or 17.7% above budget at $2.3
million. This is attributable to increased permits associated with residential and
commercial activity that has already taken place earlier in the fiscal year.
• State shared revenues total $10.3 million or 82.2% of the budget amount of $12.5 million,
and are projected to come in below budget by approximately $345,000. This is mainly due
to anticipated declines in state shared sales taxes caused by disruptions from COVID-19.
• Charges for services revenues total $1.8 million or 71.8% of the budget amount of $2.6
million. A large portion of these revenues are associated with Parks & Recreation program
revenues. As such, these revenues are estimated to come in below budget due to closures
and cancellations related to COVID-19.
• Federal grant revenues total $189,845 or 34.5% of the budget amount of $549,543. These
revenues are anticipated to come in under budget by roughly $180,000 due to a grant that
will not be fully utilized this fiscal year. General Fund expenditures have been adjusted
accordingly to also reflect this change.
• State grant revenues total $46,979 or 62.6% of the budget amount of $75,000. These
revenues are estimated to come in at budgeted levels at this point in time.
• Interest income revenues total $353,595 or 235.7% of the budget amount of $150,000.
This revenue category is anticipated to come in above budgeted levels at $504,929.
General Fund Expenditures
• General Fund expenditures are estimated to come in under budget by approximately $1.4
million or 3.2%. The majority of this anticipated savings is due to personnel vacancy
savings as well as voluntary department reductions to O&M budgets.
The General Fund is expected to end the fiscal year with a total fund balance of $17,366,188
million, or 41.4% of budgeted expenditures.
HIGHWAY FUND
Highway Fund Revenues
• State shared highway user funds total $2.9 million or 80.9% of the budget amount of $3.6
million. These revenues are estimated to come in below budget by about $90,500 or 2.5%.
This projected decrease is due to lower anticipated gasoline consumption related to
COVID-19.
• Year-end estimated interest income is estimated to be $3,168 based on earnings and
expected market value adjustments at year-end.
• State grant revenues are estimated to come in at budgeted levels of $180,000 at this time.
Highway Fund Expenditures
• Highway Fund expenditures are estimated to come in slightly under budget at this time
due to savings in the Transportation Engineering division.
The Highway Fund is expected to end the fiscal year with a fund balance of approximately
$567,672.
COMMUNITY CENTER FUND
Attachment C-1 shows the consolidated financial status of the Community Center Fund with all
revenues and expenditures from Troon and Town-managed operations.
Attachment C-2 shows the monthly line item detail for the Troon-managed operations, specifically
revenues and expenditures associated with the golf, food and beverage operations. The totals in
the revenue and expenditure categories in Attachment C-2 tie to the Contracted Operating
Revenues and Expenditures in Attachment C-1.
Attachment C-3 shows the revenues and expenditures for the Troon-managed food and beverage
operations only.
Community Center Fund Revenues
• Revenues in the Community Center Fund through February total $5.6 million or 83.0% of
the budget amount of $6.7 million. This is nearly flat compared to this time last year.
Contracted operating revenues from Troon total $2.8 million and Town operating revenues
total $675,391. Local sales tax revenues from the dedicated half-cent sales tax total $2.1
million or 86.7% of the budget amount of $2.5 million.
• Local sales tax revenues are estimated to come in under budget by about $129,000 or
5.2%, primarily due to projected decreases in restaurant & bar, accommodation and
amusement tax collections caused by COVID-19 disruptions.
• Town operating revenues are at $675,391 or 64.6% of budget and are estimated to come
in below budget by $371,000 or 35.4%. This shortfall is projected due to closures and
cancellations at the community center caused by COVID-19.
• Contracted operating revenues from Troon are estimated to come in under budget by
about $132,000 or 4.1%. This figure is projected by Troon based on current and expected
operations.
Community Center Fund Expenditures
• Expenditures in the Community Center Fund total $5.1 million or 78.9% of the budget
amount of $6.5 million, and are estimated to come in under budget by roughly $305,000.
This variance is due to estimated savings in contracted expenditures and Town operating
expenditures. This figure will be further refined as more data becomes available.
At this time, the Community Center Fund is preliminarily projected to utilize $17,223 of reserves
and end the fiscal year with a fund balance of $478,709.
Please see Attachments A and B for additional details on the General Fund and Highway Fund.
See Attachments C-1, C-2 and C-3 for additional details on the Community Center Fund. See
Attachment D for a fiscal year-to-date consolidated summary of all Town Funds. See Attachment
E for a breakdown of monthly local sales tax collections for the General Fund.
ATTACHMENT A
April YTD Financial Status
General Fund
% Budget Completion through April --- 83.3%
% Actuals YE % Variance
to Budget to Budget
REVENUES:
LOCAL SALES TAX 17,071,544 19,311,206 88.4%18,899,146 -2.1%
LICENSES & PERMITS 2,123,599 1,984,118 107.0%2,334,472 17.7%
FEDERAL GRANTS 189,845 549,543 34.5%364,819 -33.6%
STATE GRANTS 46,979 75,000 62.6%75,000 0.0%
STATE/COUNTY SHARED 10,304,455 12,530,715 82.2%12,185,307 -2.8%
OTHER INTERGOVERNMENTAL 1,106,453 1,675,000 66.1%1,385,000 -17.3%
CHARGES FOR SERVICES 1,832,820 2,552,639 71.8%2,087,750 -18.2%
FINES 97,263 120,000 81.1%110,000 -8.3%
INTEREST INCOME 353,595 150,000 235.7%504,929 236.6%
MISCELLANEOUS 215,508 288,000 74.8%316,926 10.0%
TRANSFERS IN 120,000 120,000 100.0%120,000 0.0%
TOTAL REVENUES 33,462,061 39,356,221 85.0%38,383,349 -2.5%
% Actuals YE % Variance
to Budget to Budget
EXPENDITURES:
ADMINISTRATIVE SERVICES 3,570,792 4,648,370 76.8% 4,540,359 -2.3%
CLERK 278,695 366,336 76.1%361,076 -1.4%
COMMUNITY & ECON. DEV.2,117,193 3,039,421 69.7%2,787,207 -8.3%
COUNCIL 164,689 206,001 79.9%206,001 0.0%
GENERAL ADMINISTRATION 2,408,616 2,590,400 93.0%2,594,923 0.2%
LEGAL 690,753 874,057 79.0%874,057 0.0%
MAGISTRATE COURT 701,002 923,561 75.9%912,169 -1.2%
MANAGER 1,019,592 1,314,145 77.6%1,294,364 -1.5%
PARKS & RECREATION 2,564,444 3,808,366 67.3%3,497,763 -8.2%
POLICE 13,093,507 17,448,615 75.0%16,993,985 -2.6%
PUBLIC WORKS 3,561,805 4,826,507 73.8%4,631,486 -4.0%
TRANSFERS OUT 1,528,769 1,895,436 80.7%1,895,436 0.0%
TOTAL EXPENDITURES 31,699,857 41,941,215 75.6%40,588,825 -3.2%
SURPLUS / (DEFICIT)1,762,204 (2,584,994) (2,205,477)
BEGINNING FUND BALANCE 19,571,665
Plus: Surplus / (Deficit)(2,205,477)
ENDING FUND BALANCE **17,366,188
* Year-end estimates are subject to further revision
** Ending fund balance amounts are estimates and are subject to further revision
FY 2019/2020
Year End Estimate
*
Budget Year End Estimate
*
Actuals
thru 04/2020
Actuals
thru 04/2020
Budget
ATTACHMENT B
5/29/2020
April YTD Financial Status FY 2019/2020
% Budget Completion through April --- 83.3%
Actuals
thru 04/2020 Budget % Actuals
to Budget
Year End
Estimate *
YE % Variance
to Budget
REVENUES:
STATE GRANTS 150,253 180,000 83.5%180,000 0.0%
STATE/COUNTY SHARED 2,915,768 3,604,407 80.9%3,513,856 -2.5%
INTEREST INCOME 26 - 0.0%3,168 0.0%
MISCELLANEOUS 84,480 1,500 5632.0%84,480 5532.0%
TOTAL REVENUES 3,150,527 3,785,907 83.2%3,781,504 -0.1%
Actuals
thru 04/2020 Budget % Actuals
to Budget
Year End
Estimate *
YE % Variance
to Budget
EXPENDITURES:
TRANSPORTATION ENGINEERING 2,174,889 3,821,428 56.9%3,779,019 -1.1%
STREET MAINTENANCE 207,521 301,720 68.8%301,720 0.0%
TOTAL EXPENDITURES 2,382,410 4,123,148 57.8%4,080,739 -1.0%
SURPLUS / (DEFICIT)768,117 (337,241) (299,234)
BEGINNING FUND BALANCE 866,906
Plus: Surplus / (Deficit)(299,234)
ENDING FUND BALANCE **567,672
* Year-end estimates are subject to further revision
** Ending fund balance amounts are estimates and are subject to further revision
Highway Fund
ATTACHMENT C-1
April YTD Financial Status
% Budget Completion through April --- 83.3%
% Actuals YE % Variance
to Budget to Budget
REVENUES:
CONTRACTED OPERATING REVENUES
Golf Revenues 1,192,939 1,302,860 91.6% 1,301,293 -0.1%
Golf Member Dues, Trail and Cart Fees 908,967 1,012,349 89.8% 1,087,729 7.4%
Food & Beverage 511,213 665,849 76.8% 526,463 -20.9%
Merchandise & Other 138,445 223,213 62.0%156,617 -29.8%
2,751,564 3,204,271 85.9% 3,072,102 -4.1%
TOWN OPERATING REVENUES
Daily Drop-Ins 26,279 35,000 75.1% 26,279 -24.9%
Member Dues 513,672 757,000 67.9% 513,672 -32.1%
Recreation Programs 77,436 170,000 45.6% 77,436 -54.4%
Swim Team/Swim Lessons 3,713 16,000 23.2% 3,713 -76.8%
Facility Rental Income 54,156 68,280 79.3% 54,156 -20.7%
Concession Sales 135 - 0.0%135 0.0%
675,391 1,046,280 64.6% 675,391 -35.4%
OTHER REVENUES
Local Sales Tax 2,148,364 2,478,552 86.7% 2,349,865 -5.2%
Real Property Rental Income 19,502 19,502 100.0% 19,502 0.0%
Interest Income 5,948 - 0.0%12,390 0.0%
2,173,814 2,498,054 87.0% 2,381,757 -4.7%
TOTAL REVENUES 5,600,769 6,748,605 83.0% 6,129,250 -9.2%
% Actuals YE % Variance
to Budget to Budget
EXPENDITURES:
CONTRACTED OPERATING EXPENDITURES
Personnel 1,725,548 2,174,907 79.3% 2,048,280 -5.8%
Operations & Maintenance 1,937,637 2,407,818 80.5% 2,330,019 -3.2%
Equipment Leases 351,093 438,468 80.1%427,790 -2.4%
4,014,278 5,021,193 79.9% 4,806,089 -4.3%
TOWN OPERATING EXPENDITURES
Personnel 641,258 850,734 75.4% 773,964 -9.0%
Operations & Maintenance 137,321 203,960 67.3%191,111 -6.3%
778,579 1,054,694 73.8% 965,074 -8.5%
CAPITAL OUTLAY 27,093 106,500 25.4% 106,500 0.0%
TRANSFERS OUT 268,810 268,810 100.0% 268,810 0.0%
TOTAL EXPENDITURES 5,088,760 6,451,197 78.9% 6,146,473 -4.7%
SURPLUS / (DEFICIT) 512,009 297,408 (17,223)
BEGINNING FUND BALANCE 495,932
Plus: Surplus / (Deficit)(17,223)
ENDING FUND BALANCE ** 478,709
* Year-end estimates are subject to further revision
** Ending fund balance amounts are estimates and are subject to further revision
FY 2019/2020
Actuals
thru 04/2020 Budget Year End
Estimate *
Community Center Fund
Actuals
thru 04/2020 Budget Year End
Estimate *
ATTACHMENT C-2
5/29/2020
TROON
El Conquistador Cash Flow Statement
Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Original Budget Forecast
Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 TOTAL TOTAL TOTAL
Revenues:
Golf Fees, net of discounts 45,761 48,979 60,160 66,691 103,703 99,167 172,368 205,010 201,033 115,363 1,118,235 1,231,063 1,222,089
Trail Fees & Member Cart Fees 17,200 16,200 15,875 18,271 18,517 18,678 18,561 19,977 21,378 22,492 187,149 212,428 222,905
Golf - Group Services - 486 254 - - - 25 794 366 29 1,954 2,300 1,954
Range, Rentals, Other Golf related 3,292 3,449 4,981 6,956 6,416 7,393 7,857 10,686 8,928 6,143 66,101 58,505 70,601
Golf Lessons 315 450 70 730 120 415 590 505 410 - 3,605 4,987 3,605
Income - Golf Schools 254 - - - 290 - 880 1,550 70 - 3,044 6,005 3,044
Total Member Dues 68,260 68,452 70,163 69,709 72,105 71,270 74,381 77,999 73,986 75,493 721,818 799,921 864,824
Other Member Income 90 112 176 173 (116) (130) 291 282 303 (353) 828 1,026 1,000
Income - Other (non - golf)- 1,509 6,598 (284) 100 2,185 (122) 613 637 64 11,300 9,873 11,300
Merchandise, net of discounts 7,141 7,915 7,778 10,894 11,674 24,046 10,100 13,862 16,379 16,528 126,317 212,314 144,317
Food and Beverage, net of discounts 36,943 46,834 53,489 44,361 60,907 70,862 61,732 73,409 44,585 18,091 511,213 665,849 526,463
Total Revenues 179,256 194,386 219,544 217,501 273,716 293,886 346,663 404,687 368,075 253,850 2,751,564 3,204,271 3,072,102
Cost of Sales:
COS - Group Services Golf - 496 244 - - - - 793 364 - 1,897 2,300 1,897
COS - Golf Lessons 211 382 56 571 174 386 547 411 355 - 3,093 3,990 3,093
COS - Golf Schools 112 343 - - 46 - 336 224 - - 1,061 4,804 1,061
COS - Merchandise, net of discounts 7,998 7,245 6,165 7,316 8,254 16,148 6,052 7,524 18,117 11,879 96,698 134,282 102,692
COS - Food & Beverage 14,468 20,183 17,284 15,643 20,312 22,134 25,789 27,343 18,350 6,215 187,721 193,741 192,521
Total Cost of Sales 22,789 28,649 23,749 23,530 28,786 38,668 32,724 36,295 37,186 18,094 290,470 339,117 301,264
Gross Profit 156,467 165,737 195,795 193,971 244,930 255,218 313,939 368,392 330,889 235,756 2,461,094 2,865,154 2,770,838
Operating Expenses:
Payroll 127,833 123,465 134,120 133,534 132,465 136,455 160,823 149,945 150,761 119,021 1,368,422 1,750,373 1,623,219
Employee Benefits 30,539 30,300 29,813 29,666 29,746 32,590 39,631 37,762 36,246 31,121 327,414 390,886 388,714
Employee Related 2,120 2,678 2,751 2,435 2,454 4,208 2,111 5,986 2,628 2,341 29,712 33,648 36,347
Advertising & Marketing 6,249 6,998 6,566 8,726 11,291 12,076 8,226 13,628 12,480 12,717 98,957 116,291 104,660
Repair & Maintenance 19,549 29,499 69,436 69,950 21,704 19,118 25,468 27,188 27,441 27,733 337,086 399,892 386,219
Operating Expenses 12,941 17,347 16,035 19,437 20,333 23,614 18,104 25,677 24,036 18,627 196,151 240,755 230,363
Total Operating Expenses 199,231 210,287 258,721 263,748 217,993 228,061 254,363 260,186 253,592 211,560 2,357,742 2,931,844 2,771,389
Operating Profit (42,764) (44,550) (62,926) (69,777) 26,937 27,157 59,576 108,206 77,297 24,196 103,352 (66,690) (551)
Leases - Carts 13,041 13,041 13,041 13,041 13,041 13,041 22,036 22,036 21,282 13,041 156,639 186,900 176,222
Leases - Equipment 19,277 19,277 19,277 19,277 19,277 19,277 19,277 19,277 20,964 19,277 194,454 251,568 251,568
Utilities 126,018 124,119 106,247 174,624 93,464 32,346 36,863 54,760 54,361 109,179 911,981 1,188,556 1,182,160
Fixed Operating Expenses 158,335 156,436 138,564 206,941 125,781 64,664 78,176 96,072 96,607 141,497 1,263,074 1,627,024 1,609,950
Gross Operating Profit (201,099) (200,986) (201,490) (276,718) (98,844) (37,507) (18,600) 12,134 (19,310) (117,301) (1,159,722) (1,693,714) (1,610,501)
Insurance 101 101 101 101 101 101 101 103 102 102 1,014 1,183 1,209
Fees, Permits & Licenses 674 (31) (35) 22 255 1 (1) (4) 1 1 883 525 882
Base Management Fees 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 120,000 120,000
Bad Debt - (882) - 1,977 - - - - - - 1,095 1,500 1,395
Total Other Expenses 10,775 9,188 10,066 12,100 10,356 10,102 10,100 10,099 10,103 10,103 102,992 123,208 123,486
Net Operating Income (Loss)(211,874) (210,174) (211,556) (288,818) (109,200) (47,609) (28,700) 2,035 (29,413) (127,404) (1,262,714) (1,816,922) (1,733,987)
ATTACHMENT C-3
5/29/2020
ACTUAL BUDGET ACTUAL BUDGET
MONTH MONTH Y-T-D Y-T-D
FOOD & BEVERAGE REVENUE 18,091 69,896 510,808 577,741
TOTAL REVENUES 18,091 69,896 510,808 577,741
COST OF SALES 6,215 20,307 187,723 167,216
PAYROLL & BENEFITS 16,736 36,346 314,466 347,685
OPERATING EXPENSES 9,231 14,600 131,873 127,691
NET INCOME (LOSS)(14,091)(1,357)(123,254)(64,851)
EL CONQUISTADOR
INCOME STATEMENT CONSOLIDATED - RESTAURANT/GRILLE - MAR 2020
ATTACHMENT D
Consolidated Year-to-Date Financial Report through April, 2020 FY 2019/2020
FY 19/20 Capital Leases/Left in Accounts
Begin Bal.Transfer Out Thru April 2020
General Fund 19,571,665 33,342,061 120,000 33,462,061 1,528,769 21,864,156 8,045,739 261,193 31,699,857 21,333,869
Highway Fund 866,906 3,150,527 3,150,527 1,079,937 373,631 928,842 2,382,410 1,635,023
Seizure & Forfeiture - Justice/State 229,363 28,247 28,247 1,223 34,597 18,393 54,213 203,397
Community Center Fund 495,932 5,600,769 5,600,769 619,903 2,366,806 2,074,958 27,093 5,088,760 1,007,941
Municipal Debt Service Fund 182,187 122,129 1,046,718 1,168,847 7,063 1,190,227 1,197,290 153,744
Oracle Road Debt Service Fund 9,922 168,375 168,375 1,800 172,874 174,674 3,623
Alt Water Rscs Dev Impact Fee Fund 9,019,943 1,612,344 1,612,344 108,007 284,823 392,830 10,239,457
Potable Water System Dev Impact Fee Fund 5,808,880 781,856 781,856 8,411 101,192 293,638 403,241 6,187,495
Townwide Roadway Dev Impact Fee Fund 3,257,944 461,937 461,937 8,411 1,024,361 1,032,772 2,687,109
Parks & Recreation Impact Fee Fund 531,324 212,353 212,353 8,411 8,411 735,266
Police Impact Fee Fund 108,573 90,785 90,785 100,000 8,411 108,411 90,947
Capital Fund 3,611,045 1,204,367 733,333 1,937,700 950 2,885,853 2,886,803 2,661,942
PAG/RTA Fund 566,136 8,560,817 8,560,817 10,450,555 10,450,555 (1,323,602)
Water Utility 14,985,622 13,394,252 1,146,390 14,540,642 2,472 2,632,983 5,658,704 1,739,232 5,168,596 15,201,987 14,324,277
Stormwater Utility 943,246 1,091,045 1,091,045 582,063 337,253 342,939 1,262,255 772,036
Benefit Self Insurance Fund 986,857 3,137,483 3,137,483 2,338,602 2,338,602 1,785,738
Recreation In-Lieu Fee Fund 15,718 311 311 - 16,029
Total 61,191,263 72,959,658 3,046,441 76,006,099 2,251,144 28,527,168 19,014,948 18,064,476 - 6,825,335 74,683,071 62,514,291
Total OutPersonnelO&M Capital ContingencyFundRevenueOther Fin Sources/
Tfrs Total In Debt Service
ATTACHMENT E
General Fund Local Sales Tax Collections
FY 2019/20
CATEGORY JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE TOTAL
Construction Sales Tax 517,637 462,244 615,858 617,534 412,787 459,531 281,257 380,036 315,236 504,767 4,566,887
Utility Sales Tax 234,537 311,362 320,239 325,272 244,544 210,285 218,262 264,950 224,019 198,472 2,551,942
Retail Sales Tax 555,057 542,964 524,735 491,087 630,262 661,184 892,958 582,264 553,726 630,299 6,064,536
Bed Tax 54,830 91,322 99,278 104,342 120,624 123,846 109,383 142,745 100,338 51,680 998,389
All Other Local Sales Tax *189,195 198,846 220,579 214,892 270,800 332,377 354,884 334,659 261,750 240,875 2,618,857
TOTAL 1,551,256$ 1,606,738$ 1,780,689$ 1,753,127$ 1,679,017$ 1,787,223$ 1,856,744$ 1,704,654$ 1,455,069$ 1,626,093$ 16,800,611$
FY 2018/19
CATEGORY JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE TOTAL
Construction Sales Tax 432,755 355,783 480,092 457,613 380,468 341,104 698,951 390,588 412,233 437,627 513,242 1,084,876 5,985,332
Utility Sales Tax 284,416 315,680 310,763 300,228 246,348 206,155 226,228 269,639 237,684 206,253 193,245 206,049 3,002,688
Retail Sales Tax 521,613 511,157 528,681 526,398 543,458 656,373 786,532 547,247 509,518 636,067 598,384 577,250 6,942,678
Bed Tax 79,334 80,404 80,545 69,997 101,224 158,327 86,952 131,451 200,165 219,171 167,742 169,856 1,545,168
All Other Local Sales Tax *198,583 200,462 187,826 206,134 234,808 245,773 221,263 273,974 299,266 326,011 282,214 266,937 2,943,252
TOTAL 1,516,701$ 1,463,486$ 1,587,907$ 1,560,370$ 1,506,306$ 1,607,732$ 2,019,926$ 1,612,899$ 1,658,866$ 1,825,129$ 1,754,827$ 2,304,968$ 20,419,118$
* Note: Does not include cable franchise fees or sales tax audit revenues
Town Council Budget Study/Special Session 2.
Meeting Date:06/10/2020
Submitted By:Michelle Stine, Town Clerk's Office
Department:Town Clerk's Office
Information
SUBJECT:
PRESENTATION AND DISCUSSION OF THE FY 2020/21 TOWN MANAGER'S RECOMMENDED BUDGET
RECOMMENDATION:
N/A
EXECUTIVE SUMMARY:
N/A
BACKGROUND OR DETAILED INFORMATION:
N/A
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
This item is for information only.
Attachments
TM Recommended Budget FY 2020/21
Town of Oro Valley
Fiscal Year 2020-2021
Table of Contents
Financial Overview
Estimated Fund Balance Report ................................... 1
Fund Balances .................................................................... 2
Budget Summary by Fund
General Fund ................................................................. 3
Highway Fund ............................................................... 4
Seizures & Forfeitures ................................................ 5
Community Center Fund .......................................... 6
Municipal Debt Service Fund .................................. 7
Oracle Road Debt Service Fund ............................. 8
Alternative Water Resources
Development Impact Fee Fund ......................... 9
Potable Water System
Development Impact Fee Fund ......................... 10
Water Resource and System
Development Impact Fee Fund .......................... 11
Townwide Roadway Development
Impact Fee Fund ..................................................... 12
PAG/RTA Fund .............................................................. 13
Parks & Recreation Impact Fee Fund .................. 14
Police Impact Fee Fund ............................................. 15
Capital Fund ................................................................... 16
Recreation In Lieu Fee Fund .................................... 17
Benefit Self Insurance Fund ..................................... 18
Water Utility Fund ....................................................... 19
Stormwater Utility Fund ............................................ 20
Revenue Summary ........................................................... 21
Revenue Schedule by Fund .......................................... 22
Personnel Schedule .......................................................... 30
Program Budgets
Clerk ....................................................................................... 36
Community and Economic Development ............... 38
Council .................................................................................. 50
Finance .................................................................................. 52
Human Resources ............................................................. 55
Information Technology ................................................ 57
Legal ....................................................................................... 59
Magistrate Court ............................................................... 61
Town Manager’s Office .................................................. 63
Parks and Recreation ....................................................... 67
Police ..................................................................................... 76
Public Works ....................................................................... 85
Stormwater Utility ..................................................... 98
Water Utility ........................................................................ 101
Capital Improvement Program (CIP)
Capital Improvement Program Overview ................. 107
10-Year Proposed CIP ...................................................... 108
CIP Project Descriptions .................................................. 111
i
May 20, 2020
It is my privilege to present the Town Manager’s Recommended budget for Fiscal Year 2020/2021. This
budget totals $100.9 million, representing a decrease of $10.1 million, or 9.1% from the adopted FY
2019/2020 budget of $111.0, which is further explained below.
The Recommended Budget has been particularly challenging to develop this year due to the
considerable uncertainty facing the nation, state and region as a result of the COVID-19 pandemic and
the impacts of closures across education, business, hospitality, restaurants, and the service sector have
had on the economy. The Town’s own facilities and services have also been impacted. The Town
temporarily closed the Community Center, many park amenities, and building lobbies, and transit use
dropped off more than 80%. These closures and decreased usage all impacted community service
delivery as well as some employee work schedules and their income. The uncertainty continues into the
foreseeable future, but staff has developed a budget that incorporates the best available information
and focuses on the priorities of the community and elected body, while conforming to the reality of less
revenue in the coming year.
With strong financial preparation, a collaborative leadership team, and targeted and responsible
expenditure reductions, this balanced budget represents the allocation of resources expected to be
available in this COVID-19 crisis era next fiscal year. The allocated resources will be focused on achieving
the goals and objectives outlined in the Town Council’s adopted FY 2019/20 – FY 2020/21 Strategic
Leadership Plan, wherever possible.
The Council has identified the following focus areas for investments to support the community:
Economic Vitality
Recreation and Culture
Public Safety
Roads, Water and Town Assets
Land Use
Efficient and Effective Government
Town Finances
A WELL PREPARED TOWN GOVERNMENT
The Town of Oro Valley is strongly positioned to weather the projected national and state economic
downturn with minimal expected impacts on services to the community. Had the trajectory of the
Town’s actual sales tax collections gone as projected, it was forecasted the Town would have seen a
year-over-year increase of sales tax collections nearly 10% higher than the FY 19/20 budget at fiscal
ii
year-end. With the strong first eight-month performance, the Town is projecting to still end the 19/20
fiscal year at 97% of budgeted revenues, despite the sharp decline in sales tax revenues after the start of
the COVID-19 crisis. The Town’s consistent conservative budgeting and forecasting practices have put
the organization in an enviable financial position to start FY 20/21.
In addition, the following other preparations and actions have contributed to the Town’s strong financial
position:
Early on in the COVID-19 pandemic, the Town implemented a hiring freeze, travel freeze and
expenditure cutbacks starting in March 2020. These actions resulted in sufficient reductions to
meet the expected drop in revenues without significant service reductions beyond the state or
locally-imposed emergency facility closures.
The Town has built up a healthy cash reserve in the General Fund above the 25% Council policy.
Even with the significant revenue reduction expected at FY 19/20 year-end, the Town is
expected to have approximately $3 million in unassigned fund balance available to program into
either the FY 20/21 Recommended Budget or the following fiscal year.
FY 19/20 is the first year the Town retained 100%, rather than 60%, of the sales taxes collected
at the Oro Valley Marketplace following the expiration of a revenue sharing agreement from 10
years ago. Of the estimated $750,000 in additional revenue this represents to the Town,
$500,000 was applied to an additional PSPRS contribution in FY 19/20. For FY 20/21, this on-
going revenue stream will greatly assist in helping mitigate next fiscal year’s operating costs.
The Town has a strong debt position with only $40.5 million in outstanding loans, bonds, and
capital leases across all funds (approximately 12% of total assets). In addition, the Town has a
capital investment strategy that relies largely on pay-as-you-go, only utilizing financing for
capital projects when financially prudent.
PROJECTED ECONOMIC CONDITIONS FOR FY 20/21
While little data has been reported to date with regard to the Town’s actual revenue collections
following the statewide emergency closures, economic projections collected from reliable sources (e.g.
UA Eller College, Arizona Joint Legislative Budget Committee, J.D. Power, etc.) as of the printing of this
Recommended Budget show concerning trends for the upcoming fiscal year:
Arizona’s unemployment rate is expected to surge to 19% by the fourth quarter of 2020, but
then drop rapidly, and return to its fourth quarter 2019 level by the end of 2022.
Housing permit activity is expected to be slower.
U.S. hotel occupancy rate is down over 58% from last year. More than 40% of the 300,000-plus
Arizonans who work in the hotel and resort industry have lost their jobs due to the pandemic.
Enplanements at Tucson International Airport fell by 52% in March, and TSA reports that daily
airport screenings in Arizona declined 96% in April compared with April 2019.
Consumer spending has plummeted, including a 55% decline in auto sales from last year.
In early March 2020, 0.25% of all mortgages in the US were in forbearance (lender allows
borrower to pause or reduce payments) due to general financial hardship.
In the General Fund, the FY 20/21 Recommended Budget is 3.7% less than the FY 19/20 Adopted Budget
when excluding any potential funding from the CARES Act and the significantly larger contingency than
last fiscal year explained below. The economic crisis is expected to have a notable impact on the Town’s
largest revenue source, sales taxes. Using the economic projections currently available, the Town is
projecting a sharp drop-off in year-over-year sales tax collections for the first six months of the fiscal
iii
year, and then a gradual uptick starting in January, with an expected overall decrease of 6% in that
revenue category by FY 20/21 year-end.
State Shared Revenues is the second largest revenue source for the Town. This revenue category is
expected to increase by 5% due exclusively to the state income tax portion of the formula, which lags
two years behind. The initial projection by the State showed a 12% increase overall, but was revised
downward once the COVID-19 closures became a reality. This reduction reflects a similar expected
decrease in sales tax collections, as well as a reduction in the vehicle license tax portion. In addition,
prior to the COVID-19 crisis, the Town was projecting an estimated 325 single family permits for FY
20/21. Based on economic projections and discussions with local builders, the Town has adjusted that
projection to 225 single family homes constructed during the fiscal year, and commercial permit activity
has been reduced by 40% from original projections.
TOWN OPERATIONS
Expenditures Reduced
In the General Fund, Operations and Maintenance (O&M) costs have been reduced 11.5% overall from
the FY19/20 Adopted Budget, amounting to $1.2 million. Department directors worked with their
management teams to identify budget reductions that would be supportable and minimize service
impacts to the community.
Excess Reserves to Fund Capital and Supplement Operations
The Recommended Budget includes the use of excess reserves in the amount of $2.3 million, of which
$900,000 will be applied to capital projects, and the balance used to mitigate the need for additional
cuts in the General Fund. Ordinarily, excess reserves are used exclusively for one-time expenditures.
But the pandemic has necessitated veering from the policy in order to balance cuts with loss of services
to residents, for what is expected to be a short-term situation.
The Town Council will also be asked to approve an amendment to the Town’s Governmental Accounting
Standards Board (GASB) 54 policy, which removes unnecessary restrictions still in place on fund balance
from the former Bed Tax Fund that was collapsed into the General Fund in FY 18/19. This change results
in the availability of $1.6 million of additional unassigned fund balance (above the $3 million mentioned
earlier) that will strengthen even further the availability of reserves the Town can use to get through this
crisis.
The addition of the former Bed Tax fund balance, and the use of $2.3 million for the Recommended
Budget still leaves $4.7 million above the Town Council’s 25% reserve policy to hold for unforeseen
revenue losses, unexpected expenditures, or reserve for capital expenditure use in FY 21/22.
Compensation, Benefits and Personnel
Personnel is a significant expense to the Town’s budget, as the government is a service-based
organization. Except for several years during the Great Recession, over the recent past the Town has
been able to offer step and merit increases for its employees. While the fair compensation and
retention of employees is a significant priority for me and for the entire Town management team, and
was similarly expressed as a priority by the Town Council during the February 2020 strategic planning
iv
retreat, the FY 20/21 Recommended Budget unfortunately includes neither step/merit increases, nor a
market adjustment we had hoped to include. Including step and merit increases would require
identifying an additional $500,000 in the General Fund for FY 20/21, and more importantly, has a
compounding effect on future budgets in the five-year forecast. It is hoped that as the economy
recovers, those increases and adjustments can be included in future budgets. However, I am pleased to
report that the Recommended Budget is balanced without the need to institute layoffs or employee
furloughs.
In mid-March 2020, I instituted a hiring freeze affecting seven vacant positions. An additional two
positions will become vacant before fiscal year end. All of those positions have been projected vacant
through December 31, 2020, in the Recommended Budget.
The Town is self-funded for health benefits, and employees are to be commended for taking advantage
of the Town’s on-site health clinic, extensive wellness programs, and the “Know Your Numbers”
initiative. All of these programs have had a notable positive effect on employee health, resulting in
lower claims for employees and their dependents. Consequentially, the Town is able to keep its health
premiums at existing levels, and has planned for at least one “premium holiday” for employees in the
month of August, when deductions will not be made for health premiums. A potential additional
premium holiday may be considered in early 2021, if claims experience continues to be low. In addition,
the Town has broadened its financial support for employees choosing the high deductible health plan,
increasing the Town’s contribution for employee-only coverage from 80% Town-paid to 100% Town-paid
starting July 1, 2020. Furthermore, families participating in the high deductible health plan will see their
annual contribution to their Health Savings Account (HSA) increase from $1,000 to $1,750. These
additional options for employees, and the ability to forgo premium increases, will assist our workforce
and their families in this economic downturn.
Finally, it is to be expected that the Recommended Budget is conservatively approaching new positions
and reclassifications for existing positions. The Water Utility budget includes a new Instrumentation
Control Technician position, which is needed to help with the installation, calibration and repair of the
utility’s growing water system that increasingly relies on technology. The budget also includes the
authorization to convert an IT Technician from part-time to full-time, which will only be filled if revenues
meet projections. Last year, the Information Technology Department was given authorization for a pilot
project converting budgeted professional services dollars used to hire an outside firm, to instead hire a
part-time IT Technician. The Town was able to greatly expand the service hours available for help desk
activities and reduce the backlog of requests for service, and the extra hours have proved to be even
more useful as the department responded to organization-wide requests for technology access during
the COVID-19 crisis. It is anticipated that the transition to more telework and expanded access to Town
services electronically will only continue; therefore, converting the part-time position to full-time
benefits the entire organization. The Recommended Budget also includes the necessary reclassification
of 16 positions at a total cost of $32,704 ($28,715 in the General Fund). These positions are in Parks and
Recreation, Police, Public Works and Human Resources departments. Classifications were adjusted to
reflect the actual operational duties assigned to the positions as well as address internal and external
equity issues.
Potential CARES Act Initiatives
Pima County received $87 million in federal CARES Act funding to assist with expenditures related to the
COVID-19 crisis. The Town will receive reimbursement for allowed expenditures to date, and the
opportunity exists for the development of specific programs to assist businesses in the Oro Valley
v
Community impacted by the pandemic, which would be eligible for funding through the CARES Act.
Therefore, the Recommended Budget includes $1 million of expenditure capacity of these reimbursable
funds in General Administration, and staff is beginning to analyze and develop options for discussion in
the near future.
Strategic Investments Continue
The Town Council’s FY 19/20 – FY 20/21 Strategic Leadership Plan continues to serve as the foundation
for prioritizing resources in the Recommended Budget. While there are some objectives that will need
to be extended into FY 21/22 due to reduced resources, the Recommended Budget includes a number
of initiatives that support the established direction of the elected body.
Economic Vitality – With the Town Council adoption of the Comprehensive Economic
Development Strategy in October 2019, the Recommended Budget includes several investments
and staff initiatives that will move the community toward future economic growth. The
University of Arizona will welcome its first class of 110 students in its inaugural Veterinary
Science program in Oro Valley this fall.
In addition, the UA Center for Innovation entered into an agreement with the Oro Valley
Innovation Lab (OVIL) to take on the responsibility for managing and supporting the new
business incubator currently under construction in Innovation Park. With $60,000 in previous
contributions by the Town and a matching contribution by Pima County for the construction of
the building, this facility has already attracted several start-up bio-science companies that are
poised to tap into the bio ecosystem at Innovation Park following the opening of the facility in
Fall 2020. The Recommended Budget includes $30,000 to contribute to the University of
Arizona’s operational commitment and ensure the incubator is resourced to recruit and support
these new businesses. In addition, the Recommended Budget includes $275,000 to continue
the Town’s long-standing partnership with Visit Tucson in attracting visitors to the community,
down $25,000 from FY 19/20. The Recommended Budget also continues the Town’s $40,000
commitment for an operating agreement with the Oro Valley Chamber of Commerce to support
the retention and expansion of Town businesses, with a specific emphasis in the coming fiscal
year on ways in which businesses impacted by the COVID-19 crisis can be assisted in their
recovery.
Recreation and Culture – By late May 2020, the Town will receive the report from PRO’s
Consulting on the community Parks and Recreation Needs Assessment. The next step in the
process is to develop updated master plans for the Town’s parks and recreation facilities, which
was intended to be part of the PRO’s Consulting contract. The planned expenditure was
reduced from $72,000 to just $30,000, and the Town will rely on internal staff to supplement
the consulting work. It is expected that preliminary concepts will be developed during the fiscal
year, and include continued public engagement. Detailed master plans, such as formal designs,
will be budgeted in future fiscal years.
The Recommended Budget also includes $550,000 for the renovation of the former garage at
Steam Pump Ranch, which will permit the Town to permanently assign staff at the highly
popular historic amenity and allow the facility to be open to the public daily. The Town has also
partnered with Oro Valley Fast Pitch to fund a new pitching/batting cage at Riverfront Park. In
addition, $300,000 has been reserved in the Town’s capital budget to apply toward one or two
vi
top priorities from the needs assessment, to be determined later. In the operating budget, the
Recommended Budget includes resources to continue the improvements at park facilities.
In the Fall of 2019, the Town Council approved direction for the operation of and investment in
the Town’s golf courses. Earlier this month following a three month open competitive process,
the Town issued a notice of intent for a new firm to take over operations of the courses from
Troon in the new fiscal year. Billy Casper Golf will work with the Town in finalizing budget
projections for golf prior to Town Council consideration of the Tentative Budget on June 17. The
Recommended Budget currently includes a “placeholder” operating budget for the golf portion
of the Community Center Fund. The fund also includes a total of $800,000 for the irrigation
design of both the Conquistador and Canada courses, and the first phase of construction of that
project on the Conquistador course. The completed two-course renovation project cost is
expected to be $4.3 million over three fiscal years. As expressed by the Town Council in their
actions, these capital investments will be made through available fund balance (pay-as-you-go).
Public Safety – With the opening of the new Magee police substation and evidence facility, and
the renovation of the vacated space in the main police station, the Town continues its focus on
updating essential equipment. Included in the Recommended Budget is $220,000 to replace all
of the department’s emergency communications center consoles and other equipment, which
are 17 years old. With all positions funded in the Police Department, the community can expect
the continuation of effective and efficient core services. The Recommended Budget also
includes resources needed to expand the department’s focus on the health, wellness and safety
of the Town’s first responders, to include training, support programs, and appropriate personal
protective equipment.
Land Use – The Council’s Strategic Leadership Plan calls for the reevaluation of Town land use
codes. Work has started on this project over the past fiscal year, and several code changes will
move through the process to Council throughout the year. Those codes requiring outside
consulting assistance will be stretched into FY 21/22 for completion.
Water, Roads and Town Assets – The Recommended Budget includes an expected initial
investment of $5.5 million in projects connected to the Northwest Recharge, Recovery and
Delivery System (NWRRDS), a partnership with the Town of Marana and the Metro Water
District to build infrastructure that will allow all three entities to increase their utilization of
Central Arizona Project (CAP) allocations in the future. The Water Utility Director and I are also
recommending to the Town Council that the potable water rate increase proposed for FY 20/21
be suspended, and the reclaimed water rate decrease be approved as proposed. The public
hearing for the rate changes is scheduled for the Town Council’s June 3 meeting.
The Council has specified in its Strategic Leadership Plan maintenance of the Town’s high Overall
Condition Index (OCI) of 76 for all paved streets. To that end, the Highway User Revenue Fund
(HURF) budget includes $1.5 million for the Pavement Preservation Program. The
Recommended Budget applies reduced facility maintenance dollars on HVAC and electrical
improvements, roof replacement at the Town’s Calle Concordia building, continued exterior
painting projects, and other essential facility repairs.
Effective and Efficient Government – This overarching focus area touches all Town
departments. Resources are again budgeted to continue the highly effective OV Peak
Performance process improvement initiative in the new fiscal year. In FY 19/20, Peak
vii
Performance implemented 30 process improvements across the organization resulting in a
$55,000 savings in ongoing time and materials. These improvements originated from Town staff
affecting front line operations. Improvements focused on eliminating redundancy, reducing
waste, and streamlining processes. Many of these improvements leveraged technology the
Town had already invested in, creating more value from our investment. The tremendous
success of the Town’s process improvement approach has paid off in dividends over the past
two months during this pandemic crisis. As a result, I am making a minor organizational change
to elevate the focus on innovation in the organization by moving the Strategic Initiatives
function from the Town Manager’s office to combine with Information Technology, renaming
the department Innovation and Technology, effective July 1. Also, with strong advocacy by Chief
Riley, the Town’s emergency planner will be moved under Strategic Initiatives to better reflect
the significant town-wide role this position takes in preparing, supporting and innovating Town
operations in an emergency and during the recovery process. Final calculations are being made
within the departmental budgets and will be reflected in the version presented to the Town
Council on June 17 for tentative adoption.
Town Finances – The Town Council has set as a priority the ongoing stability of the Town’s
financial future. Last year, the Recommended Budget included an additional one-time
contribution toward the Town’s Public Safety Pension Retirement System (PSPRS) unfunded
actuarial liability in the amount of $500,000. With the impact of the pandemic on Town
revenues, the Recommended Budget does not include a contribution in the base budget.
However, as more specifically outlined in the paragraph below, there is $5 million in contingency
dollars reserved for unforeseen economic impacts or unexpected expenses. If at the end of the
fiscal year revenue projections are indicative of a stronger economic recovery than planned, I
will bring a supplemental payment recommendation to PSPRS forward for Town Council
consideration.
Contingency
Beginning last fiscal year, the Town changed its practice of including in the annual budget all fund
balances and reserves, and instead budgeted a much smaller operating contingency to account for
unexpected expenditures. In the current FY 19/20 Adopted Budget, the General Fund contingency
amount is $841,325. With the significant uncertainty of the current economic crisis, the Recommended
Budget includes a General Fund contingency of $5 million, with only $280,000 coming from the Town
Council’s 25% reserve set-aside. The majority of the contingency is excess reserves. The hope is that
none of this contingency is needed to supplement operations. However, the General Fund is reliant on
local and state-shared sales taxes, and with only one month of actual receipts reported through March,
it is prudent the Town be prepared to continue operations and mitigate significant cutbacks should
revenue projections not materialize as projected during the fiscal year.
CAPITAL INVESTMENTS – RENOVATIONS, REPLACEMENTS AND PRIORITIES
Capital Fund
The expansion of the Capital Fund continues to be a positive source of revenue for necessary capital
projects. With over $250 million in Town assets, continuing investments in existing infrastructure is
crucial, even during a down economy. The Town Council’s financial policies include a requirement that
the Town set aside 5% of sales tax revenues for the Capital Fund annually, which is $900K for FY 20/21.
viii
This year, the Recommended Budget includes a total of $3.4 million in capital expenditures from the
Capital Fund.
The following are highlights of some the Capital Fund projects included in the FY 20/21 Recommended
Budget. The rest can be found in the capital section of the Recommended Budget:
IT Backup Replacements $200,000 Hardware replacement
Permitting Software $200,000 Replacement of Town’s permitting/
inspection software module
911 Console Replacements $220,000 Replacement of emergency
communications equipment
Multi-Use Path Repair $400,000 Oro Valley Marketplace MUP
Riverfront Batting Cage/Bull Pen $140,000 New batting cage and fencing, with
$67,000 from outside funding
Steam Pump Ranch Garage $550,000 Renovation of former garage
for offices, public space/restrooms
Tennis court resurfacing $90,000 Annual maintenance for courts
Main Campus sidewalks/ADA $200,000 Sidewalk replacements and
improved wayfinding
Roads and Streets
The Recommended Budget includes funding for several roadway projects in addition to the $1.5 million
in the HURF Fund for pavement preservation. Funding in the amount of $320,000 in the HURF Fund will
be applied to the Lambert Lane pavement overlay project from Lambert Lane Park to La Cholla Blvd. A
carryover amount of $3.6 million is also included in the budget for the last phase of construction of the
widening of La Cholla Boulevard. Of this funding, $1.8 million will come from Regional Transportation
Authority (RTA), and $1.8 million from roadway impact fee funds.
Fleet
The Recommended Budget continues to include funding for routine fleet replacements at just over
$963,000. These replacements include 14 vehicles for the Police Department, two vehicles for Street
Maintenance, two trucks for Parks and Recreation, four Transit vans, one vehicle for Stormwater Utility
and two trucks for the Water Utility.
Water Utility
The Water Utility Fund includes a total of 22 capital projects totaling $9.3 million, details of which can be
found in the CIP section of the Recommended Budget.
ix
Stormwater Utility
In addition to an O&M budget of $610,000, the FY 2020/21 Stormwater Utility budget also includes a
budgeted contingency of $500,000 to address any potential monsoon or storm related damage that may
occur throughout the Town.
FINANCIAL OVERVIEW
The following section offers an overview of the main funds of the Recommended Budget, while the
chart below depicts the total FY 20/21 Recommended Budget of $100.9 million by category.
The chart below depicts the total FY 20/21 Recommended Budget by Fund.
x
General Fund
The recommended General Fund budget totals $41.4 million (excluding contingency reserves of $5.0
million and including interfund transfers of $1.7 million), and is $0.5 million, or 1.2%, lower than the
current year budget of $41.9 million. The General Fund has a planned use of excess reserves to fund
one-time expenditures and some operational expenditures during the COVID-19 pandemic.
The following are key revenue provisions included in the recommended General Fund budget:
Total FY 20/21 General Fund revenues are $292,000 or 0.7% lower than FY 19/20 budgeted
General Fund revenues.
The FY 20/21 General Fund budget includes a contingent revenue of $1.0 million for potential
federal funding related to the COVID-19 crisis.
FY 20/21 local sales tax revenues are $1.2 million, or 6.1% lower than the adopted FY 19/20
budget. This is largely due to anticipated reductions caused by the global pandemic.
Licenses and permit revenues are $392,000 or 19.7% lower than the adopted FY 19/20 budget,
which reflect a conservative forecast of commercial and residential development in the near-
term.
Charges for services are $313,000 or 12.3% lower than the adopted FY 19/20 budget. A bulk of
this revenue category is related to Parks & Recreation revenue, which is expected to decline
during the first portion of the fiscal year.
There is an overall increase in of approximately $664,000, or 5.3% in state-shared revenues. The
reason for this increase is due to state-shared income taxes expected to increase $700,000 or
12.3% from the prior fiscal year.
The following are key expenditure provisions included in the recommended General Fund budget:
Budgeted personnel costs do not include merit and step increases for FY 20/21. Other employee
related expenses are programmed to remain relatively flat for FY 20/21.
Department operations and maintenance (O&M) budgets are $1.2 million or 11.5% lower than
budgeted FY 19/20 amounts
A $1.0 million contingent item is included in the General Fund O&M budget for potential access
to federal funding related to the COVID-19 crisis.
There is a transfer of $911,000 to the Capital Fund to fund capital needs for FY 20/21.
The estimated year-end reserve balance in the General Fund (excluding contingency) for FY 20/21 is
$14.8 million, or 35.8% of the recommended expenditure budget. The Town’s adopted policy level is
25.0%.
Water Utility Fund
Revenues for the Water Utility Fund are estimated at $19.2 million. This is a $162,000, or 0.8% decrease
from the adopted FY 19/20 budget. The majority of this decrease is due to water sales as overall
consumption demands have recently decreased across the region.
Expenditures for the Water Utility Fund are budgeted to decrease $340,000 or 1.5% from the adopted
FY 19/20 budget. This is primarily attributed to less planned capital expenditures for this fiscal year. A
listing of planned capital projects for the Water Utility Fund are outlined in the Capital Improvement
Program (CIP) section of the Recommended Budget document.
xi
10-Year Capital Improvement Program (CIP)
Town Council financial policies require the development of a 10-year Capital Improvement Program.
Reviewed and modified every year based upon needs and projected funding, the full 10-year plan
projects a need for $89.5 million in funding through FY 29/30. Total funding allocated to CIP projects in
the Recommended Budget for FY 20/21 is $20.5 million. Some highlights of the 10-year plan include:
$21.4 million for the Northwest Recharge Recovery and Delivery System (NWRRDS) water project; $1.5
million in improvements to Steam Pump Ranch; $10.1 million in improvements and projects in the
Community Center Fund; $18.8 million in continued pavement preservation and management. More
details regarding CIP projects and funding is included in the CIP section of the Recommended Budget.
CONCLUSION
I would like to thank the Mayor and Town Council for their vision and leadership in establishing priorities
for this community through the adoption of the FY 2019/20 – 2020/21 Strategic Leadership Plan, and
throughout the course of the fiscal year. I would also like to recognize and acknowledge the exceptional
level of collaboration among staff from all Town departments in the development of the Recommended
Budget, especially amid the challenges associated with budget reductions and changes in the workplace
due to the pandemic. Finally, I would like to especially recognize my budget team for their extraordinary
work in preparing the budget: Senior Budget Analyst Michael Dyckman, Finance and Budget
Administrator Wendy Gomez, Chief Financial Officer David Gephart, Assistant Town Manager Chris
Cornelison, and Chief Information Officer Chuck Boyer.
Respectfully submitted,
Mary Jacobs
Town Manager
Updated: May 15, 2020 BUDGETED BEGINNING FUND BALANCE REVENUE TRANSFERS IN TOTAL PERSONNEL O&M CAPITAL TRANSFERS OUT DEBT SERVICE CONTINGENCY TOTAL GENERAL FUND 7,338,128 38,944,233 120,000 46,402,361 28,909,163 10,025,678 738,000 1,729,520 - 5,000,000 46,402,361 HIGHWAY FUND445,284 3,700,929 - 4,146,213 1,387,651 648,062 1,910,500 - - 200,000 4,146,213 SEIZURES & FORFEITURES 208,870 327,000 - 535,870 95,789 - - - - 440,081 535,870 COMMUNITY CENTER FUND405,988 6,798,333 - 7,204,321 762,713 5,147,230 824,500 278,302 - 191,576 7,204,321 MUNICIPAL DEBT SVC FUND105,000 144,245 1,076,200 1,325,445 - 10,000 - - 1,215,445 100,000 1,325,445 ORACLE RD DEBT SVC FUND2,678 174,038 3,000 179,716 - 3,000 - - 174,038 2,678 179,716 WRSDIF FUND2,067,788 2,710,111 16,595,878 21,373,777 - 198,000 6,158,000 - 325,099 300,000 6,981,099 TWDIF FUND1,765,680 344,320 - 2,110,000 - 10,000 1,800,000 - - 300,000 2,110,000 ALT WATER RESOURCE FUND- - - - - - - 8,611,958 - 8,611,958 POTABLE WATER SYSTEM FUND- - - - - - - 5,780,720 - - 5,780,720 PAG/RTA FUND594,261 1,903,125 - 2,497,386 - - 2,365,000 - - 132,386 2,497,386 PARKS & REC IMPACT FEE FUND680,332 314,668 - 995,000 - 10,000 685,000 - - 300,000 995,000 POLICE IMPACT FEE FUND105,124 95,911 - 201,035 - 10,000 - 100,000 - 91,035 201,035 CAPITAL FUND1,827,358 950,010 911,143 3,688,511 - - 3,634,666 - - 53,845 3,688,511 REC IN LIEU FEE FUND16,004 - - 16,004 - - - - - 16,004 16,004 BENEFIT SELF INSURANCE FUND500,000 4,157,654 - 4,657,654 - 4,157,654 - - - 500,000 4,657,654 WATER UTILITY FUND3,289,746 19,182,495 - 22,472,241 3,488,801 8,044,042 3,208,622 2,205,721 4,775,055 750,000 22,472,241 STORMWATER UTILITY FUND368,750 1,439,000 - 1,807,750 830,507 433,243 44,000 - - 500,000 1,807,750 19,720,991 81,186,072 18,706,221 119,613,284 35,474,624 28,696,909 21,368,288 18,706,221 6,489,637 8,877,605 119,613,284 (18,706,221) (18,706,221) 100,907,063$ 100,907,063$ Fund Balance ReportFY 20/21 MANAGER'S RECOMMENDED BUDGETDoes not include non cash outlays for depreciation or amortizationEXPENDITURESLess Transfers InLess Transfers OutFY 2020/21 BUDGETFY 2020/21 BUDGET2020-2021 Recommended Budget1 of 126
Fiscal Year 2020-2021
Special Capital Internal
General Revenue Enterprise Project Service Debt Service 2020-2021
Fund Funds Funds Funds Fund Funds Total
Revenues and Other Sources
Taxes 18,128,304$ 2,492,960$ -$ -$ -$ -$ 20,621,264$
Licenses and Permits 1,592,500 25,000 - - - - 1,617,500
Fines 125,000 - - - - - 125,000
Water Sales - - 13,078,000 - - - 13,078,000
Charges for Services 2,239,675 4,179,373 4,524,500 28,125 - - 10,971,673
State Shared Revenue 13,194,438 3,458,929 - - - - 16,653,367
Intergovernmental 1,672,000 - - - - - 1,672,000
Grants 1,579,816 210,000 - 1,942,000 - 39,245 3,771,061
Seizures & Forfeitures - 325,000 - - - - 325,000
Impact Fees - - - 3,248,010 - - 3,248,010
Interest Income 150,000 7,000 76,000 217,000 - 179,038 629,038
Miscellaneous 262,500 128,000 - 633,010 4,157,654 100,000 5,281,164
Other Financing Sources 120,000 - 2,942,995 17,757,021 - 1,079,199 21,899,215
Total 39,064,233$ 10,826,262$ 20,621,495$ 23,825,166$ 4,157,654$ 1,397,482$ 99,892,292$
Expenditures and Other Uses
General Government
Town Council 197,019$ -$ -$ -$ -$ -$ 197,019$
Town Manager's Office 1,287,034 - - - - - 1,287,034
Clerk 428,524 - - - - - 428,524
Human Resources 457,347 - - - - - 457,347
Finance 832,888 - - - - - 832,888
Information Technology 3,386,094 - - - - - 3,386,094
Legal 870,592 - - - - - 870,592
Magistrate Court 864,826 - - - - - 864,826
General Administration 3,010,313 - - 30,000 4,157,654 13,000 7,210,967
Debt Service - - - - - 1,389,483 1,389,483
Capital Projects - - - 4,319,666 - - 4,319,666
Comm. & Econ Dev. 2,779,661 - - - - - 2,779,661
Parks & Recreation 3,478,517 6,734,443 - - - - 10,212,960
Police 17,181,136 95,789 - - - - 17,276,925
Public Works 4,898,890 3,946,213 1,307,750 - - - 10,152,853
Water Utility - - 14,741,465 6,356,000 - - 21,097,465
Water Utility Debt Service
Principal - - 3,918,061 276,580 - - 4,194,641
Interest - - 856,994 48,519 - - 905,513
Roadway Improvements - - - 4,165,000 - - 4,165,000
Other Financing Uses 1,729,520 278,302 2,205,721 14,492,678 - - 18,706,221
Total 41,402,361$ 11,054,747$ 23,029,991$ 29,688,443$ 4,157,654$ 1,402,483$ 110,735,679$
Increase/(Decrease) (2,338,128) (228,485) (2,408,496) (5,863,277) - (5,001) (10,843,387)
Beginning Fund Balance 17,157,343$ 1,227,740$ 11,160,760$ 20,662,679$ 1,107,185$ 197,503$ 51,513,209$
Ending Fund Balance 14,819,215$ 999,255$ 8,752,264$ 14,799,402$ 1,107,185$ 192,502$ 40,669,822$
(1) The General Fund is planned to decrease by $2,338,128 due to projected revenue reductions and for one-time expenditures.
(2) Special Revenue Funds are planned to decrease $228,485 for planned capital projects.
(3) Enterprise Funds are planned to decrease by $2,408,496 due to one-time capital projects.
(4) Capital Project Funds are planned to decrease by $5,863,277 due to one-time capital projects and equipment.
(5) The Debt Service Funds are planned to decrease by $5,001 for debt service payments and associated costs.
Fund Balances
This table depicts the estimated beginning fund balance at July 1, 2020, the budgeted revenues and expenditures for FY
2020/21 and the projected ending fund balance at June 30, 2021.
(2)(3)(4)(5)(1)
2020-2021 Recommended Budget 2 of 126
Fiscal Year 2020-2021
General Fund
Fund Summary
FY 2020 FY 2020 FY 2021 $ %
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Local Taxes 19,311,206 18,793,612 18,128,304 (1,182,902) -6.1%
Licenses and Permits 1,984,118 2,184,210 1,592,500 (391,618) -19.7%
Federal Grants 549,543 377,500 1,504,816 955,273 173.8%
State Grants 75,000 75,000 75,000 - 0.0%
State Shared Revenues 12,530,715 12,070,307 13,194,438 663,723 5.3%
Intergovernmental 1,675,000 1,585,000 1,672,000 (3,000) -0.2%
Charges for Services 2,552,639 2,141,965 2,239,675 (312,964) -12.3%
Fines 120,000 120,000 125,000 5,000 4.2%
Interest Income 150,000 555,980 150,000 - 0.0%
Miscellaneous 288,000 295,800 262,500 (25,500) -8.9%
Transfer from Community Center Fund 120,000 120,000 120,000 - 0.0%
Total 39,356,221$ 38,319,374$ 39,064,233$ (291,988)$ -0.7%
Expenditures and Other Uses
Personnel 29,146,622 28,432,662 28,909,163 (237,459) -0.8%
Operations & Maintenance 10,193,107 9,922,934 10,025,678 (167,429) -1.6%
Capital Outlay 706,050 482,664 738,000 31,950 4.5%
Transfer to Capital Fund:1,100,000 1,100,000 911,143 (188,857) -17.2%
Transfer to Debt Service Fund 795,436 795,436 818,377 22,941 2.9%
Total 41,941,215$ 40,733,696$ 41,402,361$ (538,854)$ -1.3%
Increase/(Decrease)(2,584,994)$ (2,414,322)$ (2,338,128)$
Beginning Fund Balance 17,157,343
Total Ending Fund Balance 14,819,215
25% Coverage 10,350,590
2020-2021 Recommended Budget 3 of 126
Fiscal Year 2020-2021
Highway Fund
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Licenses and Permits - - 25,000 25,000 0.0%
State Grants 180,000 180,000 210,000 30,000 16.7%
State Shared Revenues 3,604,407 3,513,856 3,458,929 (145,478) -4.0%
Interest Income - 3,168 5,000 5,000 0.0%
Miscellaneous 1,500 63,827 2,000 500 33.3%
Total 3,785,907$ 3,760,851$ 3,700,929$ (84,978)$ -2.2%
Expenditures and Other Uses
Personnel 1,378,198 1,378,198 1,387,651 9,453 0.7%
Operations & Maintenance 584,450 556,177 648,062 63,612 10.9%
Capital Outlay 2,160,500 2,080,500 1,910,500 (250,000) -11.6%
Total 4,123,148$ 4,014,875$ 3,946,213$ (176,935)$ -4.3%
Increase/(Decrease)(337,241)$ (254,024)$ (245,284)$
Beginning Fund Balance
Committed 612,882$
Ending Fund Balance
Committed 367,598$
2020-2021 Recommended Budget 4 of 126
Fiscal Year 2020-2021
Seizures & Forfeitures
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Seizures and Forfeitures 325,000 33,000 325,000 - 0.0%
Interest Income - 6,100 2,000 2,000 0.0%
Total 325,000$ 39,100$ 327,000$ 2,000$ 0.6%
Expenditures and Other Uses
Personnel 82,846 1,600 95,789 12,943 15.6%
Operations & Maintenance - 38,500 - - 0.0%
Capital Outlay - 19,493 - - 0.0%
Total 82,846$ 59,593$ 95,789$ -$ 15.6%
Increase/(Decrease)242,154$ (20,493)$ 231,211$
Beginning Fund Balance
Restricted 208,870$
Ending Fund Balance
Restricted 440,081$
2020-2021 Recommended Budget 5 of 126
Fiscal Year 2020-2021
Community Center Fund
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Local Sales Tax 2,478,552 2,300,962 2,492,960 14,408 0.6%
Charges for Services 4,270,053 3,734,208 4,179,373 (90,680) -2.1%
Miscellaneous - 12,390 126,000 126,000 0.0%
Total 6,748,605$ 6,047,560$ 6,798,333$ 49,728$ 0.7%
Expenditures and Other Uses
Personnel 850,734 773,964 762,713 (88,021) -10.3%
Operations & Maintenance 4,786,685 4,560,277 4,708,762 (77,923) -1.6%
Equipment Leases 438,468 427,953 438,468 - 0.0%
Capital Outlay 106,500 106,500 824,500 718,000 674.2%
Transfer to Debt Service Fund 148,810 148,810 158,302 9,492 6.4%
Transfer to General Fund 120,000 120,000 120,000 - 0.0%
Total 6,451,197$ 6,137,504$ 7,012,745$ 561,548$ 8.7%
Increase/(Decrease)297,408$ (89,944)$ (214,412)$
Beginning Fund Balance
Committed 405,988$
Ending Fund Balance
Restricted 191,576$
2020-2021 Recommended Budget 6 of 126
Fiscal Year 2020-2021
Municipal Debt Service
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Federal Subsidy 43,509 43,509 39,245 (4,264) -9.8%
Interest Income 5,000 18,639 5,000 -0.0%
Miscellaneous 100,000 104,000 100,000 -0.0%
Transfer from General Fund 795,437 795,436 815,376 19,939 2.5%
Transfer from Police Impact Fee Fund 100,000 100,000 100,000 -0.0%
Transfer from Comm Center Fund 148,810 148,810 158,302 9,492 6.4%
Transfer from Water Utility Fund 2,472 2,472 2,521 49 2.0%
Total 1,195,228$ 1,212,866$ 1,220,444$ 25,216$ 2.1%
Expenditures and Other Uses
Operations & Maintenance 10,000 10,000 10,000 -0.0%
Debt Service 1,190,228 1,190,228 1,215,445 25,217 2.1%
Total 1,200,228$ 1,200,228$ 1,225,445$ 25,217$ 2.1%
Increase/(Decrease)(5,000)$ 12,638$ (5,001)$
Beginning Fund Balance
Restricted 194,825$
Ending Fund Balance
Restricted 189,824$
2020-2021 Recommended Budget 7 of 126
Fiscal Year 2020-2021
Oracle Road Improvement District
Debt Service Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Interest Repayments 11,912 9,682 4,038 (7,874) -66.1%
Principal Repayments 165,000 158,948 170,000 5,000 3.0%
Transfer from General Fund - - 3,000 3,000 0.0%
Total 176,912$ 168,630$ 177,038$ 126$ 0.1%
-
Expenditures and Other Uses -
Operations & Maintenance 3,000 3,000 3,000 - 0.0%
Debt Service 176,912 172,874 174,038 (2,874) -1.6%
Total 179,912$ 175,874$ 177,038$ (2,874)$ -1.6%
Increase/(Decrease)(3,000)$ (7,244)$ -$
Beginning Fund Balance
Restricted 2,678$
Ending Fund Balance
Restricted 2,678$
2020-2021 Recommended Budget 8 of 126
Fiscal Year 2020-2021
Alternative Water Resources
Development Impact Fee Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Interest Income 40,000 20,935 - (40,000) -100.0%
Impact Fees 1,276,190 798,638 - (1,276,190) -100.0%
Total 1,316,190$ 819,573$ -$ (1,316,190)$ -100.0%
Expenditures and Other Uses
Operations & Maintenance 203,877 203,877 - (203,877) -100.0%
Capital Outlay 2,355,923 1,023,681 - (2,355,923) -100.0%
Transfer to WRSDIF - - 8,611,958 8,611,958 0.0%
Total 2,559,800$ 1,227,558$ 8,611,958$ 6,052,158$ 236.4%
Increase/(Decrease)(1,243,610)$ (407,985)$ (8,611,958)$
Beginning Fund Balance 8,611,958
Ending Fund Balance -$
2020-2021 Recommended Budget 9 of 126
Fiscal Year 2020-2021
Potable Water System
Development Impact Fee Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Interest Income 36,800 20,000 - (36,800) -100.0%
Impact Fees 635,728 397,836 - (635,728) -100.0%
Total 672,528$ 417,836$ -$ (672,528)$ -100.0%
Expenditures and Other Uses
Operations & Maintenance 10,000 10,000 - (10,000) -100.0%
Debt Service 325,996 325,996 - (325,996) -100.0%
Capital Outlay 800,000 110,000 - (800,000) -100.0%
Transfer to WRSDIF - - 5,780,720 5,780,720 0.0%
Total 1,135,996$ 445,996$ 5,780,720$ 4,644,724$ 408.9%
Increase/(Decrease)(463,468)$ (28,160)$ (5,780,720)$
Beginning Fund Balance 5,780,720
Ending Fund Balance -$
2020-2021 Recommended Budget 10 of 126
Fiscal Year 2020-2021
Water Resource and System Development
Impact Fee Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Impact Fees - - 2,528,111 2,528,111 0.0%
Interest Income - - 182,000 182,000 0.0%
Transfer From Water Utility Fund - - 2,203,200 2,203,200 0.0%
Transfer From Impact Fee Funds 14,392,678
Total -$ -$ 19,305,989$ 19,305,989$ 0.0%
Expenditures and Other Uses
Operations & Maintenance - - 198,000 198,000 0.0%
Debt Service - - 325,099 325,099 0.0%
Capital Outlay - - 6,158,000 6,158,000 0.0%
Total -$ -$ 6,681,099$ 6,681,099$ 0.0%
Increase/(Decrease)-$ -$ 12,624,890$
Beginning Fund Balance -$
Ending Fund Balance 12,624,890$
2020-2021 Recommended Budget 11 of 126
Fiscal Year 2020-2021
Townwide Roadway Development
Impact Fee Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Interest Income 30,000 29,387 30,000 - 0.0%
Impact Fees 541,430 525,095 314,320 (227,110) -41.9%
State Grants - - - - 0.0%
Total 571,430$ 554,482$ 344,320$ (227,110)$ -39.7%
Expenditures and Other Uses
Operations & Maintenance 10,000 10,000 10,000 - 0.0%
Capital Outlay 2,700,000 1,006,000 1,800,000 (900,000) -33.3%
Total 2,710,000$ 1,016,000$ 1,810,000$ (900,000)$ -33.2%
Increase/(Decrease)(2,138,570)$ (461,518)$ (1,465,680)$
Beginning Fund Balance
Restricted 2,796,426$
Ending Fund Balance
Restricted 1,330,746$
2020-2021 Recommended Budget 12 of 126
Fiscal Year 2020-2021
PAG/RTA Fund
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
State Grants 10,300,000 11,716,553 1,875,000 (8,425,000) -81.8%
Charges for Services 28,125 28,125 28,125 - 0.0%
Miscellaneous - 198,401 - - 0.0%
Total 10,328,125$ 11,943,079$ 1,903,125$ (8,425,000) -81.6%
Expenditures and Other Uses
Capital Outlay 10,300,000 11,914,954 2,365,000 (7,935,000) -77.0%
Total 10,300,000$ 11,914,954$ 2,365,000$ (7,935,000) -77.0%
Increase/(Decrease)28,125 28,125 (461,875)
Beginning Fund Balance
Restricted 594,261$
Ending Fund Balance
Restricted 132,386$
2020-2021 Recommended Budget 13 of 126
Fiscal Year 2020-2021
Parks and Recreation Impact Fee
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Impact Fees 244,816 240,025 309,668 64,852 26.5%
Interest Income - 9,480 5,000 5,000 0.0%
Total 244,816$ 249,505$ 314,668$ 69,852$ 28.5%
Expenditures and Other Uses
Operations & Maintenance 10,000 10,000 10,000 - 0.0%
Capital Outlay 400,000 90,000 685,000 285,000 71.3%
Total 410,000$ 100,000$ 695,000$ 285,000$ 69.5%
Increase/(Decrease)(165,184)$ 149,505$ (380,332)$
Beginning Fund Balance
Restricted 680,828$
Ending Fund Balance
Restricted 300,496$
2020-2021 Recommended Budget 14 of 126
Fiscal Year 2020-2021
Police Impact Fee
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Impact Fees 111,074 104,951 95,911 (15,163) -13.7%
Interest Income - 1,600 - - 0.0%
Total 111,074$ 106,551$ 95,911$ (15,163) -13.7%
Expenditures and Other Uses
Operations & Maintenance 10,000 10,000 10,000 - 0.0%
Capital Outlay - - - - 0.0%
Transfer to Debt Service Fund 100,000 100,000 100,000 - 0.0%
Total 110,000$ 110,000$ 110,000$ - 0.0%
Increase/(Decrease)1,074$ (3,449)$ (14,089)$
Beginning Fund Balance
Restricted 105,124$
Ending Fund Balance
Restricted 91,035$
2020-2021 Recommended Budget 15 of 126
Fiscal Year 2020-2021
Capital Fund
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Transfer from General Fund 1,100,000 1,100,000 911,143 (188,857) -17.2%
Federal Grants 229,500 108,401 - (229,500) -100.0%
State Grants 100,000 88,116 67,000 (33,000) -33.0%
Bond Proceeds - - - - 0.0%
Miscellaneous - 490,512 250,000 250,000 0.0%
Vehicle Reserves 536,900 536,900 633,010 96,110 17.9%
Total 1,966,400$ 2,323,929$ 1,861,153$ (105,247) -5.4%
Expenditures and Other Uses
Operations & Maintenance - 950 - - 0.0%
Capital Outlay 3,999,100 3,856,666 3,634,666 (364,434) -9.1%
Total 3,999,100$ 3,857,616$ 3,634,666$ (364,434) -9.1%
Increase/(Decrease)(2,032,700)$ (1,533,687)$ (1,773,513)$
Beginning Fund Balance
Assigned 2,077,358
Ending Fund Balance
Assigned 303,845$
2020-2021 Recommended Budget 16 of 126
Fiscal Year 2020-2021
Recreation In Lieu Fee
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Charges for Services - - - - 0.0%
Other Financing Sources - 286 - - 0.0%
Total -$ 286$ -$ - 0.0%
Expenditures and Other Uses
Capital Outlay - - - - 0.0%
Total -$ -$ -$ - 0.0%
Increase/(Decrease)-$ 286$ -$
Beginning Fund Balance
Restricted 16,004
Ending Fund Balance
Restricted 16,004$
2020-2021 Recommended Budget 17 of 126
Fiscal Year 2020-2021
Benefit Self Insurance Fund
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Self Ins Premiums - Employer 3,120,884 3,058,467 3,220,753 99,868 3.2%
Self Ins Premiums - Employee 649,868 669,364 571,509 (78,359) -12.1%
COBRA Premiums 50,000 50,000 50,000 - 0.0%
Retiree Premiums 45,000 45,000 50,000 5,000 11.1%
UHC Wellness Program 20,000 20,000 20,000 - 0.0%
Miscellaneous 129,220 145,321 245,392 116,172 89.9%
Total 4,014,972$ 3,988,151$ 4,157,654$ 142,682$ 3.6%
Expenditures and Other Uses
Outside Professional Services 662,495 662,495 782,324 119,829 18.1%
Wellness Program 40,000 40,000 40,000 - 0.0%
Claim Settlement 3,312,477 2,914,980 3,335,330 22,853 0.7%
Total 4,014,972$ 3,617,475$ 4,157,654$ 142,682$ 3.6%
Increase/(Decrease)-$ 370,677$ -$
Beginning Fund Balance 1,107,185$
Ending Fund Balance 1,107,185$
2020-2021 Recommended Budget 18 of 126
Fiscal Year 2020-2021
Water Utility
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Charges for Services 3,262,700 3,219,500 3,086,500 (176,200) -5.4%
Interest Income 63,000 130,000 75,000 12,000 19.0%
Miscellaneous - 185,050 - - 0.0%
Other Financing Sources 2,305,000 1,500,000 2,942,995 637,995 27.7%
Water Sales 13,714,000 13,434,000 13,078,000 (636,000) -4.6%
Total 19,344,700$ 18,468,550$ 19,182,495$ (162,205) -0.8%
Expenses and Other Uses
Personnel 3,370,579 3,338,997 3,488,801 118,222 3.5%
Operations & Maintenance 11,937,217 11,331,252 11,878,042 (59,175) -0.5%
Capital Outlay 4,732,728 3,600,000 3,208,622 (1,524,106) -32.2%
Debt Service 5,730,553 5,730,553 4,775,055 (955,498) -16.7%
Transfer to Debt Service Fund 2,472 2,472 2,521 49 2.0%
Transfer to Impact Fee Fund - - 2,203,200 2,203,200 100.0%
Total 25,773,549$ 24,003,274$ 25,556,241$ (217,308) -0.8%
Cash Total * 22,062,549$ 20,292,274$ 21,722,241$ (340,308) -1.5%
Increase/(Decrease)(2,717,849)$ (1,823,724)$ (2,539,746)$
Beginning Fund Balance 10,215,769
Ending Fund Balance 7,676,023$
* Total expenses less non-cash outlays for depreciation & amortization
2020-2021 Recommended Budget 19 of 126
Fiscal Year 2020-2021
Stormwater Utility
Fund Summary
FY 2020 FY 2020 FY 2021 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Charges for Services 1,422,000 1,438,000 1,438,000 16,000 1.1%
State Grants 2,100,000 - - (2,100,000) -100.0%
Interest Income 1,000 17,852 1,000 - 0.0%
Miscellaneous - 10 - - 0.0%
Total 3,523,000$ 1,455,862$ 1,439,000$ (2,084,000) -59.2%
Expenses and Other Uses
Personnel 785,580 771,210 830,507 44,927 5.7%
Operations & Maintenance 666,825 486,907 610,243 (56,582) -8.5%
Capital Outlay 2,471,000 371,000 44,000 (2,427,000) -98.2%
Total 3,923,405$ 1,629,117$ 1,484,750$ (2,438,655) -62.2%
Cash Total *3,748,405$ 1,454,117$ 1,307,750$ (2,440,655) -65.1%
Increase/(Decrease)(225,405)$ 1,745$ 131,250$
Beginning Fund Balance 944,991
Ending Fund Balance 1,076,241$
* Total expenses less non-cash outlays for depreciation & amortization
2020-2021 Recommended Budget 20 of 126
Revenue for FY 20/21 is estimated to total $81,186,072. In comparison to the FY 19/20 budget, revenue is projected
to decrease by approximately $13.2 million, or 14.0%. This decrease is attributable to budgeted decreases in
numerous revenues streams affected by the COVID-19 pandemic as well as grant and bond-funded capital projects,
namely the La Cholla roadway widening project and a Stormwater Utility project.
With the abrupt change in global, national and regional economies caused by COVID-19, revenue estimates were
revised with the most information possible, but many uncertainties still exist. With that in mind, projections remain
conservative while still trying to be as accurate as possible. Revenues tied to consumer spending are all expected to
see decreases for FY 20/21. Local sales tax revenues are expected to decrease 5.4% or $1.2 million compared to the
FY 19/20 budget. The bulk of these decreases are anticipated to be seen in construction, restaurants & bars, as well
as hotel/bed tax categories. Revenues in these categories are projected to show a sharp drop-off in year-over-year
collections for the first six months of the fiscal year and a gradual increase beginning in January. Town revenues
associated with residential and commercial development are also projected to see declines in the upcoming fiscal
year. The Town has budgeted 225 single family residential (SFR) permits and modest commercial activity for FY
20/21, compared to the 300 SFR permits projected for FY 19/20. Overall, State shared revenues are anticipated to
increase approximately $500,000 or 3.2% from the previous fiscal year. While the Town expects to see decreases in
State shared sales tax, vehicle license tax, and highway user fund revenues, a $700,000 or 12.3% increase is expected
from State shared income taxes. The State distributes to cities and towns 15% of income taxes two fiscal year
following the fiscal year in which the State collects the income tax. Because of this, the Town is expected to see
modest growth in this category.
Depending on the particular revenue source, estimates are based on susceptibility to economic factors, current
performance, economic drivers and indicators, and information received from State reports and other sources. The
Town receives a variety of other funding sources to finance operations. Refer to the Revenue Schedule by Fund for
detailed changes in revenue from budget year to budget year.
Revenue Summary
2020-2021 Recommended Budget 21 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
General Fund
Local Sales Tax:
Local Sales Tax 17,959,999 20,454,936 18,686,206 18,168,612 17,513,304 -6.3%
Sales Tax Audit Recoveries 1,200 ---- 0.0%
Cable Franchise Fees 656,664 635,494 625,000 625,000 615,000 -1.6%
Total Local Sales Tax 18,617,864 21,090,430 19,311,206 18,793,612 18,128,304 -6.1%
License & Permit Fees:
Business Licenses & Permits 206,927 204,385 206,300 206,300 202,500 -1.8%
Residential Building Permits 1,463,401 1,626,779 1,345,000 1,360,000 1,005,000 -25.3%
Commercial Building Permits 683,494 247,688 232,818 353,734 217,500 -6.6%
Sign Permits 29,709 21,658 20,000 22,550 20,000 0.0%
Special Inspection Fees 7,821 11,653 8,000 8,650 8,500 6.3%
Grading Permit Fees 162,012 168,781 90,000 126,445 75,000 -16.7%
Road Permits --25,000 32,872 - -100.0%
Floodplain Use Permits --2,000 4,500 4,000 100.0%
Fire Permits & Fees 81,211 75,675 55,000 69,159 60,000 9.1%
Total License & Permit Fees 2,634,574 2,356,618 1,984,118 2,184,210 1,592,500 -19.7%
Federal Grants:
CNA 19,928 ---- 0.0%
DEA Overtime Reimbursement 36,697 31,806 36,000 36,000 36,000 0.0%
Miscellaneous Federal Grants 4,475 16,444 6,750 26,750 1,028,200 15132.6%
HIDTA 110,667 17,702 --- 0.0%
HIDTA-DEA 104,643 95,659 100,000 100,000 101,316 1.3%
GOHS 38,313 35,917 259,450 67,407 192,000 -26.0%
Homeland Security 54,486 166,153 129,000 129,000 129,000 0.0%
Joint Terrorism Task Force 17,887 21,913 18,343 18,343 18,300 -0.2%
Total Federal Grants 387,097 385,593 549,543 377,500 1,504,816 173.8%
State Grants:
Misc State Grants 139,391 75,022 75,000 75,000 75,000 0.0%
Total State Grants 139,391 75,022 75,000 75,000 75,000 0.0%
State/County Shared:
State Income 5,422,693 5,370,779 5,870,065 5,870,065 6,593,212 12.3%
State Sales 4,210,168 4,469,774 4,660,650 4,460,242 4,618,121 -0.9%
Vehicle License Tax 1,944,973 2,039,397 2,000,000 1,740,000 1,983,105 -0.8%
Total State/County Shared 11,577,834 11,879,951 12,530,715 12,070,307 13,194,438 5.3%
Other Intergovernmental:
School Resource Officers 186,022 81,139 180,000 90,000 180,000 0.0%
RTA Reimbursements 1,339,272 1,223,125 1,385,000 1,385,000 1,380,000 -0.4%
PCLD Reimbursements 13,395 25,684 20,000 20,000 20,000 0.0%
Animal Control Revenues 97,666 103,191 90,000 90,000 92,000 2.2%
Total Other Intergovernmental 1,636,354 1,433,139 1,675,000 1,585,000 1,672,000 -0.2%
Charges for Services:
Court Costs 146,042 151,909 130,000 131,000 135,000 3.8%
Public Defender Fees 6,557 2,445 2,400 3,000 2,400 0.0%
Zoning & Subdivision Fees 137,224 172,569 145,000 145,000 140,000 -3.4%
User Fees - Swimming Pool 615,111 627,842 681,000 353,001 430,000 -36.9%
User Fees - Fields & Courts 97,704 118,453 119,800 96,165 115,000 -4.0%
User Fees - Miscellaneous 161,001 165,419 161,800 115,615 151,800 -6.2%
Copy Services 3,231 2,650 2,100 2,600 2,250 7.1%
Town Hall Usage Fees 420 40 --- 0.0%
General Government Other 2,715 2,685 2,500 2,618 2,500 0.0%
Police Report Copying 6,592 7,470 6,400 6,400 6,500 1.6%
Police Other 9,754 17,487 8,000 6,500 8,000 0.0%
Engineer Plan Review Fees 78,356 80,965 55,000 60,000 50,000 -9.1%
Grading Review Fees 1,300 1,078 --- 0.0%
FY 2020
2020-2021 Recommended Budget 22 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
Fare Box 119,536 138,125 140,000 140,000 121,500 -13.2%
Administrative Services 513,000 701,256 732,050 732,050 732,050 0.0%
Financial Services 185,076 195,480 197,075 197,075 197,075 0.0%
Real Property Rental Income 87,067 87,233 87,414 87,414 87,500 0.1%
Maps 3,120 3,110 -20 250 0.0%
Impound Processing -28,920 15,000 14,000 15,000 0.0%
Pawn Slips 600 600 600 600 600 0.0%
Police Fingerprinting 14,640 16,420 14,000 16,100 4,500 -67.9%
Concession Sales 25,942 23,727 30,000 10,371 15,000 -50.0%
Public Record Request Fees 2,270 2,599 2,500 2,400 2,500 0.0%
Parks Cancellation Fees 439 978 -36 250 0.0%
Court Security Fee --20,000 20,000 20,000 0.0%
Total Charges for Services 2,217,697 2,549,459 2,552,639 2,141,965 2,239,675 -12.3%
Fines:
Fines 131,393 135,771 120,000 120,000 125,000 4.2%
Total Fines 131,393 135,771 120,000 120,000 125,000 4.2%
Interest Income:
Interest - Investments (27,573) 648,233 150,000 555,980 150,000 0.0%
Total Interest Income (27,573) 648,233 150,000 555,980 150,000 0.0%
Miscellaneous:
Miscellaneous 22,823 18,632 4,000 4,000 5,000 25.0%
Special Events 17,865 24,704 14,000 1,300 5,000 -64.3%
Insurance Recoveries 46,156 --34,000 - 0.0%
In-Lieu Income 325,056 296,160 270,000 243,000 245,000 -9.3%
Sale of Assets 5,703 30,624 -13,500 7,500 0.0%
Total Miscellaneous 417,603 370,119 288,000 295,800 262,500 -8.9%
TOTAL GENERAL FUND 37,732,233 40,924,335 39,236,221 38,199,374 38,944,233 -0.7%
Highway Fund
License & Permit Fees:
Road Permits 40,971 26,773 -50 25,000 0.0%
Floodplain Use Permits 4,145 4,440 --- 0.0%
Total License & Permit Fees 45,116 31,213 -50 25,000 0.0%
State Grants:
PAG Reimbursements 16,645 ---- 0.0%
RTA Reimbursements 129,563 127,008 180,000 180,000 210,000 16.7%
Total State Grants 146,208 127,008 180,000 180,000 210,000 16.7%
State/County Shared:
Highway User 3,333,250 3,563,828 3,604,407 3,513,856 3,458,929 -4.0%
Total State/County Shared 3,333,250 3,563,828 3,604,407 3,513,856 3,458,929 -4.0%
Interest Income:
Interest - Investments 31,054 122,107 -3,168 5,000 0.0%
Total Interest Income 31,054 122,107 -3,168 5,000 0.0%
Miscellaneous:
Miscellaneous 10,275 1,137 1,500 4,177 2,000 33.3%
Insurance Recoveries 3,310 5,978 -59,650 - 0.0%
Total Miscellaneous 13,585 7,115 1,500 63,827 2,000 33.3%
TOTAL HIGHWAY FUND 3,569,213 3,851,269 3,785,907 3,760,901 3,700,929 -2.2%
2020-2021 Recommended Budget 23 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
Bed Tax Fund
Local Sales Tax:
Local Sales Tax 1,372,344 - - - - 0.0%
Total Local Sales Tax 1,372,344 - - - - 0.0%
Interest Income:
Interest - Investments (86) - - - - 0.0%
Total Interest Income (86) - - - - 0.0%
Miscellaneous:
Miscellaneous - - - - - 0.0%
Total Miscellaneous - - - - - 0.0%
TOTAL BED TAX FUND 1,372,257 - - - - 0.0%
Seizures & Forfeitures Funds
Interest Income:
Interest - Investments 4,428 9,101 - 6,100 2,000 0.0%
Total Interest Income 4,428 9,101 - 6,100 2,000 0.0%
Miscellaneous:
Forfeitures 361,106 81,615 325,000 33,000 325,000 0.0%
Total Miscellaneous 361,106 81,615 325,000 33,000 325,000 0.0%
TOTAL SEIZURES & FORFEITURES FUNDS 365,534 90,716 325,000 39,100 327,000 0.6%
Impound Fee Fund
Charges for Services:
Impound Fees 36,750 - - - - 0.0%
Total Charges for Services 36,750 - - - - 0.0%
TOTAL IMPOUND FEE FUND 36,750 - - - - 0.0%
Community Center Fund
Local Sales Tax:
Local Sales Tax 2,330,941 2,469,464 2,478,552 2,300,962 2,492,960 0.6%
Total Local Sales Tax 2,330,941 2,469,464 2,478,552 2,300,962 2,492,960 0.6%
Charges for Services:
User Fees - Daily Drop-In 33,194 30,305 35,000 26,279 30,000 -14.3%
User Fees - Member Dues 723,789 704,244 757,000 513,783 707,000 -6.6%
User Fees - Recreation Programs 160,410 199,443 170,000 77,536 160,000 -5.9%
User Fees - Swimming Pools 16,498 19,969 16,000 3,713 8,000 -50.0%
Rental Income 61,583 80,657 87,782 71,290 70,002 -20.3%
Concession Sales 260 174 - 135 100 0.0%
Management Contract Revenues 3,386,855 3,232,076 3,204,271 3,041,472 3,204,271 0.0%
Total Charges for Services 4,382,588 4,266,868 4,270,053 3,734,208 4,179,373 -2.1%
Interest Income:
Interest - Investments - 16,179 - 12,390 1,000 0.0%
Total Interest Income - 16,179 - 12,390 1,000 0.0%
Miscellaneous:
Miscellaneous 404 - - - 125,000 0.0%
Special Events - (125) - - - 0.0%
Sale of Assets - - - - - 0.0%
Insurance Recoveries 560 - - - - 0.0%
Total Miscellaneous 963 (125) - - 125,000 0.0%
TOTAL COMMUNITY CENTER FUND 6,714,492 6,752,386 6,748,605 6,047,560 6,798,333 0.7%
2020-2021 Recommended Budget 24 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
Municipal Debt Service Fund
Interest Income:
Interest 4,296 85,154 5,000 18,639 5,000 0.0%
Total Interest Income 4,296 85,154 5,000 18,639 5,000 0.0%
Federal Grants:
Miscellaneous Grants 45,119 56,013 43,509 43,509 39,245 -9.8%
Total Federal Grants 45,119 56,013 43,509 43,509 39,245 -9.8%
Miscellaneous:
Miscellaneous 100,670 110,639 100,000 104,000 100,000 0.0%
Total Miscellaneous 100,670 110,639 100,000 104,000 100,000 0.0%
TOTAL MUNICIPAL DEBT SERVICE FUND 150,085 251,805 148,509 166,148 144,245 -2.9%
Oracle Road Debt Service Fund
Interest Income:
Special Assessments 26,730 17,959 11,912 9,397 4,038 -66.1%
Penalties 226 1,741 -285 - 0.0%
Total Interest Income 26,955 19,700 11,912 9,682 4,038 -66.1%
Principal Repayments:
Principal Repayments 149,124 156,107 165,000 158,948 170,000 3.0%
Total Principal Repayments 149,124 156,107 165,000 158,948 170,000 3.0%
TOTAL ORACLE RD DEBT SERVICE FUND 176,080 175,807 176,912 168,630 174,038 -1.6%
Townwide Roadway Development Impact Fee Fund
State Grants:
PAG Reimbursements - 250,000 --- 0.0%
Total State Grants -250,000 --- 0.0%
Impact Fees:
Residential Impact Fees 501,480 643,594 330,340 412,495 297,350 -10.0%
Commercial Impact Fees 340,597 42,953 211,090 112,600 16,970 -92.0%
Total Impact Fees 842,077 686,547 541,430 525,095 314,320 -41.9%
Interest Income:
Interest - Investments 26,589 148,136 30,000 29,387 30,000 0.0%
Total Interest Income 26,589 148,136 30,000 29,387 30,000 0.0%
TOTAL ROADWAY IMPACT FEE FUND 868,666 1,084,683 571,430 554,482 344,320 -39.7%
PAG/RTA Fund
State Grants:
PAG Reimbursements 2,402,914 3,238 -- 0.0%
RTA Reimbursements 1,965,976 6,341,111 10,300,000 11,716,553 1,875,000 -81.8%
Total State Grants 4,368,890 6,344,349 10,300,000 11,716,553 1,875,000 -81.8%
Miscellaneous:
Miscellaneous 182,457 1,387 -198,401 - 0.0%
Total Miscellaneous 182,457 1,387 -198,401 - 0.0%
Charges for Services:
Real Property Rental Income 22,969 28,125 28,125 28,125 28,125 0.0%
Total Charges for Services 22,969 28,125 28,125 28,125 28,125 0.0%
TOTAL PAG/RTA FUND 4,574,315 6,373,861 10,328,125 11,943,079 1,903,125 -81.6%
2020-2021 Recommended Budget 25 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
General Government Development Impact Fee Fund
Interest Income:
Interest - Investments 31 44 --- 0.0%
Total Interest Income 31 44 --- 0.0%
TOTAL GEN. GOVT. IMPACT FEE FUND 31 44 -- - 0.0%
Parks & Recreation Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 293,608 253,760 244,816 240,025 309,668 26.5%
Total Impact Fees 293,608 253,760 244,816 240,025 309,668 26.5%
Interest Income:
Interest - Investments 2,893 11,624 -9,480 5,000 0.0%
Total Interest Income 2,893 11,624 -9,480 5,000 0.0%
TOTAL PARKS IMPACT FEE FUND 296,501 265,384 244,816 249,505 314,668 28.5%
Police Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 105,164 91,496 93,000 88,210 85,911 -7.6%
Commercial Impact Fees 38,285 7,960 18,074 16,741 10,000 -44.7%
Total Impact Fees 143,449 99,456 111,074 104,951 95,911 -13.7%
Interest Income:
Interest - Investments 5,251 3,193 -1,600 - 0.0%
Total Interest Income 5,251 3,193 -1,600 - 0.0%
TOTAL POLICE IMPACT FEE FUND 148,700 102,650 111,074 106,551 95,911 -13.7%
Community Center Bond Fund
Other Financing Sources:
Bond Proceeds --3,000,000 -- -100.0%
Total Other Financing Sources --3,000,000 -- -100.0%
TOTAL COMMUNITY CENTER BOND FUND --3,000,000 - - -100.0%
Capital Fund
State Grants:
Misc State Grants --100,000 67,000 -33.0%
Total State Grants --100,000 -67,000 -33.0%
Federal Grants:
Misc Federal Grants -261,090 229,500 -- -100.0%
Total Federal Grants -261,090 229,500 -- -100.0%
Other Financing Sources:
Bond Proceeds -2,035,000 -- 0.0%
Total Other Financing Sources -2,035,000 --- 0.0%
Interest - Investments -88,437 --- 0.0%
Total Interest Income -88,437 --- 0.0%
2020-2021 Recommended Budget 26 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
Miscellaneous:
Vehicle Reserves --536,900 633,010 17.9%
Insurance Recoveries ----- 0.0%
Miscellaneous ----250,000 0.0%
Total Miscellaneous --536,900 -883,010 64.5%
TOTAL CAPITAL FUND -2,384,527 866,400 - 950,010 9.7%
Fleet Fund
Miscellaneous:
Insurance Recoveries 11,488 ---- 0.0%
Vehicle Reserves 374,896 ---- 0.0%
Sale of Assets 70,939 ---- 0.0%
Total Miscellaneous 457,324 ---- 0.0%
Charges for Services:
Fleet Services 860,271 ---- 0.0%
Total Charges for Services 860,271 ---- 0.0%
TOTAL FLEET FUND 1,317,595 --- - 0.0%
Benefit Self Insurance Fund
Interest Income:
Interest - Investments -26,798 --- 0.0%
Total Interest Income -26,798 --- 0.0%
Miscellaneous:
Self Insurance Premiums - Employer 2,782,028 2,801,349 3,120,884 3,058,467 3,220,753 3.2%
Self Insurance Premiums - Employee 616,999 637,196 649,868 669,364 571,509 -12.1%
COBRA Premiums 51,367 26,813 50,000 50,000 50,000 0.0%
Retiree Premiums 21,189 45,988 45,000 45,000 50,000 11.1%
UHC Wellness Program -20,000 20,000 20,000 20,000 0.0%
Miscellaneous 120,716 124,403 129,220 145,321 245,392 89.9%
Total Miscellaneous 3,592,299 3,655,749 4,014,972 3,988,152 4,157,654 3.6%
TOTAL BENEFIT SELF INSURANCE FUND 3,592,299 3,682,547 4,014,972 3,988,152 4,157,654 3.6%
Water Utility Fund
Water Sales:
Residential Water Sales 8,990,121 9,018,737 9,638,800 9,442,004 9,400,000 -2.5%
Commercial Water Sales 860,124 856,941 909,200 890,637 920,000 1.2%
Irrigation Water Sales 1,433,059 1,157,011 1,412,300 1,383,465 1,186,000 -16.0%
Turf Related Water Sales 1,769,304 1,237,413 1,541,200 1,509,733 1,362,000 -11.6%
Construction Water Sales 534,060 312,406 212,500 208,161 210,000 -1.2%
Total Water Sales 13,586,668 12,582,508 13,714,000 13,434,000 13,078,000 -4.6%
Charges for Services:
Engineer Plan Review Fees 9,646 25,384 10,000 7,000 10,000 0.0%
Construction Inspection Fees 52,870 20,289 25,000 56,000 35,000 40.0%
Misc Service Revenue 19,045 29,669 15,000 25,000 20,000 33.3%
Backflow-Install Permit Fee 3,055 2,860 3,300 6,000 5,000 51.5%
Sewer Fees 273,537 339,719 390,000 372,000 375,000 -3.8%
Late Fees 91,054 86,804 88,000 78,000 90,000 2.3%
NSF Fees 3,264 3,706 4,500 2,500 4,500 0.0%
Rain Sensors 23 8 --- 0.0%
Meter Income 108,116 83,990 91,400 94,000 95,000 3.9%
2020-2021 Recommended Budget 27 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
New Service Establish Fees 93,340 99,175 90,000 95,000 90,000 0.0%
Reconnect Fees 34,208 42,039 32,000 30,000 32,000 0.0%
Groundwater Preservation Fee 2,611,075 2,213,303 2,400,500 2,336,000 2,217,000 -7.6%
Other 112,812 115,511 113,000 118,000 113,000 0.0%
Total Charges for Services 3,412,043 3,062,457 3,262,700 3,219,500 3,086,500 -5.4%
Interest Income:
Interest - Investments (36,589) 195,897 63,000 130,000 75,000 19.0%
Total Interest Income (36,589) 195,897 63,000 130,000 75,000 19.0%
Miscellaneous:
Miscellaneous 379 6,248 - 5,000 - 0.0%
Insurance Recoveries 1,520 - - 11,000 - 0.0%
Sale of Assets 855 - - 50 - 0.0%
Total Miscellaneous 2,755 6,248 - 16,050 - 0.0%
Other Financing Sources:
Bond Proceeds - - 2,305,000 1,500,000 2,188,000 -5.1%
NWRRDS Funding - - - - 754,995 0.0%
Total Other Financing Sources - - 2,305,000 1,500,000 2,942,995 27.7%
TOTAL WATER UTILITY FUND 16,964,876 15,847,109 19,344,700 18,299,550 19,182,495 -0.8%
Alternative Water Resources Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 1,268,104 1,037,537 1,213,500 1,194,000 - -100.0%
Commercial Impact Fees 370,071 209,301 62,690 450,000 - -100.0%
Total Impact Fees 1,638,175 1,246,838 1,276,190 1,644,000 - -100.0%
Interest Income:
Interest - Investments 18,584 293,514 40,000 69,271 - -100.0%
Total Interest Income 18,584 293,514 40,000 69,271 - -100.0%
TOTAL AWRDIF FUND 1,656,759 1,540,352 1,316,190 1,713,271 - -100.0%
Potable Water System Development Impact Fee Fund
Impact Fees:
Single Family Connections 631,701 506,770 604,500 540,000 - -100.0%
Multi-Family Connections - 10,075 - 45,000 - 0.0%
Commercial Connections 110,004 35,359 13,096 113,000 - -100.0%
Irrigation Connections 74,340 68,902 18,132 120,000 - -100.0%
Total Impact Fees 816,045 621,106 635,728 818,000 - -100.0%
Interest Income:
Interest - Investments (14,597) 269,046 36,800 63,729 - -100.0%
Total Interest Income (14,597) 269,046 36,800 63,729 - -100.0%
TOTAL PWSDIF FUND 801,448 890,152 672,528 881,729 - -100.0%
Water Resources Development Impact Fee Fund
Impact Fees:
Residential Impact Fees - - - - 2,075,775 0.0%
Non-Residential Impact Fees - - - - 452,336 0.0%
Total Impact Fees - - - - 2,528,111 0.0%
Interest Income:
Interest - Investments - - - - 182,000 0.0%
Total Interest Income - - - - 182,000 0.0%
TOTAL WRSDIF FUND - - - - 2,710,111 0.0%
2020-2021 Recommended Budget 28 of 126
Revenue Schedule by Fund
FY 2018 FY 2019 FY 2021 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2020
Stormwater Utility Fund
State Grants:
Miscellaneous State Grants --2,100,000 -- -100.0%
Total State Grants --2,100,000 -- -100.0%
Charges for Services:
Late Fees 1,488 1,940 1,500 910 1,500 0.0%
Stormwater Utility Fee 1,384,324 1,424,096 1,420,500 1,437,090 1,436,500 1.1%
Total Charges for Services 1,385,811 1,426,036 1,422,000 1,438,000 1,438,000 1.1%
Interest Income:
Interest - Investments 5,916 16,393 1,000 17,852 1,000 0.0%
Total Interest Income 5,916 16,393 1,000 17,852 1,000 0.0%
Miscellaneous:
Miscellaneous 467 210 -10 - 0.0%
Total Miscellaneous 467 210 -10 - 0.0%
TOTAL STORMWATER UTILITY FUND 1,392,195 1,442,639 3,523,000 1,455,862 1,439,000 -59.2%
TOTAL REVENUE - ALL FUNDS 81,730,030$ 85,660,266$ 94,414,389$ 87,573,894$ 81,186,072$ -14.0%
Note: Does not include Interfund Transfers or Carry-Forward Balances
2020-2021 Recommended Budget 29 of 126
Personnel Schedule
FY 2018 FY 2019 FY2021 +/-
Actual Actual Budget Projected Budget to Budget
Clerk
Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.44 1.48 1.48 1.48 1.48 -
Communications Intern 0.25 0.25 0.25 0.25 0.25 -
Total Clerk 4.69 4.73 4.73 4.73 4.73 -
Full-time employees:4
Part-time employees:2
Community and Economic Development (CED)
CED Director -1.00 1.00 1.00 1.00 -
Director, Community Dev. & Public Works 1.00 -----
Division Manager, Permitting 1.00 1.00 1.00 1.00 1.00 -
Division Manager, Planning 1.00 1.00 1.00 1.00 1.00 -
Div Mgr, Inspect. & Comp./Bldg Official 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Principal Planner 2.00 2.00 2.00 2.00 2.00 -
Senior Planner 1.00 1.00 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 1.00 1.00 -
Economic Development Specialist -1.00 1.00 1.00 1.00 -
Senior Planning Technician 1.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 1.00 1.00 -
Plans Examiner II 2.00 2.00 2.00 2.00 2.00 -
Building Inspector II 4.00 4.00 4.00 4.00 4.00 -
Building Inspector I 1.00 1.00 1.00 1.00 1.00 -
Plans Examiner I 1.00 1.00 1.00 1.00 1.00 -
Code Compliance Specialist 1.00 1.00 1.00 1.00 1.00 -
Administrative Coordinator -0.60 0.60 --(0.60)
Zoning Technician 1.00 1.00 1.00 1.00 1.00 -
Building Permit Technician 2.00 2.00 2.00 2.00 2.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 2.00 1.00
Office Specialist 1.08 0.48 0.48 0.48 0.48 -
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 0.50 1.00 1.00 1.00 (1.00)
Intern 0.30 0.30 0.30 0.30 0.30 -
Total CED 26.88 28.38 28.38 27.78 27.78 (0.60)
Full-time employees:28
Part-time employees:1
Council
Mayor 1.00 1.00 1.00 1.00 1.00 -
Council Member 6.00 6.00 6.00 6.00 6.00 -
Total Council 7.00 7.00 7.00 7.00 7.00 -
Full-time employees:-
Part-time employees:7
FY 2020
2020-2021 Recommended Budget 30 of 126
Personnel Schedule
FY 2018 FY 2019 FY2021 +/-
Actual Actual Budget Projected Budget to Budget
FY 2020
Finance
Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 -
Finance and Budget Administrator ---1.00 1.00 1.00
Finance Manager 1.00 1.00 1.00 --(1.00)
Senior Budget Analyst 1.00 1.00 1.00 1.00 1.00 -
Senior Accountant 1.00 1.00 1.00 1.00 1.00 -
Chief Procurement Officer 1.00 1.00 1.00 1.00 1.00 -
Procurement Specialist -1.00 1.00 1.00 1.00 -
Accounting Specialist 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 0.20 (0.80)
Total Finance 7.00 8.00 8.00 8.00 7.20 (0.80)
Full-time employees:7
Part-time employees:-
Human Resources
Human Resources Director 1.00 1.00 1.00 1.00 1.00 -
Human Resources Analyst 2.00 2.00 2.00 2.00 2.00 -
Office Specialist 0.48 ----
Human Resources Assistant -1.00 1.00 1.00 1.00 -
Total Human Resources 3.48 4.00 4.00 4.00 4.00 -
Full-time employees:4
Part-time employees:-
Information Technology
Chief Information Officer 1.00 1.00 1.00 1.00 1.00 -
NetOps Supervisor ---1.00 1.00 1.00
Network Administrator 2.00 2.00 2.00 1.00 1.00 (1.00)
Systems Analyst 1.00 2.00 2.00 2.00 2.00 -
IT Analyst 1.00 1.00 1.00 1.00 1.00 -
Database Analyst 1.00 1.00 1.00 1.00 1.00 -
Senior GIS Administrator 1.00 1.00 1.00 1.00 1.00 -
GIS Analyst 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist ----0.80 0.80
Total Information Technology 8.00 9.00 9.00 9.00 9.80 0.80
Full-time employees:10
Part-time employees:-
Legal
Legal Services Director 1.00 1.00 1.00 1.00 1.00 -
Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 1.00 -
Senior Paralegal 1.00 1.00 1.00 1.00 1.00 -
Paralegal I 1.00 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 1.00 -
Total Legal 6.00 6.00 6.00 6.00 6.00 -
Full-time employees:6
Part-time employees:-
2020-2021 Recommended Budget 31 of 126
Personnel Schedule
FY 2018 FY 2019 FY2021 +/-
Actual Actual Budget Projected Budget to Budget
FY 2020
Magistrate Court
Magistrate Judge1.00 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 1.00 -
Courtroom Clerk 1.00 1.00 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 3.00 3.00 3.00 -
Court Clerk 1.00 1.00 1.48 1.48 1.48 -
Court Security Officer ----1.00 1.00
Bailiff 1.00 1.00 1.00 1.00 -(1.00)
Total Magistrate Court 8.00 8.00 8.48 8.48 8.48 -
Full-time employees:8
Part-time employees:1
Town Manager's Office
Town Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Management Intern 0.38 0.38 0.38 0.38 0.38 -
Strategic Initiatives Manager -1.00 1.00 1.00 1.00 -
Economic Development Manager 1.00 -----
Economic Development Specialist 1.00 -----
Communications Administrator 1.00 1.00 1.00 1.00 1.00 -
New Media Developer 1.00 1.00 1.00 --(1.00)
Digital Content Specialist ---1.00 1.00 1.00
Marketing & Communications Specialist 1.00 1.00 1.00 1.00 1.00 -
Constituent Services Coordinator 1.00 1.00 1.00 1.00 1.00 -
Public Information Officer -1.00 1.00 1.00 1.00 -
Total Town Manager's Office 10.38 10.38 10.38 10.38 10.38 -
Full-time employees:10
Part-time employees:1
Parks and Recreation
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 -
Deputy Parks & Recreation Director -1.00 1.00 1.00 1.00 -
Recreation & Culture Manager 1.00 1.00 1.00 1.00 1.00 -
Recreation Facility Manager 1.00 1.00 1.00 1.00 1.00 -
Multimodal Planner 1.00 1.00 1.00 --(1.00)
Parks Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Crew Leader 1.00 1.00 1.00 --(1.00)
2020-2021 Recommended Budget 32 of 126
Personnel Schedule
FY 2018 FY 2019 FY2021 +/-
Actual Actual Budget Projected Budget to Budget
FY 2020
Parks Maintenance Worker III ---1.00 1.00 1.00
Parks Maintenance Worker II 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Worker I 5.00 5.00 5.00 5.00 5.00 -
Park Monitor 0.96 0.96 0.96 0.96 0.96 -
Facilities Maintenance Technician 2.00 -----
Senior Office Specialist 2.00 2.00 3.00 3.00 3.00 -
Office Specialist 1.00 1.00 -1.00 1.00 1.00
Office Assistant 1.00 1.00 1.00 --(1.00)
Assistant Recreation Manager 2.00 2.00 2.00 3.00 3.00 1.00
Recreation Leader 2.91 2.91 2.91 2.91 2.91 -
Aquatics Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Aquatics Manager 1.00 1.00 1.00 1.00 1.00 -
Lifeguard Supervisor ----2.25 2.25
Aquatics Facility Supervisor 2.25 2.25 2.25 2.25 -(2.25)
Aquatics Shift Leader 3.08 2.54 2.54 2.54 2.54 -
Aquatics Facility Attendant 5.76 4.80 4.80 4.80 4.80 -
Custodian 0.48 0.48 0.48 0.48 0.48 -
Recreation Supervisor ----0.75 0.75
Facility Supervisor ---0.75 --
Facility Attendant 5.00 5.00 5.00 4.25 4.25 (0.75)
Recreation Aide 6.63 6.63 6.63 6.63 6.63 -
Fitness Instructor 1.75 2.00 2.00 2.00 2.00 -
Lifeguard/Swim Instructor 8.96 13.53 13.53 13.53 13.53 -
Total Parks and Recreation 60.78 63.10 63.10 63.10 63.10 -
Full-time employees:23
(not including seasonal employees)Part-time employees:34
Police
Chief of Police 1.00 1.00 1.00 1.00 1.00 -
Deputy Chief of Police 1.00 1.00 1.00 1.00 1.00 -
Commander 2.00 2.00 2.00 2.00 2.00 -
Lieutenant 5.00 5.00 5.00 5.00 5.00 -
Sergeant 12.00 12.00 13.00 13.00 13.00 -
Public Relations Sergeant 1.00 1.00 1.00 1.00 1.00 -
Detective 6.00 7.00 7.00 7.00 7.00 -
Patrol Officer 53.00 51.00 54.00 54.00 55.00 1.00
Traffic Investigator ----1.00 1.00
Motorcycle Officer 6.00 6.00 6.00 6.00 4.00 (2.00)
School Resource Officer 9.00 8.00 9.00 9.00 9.00 -
K-9 Officer 2.00 2.00 2.00 3.00 3.00 1.00
DUI Officer 2.00 3.00 3.00 2.00 2.00 (1.00)
Training Officer 1.00 1.00 1.00 1.00 1.00 -
Reserve Officer 2.88 2.88 2.88 2.88 2.88 -
Systems Analyst 1.00 1.00 1.00 1.00 1.00 -
Police Telecommunications Manager 1.00 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 -
Public Safety Telecommunicator 10.00 10.00 10.00 10.00 10.00 -
2020-2021 Recommended Budget 33 of 126
Personnel Schedule
FY 2018 FY 2019 FY2021 +/-
Actual Actual Budget Projected Budget to Budget
FY 2020
Records Supervisor 1.00 1.00 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 5.00 5.00 -
Crime Scene Technician Supervisor 1.00 1.00 1.00 1.00 1.00 -
Crime Scene Technician 2.00 2.00 2.00 2.00 2.00 -
Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 -
Crime Analyst 1.00 1.00 1.00 1.00 1.00 -
Emergency Mgmt & Safety Coordinator 1.00 1.00 1.00 1.00 1.00 -
Fleet Control Specialist 1.00 -----
Senior Office Specialist 2.00 2.00 2.00 2.00 3.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 -(1.00)
Office Assistant 1.25 1.25 1.25 1.25 1.25 -
Total Police 135.13 133.13 138.13 138.13 138.13 -
Full-time employees:134
Part-time employees:8
Public Works
-1.00 1.00 1.00 1.00 -
-1.00 1.00 1.00 1.00 -
1.00 -----
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
-1.00 1.00 1.00 1.00 -
1.00 -----
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
----1.00 1.00
1.00 1.00 1.00 1.00 -(1.00)
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
3.00 3.00 3.00 3.00 3.00 -
----1.00 1.00
1.00 1.00 1.00 1.00 -(1.00)
1.00 1.00 1.00 1.00 1.00 -
2.00 3.00 3.00 3.00 3.00 -
0.50 -----
1.00 0.40 0.40 1.00 1.00 0.60
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
---1.00 1.00 1.00
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
-1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 1.00 -
2.00 2.00 2.00 2.00 2.00 -
1.00 1.00 1.00 1.00 1.00 -
1.00 3.00 3.00 3.00 3.00 -
1.00 1.00 1.00 --(1.00)
Public Works Director & Town Engineer
Assistant Public Works Director
Asst. Comm. Dev. & Public Works Director
Engineering Division Manager
Operations Division Manager
Senior Civil Engineer
Senior Stormwater Civil Engineer
Stormwater Civil Engineer
Civil Engineer
Stormwater Utility Division Manager
Stormwater Utility Project Manager
Streets and Drainage Operations Supervisor
Stormwater Field Superintendent
Senior Transit Crew Leader
Transit Crew Leader
Civil Engineering Designer
Senior Civil Engineering Tech
Streets & Drainage Op. Superintendent
Streets Maintenance Superintendent
Senior Traffic Technician
Construction Inspector
Construction Clerk
Administrative Coordinator
Stormwater Utility Analyst
Stormwater Inspector Designer
Fleet and Facility Manager
Facilities Maintenance Crew Leader
Fleet Maintenance Mechanic III
Fleet Control Specialist
Traffic Signs/Markings Crew Leader
Traffic Signs/Markings Worker
Streets & Drainage Crew Leader
Traffic Technician
Facilities Maintenance Technician
Heavy Equipment Operator III
2020-2021 Recommended Budget 34 of 126
Personnel Schedule
FY 2018 FY 2019 FY2021 +/-
Actual Actual Budget Projected Budget to Budget
FY 2020
Heavy Equipment Operator II 7.00 7.00 7.00 8.00 8.00 1.00
Heavy Equipment Operator I 1.00 1.00 1.00 --(1.00)
Senior Office Specialist -1.00 1.00 1.00 1.00 -
Office Specialist 1.40 1.00 1.00 1.00 2.00 1.00
Transit Specialist 1.11 1.11 1.11 1.11 1.11 -
Transit Dispatcher 2.11 2.11 2.11 2.11 2.11 -
Office Assistant 1.96 1.96 1.96 1.96 0.96 (1.00)
Transit Driver 19.71 19.71 19.71 19.71 19.71 -
Total Public Works 65.79 70.29 70.29 70.89 70.89 0.60
Full-time employees:48
Part-time employees:61
Water Utility
Water Utility Director 1.00 1.00 1.00 1.00 1.00 -
Engineering & Planning Manager 1.00 1.00 1.00 1.00 1.00 -
Water Utility Administrator 1.00 1.00 1.00 1.00 1.00 -
Water Operations Manager -1.00 1.00 1.00 1.00 -
Water Production Superintendent 1.00 -----
Water Distribution Superintendent 1.00 1.00 1.00 1.00 1.00 -
Water Engineer Project Manager 1.00 1.00 ----
Water Production & Meter Ops. Superint.-1.00 1.00 1.00 1.00 -
Senior Engineering Associate --2.00 2.00 2.00 -
Meter Operations Supervisor 1.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 ----
Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 4.00 3.00 3.00 3.00 3.00 -
Construction Inspector 2.00 2.00 2.00 2.00 2.00 -
Water Control Systems Supervisor ---1.00 1.00 1.00
Electric and Control Technician 1.00 1.00 1.00 --(1.00)
Instrumentation & Control Technican ----1.00 1.00
Civil Engineer Tech 1.00 1.00 1.00 1.00 1.00 -
Water Utility Operator III 7.00 8.00 8.00 8.00 8.00 -
Water Utility Operator II 4.00 4.00 4.00 4.00 4.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Water Utility Analyst ---1.00 1.00 1.00
Customer Service Supervisor 1.00 1.00 1.00 --(1.00)
Water Utility Operator I 5.00 4.00 4.00 4.00 4.00 -
Customer Service Specialist 4.00 4.00 4.00 4.00 4.00 -
Customer Service Representative 0.48 0.48 0.48 0.48 0.48 -
Total Water Utility 39.48 39.48 39.48 39.48 40.48 1.00
Full-time employees:40
Part-time employees:1
Total Personnel 382.61 391.49 396.97 396.97 397.97 1.00
322
114
Full-time employees:
Part-time employees:
2020-2021 Recommended Budget 35 of 126
Clerk
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
OVERVIEW
The Clerk's Office is the centralized information distribution point for our citizens, Town Council and staff.
Responsibilities include preserving the legislative history of the Town, maintaining public records of the Town
and conducting fair and impartial elections. The Clerk's Office provides staff support to Town Council; public
records and information; business licensing; records management; elections; voter registration; and notary
services. Functions of the Clerk's Office are performed in accordance with Arizona Revised Statutes, Oro Valley
Town Code and the administrative policies and objectives of the Town.
2019-2020 MAJOR ACCOMPLISHMENTS
•Implemented a solution to broaden electronic access to Town contracts through existing software
•Added 633 documents consisting of 53,983 pages to the Town’s electronic document database
•Implemented a new recording solution for public meetings resulting in budget savings and an increased
user experience
•Implemented AgendaQuick for use among all town boards and commissions resulting in a more uniform
and efficient agenda management process
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Enable greater transparency and more efficient community access to Town information and performance
COUNCIL FOCUS AREA OBJECTIVE(S)
Effective & Efficient
Government
Explore and implement a new business licensing software system that would
provide a more streamlined and efficient user experience
2020-2021 Recommended Budget 36 of 126
Clerk
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Town Clerk 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Office Assistant 1.48 1.48 1.48 1.48 -
Communications Intern 0.25 0.25 0.25 0.25 -
Total FTEs 4.73 4.73 4.73 4.73 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 311,544$ 337,936$ 337,936$ 340,424$ 0.7%
Operations & Maintenance 73,838 28,400 23,140 88,100 210.2%
Capital Outlay 2,980 - - - 0.0%
Total Expenditures 388,362$ 366,336$ 361,076$ 428,524$ 17.0%
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Actual Budget Projected Budget to Budget
Business Licenses & Permits 204,385$ 206,300$ 206,300$ 206,300$ 0.0%
Public Record Request Fees 2,599 2,500 2,400 2,500 0.0%
Total Revenues 206,984$ 208,800$ 208,700$ 208,800$ 0.0%
Revenue Sources
2020-2021 Recommended Budget 37 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community & Economic Development(CED)
OVERVIEW
The Community and Economic Development (CED) Department supports and welcomes new and expanded
business and residential development in the Town of Oro Valley. The department provides excellent
customer service in coordinating all facets of economic development, planning, permitting, inspection and
compliance of both horizontal and vertical construction within the community we serve. Our team is
dedicated to ensuring that development proceeds in a safe and efficient manner to meet today’s business
needs. The department encourages the use of best practices in both community and economic
development including innovative design that supports a sustainable economy, diverse employment
opportunities, expanded education and cultural experiences for local residents.
2019-2020 MAJOR ACCOMPLISHMENTS
ADMINISTRATION
• Adopted, expanded and achieved new CED performance metrics
• Updated cross training of staff and succession planning
• Completed CED work plans aligned with the SLP and CEDS
• Successfully implemented CED Continuity of Operations
• Achieved new levels of efficiency across all CED team.
PERMITTING
• Continued trend of increasing number of digital submittals from applicants, now receiving all
submittals digitally and issuing out all permits and inspection cards digitally
• Relocated front counter staff into a more secure and updated front lobby area with enhancements
for both customers and staff
• As of the end of April ‘20, issued a total of 1,916 permits, including 231 single family residential
permits, 38 grading permits, 45 commercial building permits, 156 photovoltaic permits, and 137
pool permits
COMMUNITY AND ECONOMIC DEVELOPMENT
Department Director
ADMINISTRATION PERMITTING PLANNING INSPECTION AND
COMPLIANCE
ECONOMIC
DEVELOPMENT
2020-2021 Recommended Budget 38 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community & Economic Development(CED)
• Collected over $1.9 million in plan review and permit fees representing more than $156 million in
work valuation for new private construction
• Issued commercial building permits for projects such as the UA Center for Innovation, Ventana’s
Central Utility Plant and new Building 4, Leman Academy Expansion, Dutch Bros, Dunn Edwards,
Pusch Ridge Christian Academy Expansion, Ironwood Dermatology, Street Tacos and Beer Co, Avant
Dermatology and Sonoran ENT
• Issued grading permits for new residential subdivisions such as DR Horton’s Residences at Miller
Ranch, Meritage’s Saguaros Viejos East and Fairfield’s Rancho Vistoso Parcel 10A
PLANNING
• Facilitated seven in-person neighborhood meetings, two General Plan Amendment case
informational videos, two General Plan Amendment interactive web based ZOOM meetings, and
four General Plan Amendment focus area ZOOM meetings anticipated this summer
• Processed 99 applications of various types, including 16 pre-applications
• Presented cases (including code amendments) before the Planning and Zoning Commission, Town
Council and Board of Adjustment
• Completed Planning review comments within time standards for all development applications
• Represented the Town at various state and regional meetings (PAG, ASLA, APA)
• Conducted various board and commission trainings, including site tours for cases
• Organized and ran a successful Community Academy (over 38 participants)
• Vigilantly implemented saguaro preservation best practices during construction of three
subdivisions with exceptionally dense and tall specimens
• Completed Zoning Code update to enable monument signs in public rights of way upon approval
by Town Council
• Completed zoning code update drafts for the following Strategic Leadership Plan items:
improvements to the Economic Expansion Zone & Commercial Code/Tech Park & Odor mitigation
standards (all three jointly presented to the Planning & Zoning Commission twice and Town Council
on three occasions), and Noise standard amendments (presented to the Planning & Zoning
Commission in June)
• Completed staff research elements of the Environmentally Sensitive Lands Ordinance update
project. Consultants were interviewed to weigh in on key technical components and provide an
objective evaluation. Contract process was put on indefinite hold due to COVID-19 related budget
concerns
• Comprehensively evaluated Your Voice, Our Future General Plan Action Item implementation and
updated the Planning Work plan accordingly.
• Increased community understanding of development objectives and growth via media articles and
website improvements
• Led purchase and implementation effort to improve Town website search engine for Town and
Zoning codes
• Design and implementation of user friendly improvements to OVprojects.com
2020-2021 Recommended Budget 39 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community & Economic Development(CED)
INSPECTION & COMPLIANCE
• Successfully implemented the 2018 Building Codes, and has provided relevant training to
inspection staff, in an effort to maintain professionalism and consistency
• Performed just over 28,000 inspections at approximately 11,000 locations. Some high profile
projects include Leman Academy (Phase 2), multiple tenant improvement projects for Ventana
Medical, the Oro Valley Hospital Pharmacy reconstruction, Miles Label Company (industrial project),
Charred Pie Restaurant in Oro Valley Marketplace, Street Tacos in Rooney Ranch, and Dutch Bro’s.
at El Corridor
• With an assist from I.T. staff, we have provided an opportunity for customers to utilize Skype as an
option when scheduling inspections
• Staff has also responded to an estimated 91 complaints and has opened 423 code-compliance
related violations
ECONOMIC DEVELOPMENT
• Changes implemented in response to COVID 19 shifted the emphasis of business outreach from
retention and expansion to recovery. Prior to this change, 53 businesses had been visited and Mayor
Winfield joined Town staff and the Oro Valley Chamber for 20 of the visits. When it is deemed safe
to resume in-person visits, council members will be also be joining staff for business visits if they
are able.
• Created and frequently updated a new Business Resources site during the COVID 19 emergency.
• During COVID 19 emergency--Implemented a plan with assistance from multiple Town department
staff to contact all store front business owners in Oro Valley via phone or email. Sharing information
about available resources on the Town’s website; seeking information about layoffs, temporary
closures, and shortened hours of operation; confirming contact information and a show of goodwill
were goals of this plan. Town staff has personally delivered regular updates to more than four
hundred businesses in Oro Valley.
• Council unanimously adopted the 2019-2024 Comprehensive Economic Development Strategic
(CEDS) Plan. Staff has implemented more than a dozen of its goals and objectives.
• Regularly added net new primary employer business projects into the active business expansion
and attraction pipeline which currently has more than 60 potential projects.
• Several primary employer prospects announced new locations in Oro Valley, including the UA
Center of Innovation at Oro Valley, Miles Labeling Company, Avant Dermatology/MOHS Surgical
Center, and the UA Veterinarian College. Expansions included Roche Tissue Diagnostics campus in
Oro Valley.
• Town West Realty began working with the Town last summer and is submitting a new blended use
for the former Oro Valley Marketplace. Project now known as the Oro Valley Village Center.
• Expanded the Economic Development page on the Town’s new website to include a “Site Selectors”
section.
• Created and completed multiple MOU’s with other public and private organizations to help launch
the Oro Valley Innovations Labs Project at Innovation Park. A multi-year agreement was reached
with the University of Arizona to run the incubator under the name of the UA Center of Innovation
at Oro Valley. Construction will be completed in the summer of 2020.
2020-2021 Recommended Budget 40 of 126
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Community & Economic Development(CED)
• The Town provided direct assistance to the U of A in support of the new Veterinarian College. Staff
met with the American Veterinary Medical Association Council and Education Board and UA’s
project steering committee to provide added support
• Provided on location detailed community briefings to dozens of commercial and industrial real
estate brokers, home builders, contractors, project consultants and several related trade
associations, such as the Southern, Arizona Hone Builders Association, the Metropolitan Planning
Alliance and several Chambers of Commerce and economic development organizations
• CED hosted a booth Oro Valley at the BIOSA/BIO5 Student Industry Networking Event to support
new talent attraction programs
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Ensure quality development with integrated architecture and natural open space while maintaining
and enhancing the character of the community
COUNCIL
FOCUS AREA OBJECTIVE(S)
Land Use
• Review and evaluate effectiveness of the Environmentally Sensitive Land Ordinance
(ESLO) against goals in which it was originally established, identify any unintended
consequences, and recommend changes to the Planning and Zoning Commission
and Town Council
• Review and recommend to Planning and Zoning Commission and Town Council
updates of Town Codes in the following key areas: signs in public right-of-way;
residential design standards; noise and odor abatement; and the Economic
Expansion Zone (EEZ)
2020-2021 Recommended Budget 41 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community & Economic Development(CED)
STRATEGIC LEADERSHIP PLAN GOAL
Improve Town responsiveness to commercial investments that better correlate to the speed of
business
COUNCIL FOCUS AREA OBJECTIVE(S)
Economic Vitality
• Complete transition to electronic plan submittal and review
• Benchmark similar planning and permitting processes and
procedures in highly successful local governments, prioritize
improvements and implement improvement plan
STRATEGIC LEADERSHIP PLAN GOAL
Implement strategies to improve opportunities to attract, grow and retain primary employers
and expand local job opportunities
COUNCIL FOCUS AREA OBJECTIVE(S)
Economic
Vitality
• Develop and present a business incentive program to Town Council
• Analyze and develop strategies to expand available properties for primary
employment
• Support local and regional collaborative initiatives that help attract and grow
start-up businesses in key target sectors within Oro Valley, including an
incubator/accelerator at Innovation Park
• Identify ways in which Town can support collaborative efforts between
educational institutions, business, government and non-profits to continue
improving student knowledge, skills and abilities in preparation for workforce
entry
2020-2021 Recommended Budget 42 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community & Economic Development(CED)
STRATEGIC LEADERSHIP PLAN GOAL
Implement strategies to attract retail and restaurant investment and expansion in primary
commercial centers within the community
COUNCIL
FOCUS
AREA
OBJECTIVE(S)
Economic
Vitality
• Conduct an external retail market assessment by a qualified firm to provide targeted
data designed to assist the town in attracting and retaining retail
• Partner with Greater Oro Valley Chamber of Commerce to convene annual business
summit focused on increasing town and community’s understanding of challenges
and opportunities associated with a thriving retail and restaurant market
• Develop and begin implementation of a robust economic development marketing
strategy that provides targeted and expected information for business and retail
prospects
2020-2021 Recommended Budget 43 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community & Economic Development(CED)
FY 2019 FY 2021
Actual Budget Projected Budget
28.38 28.38 27.78 27.78
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Administration 236,632$ 314,113$ 251,426$ 277,641$ -11.6%
Permitting 953,861 1,068,982 1,007,605 999,664 -6.5%
Planning 547,273 603,906 524,635 561,517 -7.0%
Inspection and Compliance 818,514 864,113 849,269 840,638 -2.7%
Economic Development 95,363 188,307 177,849 100,201 -46.8%
2,651,643$ 3,039,421$ 2,810,784$ 2,779,661$ -8.5%
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Residential Building Permits 1,626,779$ 1,345,000$ 1,360,000$ 1,005,000$ -25.3%
Commercial Building Permits 247,688 232,818 353,734 217,500 -6.6%
Special Inspection Fees 11,653 8,000 8,650 8,500 6.3%
Zoning and Subdivision Fees 172,569 145,000 145,000 140,000 -3.4%
Sign Permits 21,658 20,000 22,550 20,000 0.0%
Grading Permit Fees 168,781 90,000 126,445 75,000 -16.7%
Engineer Plan Review Fees 80,965 55,000 60,000 50,000 -9.1%
Fire Permits and Fees 75,675 55,000 69,159 60,000 9.1%
Grading Review Fees 1,078 - - - 0.0%
2,406,846$ 1,950,818$ 2,145,538$ 1,576,000$ -19.2%
Revenue Sources
FY 2020
Total FTEs
FY 2020
Expenditures by Division
FY 2020
2020-2021 Recommended Budget 44 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
CED – Administration
OVERVIEW
The primary function of the Community and Economic Development Director is to ensure harmonious
growth as well as the health, safety, and welfare of the public in the built environment. The director, with
support of the division managers and administrators, provides leadership, direction and support to the
department's staff. Responsibilities include: establishing departmental policy; leadership direction and
support of the department's staff; preparation and management of the department's operating and capital
budget; code interpretation and enforcement; revisions to the Town Code; Council support; Town
Manager's Executive Leadership Team; customer service including effective public outreach and
communication; and resolution of personnel and legal issues.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
CED Director 1.00 1.00 1.00 1.00 -
Senior Office Specialist - - 1.00 1.00 1.00
Administrative Coordinator 0.60 0.60 - - (0.60)
Total FTEs 1.60 1.60 2.00 2.00 0.40
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 215,707$ $217,263 226,513$ 247,741$ 14.0%
Operations & Maintenance 20,925 96,850 24,913 29,900 -69.1%
Total Expenditures 236,632$ 314,113$ 251,426$ 277,641$ -11.6%
2020-2021 Recommended Budget 45 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
CED – Permitting
OVERVIEW
The Permitting division coordinates all facets of plan review for permitting and development by assessing
compliance with the codes and ordinances adopted by the Town. Plan review and coordination of projects
include conceptual and final site plans, improvement plans, grading, building, walls, pools, spas, signs,
equipment and miscellaneous projects for both residential and commercial development.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Division Mgr, Permitting 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 1.00 -
Plans Examiner II 2.00 2.00 2.00 2.00 -
Plans Examiner I 1.00 1.00 1.00 1.00 -
Senior Planning Technician 1.00 1.00 1.00 1.00 -
Building Permit Tech 2.00 2.00 2.00 2.00 -
Office Specialist 0.48 0.48 0.48 0.48 -
Office Assistant 1.00 1.00 - - (1.00)
Total FTEs 10.48 10.48 9.48 9.48 (1.00)
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 921,063$ $967,597 926,497$ 901,349$ -6.8%
Operations & Maintenance 32,798 101,385 81,108 98,315 -3.0%
Total Expenditures 953,861$ 1,068,982$ 1,007,605$ 999,664$ -6.5%
2020-2021 Recommended Budget 46 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
CED – Planning
OVERVIEW
The Planning division administers the General Plan and Zoning Code for the harmonious growth of the
town. The division is responsible for providing planning and zoning services to the community, Town
Council, Planning and Zoning Commission, Board of Adjustment, and project teams. The division's current
work plan focuses on updates to the sign code, zoning code, general plan and associated guidelines and
standards.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Division Mgr, Planning 1.00 1.00 1.00 1.00 -
Principal Planner 2.00 2.00 2.00 2.00 -
Senior Planner 1.00 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Intern 0.30 0.30 0.30 0.30 -
Total FTEs 6.30 6.30 6.30 6.30 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 512,063$ $549,196 472,660$ 531,607$ -3.2%
Operations & Maintenance 35,210 54,710 51,975 29,910 -45.3%
Total Expenditures 547,273$ 603,906$ 524,635$ 561,517$ -7.0%
2020-2021 Recommended Budget 47 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
CED – Inspection & Compliance
OVERVIEW
The Inspection and Compliance division is responsible for inspecting all new and altered, commercial and
residential, vertical and horizontal construction within the town to assess their compliance with the codes
and ordinances adopted by the Town. The division is also responsible for the monitoring and enforcement
of the zoning, building and Town codes and ordinances, including all construction, plant salvage, landscape,
signage, and development performance standards.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Division Mgr, Insp. & Comp.1.00 1.00 1.00 1.00 -
Building Inspector II 4.00 4.00 4.00 4.00 -
Building Inspector I 1.00 1.00 1.00 1.00 -
Code Compliance Specialist 1.00 1.00 1.00 1.00 -
Zoning Technician 1.00 1.00 1.00 1.00 -
Senior Office Assistant 1.00 1.00 1.00 1.00 -
Total FTEs 9.00 9.00 9.00 9.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 805,572$ $850,558 838,425$ 830,764$ -2.3%
Operations & Maintenance 12,942 13,555 10,844 9,874 -27.2%
Total Expenditures 818,514$ 864,113$ 849,269$ 840,638$ -2.7%
2020-2021 Recommended Budget 48 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
CED – Economic Development
OVERVIEW
Beginning FY 2019, Economic Development was a new General Fund division within the Community and
Economic Development Department. These costs were previously budgeted in the Bed Tax Fund. Economic
Development is responsible for business recruitment, retention and expansion.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Economic Dev. Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 1.00 1.00 1.00 1.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 80,041 $83,729 83,729 79,380 -5.2%
Operations & Maintenance 15,322 104,578 94,120 20,821 -80.1%
Total Expenditures 95,363 188,307 177,849 100,201$ -46.8%
2020-2021 Recommended Budget 49 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Council
OVERVIEW
Town Council consists of seven officials elected by residents of the town. The Mayor is directly elected by
the citizens while the Vice Mayor is selected by the Council annually. Councilmembers serve four-year
overlapping terms in the manner prescribed by state law. The Mayor and Councilmembers of Oro Valley are
committed to high quality municipal services and responsible development. Through the Town Manager,
the Town Council provides policy direction by adopting rules, regulations, and procedures to meet
community needs. The Mayor and Councilmembers remain accountable and accessible to the residents
through their commitment to full, honest, and timely communication and exchange promoting responsive,
accountable governance.
2019-2020 MAJOR ACCOMPLISHMENTS
• Issued a Mayoral Declaration of Emergency and amendments to help ensure the community was
protected from the COVID19 pandemic.
• Implemented remote Town Council meetings that still allowed for the conduct of municipal
business and effective public participation while affected by the Governor’s stay at home order.
• Adopted a balanced budget for FY 19/20 totaling just over $111 million, reflecting the community’s
values and priorities.
• Approved a plan to continue operating the Town’s 36 holes of golf with predictable investments,
implement course improvements on a pay-as-you-go basis, and lease the Pusch Ridge 9-hole
course to HSL.
• Approved the placement of a permanent base adjustment ballot initiative on the August 2020
primary election ballot.
• Adopted the Town’s first Comprehensive Economic Development Strategy to guide the attraction
of future businesses and the expansion/retention of existing businesses.
• Selected Commander Kara Riley as the Town’s next Chief of Police following a national search.
2020-2021 GOALS
• Economic Vitality
Implement strategies to improve opportunities to attract, grow and retain primary
employers and expand local job opportunities
Implement strategies to attract retail and restaurant investment and expansion in primary
commercial centers within the community
Develop a comprehensive annexation blueprint to guide the Town’s strategic growth and
economic expansion
Improve Town responsiveness to commercial investments that better correlate to the speed
of business
Identify opportunities to increase sustainable tourism investment in the community
• Culture and Recreation
Invest in and maintain a high quality parks, recreation and trail system that is accessible,
comprehensive, connected and serves the community’s needs
• Public Safety
Support strategies that result in a safe community with low crime, safe neighborhoods and
positive relationships between law enforcement and community members
2020-2021 Recommended Budget 50 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Council
2020-2021 GOALS (continued)
• Roads, Water and Town Assets
Support investments and strategies that maintain and enhance a quality, integrated and
connected transportation network for the community
Provide a high quality, safe and reliable water supply that meets the long-term needs of
the community while considering the natural environment
• Land Use
Ensure quality development with integrated architecture and natural open space while
maintaining and enhancing the character of the community
• Effective and Efficient Government
Strengthen community engagement and citizen outreach
Enable greater transparency and more efficient community access to Town information and
performance
Identify internal efficiency opportunities for continuous improvement to effect a high
performing organization and culture
Recruit and retain talented employees to effectively carry out the Town’s mission
• Town Finances
Ensure the Town’s financial future remains stable
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Mayor 1.00 1.00 1.00 1.00 -
Councilmember 6.00 6.00 6.00 6.00 -
Total FTEs 7.00 7.00 7.00 7.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 78,956$ $78,801 78,801$ 78,819$ 0.0%
Operations & Maintenance 111,331 127,200 127,200 118,200 -7.1%
Total Expenditures 190,287$ 206,001$ 206,001$ 197,019$ -4.4%
2020-2021 Recommended Budget 51 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Finance
OVERVIEW
Finance is responsible for Town financial activities, including accounting, payroll and accounts payable
processing, budget development, coordination and analysis, financial statement preparation, audit
coordination, debt management, managerial reporting, sales tax compliance, and participation in a variety of
other administrative and special projects. Finance also coordinates the development of the Town’s Capital
Improvement Program and provides procurement administration for the Town.
2019-2020 MAJOR ACCOMPLISHMENTS
• Increased resident understanding of the Town’s financial structure, including revenue sources,
operational costs and programs, facilities and capital investments through the following:
o Received the Distinguished Budget Presentation award from the Government Finance
Officers Association (GFOA) for the 12th consecutive year
o Received the Certificate of Achievement for Financial Reporting Excellence from GFOA for the
27th consecutive year
o Received the Popular Annual Financial Reporting award from GFOA for the 9th consecutive
year
o Received the Achievement of Excellence in Procurement award from the National
Procurement Institute for the 13th consecutive year
o Received an unmodified “clean” audit opinion for the Town’s annual financial statements
o Presented monthly financial updates to Town Council and Budget & Finance Commission
• Due to conservative budgeting practices, prudent fiscal management and strong fund balance
reserves, it is projected that the Town will be able to absorb the financial impact from COVID-19 for
FY 19/20, and will end the fiscal year on budget in the General Fund
• Secured Council approval of a resolution to propose a permanent base adjustment to voters in the
fall of 2020
• 100% of internal customers rated Procurement quality as excellent or good
• 96% of internal customers rated Procurement timeliness as excellent or good
• Continued to align the Town’s capital investments with Council’s Strategic Leadership Plan and
financial policies
• Continued to align the Town’s annual budget and associated work plans with conservatively
forecasted revenues
2020-2021 Recommended Budget 52 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Finance
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Ensure the Town’s financial future remains stable
COUNCIL FOCUS AREA OBJECTIVE(S)
Town Finances
• Explore opportunities to broaden revenue diversity to improve the Town’s
long-term financial stability
• Adopt and implement a long-term strategy to adequately fund the Town’s
Public Safety Pension Retirement System (PSPRS) liability
STRATEGIC LEADERSHIP PLAN GOAL
Enable greater transparency and more efficient community access to Town information and
performance
COUNCIL FOCUS AREA OBJECTIVE(S)
Effective and Efficient
Government
Leverage technology to broaden electronic access to information and data
on Town’s finances and contracts
2020-2021 Recommended Budget 53 of 126
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Finance
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Chief Financial Officer 1.00 1.00 1.00 1.00 -
Finance & Budget Administrator - - 1.00 1.00
Chief Procurement Officer 1.00 1.00 1.00 1.00 -
Procurement Specialist 1.00 1.00 1.00 1.00 -
Finance Manager 1.00 1.00 - - -
Senior Budget Analyst 1.00 1.00 1.00 1.00 -
Senior Accountant 1.00 1.00 1.00 1.00 -
Accounting Specialist 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 0.20 (0.80)
Total FTEs 8.00 8.00 8.00 7.20 (0.80)
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 803,605$ 862,220$ 696,855$ 763,288$ -11.5%
Operations & Maintenance 72,950 74,600 200,726 69,600 -6.7%
Total Expenditures 876,555$ 936,820$ 897,581$ 832,888$ -11.1%
2020-2021 Recommended Budget 54 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Human Resources
OVERVIEW
Human Resources provides services and support in the following areas: policy and procedure
administration and compliance, compensation and benefits, training and education, employee and labor
relations, and performance management.
2019-2020 MAJOR ACCOMPLISHMENTS
•Drafted and implemented new HR policies and procedures to accommodate new working
conditions due to COVID-19 virus and the federal and state laws enacted as a result of the
pandemic.
•Transitioned from paper, in person, new hire onboarding process to collecting electronic forms and
signatures prior to the employee’s start date; enhanced onboarding experience by streamlining the
time for new employees to gain access to Town systems with time savings for staff and new
employees.
•Implemented an improved new employee orientation/onboarding program by introducing an
Employee Navigator to serve as a personal mentor for the first 90 days. A Navigator’s Guide and
Supervisor’s Guide to New Employee Orientation/Onboarding were developed to enhance the
overall orientation/onboarding experience for all with the goal of reducing turnover and increasing
employee engagement.
•Facilitated the Town’s first all on-line, passive open enrollment for employee benefits, whereby
employee participation was required only in the event of plan changes.
•Completed Open Enrollment: Phase II by transitioning from manual enrollment and address
updates with medical, dental, and vision files to a monthly electronic-data interchange file with our
vendor, saving significant time and enhanced security.
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Recruit and retain talented employees to effectively carry out the Town’s mission
COUNCIL
FOCUS AREA OBJECTIVE(S)
Effective &
Efficient
Government
•Benchmark workforce policies and practices and recommend and implement
sustainable changes to the Town’s Personnel Policies and internal procedures as
appropriate
•Develop a robust on-going training program that supports delivery of quality
services, strengthens employee engagement and builds leadership skills
•Update and implement an effective employee onboarding program that builds
employee knowledge of and connection with Town practices and supports a
positive organizational culture
2020-2021 Recommended Budget 55 of 126
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Human Resources
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Human Resource Director 1.00 1.00 1.00 1.00 -
Human Resource Analyst 2.00 2.00 2.00 2.00 -
Human Resource Assistant 1.00 1.00 1.00 1.00 -
Total FTEs 4.00 4.00 4.00 4.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 345,443$ 379,175$ 348,508$ 388,974$ 2.6%
Operations & Maintenance 84,528 83,873 155,777 68,373 -18.5%
Total Expenditures 429,971$ 463,048$ 504,285$ 457,347$ -1.2%
2020-2021 Recommended Budget 56 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Information Technology
OVERVIEW
Information Technology (IT) identifies, implements and supports technology needs throughout all Town
departments to support their business needs. Responsibilities include: management and security of the
Town's computer networks; Geographic Information System (GIS) maps; desktop and network technology
acquisition; application development and support; database management; website support; and
management of all Town voice and data systems.
2019-2020 ACCOMPLISHMENTS
• Implemented solutions to accommodate new working conditions due to COVID-19. These included:
expanded Working From Home (WFH) capabilities, support of interactive online public meetings,
digital signatures, Multifactor Authentication (MFA), and technology to support remote building
inspections.
• Implemented electronic employee expense module.
• Cybersecurity – Implemented mandatory new hire cybersecurity training. Continue to provide
updated cybersecurity training courses twice per year. Continue ongoing phishing testing campaign
with remedial training.
• Continued expansion of Town asset management software into the Water Utility and Facilities.
• Implemented high availability access to the Internet.
• Leveraged GIS tools to create an interactive map-based reference for Town projects.
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
• Replacement of Permits, Code Enforcement, and Business License software.
• Upgrade the Town’s backup solution to accommodate modern technologies.
• Upgrade office suite software to maintain functionality and keep with current standards.
• GIS enterprise software upgrade to maintain functionality and keep with current standards.
• ERP enterprise upgrade to maintain functionality and keep with current standards.
STRATEGIC LEADERSHIP PLAN GOAL
Implement strategies to improve opportunities to attract, grow and retain primary employers and
expand local job opportunities
COUNCIL FOCUS AREA OBJECTIVE(S)
Economic Vitality Explore feasibility of a Town-owned fiber optic network to minimize reliance
on third party carriers and increase technology capabilities at Town facilities
2020-2021 Recommended Budget 57 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Information Technology
STRATEGIC LEADERSHIP PLAN GOAL
Enable greater transparency and more efficient community access to town information and
performance
COUNCIL FOCUS AREA OBJECTIVE(S)
Effective & Efficient
Government
Leverage technology to broaden electronic access to information and data
on Town finances and contracts
2020-2021 Recommended Budget 58 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Legal
OVERVIEW
The Legal Services Department is managed by the Legal Services Director. A contract attorney is hired by
the Mayor and Council to act as their chief legal advisor. The Legal Services Department is committed to
providing the highest quality representation possible to meet the present and future needs of the Town in
an efficient and effective manner.
2019-2020 MAJOR ACCOMPLISHMENTS
• Received the Administrative Professional Lifetime Achievement Award
• Provided statewide training to police officers and prosecutors
• Responded to legal claims against the Town
• Reviewed policies, contracts and ordinances
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Support strategies that result in a safe community with low crime, safe neighborhoods and
positive relationships between law enforcement and community members
COUNCIL FOCUS AREA OBJECTIVE(S)
Public Safety Provide the highest quality representation in order to meet the present and
future needs of the Town in an efficient and effective manner
2020-2021 Recommended Budget 59 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Legal
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Legal Services Director 1.00 1.00 1.00 1.00 -
Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 -
Senior Paralegal 1.00 1.00 1.00 1.00 -
Paralegal I 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 -
Total FTEs 6.00 6.00 6.00 6.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 698,873$ 733,322$ 733,322$ 721,071$ -1.7%
Operations & Maintenance 109,765 140,735 133,698 149,521 6.2%
Total Expenditures 808,638$ 874,057$ 867,020$ 870,592$ -0.4%
2020-2021 Recommended Budget 60 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Magistrate Court
OVERVIEW
The Oro Valley Magistrate Court is charged with the processing and adjudication by trial, hearing or
otherwise, of all cases filed in the Court. This includes misdemeanor criminal and traffic cases, civil traffic
cases and Town Code violations. The Court is also responsible for the collection of; fines, surcharges,
restitution and other fees, issuing domestic violence orders of protection and injunctions against
harassment, taking applications for and issuing marriage licenses, and performing weddings. Services
rendered by the Court are governed by rules set by the Arizona Supreme Court, statutes and/or ordinances
enacted by the Arizona Legislature and/or the Oro Valley Town Council.
2019-2020 ACCOMPLISHMENTS
• Planned, (including attending multiple trainings and conferences) set ground work and launched
the Diversion Court.
• Initiated the purchase of “video conferencing equipment” to create a direct connection to a jail
courtroom for hearings with in-custody defendants, eliminating the need for weekly transports of
prisoners.
• Held “safety trainings” for the staff including “Active Shooter (beyond that provided by the PD),
Stop the Bleed and NARCAN trainings.
• Started an “In House” training program to ensure consistency with our court customers.
• Successfully cross-trained our senior court clerk to manage daily/month deposits, remittances,
and reporting.
• Revised some of our payment plan policies to assist our court customers in reestablishing
payment plans and getting their driver licenses reinstated.
• Engaged in Community Outreach with a presentation in Saddlebrook.
• Transitioned from the previous form of court security, i.e. a “bailiff in a police uniform” to a “Court
Security Officer”, including all the training and certification involved in that process
2019-2020 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Support strategies that result in a safe community with low crime, safe neighborhoods and
positive relationships between law enforcement and community members
COUNCIL FOCUS AREA OBJECTIVE(S)
Public Safety
Explore the feasibility of establishing a “Drug Court” within the Town’s
Municipal Court to provide opportunities for individuals convicted of certain
crimes to address substance abuse issues
2020-2021 Recommended Budget 61 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Magistrate Court
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Magistrate Judge 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 -
Courtroom Clerk 1.00 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 3.00 3.00 -
Court Clerk 1.00 1.48 1.48 1.48 -
Court Security Officer - - - 1.00 1.00
Bailiff 1.00 1.00 1.00 - (1.00)
Total FTEs 8.00 8.48 8.48 8.48 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 722,082$ 788,291$ 776,899$ 724,216$ -8.1%
Operations & Maintenance 122,381 135,270 146,662 140,610 3.9%
Total Expenditures 844,463$ 923,561$ 923,561$ 864,826$ -6.4%
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Actual Budget Projected Budget to Budget
Court Costs 151,909$ 130,000$ 131,000$ 135,000$ 3.8%
Court Security Fee - 20,000 20,000 20,000 0.0%
Public Defender Fees 2,445 2,400 3,000 2,400 0.0%
Fines 135,771 120,000 120,000 120,000 0.0%
Total Revenues 290,125$ 272,400$ 274,000$ 277,400$ 1.8%
Revenue Sources
2020-2021 Recommended Budget 62 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Town Manager’s Office
OVERVIEW
The Town Manager is responsible for the proper management and administration of the Town and serves
as the Chief Administrative Officer of the government under the direction of the Town Council. The Town
Manager is further responsible for tourism promotion, intergovernmental programs, communications, and
for coordination of the administrative functions of the various departments, divisions, boards, and services
of the Town government. The Town of Oro Valley is made up of the following departments and/or offices:
Town Manager; Town Clerk; Finance; Human Resources; Information Technology; Legal Services; Police;
Water Utility; Community and Economic Development; Public Works; Parks and Recreation; and Magistrate
Court.
2019-2020 MAJOR ACCOMPLISHMENTS
• Effectively managed the COVID19 crisis and related fiscal year-end financial impacts, resulting in
minimal impacts to critical community services and positive positioning of the Town for FY20/21.
• Increased employee participation in the OV Peak Performance process improvement initiative
resulting in a cost savings of more than $55k for the fiscal year from 29 implemented process
improvements.
• Earned a significant bond upgrade from Standard and Poor’s from AA- rating to AAA, the second
highest available to local governments.
• Trained all Senior Management Team members in the Peak Leadership initiative, a process and
data-driven approach to managing and operating Town business.
• Implemented a robust 2020 Census outreach program, resulting in the Town of Oro Valley boasting
the highest citizen response rate in the State of Arizona.
• Researched and recommended to the Town Council a ballot initiative to adjust the Town’s state-
imposed permanent base in order to more effectively manage future Town finances, which the
elected body agreed to place on the August 2020 ballot for consideration by Oro Valley voters.
• Increased the number of videos utilized for resident communication, resulting in a significant
increase in engagement in the Town’s social media and website.
• Developed and launched a new Town website that is more user-friendly and includes a public
engagement tool called “Discuss,” which enables more resident input on important topics.
Town Manager
ADMINISTRATION COMMUNICATIONS
2020-2021 Recommended Budget 63 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Town Manager’s Office
2020-2021 GOALS AND OBJECTIVES
STRATEGIC LEADERSHIP PLAN GOAL
• Strengthen community engagement and citizen outreach
• Enable greater transparency and more efficient community access to town information and performance
• Identify internal efficiency opportunities for continuous improvement to effect a high performing organization
and culture
COUNCIL
FOCUS AREA OBJECTIVE(S)
Effective and
Efficient
Government
• Effectively maximize the use of communication tools such as social media, the town
website and other marketing avenues to keep residents informed of Town services,
programs and events
• Develop and implement a strategy to enhance Council interaction with residents
• Design and begin implementation of a multi-faced strategy to more effectively seek citizen
input, especially underrepresented segments of the community
• Expand employees training and use of process improvement tools through the Town’s
internal OV Peak Performance initiative
FY 2019 FY 2021
Actual Budget Projected Budget
10.38 10.38 10.38 10.38
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Administration 642,854$ 688,045$ 679,001$ 675,138$ -1.9%
Communications 574,414 626,100 586,222 611,896 -2.3%
1,217,268$ 1,314,145$ 1,265,223$ 1,287,034$ -2.1%
Total FTEs
FY 2020
Expenditures by Program
FY 2020
2020-2021 Recommended Budget 64 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Town Manager’s Office – Administration
OVERVIEW
The Town Manager’s office is responsible for the fiscal health of the Town government, and for direction
and coordination of the administrative functions of the various departments, divisions, boards, and services
of the Town Government. The Town Manager’s office provides staff support to the Town Council, handles
media relations, promotes the Town’s legislative agenda through intergovernmental programs, promotes
tourism, and seeks opportunities for partnerships and financial assistance at the county, state and federal
levels through grants, legislation and federal appropriation requests. The Town Manager’s office also
maintains citizen and community relations, as well as Oro Valley representation on regional boards and
quasi-governmental councils to keep the Town's needs and interests considered in regional decision–
making.
Staff also provide administrative support to the Town leadership through the Constituent Services
Coordinator where concerns, complaints, inquiries, and referrals are addressed with excellent customer
service and a common sense approach. The Constituent Services Coordinator facilitates public education
efforts, coordinates departmental responses, and ensures that constituent voices and perspectives are
consistently captured and transmitted to Town leadership. Constituent issues are tracked to monitor
changing community needs and desires, allowing the Town leadership to adjust policies and budget options
in order to better serve town residents.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Town Manager 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 1.00 -
Strategic Initiatives Manager 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Senior Office Specialist 0.50 0.50 0.50 0.50 -
Management Intern 0.38 0.38 0.38 0.38 -
Total FTEs 4.88 4.88 4.88 4.88 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 591,121$ 623,525$ 623,525$ 628,868$ 0.9%
Operations & Maintenance 51,733 64,520 55,476 46,270 -28.3%
Total Expenditures 642,854$ 688,045$ 679,001$ 675,138$ -1.9%
2020-2021 Recommended Budget 65 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Town Manager’s Office – Communications
OVERVIEW
The Communications Administrator manages and facilitates all media relations on behalf of the Town (with
the exception of the Police Department, which has a designated public information officer). The
Communications Division is responsible for internal and external communications and publications, the
Town’s website and employee intranet, oversight of the Town’s social media accounts, graphic design and
photography. Additionally, the Communications Division, in partnership with Economic Development,
manages and facilitates the Town’s marketing and advertising efforts. The division also plans, develops and
produces publications and services designed to facilitate communication between Town leadership and
residents in order to keep residents informed about Town services, activities and programs.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Communications Administrator 1.00 1.00 1.00 1.00 -
New Media Developer 1.00 1.00 - - (1.00)
Constituent Services Coordinator 1.00 1.00 1.00 1.00 -
Marketing & Comm. Specialist 1.00 1.00 1.00 1.00 -
Public Information Officer 1.00 1.00 1.00 1.00 -
Digital Content Specialist - - 1.00 1.00 1.00
Senior Office Specialist 0.50 0.50 0.50 0.50 -
Total FTEs 5.50 5.50 5.50 5.50 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 469,705$ 501,562$ 489,479$ 489,611$ -2.4%
Operations & Maintenance 104,709 124,538 96,743 120,085 -3.6%
Capital - - - 2,200 0.0%
Total Expenditures 574,414$ 626,100$ 586,222$ 611,896$ -2.3%
2020-2021 Recommended Budget 66 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation
OVERVIEW
The Parks and Recreation Department is comprised of the following divisions: Administration, Parks
Management, Recreation and Culture, Aquatics, and Community Center. The department is further
responsible for providing staff support to the Parks and Recreation Advisory Board and the Historic
Preservation Commission.
2019-2020 MAJOR ACCOMPLISHMENTS
ADMINISTRATION
• Developed an RFP for a Needs Assessment and Master Plan. Selected PRO’s Consulting and began
work in December. Needs Assessment final report presented to Council in May. Phase II (Master
Plan) will take place in FY20/21
• Secured a SHPO Grant for an Adaptive Reuse Study at Steam Pump Ranch
• Implemented new recreation management software system (CivicRec) after developing competitive
Request for Proposal
PARKS MANAGEMENT
• Installed a new restroom at James D. Kriegh Park
• Developed an RFP for a new playground at Naranja Park. Secured Norris Design as design team
and the first phase of infrastructure started in February. We anticipate the project to be completed
in the fall 2020.
• Implemented an Eatable Orchard at Steam Pump Ranch as part of the Planting Plan
• Upgraded first phase of irrigation pump system at Riverfront Park
RECREATION & CULTURE
• Expanded October community event programming that resulted in over 10,000 participants
throughout the month.
• Implemented a very successful Friday night concert series
• Implemented senior programming to include day trips
• Completed Proctor-Leiber House backyard improvement project
PARKS AND RECREATION
Department Director
ADMINISTRATION PARKS
MANAGEMENT
RECREATION &
CULTURE AQUATICS COMMUNITY
CENTER
2020-2021 Recommended Budget 67 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation
AQUATICS
•Continued to support and attract special events that are linked to economic impact
•Upgraded restroom/locker room flooring
•Painted interior and exterior walls of building and fencing
•Implemented new facility rental fee schedule to align all groups and teams paying the same rate
COMMUNITY CENTER
•Installed two, post-tension concrete slab Pickleball Courts
•Implemented new Pickleball leagues
•Implemented a Member Engagement series
•Implemented a weekly member newsletter
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Invest in and maintain a high quality parks, recreation and trail system that is accessible,
comprehensive, connected and serves the community’s needs
COUNCIL FOCUS AREA OBJECTIVE(S)
Culture and
Recreation
•Conduct a comprehensive, community-wide needs assessment for parks
and recreation amenities and programs
•Implement the Town Council’s decision regarding the Town’s golf course
property and Community Center
•Install a new playground and related amenities (e.g. shade structure,
parking lot and lighting) at Naranja Park
•Explore opportunities to partner with the Amphitheater Unified School
District to utilize school amenities within the Town limits and expand the
intergovernmental agreement as appropriate
•Using the needs assessment information, develop a comprehensive,
Town-wide Parks and Recreation Master Plan with input from the
community, including individual plans for the Community Center, James
D. Kriegh Park, Riverfront Park and Naranja Park
•Review the Steam Pump Master Plan and Needs Assessment and
reprioritize capital investments and programming opportunities
consistent with community and Town Council input
2020-2021 Recommended Budget 68 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation
FY 2019 FY 2021
Actual Budget Projected Budget
63.10 63.10 63.10 63.10
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
General Fund 3,380,695$ 3,808,366$ 3,561,826$ 3,478,517$ -8.7%
Community Center Fund 1,085,273 1,161,194 1,071,575 1,803,250 55.3%
4,465,968$ 4,969,560$ 4,633,401$ 5,281,767$ 6.3%
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
General Fund 938,974$ 992,600$ 567,052$ 714,050$ -28.1%
Community Center Fund 6,752,511 6,748,605 6,060,271 6,673,333 -1.1%
7,691,485$ 7,741,205$ 6,627,323$ 7,387,383$ -4.6%
Revenues by Fund
FY 2020
Total FTEs
FY 2020
Expenditures by Fund
FY 2020
STRATEGIC LEADERSHIP PLAN GOAL
Ensure the Town’s financial future remains stable
COUNCIL FOCUS AREA OBJECTIVE(S)
Town Finances Explore opportunities to broaden revenue diversity to improve the Town’s
long-term financial stability
2020-2021 Recommended Budget 69 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation – General Fund
FY 2019 FY 2021
Actual Budget Projected Budget
41.55 41.55 41.55 41.55
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Administration 502,000$ 662,528$ 631,515$ 466,519$ -29.6%
Parks Management 1,108,938 1,267,083 1,153,957 1,394,179 10.0%
Recreation and Culture 407,879 465,377 423,400 543,350 16.8%
Aquatics 1,361,878 1,413,378 1,352,954 1,074,469 -24.0%
3,380,695$ 3,808,366$ 3,561,826$ 3,478,517$ -8.7%
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Aquatics User Fees 627,842$ 681,000$ 353,001$ 430,000$ -36.9%
Concession Sales 23,717 30,000 10,371 15,000 -50.0%
Fields & Courts User Fees 118,454 119,800 85,465 115,000 -4.0%
Miscellaneous User Fees 168,961 161,800 118,215 154,050 -4.8%
State Grants - - - - 0.0%
938,974$ 992,600$ 567,052$ 714,050$ -28.1%
FY 2020
Total FTEs
FY 2020
Expenditures by Division
FY 2020
Revenue Sources
2020-2021 Recommended Budget 70 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation – General Fund
Administration
OVERVIEW
The Parks and Recreation Administration Division is responsible for program registrations, processing fees
and making deposits, coordinating facility reservations, grant writing and management for the department,
responding to all phone, walk-in and email inquiries, and clerical and organizational support to the entire
department. Additionally, this division provides administrative support to the Parks and Recreation Advisory
Board.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Parks & Recreation Director 1.00 1.00 1.00 1.00 -
Deputy Parks & Rec. Director 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Multimodal Planner 1.00 1.00 - - (1.00)
Office Specialist - - 1.00 1.00 1.00
Office Assistant 1.00 1.00 - - (1.00)
Total FTEs 5.00 5.00 4.00 4.00 (1.00)
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 429,081$ 462,395$ 462,395$ 358,246$ -22.5%
Operations & Maintenance 72,919 200,133 169,120 108,273 -45.9%
Total Expenditures 502,000$ 662,528$ 631,515$ 466,519$ -29.6%
2020-2021 Recommended Budget 71 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation – General Fund
Parks Management
OVERVIEW
The Parks Maintenance Division is responsible for janitorial services, turf management, landscape
maintenance and property upkeep for all parks, natural trails, and bicycle/pedestrian oasis facilities. Parks
Maintenance is also responsible for the landscape maintenance at the Town Hall campus.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Parks Maint Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 -
Parks Maintenance Crew Leader 1.00 1.00 - - (1.00)
Parks Maintenance Worker III - - 1.00 1.00 1.00
Parks Maintenance Worker II 1.00 1.00 1.00 1.00 -
Parks Maintenance Worker I 5.00 5.00 5.00 5.00 -
Park Monitor 0.96 0.96 0.96 0.96 -
Total FTEs 9.96 9.96 9.96 9.96 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 537,776 566,133$ 528,107$ 565,429$ -0.1%
Operations & Maintenance 480,666 600,850 540,765 614,750 2.3%
Capital Outlay 90,496 100,100 85,085 214,000 113.8%
Total Expenditures 1,108,938$ 1,267,083$ 1,153,957$ 1,394,179$ 10.0%
2020-2021 Recommended Budget 72 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation – General Fund
Recreation & Culture
OVERVIEW
The Recreation and Culture Division is a consolidation of the previous Recreation and Cultural Resources
Divisions. The Recreation and Culture Division is responsible for providing recreational programs, activities,
classes, hikes, and special events for all ages, as well as ball field management and contracts. It is also
responsible for management of all town historic and cultural properties, such as Steam Pump Ranch.
Additionally, this division is responsible for implementation and follow-through of master plans for town
historic sites and cultural resources.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Recreation & Culture Manager 1.00 1.00 1.00 1.00 -
Assistant Recreation Manager 1.00 1.00 2.00 2.00 1.00
Recreation Leader 1.95 1.95 1.95 1.95 -
Recreation Aide 1.75 1.75 1.75 1.75 -
Total FTEs 5.70 5.70 6.70 6.70 1.00
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 250,824 297,607$ 297,607$ 385,930$ 29.7%
Operations & Maintenance 151,051 159,770 120,793 157,420 -1.5%
Capital 6,004 8,000 5,000 - -100.0%
Total Expenditures 407,879$ 465,377$ 423,400$ 543,350$ 16.8%
2020-2021 Recommended Budget 73 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Parks and Recreation – General Fund
Aquatics
OVERVIEW
The Aquatics Division is responsible for the safe operation, maintenance and management of the Oro Valley
Aquatic Center. This facility includes an Olympic-sized swimming pool, a 25-yard pool, a splash pad for
children and other family-friendly amenities. The facility serves as one of Southern Arizona's premier,
competition-level facilities.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Aquatics Manager 1.00 1.00 1.00 1.00 -
Assistant Aquatics Manager 1.00 1.00 1.00 1.00 -
Senior Office Specialist - 1.00 1.00 1.00 -
Facility Supervisor 2.25 2.25 2.25 2.25 -
Shift Leader 0.96 0.96 0.96 0.96 -
Facility Attendant 4.80 4.80 4.80 4.80 -
Lifeguard/Swim Instructor 9.88 9.88 9.88 9.88 -
Total FTEs 20.89 20.89 20.89 20.89 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 717,432$ 805,138$ 805,138$ 764,269$ -5.1%
Operations & Maintenance 611,711 604,240 543,816 303,200 -49.8%
Capital Outlay 32,734 4,000 4,000 7,000 75.0%
Total Expenditures 1,361,878$ 1,413,378$ 1,352,954$ 1,074,469$ -24.0%
2020-2021 Recommended Budget 74 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Community Center Fund
OVERVIEW
This fund is used to manage the operations of the Town’s Community Center, golf, food & beverage and tennis
facilities. Revenues include a dedicated 0.5% sales tax, as well as revenues from golf, tennis, food and beverage,
fitness and recreation activities. Expenditures include personnel, operating and capital improvement costs for the
facilities. Golf, as well as food and beverage, are managed by an outside contractor.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Recreation Facility Manager 1.00 1.00 1.00 1.00 -
Assistant Recreation Manager 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Custodian 0.48 0.48 0.48 0.48 -
Facility Supervisor - - 0.75 0.75 0.75
Facility Attendant 5.00 5.00 4.25 4.25 (0.75)
Aquatics Shift Leader 1.58 1.58 1.58 1.58 -
Lifeguard 3.65 3.65 3.65 3.65 -
Recreation Leader 0.96 0.96 0.96 0.96 -
Recreation Aide 4.88 4.88 4.88 4.88 -
Fitness Instructor 2.00 2.00 2.00 2.00 -
Total FTEs 21.55 21.55 21.55 21.55 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 698,672$ 850,734$ 773,964$ 762,713$ -10.3%
Operations & Maintenance 4,930,474 5,225,153 4,988,230 5,147,230 -1.5%
Capital Outlay 125,987 106,500 106,500 824,500 674.2%
Total Expenditures 5,755,133$ 6,182,387$ 5,868,694$ 6,734,443$ 8.9%
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Actual Budget Projected Budget to Budget
Local Sales Taxes 2,469,464$ 2,478,552$ 2,313,673$ 2,492,960$ 0.6%
Charges for Services 4,266,869 4,270,053 3,734,208 4,179,373 -2.1%
Miscellaneous 16,179 - 12,390 1,000 0.0%
Total Revenues 6,752,511$ 6,748,605$ 6,060,271$ 6,673,333$ -1.1%
Revenue Sources
2020-2021 Recommended Budget 75 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police
OVERVIEW
The Oro Valley Police Department (OVPD) is committed to providing public safety services to ensure a safe
environment. This is accomplished through collaborative partnerships between our organization, our
citizens, business owners/managers, schools, community organizations, media, and other government
partners. OVPD members seek the highest amount of professional development with one S.E.R.V.I.C.E.
vision in mind:
Seek Excellence Remain Vigilant Involve Community Enforcement
ADMINISTRATION
Chief of Police
Deputy Chief of Police
TECHNICAL
SERVICES
PROPERTY/ID
INFORMATION
TECHNOLOGY
RECORDS
SUPPORT SERVICES
ADMINISTRATION COMMUNICATIONS
SCHOOL
RESOURCE
OFFICER
CRIMINAL
INVESTIGATIONS
TASK FORCE
COMMUNITY
RESOURCES
FIELD SERVICES
ADMINISTRATION
SPECIAL
OPERATIONS
PROFESSIONAL
DEVELOPMENT &
TRAINING
PROFESSIONAL
STANDARDS
SUPPORT SERVICES FIELD SERVICES
PATROL MOTOR/TRAFFIC
COMMUNITY
ACTION TEAM
K-9 UNIT
DUI
REGIONAL SWAT
2020-2021 Recommended Budget 76 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police
2019-2020 MAJOR ACCOMPLISHMENTS
•Conducted department wide training of sworn personnel in Interdiction for the Protection of
Children (IPC) to assist officers in identify and assisting a child who may be missing, exploited or at
risk of being exploited.
•Conducted department wide training of sworn personnel in Officer Wellness and Suicide prevention
to address national trends.
•Provided 15 active shooter response trainings and threat vulnerability risk assessments to non-
profits, business, schools and other community groups.
•Established a fully functional back up Emergency Communications Center (ECC) at OVPD for
Marana to utilize while their ECC was being worked on. Marana co-operated out of OVPD’s ECC
for 2 months.
•Collaborated with partner agencies to create the Southern Arizona Law Enforcement Explorer
Academy (SALEEA).
•Continued to support back to school and ‘Shop with a Cop’ programs.
•Continued hosting Coffee with a Cop program at multiple Oro Valley restaurants.
•Implemented a 911 education program, taught by Oro Valley Public Safety Telecommunicators, for
local elementary schools.
•Citizen Volunteer Assistants Program (CVAP) members contributed 8,564 volunteer hours during
the first three quarters.
•Explorers contributed approximately 500 volunteer hours during the first three quarters.
•Received funding of $107,000 from the Governor’s Office of Highway Safety for overtime and
equipment to support DUI enforcement, hazardous moving violation enforcement and participation
during Southern Arizona DUI Task Force Operations.
•Awarded funding of $226,900 from Operation Stonegarden for equipment, overtime and mileage
to combat illegal contraband / human smuggling and apprehend terrorists entering the country.
•OVPD officers participated in all eight Southern Arizona DUI Task Force deployments.
•OVPD Public Safety Telecommunicators exceeded national quality assurance expectations, with a
yearly average score of 98.21%.
2020-2021 Recommended Budget 77 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Support strategies that result in a safe community with low crime, safe neighborhoods and positive
relationships between law enforcement and community members
COUNCIL
FOCUS
AREA
OBJECTIVE(S)
Public
Safety
• Continue Regional Approach to Active Shooter Preparedness.
• Deploy High Visibility Enforcement (HiVE) in high collision areas to address the
increasing volume of traffic and associated issues in and around Oro Valley roadways.
• Analyze Police call, response and service trends/data and develop a responsible short
and long-term plan to ensure the community continues to receive high quality public
safety services.
• Implement driver’s training to address contemporary operator issues.
• Develop and implement the “Return Me Home Safe” concept to assist with the safe
return of the population subject to additional hazards associated with Alzheimer’s
and dementia.
• Improve Department preparedness by updating stored and issued personal
protective equipment (PPE).
2020-2021 Recommended Budget 78 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police
FY 2019 FY 2021
Actual Budget Projected Budget
133.13 138.13 138.13 138.13
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Administration 1,373,839$ 1,452,336$ 1,452,336$ 1,295,732$ -10.8%
Support Services 6,221,072 6,568,381 6,261,651 6,440,374 -1.9%
Field Services 8,177,873 9,137,667 8,889,628 8,930,751 -2.3%
Professional Dev. & Training 189,152 180,189 183,029 327,252 81.6%
Professional Standards 167,362 192,888 292,888 187,027 -3.0%
16,129,298$ 17,531,461$ 17,079,532$ 17,181,136$ -2.0%
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Federal Grants 385,594$ 549,543$ 377,500$ 503,500$ -8.4%
Intergovernmental 81,138 180,000 90,000 180,000 0.0%
State Grants 75,022 75,000 75,000 75,000 0.0%
Seizures & Forfeitures 263,643 82,846 54,213 95,789 15.6%
Fingerprinting 16,420 14,000 16,100 4,500 -67.9%
Report Copying 7,470 6,400 6,400 6,500 1.6%
Impound Processing 28,920 15,000 14,000 15,000 0.0%
Other - 26,210 - - -100.0%
858,207$ 948,999$ 633,213$ 880,289$ -7.2%
FY 2020
Total FTEs
FY 2020
Expenditures by Division
FY 2020
Revenue Sources
2020-2021 Recommended Budget 79 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police - Administration
OVERVIEW
The Oro Valley Police Department (OVPD) is a true community policing organization and understands
community policing is a "way of life" for an organization. In Oro Valley, community policing is considered a
core value that underlies all programs and initiatives. The Police Department Administration embodies this
philosophy and guides all staff towards embracing this philosophy throughout the entire organization.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Police Chief 1.00 1.00 1.00 1.00 -
Deputy Police Chief 1.00 1.00 1.00 1.00 -
Lieutenant 1.00 1.00 1.00 1.00 -
Public Info. Officer - Sergeant 1.00 1.00 1.00 1.00 -
Administrative Services Manager 1.00 1.00 1.00 1.00 -
Total FTEs 5.00 5.00 5.00 5.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 895,166$ 896,916$ 896,916$ 889,423$ -0.8%
Operations & Maintenance 478,673 555,420 555,420 406,309 -26.8%
Capital Outlay - - - - 0.0%
Total Expenditures 1,373,839$ 1,452,336$ 1,452,336$ 1,295,732$ -10.8%
2020-2021 Recommended Budget 80 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police – Support Services
OVERVIEW
The Support Services Division (SSD) provides the necessary support and enhancement to the Field Services
Division and Administration. SSD personnel are specially trained in law enforcement functions specific to
the organization and community, which enhance our ability to provide service. SSD must consistently
evaluate the service efforts of the department and make changes based upon these efforts. This is
accomplished through technology, expertise, resource allocation, intelligence gathering and education.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Commander 1.00 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 2.00 -
Sergeant 3.00 3.00 3.00 3.00 -
School Resource Officer 8.00 9.00 9.00 9.00 -
Detective 7.00 7.00 7.00 7.00 -
Officer 6.00 6.00 6.00 6.00 -
Officer/Special Events Coord.1.00 1.00 1.00 1.00 -
Telecommunications Manager 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor 2.00 2.00 2.00 2.00 -
Telecommunicator 10.00 10.00 10.00 10.00 -
Records Supervisor 1.00 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 5.00 -
Office Assistant 1.25 1.25 1.25 1.25 -
Systems Analyst 1.00 1.00 1.00 1.00 -
Crime Scene Tech Supervisor 1.00 1.00 1.00 1.00 -
Crime Scene Technician 2.00 2.00 2.00 2.00 -
Emerg. Mgmt. & Safety Coord.1.00 - - - -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Reserve Officer 0.96 0.96 0.96 0.96 -
Total FTEs 55.21 55.21 55.21 55.21 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 5,927,505$ 6,021,856$ 5,931,856$ 6,039,651$ 0.3%
Operations & Maintenance 215,151 255,075 255,075 208,223 -18.4%
Capital Outlay 78,416 291,450 74,720 192,500 -34.0%
Total Expenditures 6,221,072$ 6,568,381$ 6,261,651$ 6,440,374$ -1.9%
2020-2021 Recommended Budget 81 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police – Field Services
OVERVIEW
The Field Services Division (FSD) is the largest division of the Police Department and is comprised of officers
and supervisors who provide the "front line" service to the community. FSD must continually monitor crime
trends, deployment methods, beat structure, business and neighborhood issues and response times to
ensure that the department is providing the most efficient and effective services.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Commander 1.00 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 2.00 -
Sergeant 8.00 9.00 9.00 8.00 (1.00)
Lead Officer 9.00 9.00 9.00 9.00 -
K-9 Officer 2.00 2.00 2.00 2.00 -
DUI Officer 3.00 3.00 3.00 2.00 (1.00)
Traffic Investigator - - - 1.00 1.00
Motorcycle Officer 5.00 5.00 5.00 3.00 (2.00)
Officer 36.00 39.00 39.00 41.00 2.00
Reserve Officer 1.44 1.44 1.44 1.44 -
Emerg. Mgmt. & Safety Coord.- 1.00 1.00 1.00 -
Crime Analyst 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 2.00 1.00
Office Specialist 1.00 1.00 1.00 - (1.00)
Total FTEs 70.44 75.44 75.44 74.44 (1.00)
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 8,142,935$ 9,088,757$ 8,840,718$ 8,899,541$ -2.1%
Operations & Maintenance 34,938 36,910 36,910 31,210 -15.4%
Capital Outlay - 12,000 12,000 - -100.0%
Total Expenditures 8,177,873$ 9,137,667$ 8,889,628$ 8,930,751$ -2.3%
2020-2021 Recommended Budget 82 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police –
Professional Development & Training
OVERVIEW
Professional Development & Training is tasked to ensure that members provide the most efficient and
effective public safety service to the community in support of a community policing philosophy. Personnel
are trained to deliver a high level of service that not only meets community expectations but also allows
our staff to maintain professional certifications. Professional Development & Training focuses on
developing the skills, abilities, knowledge, and talents of the OVPD to maintain professional and expert
service. This program is also responsible for new-hire recruit officer orientation. This orientation is provided
to prepare new officers for the stresses of attending a police academy along with orienting them to Oro
Valley.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Sergeant - - - 1.00 1.00
Training Officer 1.00 1.00 1.00 1.00 -
Reserve Officer 0.48 - - - -
Total FTEs 1.48 1.00 1.00 2.00 1.00
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 131,722$ 123,389$ 123,389$ 280,252$ 127.1%
Operations & Maintenance 57,430 56,800 59,640 47,000 -17.3%
Total Expenditures 189,152$ 180,189$ 183,029$ 327,252$ 81.6%
2020-2021 Recommended Budget 83 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Police – Professional Standards
OVERVIEW
It is the policy of the OVPD to thoroughly investigate all complaints against its employees in order to
preserve public confidence in our willingness to oversee and control the actions of our employees. The
Office of Professional Standards (O.P.S.) is managed by a sergeant who oversees and investigates citizen
complaints and internally ordered inspections. O.P.S. also maintains records of use of force incidences,
vehicle pursuits and policy revisions. Finally, O.P.S. conducts the hiring process and background
investigations for interested Police Department applicants.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Sergeant 1.00 1.00 1.00 1.00 -
Reserve Officer - 0.48 0.48 0.48 -
Total FTEs 1.00 1.48 1.48 1.48 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 150,260$ 183,238$ 283,238$ 174,647$ -4.7%
Operations & Maintenance 17,102 9,650 9,650 12,380 28.3%
Total Expenditures 167,362$ 192,888$ 292,888$ 187,027$ -3.0%
2020-2021 Recommended Budget 84 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works
OVERVIEW
The Public Works Department is organized into five functional areas: Administration, Highway Fund, Fleet
and Facility Management, Stormwater, and Transit. Administration manages all the department’s activities,
non-fund specific capital projects and capital project management/support to other departments as
needed. Highway Fund, which includes Transportation Engineering and Street Maintenance divisions are
responsible for road related construction projects as well as routine maintenance. Fleet and Facility
Management is responsible for Town facility maintenance including repairs and minor renovations, and
fleet maintenance for vehicles and equipment. Stormwater is responsible for management and operation
of the Town's Stormwater Utility. Transit is responsible for management and operation of the Sun Shuttle
Dial-a-Ride public transit service under contract with the Regional Transportation Authority.
PUBLIC WORKS DEPARTMENT
Department Director
Assistant Director
ADMINISTRATION HIGHWAY FUND STORMWATER
UTILITY
STREET
MAINTENANCE
TRANSPORTATION
ENGINEERING
TRANSITFLEET AND FACILITY
MANAGEMENT
2020-2021 Recommended Budget 85 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works
FY 2019 FY 2021
Actual Budget Projected Budget
70.29 70.29 70.89 70.89
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
General Fund 3,202,286$ 4,826,507$ 4,678,010$ 4,898,820$ 1.5%
Highway Fund 2,784,086 4,123,148 3,904,615 3,941,101 -4.4%
Stormwater Utility Fund 1,291,489 3,923,405 1,629,117 1,484,750 -62.2%
7,277,861$ 12,873,060$ 10,211,742$ 10,324,671$ -19.8%
** Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
General Fund 1,361,250$ 1,545,000$ 1,545,000$ 1,521,500$ -1.5%
Highway Fund 953,861 3,785,907 3,760,851 3,700,929 -2.2%
Stormwater Utility Fund 1,442,639 3,523,000 1,455,862 1,439,000 -59.2%
3,757,750$ 8,853,907$ 6,761,713$ 6,661,429$ -24.8%
** Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund
FY 2020
Total FTEs
FY 2020
Expenditures by Fund
FY 2020
Revenues by Fund
Divisions/programs supported by the General Fund include Fleet Maintenance, Facilities Maintenance, Transit and
Administration (beginning FY 2020)
**
**
2020-2021 Recommended Budget 86 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Administration
OVERVIEW
Administration is responsible for department management and oversight, funding and program
implementation, contract management, and obtaining reimbursement of outside funding for projects from
Pima Association of Governments, the Arizona Department of Transportation and the Federal Emergency
Management Agency. Administrative staff responsibilities include clerical duties, maintaining the Public
Works Department website, records management, and logistical support.
2019-2020 MAJOR ACCOMPLISHMENTS
• Drafted and prepared the Public Works Continuity of Operations Plan.
• Provided oversight, project management and administration to over 105 projects and plan
development.
• Development and implementation of a town wide Traffic Safety Committee to discuss concerns and
issues related to improving safety within the right-of ways and reduce collision and fatalities.
• Naranja Park infrastructure development and construction (over 50,000 CY of material moved)
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Identify internal efficiency opportunities for continuous improvement to effect a high
performing organization and culture
COUNCIL FOCUS AREA OBJECTIVE(S)
Effective and Efficient
Government
• Expand use of process improvement tools through the Town’s internal
OV Peak Performance initiative
2020-2021 Recommended Budget 87 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Administration
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
PW Director & Town Engineer 0.50 1.00 1.00 1.00 -
Assistant Public Works Director 1.00 0.75 0.75 0.75 -
Fleet & Facilities Manager - - 1.00 1.00 1.00
Operations Division Manager - 1.00 - - (1.00)
Streets & Drainage Op. Super.- - - 1.00 1.00
Streets Maint Superintendent - 1.00 1.00 - (1.00)
Streets & Drainage Crew Leader - 2.00 2.00 2.00 -
Heavy Equipment Operator III - 1.00 - - (1.00)
Heavy Equipment Operator II - 4.00 5.00 5.00 1.00
Heavy Equipment Operator I - 1.00 - - (1.00)
Administrative Coordinator 0.40 0.40 1.00 1.00 0.60
Office Specialist - 1.00 1.00 1.00 -
Total FTEs 1.90 13.15 12.75 12.75 (0.40)
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel -$ 1,205,232$ 1,101,901$ 1,147,889$ -4.8%
Operations & Maintenance 174,170 174,170 132,025 -24.2%
Total Expenditures -$ 1,379,402$ 1,276,071$ 1,279,914$ -7.2%
2020-2021 Recommended Budget 88 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Fleet & Facility Management
OVERVIEW
Fleet & Facility Maintenance are programs within the Fleet & Facilities Management Division of the Public
Works Department. Facility Maintenance is responsible for building maintenance repairs, energy
management, heating, ventilation and air conditioning services, minor renovations, project management,
and contract administration for all the Town’s buildings and facilities.
Fleet Maintenance is responsible for preventative maintenance and repair of the Town's fleet of vehicles
and heavy equipment. This is accomplished through the combination of service contracts and staff. Fleet
costs for the Town's Water Utility and Stormwater Utility are budgeted in the Enterprise Funds.
2019-2020 MAJOR ACCOMPLISHMENTS
Between fleet and facilities, over 3700 tasks and projects were completed, among them were:
• Police Department Substation and Evidence Facility
• 680 Fuel Island – Canopy light shield structures
• 680 electrical system assessment
• Sound abatement of select offices in the Administration building.
• Aquatic Center Restroom Floor Resurfacing
• Aquatics Center interior and exterior painting
• Community Center emergency structural beam repair
• Hopi Room improvements
• La Canada Golf Maintenance electrical assessment
• PD Main sally port evaporative cooler replacement
• PD Property Room Renovation
• PWCED Front Counter Safety Remodel
• Town Admin Restroom Renovation - Exterior
• Town Campus Roof Renewal Project
• Community Center Fire Suppression system emergency repair
• Development of a Preventative Maintenance program with in Cartgraph OMS.
• Building C (Modular) flooring replacement
• Library boiler repair assessment
• Community Center electrical system emergency repair
• PD main station soffits stabilization
• Fleet Management Plan for use of 3rd Bay @ 680 Calle Concordia
• Stayed at or below annual budget allocations
• Developed new preventative fleet maintenance schedule within Cartegraph to decrease the labor
hours attributed to manual processing.
2020-2021 Recommended Budget 89 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Fleet & Facility Management
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Implement and support initiatives and strategies to maintain and enhance the durability, safety and
appearance of the Town’s fleet and facility assets.
COUNCIL FOCUS AREA OBJECTIVE(S)
Roads, Water and Town
Assets
• Develop a comprehensive, organization-wide facility space plan concept that
maximizes efficiencies and reflects the best use of Town properties for the future
• Integrate the capital asset replacement and maintenance plan into the Town’s
capital improvement program
• Develop and implement a long-term capital improvement plan for all Town fleet
• Complete all necessary routine maintenance tasks to town equipment and
vehicles
2020-2021 Recommended Budget 90 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Fleet & Facility Management
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
PW Director & Town Engineer 0.25 - - - -
Facilities Mantenance Super.- - 1.00 1.00 1.00
Operations Division Manager 0.80 - - - -
Facilities Maint Crew Leader 1.00 1.00 1.00 1.00 -
Facilities Maint Technician 3.00 3.00 3.00 3.00 -
Fleet Maint Mechanic III 1.00 1.00 1.00 1.00 -
Fleet Control Specialist 1.00 1.00 1.00 1.00 -
Office Specialist 0.45 - - - -
Total FTEs 7.50 6.00 7.00 7.00 1.00
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 635,595$ 497,823$ 518,627$ 514,229$ 3.3%
Operations & Maintenance 1,317,130 1,697,400 1,653,026 1,885,750 11.1%
Capital Outlay 85,340 - 13,359 - 0.0%
Total Expenditures 2,038,065$ 2,195,223$ 2,185,012$ 2,399,979$ 9.3%
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Actual Budget Projected Budget to Budget
Other Intergovernmental Revenue -$ 20,000$ 20,000$ 20,000$ 0.0%
Total Revenues -$ 20,000$ 20,000$ 20,000$ 0.0%
Revenue Sources
2020-2021 Recommended Budget 91 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Highway Fund
OVERVIEW
Within the Highway Fund, Public Works is responsible for managing the design and construction of roadway
projects, issuing right-of-way permits, developing annual and long term schedules for surface treatments
on town streets, as well as maintaining and operating the town's traffic signs, striping, intersection signals
and lights. In addition, Public Works is responsible for street maintenance, including landscape
maintenance, pavement repair, storm readiness and clean-up.
2019-2020 MAJOR ACCOMPLISHMENTS
Between transportation and streets maintenance over 2,800 tasks and projects were completed, among
them were:
• Continued and accelerated construction on the La Cholla Boulevard roadway widening project
• Over 80 sidewalk and curb repairs
• Shannon Road Design
• Via De La Verbenita cul-da-sac rehabilitation
• La Canada Drive & Moore Road Roundabout
• Annual crack sealing over 25 lane miles (over 90,000 LBS)
• Tangerine Road safety access (Safeway Vistoso Plaza)
• Pusch View Lane Mill/Overlay pavement
• La Canada Canada Hills Rectangular Rapid Flashing Beckons (RRFB) Crosswalk
• Annual main line striping
• Maintained a pavement overall condition index (OCI) of 76.95.
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Support investments and strategies that maintain and enhance a quality, integrated and connected
transportation network for the community
COUNCIL
FOCUS AREA OBJECTIVE(S)
Roads, Water
and Town
Assets
• Maintain an Overall Condition Index (OCI) rating of 76 for all paved streets
• Explore the feasibility of partnering with the Arizona Department of Transportation
(ADOT) to improve Oracle Road pavement conditions and traffic signal coordination
2020-2021 Recommended Budget 92 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Highway Fund
FY 2019 FY 2021
Actual Budget Projected Budget
26.65 15.00 15.00 15.00
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Transportation Engineering 2,474,539 3,821,428 3,793,155 3,592,881 -6.0%
Street Maintenance 309,547 301,720 111,460 348,220 15.4%
2,784,086$ 4,123,148$ 3,904,615$ 3,941,101$ -4.4%
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
HURF Gas Taxes 3,563,828$ 3,604,407$ 3,513,856$ 3,458,929$ -4.0%
Licenses and Permits - - 25,000 0.0%
State Grants 127,008 180,000 180,000 210,000 16.7%
Interest Income - 3,168 5,000 0.0%
Miscellaneous 1,137 1,500 63,827 2,000 33.3%
3,691,973$ 3,785,907$ 3,760,851$ 3,700,929$ -2.2%
Revenue Sources
FY 2020
Total FTEs
FY 2020
Expenditures by Program
FY 2020
2020-2021 Recommended Budget 93 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Transportation Engineering
Highway Fund
OVERVIEW
Transportation Engineering is responsible for managing the design and construction of roadway projects. While
most large projects are designed by consultants, Public Works has a small in-house design team for smaller
projects. Transportation Engineering also issues permits for all activity within the Town's right-of-way, develops
annual and long-term schedules for surface treatments on Town streets, and maintains and operates the Town's
traffic signals, roadway signs and pavement markings.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Engineering Division Manager 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 -
Senior Civil Engineer Tech 3.00 3.00 3.00 3.00 -
Civil Engineer/Project Manager 1.00 1.00 1.00 1.00 -
Civil Engineer Designer 1.00 1.00 1.00 1.00 -
Senior Traffic Technician 1.00 1.00 1.00 1.00 -
Traffic Technician 1.00 1.00 1.00 1.00 -
Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 1.00 -
Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 -
Construction Inspector 3.00 3.00 3.00 3.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 15.00 15.00 15.00 15.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,282,639$ 1,378,198$ 1,378,198$ 1,387,651$ 0.7%
Operations & Maintenance 246,745 282,730 254,457 294,730 4.2%
Capital Outlay 945,155 2,160,500 2,160,500 1,910,500 -11.6%
Total Expenditures 2,474,539$ 3,821,428$ 3,793,155$ 3,592,881$ -6.0%
2020-2021 Recommended Budget 94 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Street Maintenance
Highway Fund
OVERVIEW
Street Maintenance is responsible for maintaining the town's streets and drainage ways. Beginning FY 19/20,
personnel associated with this division have shifted to Administration.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Operations Division Manager 0.20 - - - -
Streets Maint Superintendent 1.00 - - - -
Streets & Drainage Crew Leader 2.00 - - - -
Heavy Equipment Operator III 1.00 - - - -
Heavy Equipment Operator II 4.00 - - - -
Heavy Equipment Operator I 1.00 - - - -
Office Specialist 0.55 - - - -
Total FTEs 9.75 - - - -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Operations & Maintenance 309,547 301,720 111,460 348,220 15.4%
Capital Outlay - - - - 0.0%
Total Expenditures 309,547$ 301,720$ 111,460$ 348,220$ 15.4%
2020-2021 Recommended Budget 95 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Transit Services
OVERVIEW
Transit Services facilitates partnerships and coordinates transportation services among public and private
agencies, serving Oro Valley to improve mobility for community residents. Transit Services has developed a
long-term partnership with the Regional Transportation Authority (RTA) to improve the transportation
network and maximize transportation options available to the community at the lowest possible cost.
Transit Services is proud to operate the regional Sun Shuttle Dial-a-Ride service under contract with the
RTA and is committed to providing high quality transit alternatives and planning for the future.
2019-2020 MAJOR ACCOMPLISHMENTS
• Successfully awarded state grant funds ADOT 5310 program to reimburse lift preventative
maintenance
• Prior to COVID-19 pandemic-increased ridership by an average of 150 riders per month from 2019
• Prior to COVID-19 pandemic-decreased mileage per month by an average of 300 miles from 2019
• Improved accident prevention rate from 1 per 47k miles (2019) to 1 per 65k miles (2020)
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Support investments and strategies that maintain and enhance a quality, integrated and
connected transportation network for the community
COUNCIL FOCUS AREA OBJECTIVE(S)
Roads, Water and
Town Assets
Partner with the Regional Transportation Authority (RTA) in evaluating long-
term transportation needs for future RTA continuation, ensuring Oro Valley’s
needs are fairly represented
2020-2021 Recommended Budget 96 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works – Transit Services
STRATEGIC LEADERSHIP PLAN GOAL
Ensure the Town’s financial future remains stable
COUNCIL FOCUS AREA OBJECTIVE(S)
Town Finances
•Explore opportunities to broaden revenue diversity to improve the
Town’s long-term financial stability
•Continue to align the annual budget and associated work plans with
conservatively forecasted revenues
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Senior Transit Crew Leader 1.00 1.00 1.00 1.00 -
Transit Crew Leader 1.00 1.00 1.00 1.00 -
Transit Specialist 1.11 1.11 1.11 1.11 -
Dispatcher 2.11 2.11 2.11 2.11 -
Driver 19.71 19.71 19.71 19.71 -
Office Assistant 0.96 0.96 0.96 0.96 -
Total FTEs 25.89 25.89 25.89 25.89 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,097,519$ 1,165,182$ 1,130,227$ 1,150,181$ -1.3%
Operations & Maintenance 52,804 68,200 68,200 51,946 -23.8%
Capital Outlay 13,898 18,500 18,500 16,800 -9.2%
Total Expenditures 1,164,221$ 1,251,882$ 1,216,927$ 1,218,927$ -2.6%
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Actual Budget Projected Budget to Budget
RTA Reimbursement 1,223,125$ 1,385,000$ 1,385,000$ 1,380,000$ -0.4%
Farebox 138,125 140,000 140,000 121,500 -13.2%
Total Revenues 1,361,250$ 1,525,000$ 1,525,000$ 1,501,500$ -1.5%
Revenue Sources
2020-2021 Recommended Budget 97 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works - Stormwater Utility
OVERVIEW
The Stormwater Utility enterprise is a division within the Public Works Department. The Stormwater Utility
is responsible for federally mandated compliance with the Clean Water Act, meeting all surface water flow
quality and quantity issues, including: the Town's stormwater management plan, floodplain and erosion
hazard management, and support of all other Town programs that are impacted by storm events. The
Stormwater Utility also coordinates with federal, state and local government agencies with regard to
floodplain issues.
2019-2020 MAJOR ACCOMPLISHMENTS
• Revised the Drainage Criteria Manual
• Further developed the ten-year capital improvement program for Stormwater
• Developed the stormwater pollution prevention plan (SWPPP) inspection & tracking program
• Further developed the Municipal Separate Strom Sewer System (MS4) program
• Further developed town wide stormwater asset inspections and tracking system
• Submitted Pre-Disaster Mitigation Grant (PDM) application for Highland Wash
• Completed Highland, North Ranch, and Carmack Wash Watershed Studies with our partners at
Pima County Regional Flood Control District
• Completed Arizona Disaster Emergency Mitigation Assistance Grant (ADEMA) of $220K for Lambert
Lane drainage CIP project Phase 2, east of Cross Road
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Ensure quality development with integrated architecture and natural open space while maintaining
and enhancing the character of the community
COUNCIL FOCUS AREA OBJECTIVE(S)
Land Use
Update the Drainage Criteria Manual in the Town’s Stormwater Code and
Floodplain Ordinance to incentivize commercial property maintenance of
drainage facilities and minimize pollutant runoff
2020-2021 Recommended Budget 98 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Public Works - Stormwater Utility
STRATEGIC LEADERSHIP PLAN GOAL
Support investments and strategies that maintain and enhance a quality, integrated and connected
transportation network for the community
COUNCIL FOCUS AREA OBJECTIVE(S)
Roads, Water and Town Assets High-quality and well-maintained Town assets, including
streets, infrastructure and facilities
STRATEGIC LEADERSHIP PLAN GOAL
Ensure the Town’s financial future remains stable
COUNCIL FOCUS AREA OBJECTIVE(S)
Town Finances Continue to align the annual budget and associated work
plans with conservatively forecasted revenues
2020-2021 Recommended Budget 99 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
PW Director & Town Engineer 0.25 - - - -
Assistant Public Works Director - 0.25 0.25 0.25 -
Stormwater Utility Division Mgr 1.00 1.00 1.00 1.00 -
Senior Stormwater Engineer 1.00 1.00 1.00 1.00 -
Streets & Drainage Op. Supervisor - - - 1.00 1.00
Stormwater Field Superintendent 1.00 1.00 1.00 - (1.00)
Stormwater Utility Project Manager 1.00 1.00 1.00 1.00 -
Stormwater Inspector Designer 1.00 1.00 1.00 1.00 -
Stormwater Utility Analyst 1.00 1.00 1.00 1.00 -
Heavy Equipment Operator II 3.00 3.00 3.00 3.00 -
Office Specialist 1.00 1.00
Office Assistant 1.00 1.00 1.00 - (1.00)
Total FTEs 10.25 10.25 10.25 10.25 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 695,011$ 785,580$ 771,210$ 830,507$ 5.7%
Operations & Maintenance 545,116 666,825 486,907 610,243 -8.5%
Capital Outlay 51,362 2,471,000 371,000 44,000 -98.2%
Total Expenditures 1,291,489$ 3,923,405$ 1,629,117$ 1,484,750$ -62.2%
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Actual Budget Projected Budget to Budget
Charges for Services 1,426,036$ 1,422,000$ 1,438,000$ 1,438,000$ 1.1%
State Grants - 2,100,000 - - -100.0%
Miscellaneous 210 - 10 - 0.0%
Interest Income 16,393 1,000 17,852 1,000 0.0%
Total Revenues 1,442,639$ 3,523,000$ 1,455,862$ 1,439,000$ -59.2%
Revenue Sources
2020-2021 Recommended Budget 100 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Water Utility
OVERVIEW
The primary function of the Water Utility is the protection of public health and safety through the production
and efficient delivery of water that meets and/or exceeds water quality standards. Responsibilities include:
regulatory compliance, customer service, promoting water conservation, generating customer billings,
collection of utility revenues, efficient use of available water resources, planning for future water resource
requirements, and coordination with the development community.
2019-2020 MAJOR ACCOMPLISHMENTS
•Delivered a combined total of 2.90 billion gallons of water to our customers
•49% of the total deliveries were water supplies other than groundwater
o 841 million gallons of CAP water
o 567 million gallons of reclaimed water
•Utilized our full allocation of 10,305 acre feet of CAP water for potable use and recharge
•Pumped 1,764 acre feet of groundwater less than the estimated sustainable production rate
•Took 3,820 water quality samples with all results meeting regulatory requirements
•293 new metered connections for a total customer base of 20,481connections
•533 elementary students participated in the Youth Water Conservation Education program
•Performed 61 water conservation audits (14 more than last year)
•Participated in the Wilson Elementary Schools’ STEM fair
•The WaterSmart customer portal has 5,068 registered users and has provided over 7,000 leak
alerts directly to our customers
•Completed the 2019 reclaimed water cost allocation analysis
•Developed an updated reclaimed water cost allocation model
WATER UTILITY DIRECTOR
ADMINISTRATION ENGINEERING &
PLANNING OPERATIONS
2020-2021 Recommended Budget 101 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Water Utility
2020-2021 GOALS, OBJECTIVES AND PERFORMANCE MEASURES
STRATEGIC LEADERSHIP PLAN GOAL
Provide a high quality, safe and reliable water supply that meets the long-term needs of the
community while considering the natural environment
COUNCIL FOCUS AREA OBJECTIVE(S)
Roads, Water and
Town Assets
• Reduce groundwater pumping to further preserve groundwater supplies
by maximizing Central Arizona Project (CAP) water deliveries and existing
infrastructure
• Expand education and outreach programs to communicate with residents
and businesses about incorporating effective water conservation
strategies at home and at work
• Align the Town of Oro Valley’s water code with regional and state drought
contingency plans and other best management practices and present to
the Town Council for adoption
STRATEGIC LEADERSHIP PLAN GOAL
Provide a high quality, safe and reliable water supply that meets the long-term needs of the
community while considering the natural environment
COUNCIL FOCUS
AREA OBJECTIVE(S)
Roads, Water and
Town Assets
• Reduce groundwater pumping to further preserve groundwater supplies
by maximizing Central Arizona Project (CAP) water deliveries and existing
infrastructure
• Expand education and outreach programs to communicate with residents
and businesses about incorporating effective water conservation
strategies at home and at work
• Align the Town of Oro Valley’s water code with regional and state drought
contingency plans and other best management practices and present to
the Town Council for adoption
2020-2021 Recommended Budget 102 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Water Utility
FY 2019 FY 2021
Actual Budget Projected Budget
39.48 39.48 39.48 40.48
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Administration 9,294,400$ 12,346,477$ 11,502,121$ 13,412,571$ 8.6%
Engineering and Planning 798,367 5,120,064 3,940,809 3,472,841 -32.2%
Operations 3,965,488 4,596,008 4,849,344 4,656,768 1.3%
14,058,255$ 22,062,549$ 20,292,274$ 21,542,180$ -2.4%
FY 2019 FY 2021 Variance
Actual Budget Projected Budget to Budget
Charges for Services 3,062,457$ 3,262,700$ 3,219,500$ 3,086,500$ -5.4%
Interest Income 195,894 63,000 130,000 75,000 19.0%
Miscellaneous 3,074,466 - 185,050 - 0.0%
Bond Proceeds - 2,305,000 1,500,000 2,942,995 27.7%
Water Sales 12,413,502 13,714,000 13,434,000 13,078,000 -4.6%
18,746,319$ 19,344,700$ 18,468,550$ 19,182,495$ -0.8%
FY 2020
Total FTEs
FY 2020
Expenditures by Division
FY 2020
Revenue Sources
2020-2021 Recommended Budget 103 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Water Utility – Administration
OVERVIEW
The Administration Division is responsible for the overall management of the Utility, including customer
service, water utility billings, collection of water revenues, administration of the department's budget,
implementation of water rates, fees and charges, water conservation, water resource planning and strategic
planning.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Water Utility Director 1.00 1.00 1.00 1.00 -
Water Utility Administrator 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Customer Service Supervisor 1.00 1.00 - - (1.00)
Customer Service Specialist 4.00 4.00 4.00 4.00 -
Customer Service Representative 0.48 0.48 0.48 0.48 -
Water Utility Analyst - - 1.00 1.00 1.00
Water Conservation Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 9.48 9.48 9.48 9.48 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 727,601$ 837,039$ 869,096$ 827,256$ -1.2%
Operations & Maintenance 7,550,968 5,776,413 4,900,000 5,604,539 -3.0%
Capital Outlay 22,098 - - - 0.0%
Debt Service 991,152 5,730,553 5,730,553 4,775,055 -16.7%
Other Financing Uses 2,581 2,472 2,472 2,205,721 89128.2%
Total Expenditures 9,294,400$ 12,346,477$ 11,502,121$ 13,412,571$ 8.6%
2020-2021 Recommended Budget 104 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Water Utility – Engineering and Planning
OVERVIEW
The Engineering and Planning Division is responsible for providing engineering support for the Operations
Division as well as managing the capital improvement program. Additional responsibilities include new
development plan review, construction inspection and regulatory compliance, as well as the maintenance
and updating of the geographic information system.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Engineering & Planning Manager 1.00 1.00 1.00 1.00 -
Project Manager 1.00 - - - -
Senior Engineering Associate - 2.00 2.00 2.00 -
Engineering Design Reviewer 1.00 - - - -
Construction Inspector 2.00 2.00 2.00 2.00 -
Civil Engineering Technician 1.00 1.00 1.00 1.00 -
Total FTEs 6.00 6.00 6.00 6.00 -
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 581,452$ 584,196$ 520,557$ 591,256$ 1.2%
Operations & Maintenance 164,952 220,252 220,252 210,585 -4.4%
Capital Outlay 51,963 4,315,616 3,200,000 2,671,000 -38.1%
Total Expenditures 798,367$ 5,120,064$ 3,940,809$ 3,472,841$ -32.2%
2020-2021 Recommended Budget 105 of 126
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020-2021
Water Utility - Operations
OVERVIEW
The Operations Division oversees the operation and maintenance of all potable and reclaimed water
production and distribution facilities, to include: wells, boosters, reservoirs, metering stations, water mains,
fire hydrants and valves. Additional responsibilities include meter installations, commercial meter testing,
water quality testing, backflow prevention, construction of minor water main projects and oversight of the
Advanced Metering Infrastructure system, disinfection systems and security systems.
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Personnel Actual Budget Projected Budget to Budget
Water Operations Manager 1.00 1.00 1.00 1.00 -
Water Distribution Superintendent 1.00 1.00 1.00 1.00 -
Prod. & Meter Ops. Superint.1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 3.00 3.00 3.00 3.00 -
Water Control Systems Supervisor - - 1.00 1.00 1.00
Electric & Control Technician 1.00 1.00 - - (1.00)
Instrumentation & Control Tech.- - - 1.00 1.00
Meter Operations Supervisor 1.00 1.00 1.00 1.00 -
Water Utility Operator III 8.00 8.00 8.00 8.00 -
Water Utility Operator II 4.00 4.00 4.00 4.00 -
Water Utility Operator I 4.00 4.00 4.00 4.00 -
Total FTEs 24.00 24.00 24.00 25.00 1.00
FY 2019 FY 2020 FY 2020 FY 2021 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,832,439$ 1,949,344$ 1,949,344$ 2,040,228$ 4.7%
Operations & Maintenance 2,019,033 2,229,552 2,500,000 2,228,918 0.0%
Capital Outlay 114,016 417,112 400,000 387,622 -7.1%
Total Expenditures 3,965,488$ 4,596,008$ 4,849,344$ 4,656,768$ 1.3%
2020-2021 Recommended Budget 106 of 126
Capital Improvement Program (CIP) Overview
Overview
Providing infrastructure is a primary function of local governments. Maintaining public safety, Town
services, parks and recreation facilities, adequate transportation systems, and the community’s quality of
life are all heavily dependent on how the Town handles infrastructure issues.
The Capital Improvement Program (CIP) is a comprehensive, ten-year plan of capital projects that will
support the continued growth and development of the town. The CIP is used in implementing the General
Plan and supporting the Town’s adopted Strategic Leadership Plan by developing a prioritized schedule of
short-range and long-range community capital needs, evaluating projects, and analyzing the community’s
ability and willingness to pay for them in the most cost-effective way. The Town uses the CIP as its method
in determining future infrastructure requirements and planning the financing of facilities and equipment to
maintain the service levels provided to town citizens.
The Town identifies capital projects as those which:
•Cost $50,000 or more;
•Have an expected useful life of five or more years; and
•Becomes, or preserves, an asset of the Town
Although facility repair and maintenance, as well as fleet replacements, do not meet the definition of a
capital project, they are a significant expense for the Town, and thus are included in the CIP for planning
purposes.
The Town uses the Capital Improvement Program as an avenue of communication to the public. Through
the CIP document, residents and businesses are provided with an accurate and concise view of the Town’s
long term direction for capital investment and the Town’s need for stable revenue sources to fund large
multi-year capital projects.
CIP projects funded in FY 2020-21 total $20,465,287. The table below shows this breakdown by Fund:
Fund Amount
Capital Fund $3,634,666
Highway Fund $1,900,000
Community Center Fund $800,000
Roadway Impact Fee Fund $1,800,000
PAG/RTA Fund $2,365,000
Parks and Recreation Impact Fee Fund $685,000
Water Utility Fund $3,122,621
Water Impact Fee Fund $6,158,000
Total All Funds $20,465,287
Please refer to the comprehensive ten-year CIP schedules and the project descriptions for additional detail
on all projects.
2020-2021 Recommended Budget 107 of 126
Town of Oro Valley 10-Year Proposed Capital Improvement ProgramFunding SourceFiscal YearProject TitleFY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Grand TotalGeneral Fund3,634,666 2,878,390 1,567,000 2,306,579 1,520,000 1,492,250 1,252,250 1,192,250 1,092,250 1,104,500 18,040,135$ 680 Admin Building Remodel102,000102,000$ 680 Maintenance Bay125,000125,000$ Admin Building Basement Remodel100,000100,000$ Admin Building Reconfiguration200,000200,000$ Archery Range Restrooms160,000160,000$ Backups Replacement200,000200,000$ Council Chamber AV Upgrades105,000105,000$ Council Chambers Furniture55,00055,000$ Emergency Comm Center Console Replace220,000220,000$ EOC Generator 133,566133,566$ Motorola APX6000 Portable Radio Replacement335,000 335,000670,000$ OV MarketPlace MUP400,000400,000$ OVAC Pump Room Upgrades247,000 247,000 247,000741,000$ OVPD Main Soffit Repair50,00050,000$ Parks & Rec Needs Assessment Amenities300,000300,000$ Pavement Preservation Non-Roads60,00060,000$ Permits Replacement200,000200,000$ Police Command Post189,579189,579$ Pusch Tennis Stairs75,00075,000$ Rancho Vistoso Blvd. Street Lights325,000325,000$ Replacement of E-Citation and Crash Report Software150,390150,390$ Replacement Phone System300,000300,000$ Riverfront Batting Cage & Bullpen140,000140,000$ Server OS Upgrade50,00060,000110,000$ Steam Pump Ranch BBQ Building Renovation200,000200,000$ Steam Pump Ranch Garage550,000550,000$ Steam Pump Ranch Improvements250,000 150,000 100,000 100,000 100,000700,000$ Tennis Court Resurfacing90,000 90,000 90,000 90,000 90,000450,000$ Town Hall Parking Lot184,000184,000$ Town Hall Sidewalks, ADA & Wayfinding Improvements200,000200,000$ Friends of Oro Valley Library - Patio & Landscaping250,000250,000$ Town wide Facility Improvements50,000 50,000100,000$ Upgrade Desktop Operating System200,000200,000$ Vehicle Replacement Program841,100 945,000 945,000 945,000 945,000 1,092,250 1,092,250 1,092,250 1,092,250 1,104,500 10,094,600$ Community Center Fund800,000 1,945,000 4,845,000 2,500,00010,090,000$ Community Center Improvements2,500,000 2,500,0005,000,000$ Community Center Parking Lot395,000 395,000790,000$ Golf Course Irrigation800,000 1,550,000 1,950,0004,300,000$ 2020-2021 Recommended Budget108 of 126
Town of Oro Valley 10-Year Proposed Capital Improvement ProgramFunding SourceFiscal YearProject TitleFY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Grand TotalHighway Fund1,900,000 3,050,345 1,926,109 1,719,988 1,831,903 1,838,558 1,850,307 1,802,149 1,794,087 1,831,848 19,545,294$ Illuminated Street Signs55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 495,000$ Lambert Lane Pavement Overlay to La Cholla 320,000320,000$ Pavement Preservation Program 1,500,000 1,445,345 1,411,109 1,459,988 1,456,903 1,468,558 1,480,307 1,492,149 1,504,087 1,511,848 14,730,294$ Planned Heavy Equipment Replacement150,000 410,000 155,000 270,000 165,000 165,000 105,000 85,000 115,000 1,620,000$ Shannon Road - Lambert to Naranja Drive1,400,0001,400,000$ Shannon Road Design and Reconstruction80,00080,000$ Sidewalk Safety Program50,000 50,000 50,000 150,000 150,000 150,000 150,000 150,000 900,000$ PAG/RTA Fund Balance2,365,00075,00075,0002,515,000$ Ford F450 4x2 Sign Truck w/ Lift Gate90,00090,000$ La Canada Safety Enhancements200,000200,000$ La Cholla Blvd Phase II1,800,0001,800,000$ PAG TABY Grant75,00075,00075,000225,000$ Sign Truck Replacement & Outfitting200,000200,000$ Park Impact Fees685,000500,000 500,0001,685,000$ Naranja Park Improvements500,000 500,0001,000,000$ Naranja Park Playground685,000685,000$ Road Development Impact Fees1,800,000 450,000 450,0002,700,000$ La Cholla and Moore Intersection Improvement450,000 450,000900,000$ La Cholla Blvd Phase II1,800,0001,800,000$ Water Impact Fees6,158,000 3,580,193 1,070,193 12,020,000 500,00023,328,386$ Moore Road "F" Zone Interconnect750,000750,000$ NWRRDS - Independent2,363,000 830,193 330,193 11,100,00014,623,386$ NWRRDS - Partnered3,145,000 2,000,000 740,000 920,0006,805,000$ Palisades C-Zone Storage Tank and Pipeline500,000500,000$ Steam Pump Well Drill and Construct650,000650,000$ Water Utility Fund3,122,621 1,677,000 1,925,000 2,564,000 2,064,000 50,000 50,000 50,000 50,000 50,000 11,602,621$ 4 inch PRV on Rancho Sonora Dr. (Design)10,00010,000$ 6 inch PRV @ Lambert D-8 (Design)10,000 70,00080,000$ Allied Signal Reservoir Replacement750,000750,000$ Booster Rehab (2 year - Design)20,000 20,000 20,000 20,000 20,000100,000$ Booster Rehab (Construction200,000200,000 400,000800,000$ Countryside DVA's (Design)10,00010,000$ El Con Resort Supply Redundancy50,000 285,000335,000$ El Con/Cmo. Diestro Main & Valve Replc. (Const.)200,000200,000$ Fire Line Backflow Protection20,000 20,000 20,000 20,000 20,000100,000$ Hilton Main Replacement (Design)75,00075,000$ Hydropneumatic Tank Replacement (High Mesa "F")75,000 175,000 175,000 175,000 175,000775,000$ Hydropneumatic Tank Replacement (Well F-1)75,000 100,000 100,000 100,000 150,000525,000$ La Canada E-F & E-G Booster Design and Construct150,000 700,000850,000$ La Canada Reservoir Booster Station (Woodburn Relocation)373,000373,000$ Main Valve Replacements50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 500,000$ 2020-2021 Recommended Budget109 of 126
Town of Oro Valley 10-Year Proposed Capital Improvement ProgramFunding SourceFiscal YearProject TitleFY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Grand TotalNakoma Sky Replacement Well738,000738,000$ Palisades Neighborhood Pipeline Redundancy50,000 470,000 500,0001,020,000$ Production Facility Storage and Drainage Improvements150,000 100,000200,000450,000$ Pusch Ridge Estates Main Replacement (Design)75,00075,000$ Reservoir Relining175,000175,000350,000$ Water Meters - New Connections78,621 106,000 102,000 76,000 73,000435,621$ Water Utility Vehicle Replacement84,000 76,000 108,000 118,000 76,000462,000$ Well D-8 Replacement Drill & Construct450,000 1,010,0001,460,000$ Well Rehabilitation (D1/CS1)150,000 150,000 150,000 150,000 240,000840,000$ Instrumentation Replacement54,00054,000$ SCADA Upgrade/Equipment85,00085,000$ Utility Billing Software150,000150,000$ Grand Total20,465,287 13,580,928 11,783,302 21,685,567 6,415,903 3,380,808 3,227,557 3,044,399 2,936,337 2,986,348 89,506,436$ 2020-2021 Recommended Budget110 of 126
CIP Project Descriptions
General Fund Related Projects
PROJECT TITLE:Backups Replacement
FY 20-21 PROJECT BUDGET: $200,000
PRIMARY FUNDING:General Fund - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Update of the Town's backups system
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: No changes in operating costs anticipated
PROJECT TITLE:Emergency Communications Center Console Replacement
FY 20-21 PROJECT BUDGET: $220,000
PRIMARY FUNDING:General Fund - $220,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: $12,600 is estimated for the five new consoles and the addition of a sixth
The following are detailed descriptions of all of the recommended CIP projects for Fiscal Year 2020-21. Discussion
includes potential operating impact to the Town (if known and identifiable at this time) as well as indicating any
additional funding the Town will receive to complete the project.
The Emergency Communications Center was built as an addition to the police department in 2003.
Since the addition of the center, no consoles have been refreshed or replaced. The typical lifecycle of
console furniture is 10 years and the existing 17 year old workstations have reached end of life and are
no longer serviceable.
This project will upgrade our backup system to enable us to be prepared to recover our IT environment
from modern threats. Threats such as ransomware, command and control attacks, cryptojacking, and
malware may require us to restore our systems from backup.
Replacing the five current consoles and adding one additional console, including necessary equipment
2020-2021 Recommended Budget 111 of 126
CIP Project Descriptions
PROJECT TITLE:Emergency Operations Center (EOC) Generator
FY 20-21 PROJECT BUDGET: $133,566
PRIMARY FUNDING:General Fund - $133,566
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: The EOC is the focal point for coordination of the Town's emergency planning, training and
response/recovery efforts in the event of an emergency, natural disaster or act of terrorism
PROJECT JUSTIFICATION: The generator must maintain the functionality of the entire facility to provide uninterrupted
communications and continuity of operations; maintenance of operation includes the
Town's ability to continue IT functionality through redundant systems
ANNUAL OPERATING IMPACT: $3,000 in maintenance costs
PROJECT TITLE:Oro Valley MarketPlace Multi Use Path
FY 20-21 PROJECT BUDGET: $400,000
PRIMARY FUNDING:General Fund - $400,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Oro Valley PD Main Soffit Repair
FY 20-21 PROJECT BUDGET: $50,000
PRIMARY FUNDING:General Fund - $50,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Repair OVPD's facility soffits (exterior roof structure)
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: $3,000 in maintenance costs
Reconstruct multi-use path along the OV Market Place a total of 1.3 miles
This particular path has reached a pavement condition with severe deterioration in need of base repair
and safety mitigation due to uneven pavement.
The Main OVPD facility's soffits have deteriorated and are falling down. Repair of the soffit will improve
the appearance of the facility and prevent animals from nesting in the exposed cavities
2020-2021 Recommended Budget 112 of 126
CIP Project Descriptions
PROJECT TITLE:Parks & Recreation Needs Assessment Amenities
FY 20-21 PROJECT BUDGET: $300,000
PRIMARY FUNDING:General Fund - $300,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Unknown at this time
PROJECT TITLE:Pavement Preservation Non-Roads
FY 20-21 PROJECT BUDGET: $60,000
PRIMARY FUNDING:General Fund - $60,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PROJECT TITLE:Permitting Software Replacement
FY 20-21 PROJECT BUDGET: $200,000
PRIMARY FUNDING:General Fund - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replacement of the Town's permits system
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: No changes in operating costs anticipated
Replace the Munis Permits and Code Enforcement module with a permitting software that will not only
allow us to achieve a Strategic Leadership Plan goal, but to also grow with Oro Valley's technical needs
around permits and code enforcement
project consists of applying an asphalt pavement surface treatment to Town owned parking lots and
multi-use paths
Preserves the Town's most expensive infrastructure, and reduces or eliminates potential claims related
to pavement condition
This project is necessary to preserve and extend the service life of the pavement areas in parking lots
and multi-use paths
Upon the completion of the Parks & Recreation Needs Assessment and Master Plan, this will provide
funding to begin completed needs identified by the community
Provide to capacity to begin community identified needs upon completion of the Parks & Recreation
Needs Assessment
2020-2021 Recommended Budget 113 of 126
CIP Project Descriptions
PROJECT TITLE:Riverfront Batting Cage & Bullpen
FY 20-21 PROJECT BUDGET: $140,000
PRIMARY FUNDING:General Fund - $73,000
ADDITIONAL FUNDING: Oro Valley Fast Pitch Softball - $67,000
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: $500 is estimated at this time for the expansion
PROJECT TITLE:Steam Pump Ranch Garage
FY 20-21 PROJECT BUDGET: $550,000
PRIMARY FUNDING:General Fund - $550,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Restoration of a historically significant building (Garage) at Steam Pump Ranch
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: $12,000 estimated to O&M budget for staffing and maintaining a work environment
PROJECT TITLE:Tennis Court Improvements
FY 20-21 PROJECT BUDGET: $90,000
PRIMARY FUNDING:General Fund
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: Prevent further degradation, which creates tripping hazards and results in more costly
repairs in the future; ensures courts are maintained for safe and enjoyable use by public
ANNUAL OPERATING IMPACT: Avoidance of future costly removal and reconstruction costs; avoidance of liability
for personal injury claims
This project will allow for the Recreation and Culture division to move to Steam Pump Ranch and open
the facility from one day a week to six. It will add indoor recreation/programming space that will allow
for more recreation options for our community
Installation of a covered and lighted hitting cage and bull pen at Riverfront Park
The existing batting cage is very small an allows for only one athlete to use at a time. With the
installation of this new facility 14 athletes can train/practice at the same time
Crack repair, resurfacing and repainting of asphalt tennis courts at the Oro Valley Community Center
2020-2021 Recommended Budget 114 of 126
CIP Project Descriptions
PROJECT TITLE:Main Campus Sidewalk/ADA Improvements & Wayfinding
FY 20-21 PROJECT BUDGET: $200,000
PRIMARY FUNDING:General Fund - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Impact would be determined when project specifics are available
PROJECT TITLE:Friends of Oro Valley Library - Patio & Landscaping
FY 20-21 PROJECT BUDGET: $250,000
PRIMARY FUNDING:Outside Agency Funding - $250,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Slight increases to landscape maintenance is anticipated
PROJECT TITLE:Town-Wide Fleet Replacements
FY 20-21 PROJECT BUDGET: $925,100
PRIMARY FUNDING:Vehicle reserves - $841,100
ADDITIONAL FUNDING: Water Utility Fund revenues - $84,000
PROJECT DESCRIPTION: Annual replacement of vehicles across Town departments
PROJECT JUSTIFICATION: Replacement of aging fleet helps control vehicle repair and maintenance costs;
vehicle reserves are set-aside annually to fund replacements
ANNUAL OPERATING IMPACT: Potential for reduced maintenance costs as aging fleet are replaced
Repair and reconstruction of Town Hall sidewalks for enhanced safety and ADA compliance as well as
the addition of campus wayfinding for citizens
The uneven walking surface created by different heights at the cement slab seams and in the decorative
red brick creates a tripping hazard. The settling of the slabs has created slopes that
are out of ADA compliance in some areas. Additionally citizens and members of the public are unsure
where to located needed services such as Water, Courts, and Police. This project will repair needed
areas and include wayfinding for citizens to easily locate needed services
Create a new outside patio on the North side of the library and update the existing landscaping around
the entire building
This project request is being requested and fully funded by the Friends of the Oro Valley Library.
Because this project is an improvement to Town owned public land/building, the Town must administer
the construction.
2020-2021 Recommended Budget 115 of 126
CIP Project Descriptions
Community Center Projects
PROJECT TITLE:Golf Course Irrigation
FY 20-21 PROJECT BUDGET: $800,000
PRIMARY FUNDING:Community Center Fund - $800,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Irrigation system improvements to the 18-hole Conquistador golf course
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: $25,000 decrease in annual irrigation costs
Highway Fund Projects
PROJECT TITLE:Lambert Lane Pavement Overlay to La Cholla
FY 20-21 PROJECT BUDGET: $320,000
PRIMARY FUNDING:Highway Fund - $320,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Minimal increases anticipated with addition of multi-use paths
PROJECT TITLE:Pavement Preservation Program
FY 20-21 PROJECT BUDGET: $1,500,000
PRIMARY FUNDING:Highway Fund - $1,500,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Perform annual roadway and multi-use path surface treatments per the Town's
pavement preservation and management program
PROJECT JUSTIFICATION: Enhances and improves the roadway system, maintains current overall condition index (OCI)
rating, meeting key elements of the General and Strategic Plans
ANNUAL OPERATING IMPACT: Maintaining adequate funding for this program prevents future costly roadway
reconstruction and rehabilitation
This section of Lambert Lane has several distressed pavement sections that need to be removed and
replaced, and there are no paved shoulders between Lambert Lane Park and the new La Cholla
Boulevard project
Construct 5 foot multi-use paved shoulders, apply a stress absorbing membrane and 1.5 inch asphalt
overlay between Lambert Lane Park and La Cholla Boulevard
Council direction to start golf course irrigation improvements in May 2021 on the Conquistador course.
Work will span two fiscal years (FY20/21 & FY21/22).
2020-2021 Recommended Budget 116 of 126
CIP Project Descriptions
PROJECT TITLE:Shannon Road Design and Reconstruction
FY 20-21 PROJECT BUDGET: $80,000
PRIMARY FUNDING:Highway Fund - $80,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PAG/RTA Related Projects
PROJECT TITLE:Ford F450 4x2 Sign Truck With Lift Gate
FY 20-21 PROJECT BUDGET: $90,000
PRIMARY FUNDING:PAG/RTA Fund Balance - $90,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replace work truck for Signs & Stripping division
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Estimated decrease in maintenance costs as vehicle would be new and with warranty
PROJECT TITLE:La Canada Safety Enhancements
FY 20-21 PROJECT BUDGET: $200,000
PRIMARY FUNDING:PAG/RTA Fund Balance - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated at this time
Design and reconstruction of Shannon Road from Lambert Lane to Naranja Drive
The new road will improve the public's safety, mobility, and welfare, meeting key elements of the
General Plan
Mitigate potential safety issues and increase the intersection's functionality and safety level of service
Presently the intersection of La Canada and the Leman school ingress/egress points exhibit a low level
of service and as such poses a safety issue. With the upcoming expansion of the school student
population coupled with no bus service (100% parent drop-off), this problem will exacerbate
The project will save money in the out years by preserving the Town's most expensive infrastructure,
and reduce or eliminate potential claims related to pavement condition.
Current vehicle has reached end of life and is no longer useable. Current Signs & Stripping team is
using a secondary vehicle that was scheduled to go to auction
2020-2021 Recommended Budget 117 of 126
CIP Project Descriptions
PROJECT TITLE:La Cholla Boulevard from Overton to Tangerine Widening Project
FY 20-21 PROJECT BUDGET: $3,600,000
PRIMARY FUNDING:Regional Transportation Authority (RTA) funds - $1,800,000
ADDITIONAL FUNDING: Roadway impact fees - $1,800,000
PROJECT DESCRIPTION: Widen La Cholla Boulevard from Overton Road to Tangerine Road to four lanes,
make drainage improvements and add multi-use lanes
PROJECT JUSTIFICATION: As per the adopted RTA plan
ANNUAL OPERATING IMPACT: None anticipated for the first five years; the increase in asphalt will be added to the
Town's Pavement Preservation Program
PROJECT TITLE:Transportation Art by Youth (TABY) Project
FY 20-21 PROJECT BUDGET: $75,000
PRIMARY FUNDING:TABY/PAG Grant - $75,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Estimated decrease in maintenance costs as vehicle would be new and with warranty
PROJECT TITLE:Sign Truck Replacement & Outfitting
FY 20-21 PROJECT BUDGET: $200,000
PRIMARY FUNDING:PAG/RTA Fund Balance - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Anticipated decrease in operating costs due to new vehicle with warranty
Replace current sign truck with a new model and larger bucket
Current vehicle is past its useful life. In addition, currently only one technician can be in the bucket at a
time which presents a safety issues when hoisting heavy signs and technical equipment
Oro Valley has an ongoing commitment to create beautiful surroundings that enhance the quality of
life for all who live, work and play in the town. This program allows us to use outside funding to support
our Public Art program
Design and construct public art with the Town's right-of-ways by local youth
2020-2021 Recommended Budget 118 of 126
CIP Project Descriptions
Park Impact Fee Projects
PROJECT TITLE:Naranja Park Playground and Infrastructure
FY 20-21 PROJECT BUDGET: $685,000
PRIMARY FUNDING:Park Impact Fees - $685,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
Strategic Leadership Plan
ANNUAL OPERATING IMPACT: $2,000 for parking lot cleaning and playground safety inspection costs; could be offset with
ramada rental income
Water Related Projects
PROJECT TITLE:Northwest Recharge & Recovery Delivery System - Independent Portion
FY 20-21 PROJECT BUDGET: $2,363,000
PRIMARY FUNDING:Water Impact Fees - $2,363,000
ADDITIONAL FUNDING: Water Utility Fund
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
A new roadway, additional paved and lighted parking lots, improved drainage, a large playground, and
ramadas
Level of service will increase to the general public in that roadways will be safer, parking will be safer,
and a new playground/ramada picnic area will be available; project is included in Town Council
Project supports providing an additional 4,000 Acre-ft. per year of CAP water to the Oro Valley Water
Utility Service Area
Operating costs expected to increase with the addition of new infrastructure. Accurate estimates to be
determined during construction and testing
Northwest Recharge & Recovery Delivery System (NWRRDS) - Pipeline, easement acquisition, forebay
reservoir & booster station
2020-2021 Recommended Budget 119 of 126
CIP Project Descriptions
PROJECT TITLE:Northwest Recharge & Recovery Delivery System - Partnered Portion
FY 20-21 PROJECT BUDGET: $3,145,000
PRIMARY FUNDING:Water Impact Fees - $3,145,000
ADDITIONAL FUNDING: Water Utility Fund
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PROJECT TITLE:Steam Pump Well Drill and Construct
FY 20-21 PROJECT BUDGET: $650,000
PRIMARY FUNDING:Water Impact Fees - $650,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Well equipping and system tie-in for replacement of retiring wells
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Replacement well; none anticipated
PROJECT TITLE:4 Inch PRV on Ranch Sonora Drive - Design
FY 20-21 PROJECT BUDGET: $10,000
PRIMARY FUNDING:Water Utility Fund - $10,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated at this time
Capital investment of water infrastructure for system reliability
Capital improvement for infrastructure system redundancy, dependency and reliability
Design PRV for redundancy and system reliability drop water from C Zone to B Zone, West of La
Canada and South of Lambert
Northwest Recharge & Recovery Delivery System (NWRRDS) - Consultant transmission main & reservoir
design
Project supports providing an additional 4,000 Acre-ft. per year of CAP water to the Oro Valley Water
Utility Service Area
Operating costs expected to increase with the addition of new infrastructure. Accurate estimates to be
determined during construction and testing
2020-2021 Recommended Budget 120 of 126
CIP Project Descriptions
PROJECT TITLE:6 Inch PRV at Lambert D-8 - Design
FY 20-21 PROJECT BUDGET: $10,000
PRIMARY FUNDING:Water Utility Fund - $10,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Allied Signal Reservoir Replacement
FY 20-21 PROJECT BUDGET: $750,000
PRIMARY FUNDING:Water Utility 2018 Bond Funding - $750,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replacement of Allied Signal Reservoir to serve La Reserve Service area
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Booster Rehabilitation
FY 20-21 PROJECT BUDGET: $20,000
PRIMARY FUNDING:Water Utility Fund - $20,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Project will extend the facility's service life
Design work of header and pump efficiency evaluation. Construction in FY2021-2022
Reinvestment in capital for continued system reliability
Capital improvement for infrastructure system redundancy, dependency and reliability
Design PRV to serve C to B+ Zone with out having to take out of service and to allow for bypass of C+
water to B+ Zone
Inspections of the reservoir revealed serious structural issues that would eventually lead to reservoir
failure. Reservoir rehab costs 80% of reservoir replacement and is the most economical solution over
time
2020-2021 Recommended Budget 121 of 126
CIP Project Descriptions
PROJECT TITLE:El Conquistador Resort Supply Redundancy
FY 20-21 PROJECT BUDGET: $50,000
PRIMARY FUNDING:Water Utility Fund - $50,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Design portion of system for El Conquistador water supply with increased system reliability
PROJECT JUSTIFICATION: Capital improvement for infrastructure system redundancy, dependency and reliability
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:El Con & Camino Diestro Main and Valve Modification and Replacement
FY 20-21 PROJECT BUDGET: $200,000
PRIMARY FUNDING:Water Utility Fund - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Fire Line Backflow Protection
FY 20-21 PROJECT BUDGET: $20,000
PRIMARY FUNDING:Water Utility Fund - $20,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Retrofit and bring substandard fire service lines up to current standards to protect public health
PROJECT JUSTIFICATION: From 1999 to 2004, fire line backflow protection devices were not required per code;
old stagnant water in them has created a potential health hazard if a backflow event occurs
ANNUAL OPERATING IMPACT: None anticipated
Re-design a portion of the distribution system entering El Conquistador to create added redundancy
and reliability to system
Capital infrastructure investment for a more reliable and efficient distribution system
2020-2021 Recommended Budget 122 of 126
CIP Project Descriptions
PROJECT TITLE:Hydropneumatic Tank Replacement (High Mesa "F")
FY 20-21 PROJECT BUDGET: $75,000
PRIMARY FUNDING:Water Utility 2018 Bond Funding - $75,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: The existing tank is not certified by the American Society of Mechanical Engineers
or National Board registered; ultrasonic thickness gauge measurements indicate corrosion
inside the tank. Capital reinvestment for system reliability
ANNUAL OPERATING IMPACT: $500 decrease in maintenance costs due to new tank
PROJECT TITLE:Hydropneumatic Tank Replacement (Well F-1)
FY 20-21 PROJECT BUDGET: $75,000
PRIMARY FUNDING:Water Utility 2018 Bond Funding - $75,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: The existing tank is not certified by the American Society of Mechanical Engineers
or National Board registered; ultrasonic thickness gauge measurements indicate corrosion
inside the tank. Capital reinvestment for system reliability
ANNUAL OPERATING IMPACT: $500 decrease in maintenance costs due to new tank
PROJECT TITLE:Woodshade Booster Station
FY 20-21 PROJECT BUDGET: $373,000
PRIMARY FUNDING:Water Utility Fund - $373,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: No increases to operating costs anticipated at this time
Increased system reliability and efficiency
Rehabilitation of 5,000 gallon Hydro Tank coating, complete refabrication to comply with American
Standard of Mechanical Engineers Certified Tank
Engineering design/build of woodshade evaluating from pressure control to level controlled system and
construction of new pumps and header pipe
Rehabilitation of 5,000 gallon Hydro Tank coating, complete refabrication to comply with American
Standard of Mechanical Engineers Certified Tank
2020-2021 Recommended Budget 123 of 126
CIP Project Descriptions
PROJECT TITLE:Main Valve Replacements
FY 20-21 PROJECT BUDGET: $50,000
PRIMARY FUNDING:Water Utility Fund - $50,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Identify and replace non-working isolation valves throughout water system
PROJECT JUSTIFICATION: Supports goals and strategies outlined in the Town's General and Strategic Plans
ANNUAL OPERATING IMPACT: $500 decrease in maintenance costs due to new valves
PROJECT TITLE:Nakoma Sky Replacement Well
FY 20-21 PROJECT BUDGET: $738,000
PRIMARY FUNDING:Water Utility 2018 Bond Funding - $738,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: Replace lost well capacity; maintain healthy groundwater capacity during periods of increased
summer demand and in the event of CAP water outage as a redundant system
ANNUAL OPERATING IMPACT: Replacement well; none anticipated
PROJECT TITLE:
FY 20-21 PROJECT BUDGET:
PRIMARY FUNDING:
ADDITIONAL FUNDING:
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
Production Facility Storage and Drainage Improvements
$150,000
Water Utility Fund - $200,000
N/A
Modify existing drainage ways and retention basins to comply with the Water Utility's de-minimus
permit for discharges while providing additional space to move an existing storage container to the
production facility
Ensures de-minimus compliance while at the same time transfers material currently stored at the MOC
No increases to operating costs anticipated at this time
Complete the equipping of a new well at the Nakoma Sky development at First Ave. and Lambert Lane
2020-2021 Recommended Budget 124 of 126
CIP Project Descriptions
PROJECT TITLE:Water Meters - New System Connections
FY 20-21 PROJECT BUDGET: $78,621
PRIMARY FUNDING:Water Utility Fund - $78,621
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Purchase of new Ami water meter for new system connections
PROJECT JUSTIFICATION: AMI meters provide superior system resource metering and tracking
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Well Rehabilitation
FY 20-21 PROJECT BUDGET: $150,000
PRIMARY FUNDING:Water Utility 2018 Bond Funding - $150,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Rehabilitation of Well D1/CS1 to increase useful life
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Instrumentation Replacement
FY 20-21 PROJECT BUDGET: $54,000
PRIMARY FUNDING:Water Utility Fund - $54,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Rehabilitation of Well D1/CS1 to increase useful life
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
Video log assessment, brush bail, pump efficiently evaluation/replacement to provide system reliability
and efficiency
Video log assessment, brush bail, pump efficiently evaluation/replacement to provide system reliability
and efficiency
2020-2021 Recommended Budget 125 of 126
CIP Project Descriptions
PROJECT TITLE:SCADA Upgrade/Equipment
FY 20-21 PROJECT BUDGET: $85,000
PRIMARY FUNDING:Water Utility Fund - $85,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Utility Billing Software
FY 20-21 PROJECT BUDGET: $150,000
PRIMARY FUNDING:Water Utility Fund - $150,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Procurement and implementation of a new water utility billing software
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Annual Software costs are unknown at this time
System reliability and redundancy to controls and operations
Purchase and implementation of a new water billing software to expand business module and customer
account information
Upgrade of HMI, RTU, PLC's SCADA system for added reliability and communications with water system
2020-2021 Recommended Budget 126 of 126
Town Council Budget Study/Special Session 1.
Meeting Date:06/10/2020
Requested by: Councilmember Pina & Councilmember Rodman
Submitted By:Michelle Stine, Town Clerk's Office
Department:Town Clerk's Office
Information
SUBJECT:
DISCUSSION AND POSSIBLE ACTION ABOUT THE TOWN OF ORO VALLEY'S CURRENT EMERGENCY
PROCLAMATION AND/OR AMENDMENTS THERETO CONSIDERING GOVERNOR DUCEY'S 5/12/20
EXECUTIVE ORDER 2020-36 (AKA "STAY HEALTHY, RETURN SMARTER, RETURN STRONGER") AND/OR
PIMA COUNTY'S 5/21/20 EMERGENCY PROCLAMATION
RECOMMENDATION:
N/A
EXECUTIVE SUMMARY:
N/A
BACKGROUND OR DETAILED INFORMATION:
This item was requested by Councilmember Pina and Councilmember Rodman.
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
I MOVE to...
Attachments
No file(s) attached.
Town Council Budget Study/Special Session 2.
Meeting Date:06/10/2020
Requested by: Councilmember Pina & Councilmember Rodman
Submitted By:Michelle Stine, Town Clerk's Office
Department:Town Clerk's Office
Information
SUBJECT:
DISCUSSION ABOUT TOWN COUNCIL INPUT ON FUTURE AMENDMENTS, IF ANY, TO THE TOWN OF ORO
VALLEY'S CURRENT EMERGENCY PROCLAMATION
RECOMMENDATION:
N/A
EXECUTIVE SUMMARY:
N/A
BACKGROUND OR DETAILED INFORMATION:
This item was requested by Councilmember Pina and Councilmember Rodman.
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
This item is for discussion only.
Attachments
No file(s) attached.