Loading...
HomeMy WebLinkAboutPackets - Council Packets (1514)         AGENDA ORO VALLEY TOWN COUNCIL REGULAR AND STUDY SESSION MARCH 17, 2021 ONLINE ZOOM MEETING Click Link to join: https://orovalley.zoom.us/j/96070780591 To attend via phone only, dial 1-346-248-7799 then enter Meeting/Webinar ID: 960 7078 0591 The Town recently updated its Zoom capability to allow for increased public attendance and to better facilitate the Town's virtual meetings. When you log in to the meeting you will be added as an attendee. You will be able to address the Town Council during the "Call to Audience," public hearing and public comment items on the agenda. If you wish to address the Council during those parts of the agenda, select "Raise your hand" from the Zoom controls and wait until you are called upon to speak by the Mayor. Town staff will then unmute your microphone and camera. For additional information about the Town's Zoom meetings, visit https://www.orovalleyaz.gov/Government/Departments/Town-Clerk/Zoom-meeting-attendance 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.        REGULAR SESSION AT OR AFTER 6:00 PM   CALL TO ORDER   ROLL CALL   PLEDGE OF ALLEGIANCE   UPCOMING MEETING ANNOUNCEMENTS   COUNCIL REPORTS Spotlight on Youth   TOWN MANAGER'S REPORT   The Mayor and Council may consider and/or take action on the items listed below: ORDER OF BUSINESS: MAYOR WILL REVIEW THE ORDER OF THE MEETING   INFORMATIONAL ITEMS   CALL TO AUDIENCE – At this time, any member of the public is allowed to address the Mayor and Town Council CALL TO AUDIENCE – At this time, any member of the public is allowed to address the Mayor and Town Council on any issue not listed on today’s agenda. Pursuant to the Arizona Open Meeting Law, individual Council Members may ask Town Staff to review the matter, ask that the matter be placed on a future agenda, or respond to criticism made by speakers. However, the Mayor and Council may not discuss or take legal action on matters raised during “Call to Audience.” In order to speak during “Call to Audience” please specify what you wish to discuss when completing the blue speaker card.   PRESENTATIONS   1.Proclamation - Education and Sharing Day, Oro Valley   2.Presentation and possible discussion of the Town's FY 20/21 financial update through January 2021   CONSENT AGENDA  (Consideration and/or possible action)   A.Minutes - February 18, February 19 and March 3, 2021   B.Request for Final Plat approval of the Linda Vista Luxury Rentals and Office Space development, located on the northwest corner of Oracle and Linda Vista Boulevard   C.Approval to authorize expenditure of budgeted funds in PAG/RTA fund for the paving of Limewood Drive region dirt roads for $125,000   REGULAR AGENDA   1.DISCUSSION AND POSSIBLE ACTION REGARDING THE FY21/22 - FY22/23 TOWN COUNCIL STRATEGIC LEADERSHIP PLAN   2.DISCUSSION AND POSSIBLE ACTION REGARDING A POSSIBLE CENSURE OF COUNCILMEMBER BOHEN FOR ALLEGED VIOLATION(S) OF TOWN PROCEDURES AND POLICIES   FUTURE AGENDA ITEMS (The Council may bring forth general topics for future meeting agendas. Council may not discuss, deliberate or take any action on the topics presented pursuant to ARS 38-431.02H)   ADJOURNMENT OF THE REGULAR SESSION   CALL TO ORDER   STUDY SESSION AGENDA   1.DISCUSSION REGARDING THE PARKS AND RECREATION MASTER PLAN UPDATE (continued from March 3, 2021 Town Council meeting)   ADJOURNMENT ADJOURNMENT The Mayor and Council may, at the discretion of the meeting chairperson, discuss any Agenda item.   POSTED: 3/10/21 at 5:00 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. – 5:00 p.m. The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk’s Office at least five days prior to the Council meeting at 229-4700. INSTRUCTIONS TO SPEAKERS Members of the public have the right to speak during any posted Public Hearing. However, those items not listed as a Public Hearing are for consideration and action by the Town Council during the course of their business meeting. Members of the public may be allowed to speak on these topics at the discretion of the Chair. In accordance with Amendment #2 of the Mayoral Proclamation of Emergency issued on March 27, 2020, the following restrictions have been placed on all public meetings until further notice: 1. In-person attendance by members of the public prohibited. 2. Member of the public can either watch the public meeting online https://www.orovalleyaz.gov/town/departments/town-clerk/meetings-and-agendas or, if they would like to participate in the meeting (e.g. speak at Call to Audience or speak on a Regular Agenda item), they can attend the meeting and participate via the on-line meeting application, Zoom, https://orovalley.zoom.us/j/96070780591 , or may participate telephonically only by dialing 1-346-248-7799 then enter Meeting ID: 960 7078 0591 prior to or during the posted meeting. 3. If a member of the public would like to speak at either Call to Audience or on a Regular Agenda item, please "Raise Your Hand" during the meeting when the Chair announces that it is the appropriate time to do so. For those participating in the meeting through Zoom, place your cursor towards the bottom, middle of the page and look for the "Raise Hand" icon and click on it to "Raise Your Hand" to speak. For those participating via phone only, press *9 to "Raise Your Hand". 4. All members of the public who participate in the Zoom meeting either with video or telephonically will enter the meeting with microphones muted. For those participating via computer/tablet/pone device, you may choose whether to turn your video on or not. Those participating via computer/tablet/phone device can click the "Raise Your Hand" button during the Call to the Public or Regular Agenda item, and the Chair will call on you in order. For those participating by phone, you can press *9, which will show the Chair that your hand is raised. When you are recognized at the meeting by the Chair, your microphone will be unmuted by a member of staff and you will have three minutes to speak before your microphone is again muted. 5. If a member of the public would like to submit written comments to the Town Coucil for their consideration prior to the meeting, please email those comments to mstandish@orovalleyaz.gov no later than sixty minutes before the public meeting. Those comments will then be electronically distributed to the public body prior to the meeting. 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 Regular and Study Session 1. Meeting Date:03/17/2021   Proclamation - Education and Sharing Day, Oro Valley Subject Proclamation - Education and Sharing Day, Oro Valley Summary Attachments Proclamation     Town Council Regular and Study Session 2. Meeting Date:03/17/2021   PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FY 20/21 FINANCIAL UPDATE THROUGH JANUARY 2021 Subject Presentation and possible discussion of the Town's FY 20/21 financial update through January 2021 Summary This financial update is intended to provide an overview and status of revenues and expenditures for the Town’s selected funds through January 2021. 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:   With vaccine distribution now underway, there finally appears to be some light at the end of this pandemic tunnel the Town has been navigating. Revenues remain strong, especially for single-family residential permits and construction sales taxes due to a strong housing market, as well as online sales tax collections. These are offsetting continued challenges in restaurant/bar and bed tax collections.  With over half the fiscal year complete, the Town has begun moving forward with a number of budgeted projects that were temporarily deferred due to uncertainty with revenue collections.   General Fund Overall, General Fund revenues and expenditures are trending better than originally anticipated through January 2021 (See Attachment A). Due to strong local sales tax and permit fee collections, revenues total $30.3 million or 69.9% of budget, while expenditures are modestly below budget at $22.0 million or 49.3% of the total budget.    Highway Fund Revenues and expenditures for the Highway Fund are trending as expected through January 2021 (See Attachment B). Revenues total approximately $2.1 million or 57.7% of budget while expenditures total $2.1 million or 53.8% of budget.   Community Center Fund Current revenues and expenditures for the Community Center Fund are largely as anticipated through January 2021 (See Attachment C-1 & C-2). Revenues are 54.8% of budget, or $3.9 million while expenditures are at 45.6% of budget or $3.1 million.     BACKGROUND AND DETAILED INFORMATION:   GENERAL FUND Attachment A shows General Fund revenues and expenditures through January, as well as year-end estimates for each category. The estimated year-end projections in the General Fund are as follows:   Revenues:                                                                                           $46,121,352 Less: Expenditures:                                                                                     ($43,383,318)   Preliminary Estimated Change in Fund Balance: $2,738,034 *   *The adopted fiscal year 2020/21 budgeted change in fund balance is $(1,225,025) General Fund Revenues Local sales tax collections in the General Fund total $12.5 million or 69.1% of the budget amount of $18.1 million and are higher than anticipated. Construction sales tax collections remain strong, totaling $3.1 million through January. Retail collections total $4.6 million, and account for activity from the holiday shopping season. Through January, retail collections are $307,000 or 7.1% higher than collections from the same period last fiscal year. However, both restaurant/bar collections as well as bed tax collections are down 14.6% and 34.7% respectively compared to collections from the same time period last fiscal year. Due to strong collections in construction, retail and remote collections, General Fund sales taxes are estimated to end the year $2.1 million, or 11.6% over budget. Please see Attachment E for detailed information on General Fund local sales tax collections.  License and permit revenues total $1.9 million or 119.2% of the budget amount of $1.6 million through January. Single Family Residential (SFR) permits issued through January total 277 and are a large portion of this revenue piece. For reference, through January of last fiscal year, the Town had issued 144 SFR permits. Commercial permit revenue is another main portion of this category and includes large one-time permit revenues. This revenue category is expected to come in over budget by approximately $1.2 million.  State shared revenues total $8.3 million or 62.6% of the budget amount of $13.2 million. These revenues sources are comprised of state shared sales taxes, state shared income taxes and auto-lieu fees. At this point in time, state shared sales taxes and auto-lieu fees are trending slightly over budget. Overall, this revenue category is anticipated to end the fiscal year $400,000 or 3.0% over budget. Please see Attachment F for detailed information on General Fund state shared revenue collections.  Other intergovernmental revenues include RTA reimbursements for transit services, school resource officers, and animal control revenues. This category is currently at $434,000 or 26.0% of budget and is anticipated to end the fiscal year about $780,000 or 46.5% below budget. This is due to reduced ridership demand causing reductions in RTA transit reimbursements. Savings in Transit personnel costs will partially offset this shortfall.   Charges for services revenues total $1.1 million or 50.6% of the budget amount of $2.2 million. A large portion of these revenues are associated with Parks & Recreation programming and farebox revenues. As anticipated, these revenues sources are lagging due to COVID-19. At this point in time, these revenues are anticipated to end the fiscal year 12.3% or $275,000 below budget.  Federal grant revenues include the $5.3 million of AZ Cares funding allotted to Oro Valley, which was received earlier in the fiscal year.   General Fund Expenditures General Fund expenditures are trending as expected through January 2021 and are estimated to come in slightly under budget at this time primarily due to personnel savings from position vacancies and projected O&M savings from one-time projects. At this point in time, the General Fund is estimated to end the fiscal year approximately $1.2 million or 2.7% below the adopted budget amount of $44.6 million.  Overall, departments continue to be mindful of spending. Many large one-time costs and projects were deferred during the first half of the fiscal year until the Town was confident revenues could support these expenses. As such, moving forward many of these projects will commence in the second half of the fiscal year. The General Fund is expected to end the fiscal year with a total fund balance of $23.6 million, or 53.0% of budgeted expenditures. HIGHWAY FUND Highway Fund Revenues State shared highway user funds total $2.1 million or 60.9% of the budget amount of $3.5 million. At this point in time, these revenues are estimated to come in slightly above budgeted levels by $101,000.  State grant revenues are reimbursable costs by the RTA related to the La Cholla Road widening project. As this project is substantially complete, there are no additional reimbursements expected at this time. Transportation Engineering expenditures have been reduced accordingly.  All other revenue sources for the Highway Fund are expected to end the fiscal year near budgeted levels at this point in time. Highway Fund Expenditures Highway Fund expenditures are currently $2.1 million or 53.8% of the adopted budget of $3.9 million. These costs will increase when the second phase of the Pavement Preservation Program begins in the spring.  Highway Fund expenditures are estimated to come in under budget by $193,000 due to reimbursable costs related to the La Cholla Road widening project and minor O&M savings. The Highway Fund is expected to end the fiscal year with a fund balance of approximately $750,000.   COMMUNITY CENTER FUND Attachment C-1 shows the consolidated financial status of the Community Center Fund with all revenues and expenditures from the golf operator and Town-managed operations. Attachment C-2 shows the monthly line item detail for the contract 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. Community Center Fund Revenues Revenues in the Community Center Fund through January 2021 total $3.9 million or 54.8% of the budget amount of $7.1 million.  Contracted operating revenues from the golf operator total $2.0 million. This is approximately $268,000 or 15.5% higher than revenues from the same time period last fiscal year. At this point in time, contracted revenues are estimated to come in under budget by approximately $44,000 or 1.3%, primarily caused by COVID-19 disruptions to food & beverage and merchandise sales.  Due to facility closures and reduced patronage due to COVID-19, Town operating revenues through January 2021 are $209,742. This revenue source is preliminarily expected to end the fiscal year 53.4% or about $500,000 under budget. Savings in Town operating costs are expected to partially cover this shortfall.  Local sales tax revenues through January total $1.7 million or 66.5% of the budget amount of $2.5 million. Due to strong retail and remote collections, this category is expected to come in over budget by approximately $193,000 or 7.8%.   Community Center Fund Expenditures Expenditures in the Community Center Fund total $3.1 million or 45.6% of the budget amount of $6.9 million.  Contracted operating expenditures from the golf operator total $2.6 million, or 58.0% of the budgeted amount of $4.5 million. Contracted expenditures are estimated to come in under budget by approximately $130,000 or 2.9% due to personnel and equipment lease savings.  Overall expenditures for the fund are estimated to come in under budget by $243,000 or 3.5% due to a combination of anticipated personnel, O&M, and lease savings. At this time, the Community Center Fund is projected to end the fiscal year with a total fund balance of about $976,000.     Please see Attachments A and B for additional details on the General Fund and Highway Fund. See Attachments C-1 and C-2 for additional details on the Community Center Fund. See Attachment D for a fiscal year-to-date consolidated summary of all Town Funds. See attachments E and F for a breakdown of monthly local sales tax collections and state shared revenue collections for the General Fund.   Attachments Attachment A - General Fund  Attachment B - Highway Fund  Attachment C-1 - Community Center Fund  Attachment C-2 Cash Flow  Attachment D - Summary All Funds  Attachment E - General Fund Sales Tax  Attachment F - General Fund State Shared Revenues  Staff Presentation  ATTACHMENT A January YTD Financial Status General Fund % Budget Completion through January --- 58.3% % Actuals YE % Variance to Budget to Budget REVENUES: LOCAL SALES TAX 12,527,892 18,128,304 69.1%20,229,574 11.6% LICENSES & PERMITS 1,897,482 1,592,500 119.2%2,767,613 73.8% FEDERAL GRANTS 5,519,104 5,790,969 95.3%5,803,803 0.2% STATE GRANTS 77,503 75,000 103.3%100,000 33.3% STATE/COUNTY SHARED 8,254,071 13,194,438 62.6%13,595,332 3.0% OTHER INTERGOVERNMENTAL 434,126 1,672,000 26.0%895,000 -46.5% CHARGES FOR SERVICES 1,132,844 2,239,675 50.6%1,964,885 -12.3% FINES 68,440 125,000 54.8%125,000 0.0% INTEREST INCOME 272,164 150,000 181.4%295,445 97.0% MISCELLANEOUS 110,761 262,500 42.2%224,700 -14.4% TRANSFERS IN - 120,000 0.0%120,000 0.0% TOTAL REVENUES 30,294,387 43,350,386 69.9%46,121,352 6.4% % Actuals YE % Variance to Budget to Budget EXPENDITURES: CLERK 231,420 428,524 54.0%428,524 0.0% COMMUNITY & ECON. DEV.1,418,893 2,779,661 51.0%2,736,135 -1.6% COUNCIL 112,817 197,019 57.3%197,019 0.0% FINANCE 441,692 832,888 53.0%832,888 0.0% GENERAL ADMINISTRATION 2,149,706 5,251,466 40.9%5,078,966 -3.3% HUMAN RESOURCES 235,639 457,347 51.5%447,153 -2.2% INNOVATION & TECHNOLOGY 2,117,000 3,944,198 53.7%3,879,814 -1.6% LEGAL 450,250 870,592 51.7%842,259 -3.3% MAGISTRATE COURT 408,662 864,826 47.3%862,762 -0.2% MANAGER 505,463 1,028,734 49.1%981,874 -4.6% PARKS & RECREATION 1,600,803 3,478,517 46.0%3,357,584 -3.5% POLICE 8,834,403 16,953,228 52.1%16,823,969 -0.8% PUBLIC WORKS 2,054,832 4,898,891 41.9%4,324,850 -11.7% TRANSFERS OUT 1,405,758 2,589,520 54.3%2,589,520 0.0% TOTAL EXPENDITURES 21,967,338 44,575,411 49.3%43,383,318 -2.7% SURPLUS / (DEFICIT)8,327,049 (1,225,025) 2,738,034 BEGINNING FUND BALANCE 20,889,548 Plus: Surplus / (Deficit)2,738,034 ENDING FUND BALANCE **23,627,582 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision FY 2020/2021 Year End Estimate * Budget Year End Estimate * Actuals thru 01/2021 Actuals thru 01/2021 Budget ATTACHMENT B January YTD Financial Status FY 2020/2021 % Budget Completion through January --- 58.3% Actuals thru 01/2021 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget REVENUES: LICENSES & PERMITS 18,949 25,000 75.8%28,050 12.2% STATE GRANTS - 210,000 0.0%- -100.0% STATE/COUNTY SHARED 2,107,897 3,458,929 60.9%3,560,200 2.9% INTEREST INCOME 8,353 5,000 167.1%8,800 76.0% MISCELLANEOUS 1,616 2,000 80.8%2,000 0.0% TOTAL REVENUES 2,136,815 3,700,929 57.7%3,599,050 -2.8% Actuals thru 01/2021 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget EXPENDITURES: TRANSPORTATION ENGINEERING 1,867,670 3,512,881 53.2%3,319,776 -5.5% STREET MAINTENANCE 209,784 348,220 60.2%348,220 0.0% TOTAL EXPENDITURES 2,077,454 3,861,101 53.8%3,667,996 -5.0% SURPLUS / (DEFICIT)59,361 (160,172) (68,946) BEGINNING FUND BALANCE 818,962 Plus: Surplus / (Deficit)(68,946) ENDING FUND BALANCE **750,017 * 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 January YTD Financial Status % Budget Completion through January --- 58.3% % Actuals YE % Variance to Budget to Budget REVENUES: CONTRACTED OPERATING REVENUES Golf Revenues, Trail and Cart Fees 1,136,320 1,567,840 72.5% 1,955,780 24.7% Member Dues 562,165 850,000 66.1% 981,000 15.4% Food & Beverage 198,367 760,776 26.1% 362,500 -52.4% Merchandise & Other 96,125 325,933 29.5%161,300 -50.5% 1,992,977 3,504,548 56.9% 3,460,580 -1.3% TOWN OPERATING REVENUES Daily Drop-Ins 12,974 30,000 43.2% 26,000 -13.3% Member Dues 165,201 707,000 23.4% 350,000 -50.5% Recreation Programs 6,441 160,000 4.0% 16,000 -90.0% Swim Team/Swim Lessons - 8,000 0.0% 8,000 0.0% Facility Rental Income 25,030 50,500 49.6% 45,000 -10.9% Concession Sales 96 100 96.0%100 0.0% 209,742 955,600 21.9% 445,100 -53.4% OTHER REVENUES Local Sales Tax 1,657,461 2,492,960 66.5% 2,686,786 7.8% Real Property Rental Income 19,502 19,502 100.0% 19,502 0.0% Interest Income 7,828 1,000 782.8%8,450 745.0% Miscellaneous 2,060 125,000 0.0%127,060 1.6% 1,686,851 2,638,462 63.9% 2,841,798 7.7% TOTAL REVENUES 3,889,570 7,098,610 54.8%6,747,478 -4.9% % Actuals YE % Variance to Budget to Budget EXPENDITURES: CONTRACTED OPERATING EXPENDITURES Personnel 948,452 1,847,606 51.3% 1,686,278 -8.7% Operations & Maintenance 1,526,221 2,353,430 64.9% 2,427,336 3.1% Capital Equipment Purchases - - 0.0% 52,150 100.0% Equipment Leases 134,894 294,792 45.8%200,100 -32.1% 2,609,567 4,495,828 58.0% 4,365,864 -2.9% TOWN OPERATING EXPENDITURES Personnel 312,385 762,713 41.0% 683,157 -10.4% Operations & Maintenance 55,445 216,037 25.7%182,767 -15.4% 367,830 978,750 37.6% 865,925 -11.5% CAPITAL OUTLAY - 1,124,500 0.0% 1,124,500 0.0% TRANSFERS OUT 158,302 278,302 56.9% 278,302 0.0% TOTAL EXPENDITURES 3,135,699 6,877,380 45.6%6,634,591 -3.5% SURPLUS / (DEFICIT)753,871 221,230 112,887 BEGINNING FUND BALANCE 862,818 Plus: Surplus / (Deficit)112,887 ENDING FUND BALANCE **975,705 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision FY 2020/2021 Actuals thru 01/2021 Budget Year End Estimate * Community Center Fund Actuals thru 01/2021 Budget Year End Estimate * ATTACHMENT C-2 July 2020 Aug. 2020 Sept. 2020 Oct. 2020 Nov. 2020 Dec. 2020 Jan.2021 Feb. 2021 Mar. 2021 April 2021 May 2021 June 2021 YTD FY 2021 FY 2021 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Budget Forecast REVENUES: Green Fees 104,791 105,899 122,143 93,295 171,862 161,787 162,631 922,408 1,333,602 1,589,235 Cart Fees 18,898 19,444 19,752 20,236 19,956 20,761 21,970 141,017 234,237 246,000 Driving Range 1,644 2,670 4,685 5,054 4,366 3,876 3,846 26,141 65,695 46,400 Golf Cards/Passes (709) - 709 - - - - - - - Pro Shop Sales 11,834 10,009 10,825 8,276 14,099 21,293 16,957 93,293 222,238 154,000 Other Golf Rev.4,015 3,186 4,282 2,300 9,313 6,704 4,985 34,785 3,000 52,370 Clinic/School Rev.360 1,243 1,184 864 1,927 2,089 4,302 11,969 15,000 21,775 Monthly Dues 74,950 82,272 75,649 77,485 79,933 87,318 84,558 562,165 850,000 981,000 Misc. & Discounts (642) 323 133 951 (448) 1,375 1,140 2,832 20,000 7,300 Food & Beverage 24,734 22,371 23,461 22,740 36,582 34,969 33,510 198,367 760,776 362,500 TOTAL REVENUES: 239,875 247,417 262,823 231,201 337,590 340,172 333,899 - - - - - 1,992,977 3,504,548 3,460,580 COST OF SALES: Pro Shop 9,815 8,835 10,735 5,880 11,797 21,621 10,803 79,486 144,454 131,000 Lessons & Group Services - - - - - - - - 13,350 - Food & Beverage 8,569 7,784 8,471 9,529 12,831 12,235 9,909 69,328 256,095 129,000 TOTAL COST OF SALES: 18,384 16,619 19,206 15,409 24,628 33,856 20,712 - - - - - 148,814 413,899 260,000 GROSS INCOME: 221,491 230,798 243,617 215,792 312,962 306,316 313,187 - - - - - 1,844,163 3,090,649 3,200,580 EXPENDITURES: Personnel 109,851 143,900 119,840 135,250 135,476 154,745 149,390 948,452 1,847,606 1,686,278 Golf Operations 5,503 1,778 2,224 6,329 17,209 8,906 3,681 45,630 30,900 72,925 G&A 20,792 52,369 24,364 12,231 22,577 30,873 72,503 235,709 135,509 384,376 Maintenance 148,148 151,140 221,930 219,568 118,088 67,554 12,972 939,400 1,524,660 1,431,618 Sales & Marketing 1,284 2,415 2,083 3,515 1,691 910 6,580 18,478 42,100 24,728 Food & Beverage 1,521 1,531 2,075 1,802 2,808 5,322 2,465 17,524 81,362 36,023 Management Fees 10,000 10,000 10,000 10,000 10,000 10,000 10,000 70,000 120,000 120,000 Golf Cart Leases 13,041 13,041 13,041 13,041 18,092 13,041 13,041 96,337 156,488 161,543 Equipment Leases 19,277 19,280 - - - - - 38,557 138,304 38,557 Capital Equipment Purchases - - - - - - - - 52,150 Other Expenses 12,590 - - - - 450 6,248 19,288 3,000 43,288 Insurance - P&C 3,300 3,300 3,300 3,300 9,115 4,463 4,600 31,378 2,000 54,378 TOTAL EXPENDITURES: 345,306 398,754 398,857 405,036 335,056 296,264 281,480 - - - - - 2,460,753 4,081,929 4,105,864 NET INCOME: (123,815) (167,956) (155,240) (189,244) (22,094) 10,052 31,707 - - - - - (616,590) (991,280) (905,284) El Conquistador Cash Flow Statement ATTACHMENT D Consolidated Year-to-Date Financial Report through January 2021 FY 2020/2021 FY 20/21 Capital Leases/Left in Accounts Begin Bal.Transfer Out Thru Jan. 2021 General Fund 20,889,548 30,294,387 30,294,387 1,405,758 14,847,155 5,443,865 270,560 21,967,338 29,216,597 Highway Fund 818,962 2,136,815 2,136,815 677,301 284,851 1,115,302 2,077,454 878,323 Seizure & Forfeiture - Justice/State 244,194 31,556 31,556 484 43,756 22,715 66,955 208,795 Community Center Fund 862,818 3,889,570 3,889,570 293,196 1,260,837 1,581,666 3,135,699 1,616,689 Municipal Debt Service Fund 169,721 81,047 1,076,200 1,157,247 6,438 1,215,445 1,221,883 105,085 Oracle Road Debt Service Fund 6,841 173,099 173,099 174,038 174,038 5,902 Water Resource System & Dev. Impact Fee Fund 16,545,872 2,222,898 2,222,898 40,500 1,641,736 1,682,236 17,086,534 Townwide Roadway Dev Impact Fee Fund 2,966,188 306,125 306,125 1,647,354 1,647,354 1,624,959 Parks & Recreation Impact Fee Fund 779,573 206,518 206,518 849,932 849,932 136,159 Police Impact Fee Fund 103,398 88,137 88,137 100,000 100,000 91,535 Capital Fund 2,410,736 551,403 590,381 1,141,784 1,080,942 1,080,942 2,471,578 PAG/RTA Fund 382,519 2,147,020 2,147,020 715,845 715,845 1,813,694 Water Utility 14,769,503 11,242,999 192,224 11,435,223 2,521 1,813,703 4,489,437 1,201,484 4,337,438 11,844,583 14,360,143 Stormwater Utility 628,026 877,548 877,548 441,116 185,142 51,743 678,001 827,573 Benefit Self Insurance Fund 2,088,823 2,211,709 2,211,709 2,166,841 2,166,841 2,133,691 Recreation In-Lieu Fee Fund 16,100 142 142 - 16,242 Total 63,682,822 56,460,973 1,858,805 58,319,778 1,801,475 19,040,596 14,242,496 8,597,613 - 5,726,921 49,409,101 72,593,499 Fund Revenue Other Fin Sources/ Tfrs Total In Debt Service Total OutPersonnelO&M Capital Contingency ATTACHMENT E General Fund Local Sales Tax Collections FY 2020/21 CATEGORY JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE TOTAL Construction Sales Tax 643,435 471,705 517,101 483,032 384,176 321,621 305,338 3,126,408 Utility Sales Tax 267,771 337,260 350,040 360,019 286,715 249,286 245,891 2,096,982 Retail Sales Tax 647,068 579,089 560,008 613,570 607,315 709,153 889,306 4,605,509 Bed Tax 42,564 33,546 32,879 38,003 170,718 105,673 36,242 459,625 Restaurant & Bar Sales Tax 127,814 114,578 118,223 130,147 158,913 137,151 142,356 929,182 All Other Local Sales Tax *117,419 174,520 141,653 120,588 200,416 200,756 183,337 1,138,690 TOTAL 1,846,071$ 1,710,698$ 1,719,904$ 1,745,360$ 1,808,253$ 1,723,640$ 1,802,470$ 12,356,396$ FY 2019/20 CATEGORY JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE TOTAL Construction Sales Tax 517,637 462,244 615,858 617,534 412,787 459,531 281,257 380,036 315,236 504,767 492,156 511,642 5,570,685 Utility Sales Tax 234,537 311,362 320,239 325,272 244,544 210,285 218,262 264,950 224,019 198,472 192,478 226,165 2,970,585 Retail Sales Tax 555,057 542,964 524,735 491,087 630,262 661,184 892,958 582,264 553,726 630,299 560,570 634,962 7,260,068 Bed Tax 54,830 91,322 99,278 104,342 120,624 123,846 109,383 142,745 100,338 51,680 14,780 21,154 1,034,323 Restaurant & Bar Sales Tax 142,433 139,049 154,388 151,118 150,996 176,520 173,479 175,764 138,125 129,206 93,589 119,171 1,743,839 All Other Local Sales Tax *46,762 59,797 66,191 63,774 119,804 155,857 181,405 158,895 123,624 111,669 101,265 108,652 1,297,696 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$ 1,454,838$ 1,621,747$ 19,877,196$ * Note: Does not include cable franchise fees or sales tax audit revenues ATTACHMENT F General Fund State Shared Revenues FY 2020/21 CATEGORY JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE TOTAL State Shared Income Tax 548,361 548,361 548,361 548,361 548,361 548,361 548,361 3,838,527 State Shared Sales Tax 243,577 416,638 351,744 490,371 615,415 523,608 454,947 3,096,300 County Auto Lieu 98,728 256,745 217,528 201,958 162,796 190,665 190,824 1,319,244 TOTAL 890,666$ 1,221,744$ 1,117,633$ 1,240,690$ 1,326,572$ 1,262,634$ 1,194,132$ 8,254,071$ FY 2019/20 CATEGORY JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE TOTAL State Shared Income Tax 489,186 489,186 489,186 489,186 489,186 489,186 489,186 489,186 489,186 489,186 489,186 489,186 5,870,232 State Shared Sales Tax 367,929 418,577 314,216 381,361 447,490 322,597 408,444 563,756 324,864 540,907 349,280 255,070 4,694,491 County Auto Lieu 89,556 184,257 174,793 173,529 183,209 157,268 177,671 183,502 159,026 80,587 138,405 371,622 2,073,425 TOTAL 946,671$ 1,092,020$ 978,195$ 1,044,076$ 1,119,885$ 969,051$ 1,075,301$ 1,236,444$ 973,076$ 1,110,680$ 976,871$ 1,115,878$ 12,638,148$ Fiscal Year 2020/21 Financial Update Through January 2021 March 17, 2021 GENERAL FUND REVENUES REVENUE SOURCE Budget Actuals Thru 01/2021 % of Budget Year -End Estimate Notes Local Sales Taxes $ 18,128,304 $ 12,527,892 69.1%$ 20,229,574 Trending above budget due to construction, retail, utility and online collections State Shared Revenues 13,194,438 8,254,071 62.6%13,595,332 Sales tax and vehicle license tax trending above budgeted levels Charges for Services 2,239,675 1,132,844 50.6%1,964,885 Slightly below budgeted levels due to COVID-19 disruptions Licenses & Permits 1,592,500 1,897,482 119.2%2,767,613 Above budget due to increased commercial and residential activity All Other 8,195,469 6,482,098 79.1%7,563,948 Trending under budget due to RTA Transit reimbursements (Category includes grants, intergovernmental revenue, interest income, fines and other miscellaneous revenue) TOTAL GENERAL FUND REVENUES $ 43,350,386 $ 30,294,387 69.9%$ 46,121,352 Year -end estimate $2.8M or 6.4% above budget to due additional permit revenues and sales tax collections GENERAL FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 01/2021 % of Budget Year -End Estimate Notes Personnel $ 28,976,810 $ 14,847,155 51.2%$ 28,294,772 Slightly below budget due to timing of payroll, vacancy savings and COVID-19 Operations & Maintenance 11,451,081 5,443,865 47.5%11,038,824 Slightly below budget at this time but spending expected to increase as previously deferred projects commence Capital 1,558,000 270,560 17.4%1,460,202 Below budget at this time but spending expected to increase as major projects commence Transfers Out 2,589,520 1,405,758 54.3%2,589,520 Trending as expected; current transfers are related to debt service payments and CIP Transfers TOTAL GENERAL FUND EXPENDITURES $ 44,575,411 $ 21,967,338 49.3%$ 43,383,318 Year -end estimate $1.2M of 2.7% below budget due primarily to projected personnel and O&M savings YTD Surplus: $8.3M Year -End Estimated Surplus: $2.7M Budgeted Deficit/Use of Fund Balance = $(1.2M) Estimated Ending Fund Balance: $23.6M 53.0% of budgeted expenditures Exceeds Council 25% Policy by $12.5M GENERAL FUND $23.7M $22.6M $30.3M $22.0M $43.4M $44.6M $.0M $5.0M $10.0M $15.0M $20.0M $25.0M $30.0M $35.0M $40.0M $45.0M $50.0M Revenues Expenditures General Fund FY 20/21 Through January PY Actual CY Actual CY Budget HIGHWAY FUND Revenues: State shared highway user (HURF) revenues total $2.1 million through January, or 60.9% of budget •Expected to end the fiscal year 2.9% or $101,000 above budgeted levels Budgeted grant revenues are related to reimbursements for the La Cholla project •Project is substantially complete, and no additional reimbursements are anticipated at this time Expenditures: Highway Fund expenditures total $2.1 million, or 53.8% of budget through January •Figures include the fall portion of the Town’s Pavement Preservation Program Expenditures anticipated 5.0%, or $193,000 below budget due to personnel savings YTD Surplus: $59,361 Year -End Estimated Deficit: $(68,949) Budgeted Deficit/Use of Fund Balance: $(160,172) Estimated Ending Fund Balance: $750,017 HIGHWAY FUND $2.4M $1.7M $2.1M $2.1M $3.7M $3.9M $.0M $.5M $1.0M $1.5M $2.0M $2.5M $3.0M $3.5M $4.0M $4.5M $5.0M Revenues Expenditures Highway Fund FY 20/21 Through January PY Actual CY Actual CY Budget COMMUNITY CENTER FUND Revenues: Contracted operating revenues at 56.9% of budget, or $2.0 million through January •$268,000 or 15.5% higher than revenues compared to same period last fiscal year Town operating revenues below budget due to COVID-19 Half-cent sales tax revenues trending slightly better than expected at $1.7 million, or 66.5% of budget Expenditures: Contracted expenditures at 58.0% of budget, or about $2.6 million through January •$223,000 or 7.9% lower than expenditures compared to same period last fiscal year Town operating expenditures below budget due to COVID-19 YTD Surplus: $753,871 Year -End Estimated Surplus: $112,887 Budgeted Surplus/Addition to Fund Balance: $221,230 Estimated Ending Fund Balance: $975,705 COMMUNITY CENTER FUND $3.8M $3.7M$3.9M $3.1M $7.1M $6.9M $.0M $1.0M $2.0M $3.0M $4.0M $5.0M $6.0M $7.0M $8.0M Revenues Expenditures Community Center Fund FY 20/21 Through January PY Actual CY Actual CY Budget MONTHLY FINANCIAL UPDATE QUESTIONS?    Town Council Regular and Study Session A. Meeting Date:03/17/2021   Requested by: Mike Standish Submitted By:Michelle Stine, Town Clerk's Office Department:Town Clerk's Office SUBJECT: Minutes - February 18, February 19 and March 3, 2021 RECOMMENDATION: Staff recommends approval. EXECUTIVE SUMMARY: N/A BACKGROUND OR DETAILED INFORMATION: N/A FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to approve (approve with the following changes) the February 18, Februrary 19 and March 3, 2021 minutes. Attachments 2-18-21 Draft Minutes  2-19-21 Draft Minutes  3-3-21 Draft Minutes  2/18/2 1 Minutes, Town Council Workshop 1 MINUTES ORO VALLEY TOWN COUNCIL WORKSHOP February 18 , 202 1 ONLINE ZOOM MEETING WORKSHOP AT OR AFTER 8:30 AM WORKSHOP AGENDA 1. Discussions facilitated by Arizona Town Hall representatives regarding any and all aspects of Town Operations. These discussions may include but not be limited to: reviewing current and projected data and information on Town finances, operations and facilities; evaluating national and local issues impacting the community and organization; discussion and input on priorities with Town management staff to be included in the Town Council's FY 21/22 - 22/23 bi-annual Strategic Leaders hip Plan PRESENT : Joe Winfield, Mayor Melanie Barrett, Vice Mayor Tim Bohen, Councilmember Harry Greene, Councilmember Joyce Jones -Ivey, Councilmember Josh Nicolson, Councilmember Steve Solomon, Councilmember Mayor Winfield called the meeting to order at 8:30 a.m. and gave an overview of the Council workshop and confirmed goals for the retreat. Facilitator Ms. Evelyn Casuga introduced herself and gave an overview of the strategic planning process. Discussion ensued amongst Council and staff regarding the Oro Valley environmental scan. Break at 10:00 a.m. The meeting resumed at 10:15 a.m. Ms. Wendy Gomez presented the Mid-Year FY 20/21 Financial Update. Discussion ensued amongst Council and staff regarding the Financial Upda te. Mr. Gephart presented the preliminary FY21/22 revenue projections. Discussion ensued amongst Council and staff regarding the revenue projections. Ms. Amanda Jacobs presented the mid-year FY19/20 – FY 20/21 Strategic Leadership Plan update. Discussion ensued amongst Council and staff regarding the FY 19/20 – FY 20/21 Strategic Leadership Plan update. The following departments presented their department strategic plan items: 2/18/2 1 Minutes, Town Council Workshop 2 -Public Works Lunch break from 12:12 p.m. to 1:15 p.m. -Police Department -Community & Economic Development Break at 2:52 p.m. The meeting resumed at 3:06 p.m. -Water Utility The workshop was adjourned at 3:48 p.m. Respectfully submitted, _____________________________ Michael Standish, CMC Town Clerk 2/19/2 1 Minutes, Town Council Workshop 1 MINUTES ORO VALLEY TOWN COUNCIL WORKSHOP February 1 9 , 202 1 ONLINE ZOOM MEETING WORKSHOP AT OR AFTER 8:30 AM WORKSHOP AGENDA 1. Discussions facilitated by Arizona Town Hall representatives regarding any and all aspects of Town Operations. These discussions may include but not be limited to: reviewing current and projected data and information on Town finances, operations and facilities; evaluating national and local issues impacting the community and organization; discussion and input on priorities with Town management staff to be included in the Town Council's FY 21/22 - 22/23 bi-annual Strategic Leaders hip Plan PRESENT : Joe Winfield, Mayor Melanie Barrett, Vice Mayor Tim Bohen, Councilmember Harry Greene, Councilmember Joyce Jones -Ivey, Councilmember Josh Nicolson, Councilmember Steve Solomon, Councilmember Mayor Winfield called the meeting to order at 8:30 a.m. and welcomed everyone to the Council workshop. Ms. Casuga gave an overview of the goals of the day. The following departments presented their department strategic plan items: -Parks & Recreation -Administrative Func tions Ms. Gomez presented the preliminary Capital Improvement Program (CIP). Discussion ensued amongst Council and staff regarding the CIP. Ms. Jacobs presented the Town Manager FY 21/22 budget priorities. Discussion ensued amongst Council and staff regarding the FY 21/22 budget priorities. Break at 10:01 a.m. The meeting resumed at 10:16 a.m. Council discussed their goal setting priorities and objectives. Discussion ensued amongst Council and staff regarding the Council’s strategic plan priorities and objectives. Break for lunch at 11:50 a.m. The meeting resumed at 12:51 p.m. 2/19/2 1 Minutes, Town Council Workshop 2 Discussion continued amongst Council and staff regarding the Council’s strategic plan priorities and objectives. Ms. Jacobs went over next steps and said that staff would work on creating a draft strategic plan from the input over the last two days. Mayor Winfield thanked everyone for participating in the strategic planning process. The workshop was adjourned at 3:05 p.m. Respectfully submitted, _____________________________ Michael Standish, CMC Town Clerk D R A F T   MINUTES ORO VALLEY TOWN COUNCIL REGULAR AND STUDY SESSION MARCH 3, 2021 ONLINE ZOOM MEETING            REGULAR SESSION AT OR AFTER 6:00 PM   CALL TO ORDER    Mayor Winfield called the meeting to order at 6:00 p.m.   ROLL CALL Present: Joseph C. Winfield, Mayor Melanie Barrett, Vice-Mayor Harry Greene, Councilmember Joyce Jones-Ivey, Councilmember Josh Nicolson, Councilmember Steve Solomon, Councilmember Absent: Tim Bohen, Councilmember PLEDGE OF ALLEGIANCE    Councilmember Solomon led the audience in the Pledge of Allegiance.   UPCOMING MEETING ANNOUNCEMENTS    Town Clerk Mike Standish announced the upcoming Town meetings.   COUNCIL REPORTS    Councilmember Bohen joined the meeting. Mayor Winfield recognized the Oro Valley Adopt A Roadway program and thanked citizens who participated in the program and have worked diligently to keep Oro Valley clean.   TOWN MANAGER'S REPORT    Town Manager Mary Jacobs reported the following information: 3-3-21 Minutes, Town Council Regular and Study Session 1   Town Manager Mary Jacobs reported the following information: Information regarding COVID 19 vaccinations Status update regarding the former Vistoso Golf Course   ORDER OF BUSINESS    Mayor Winfield reviewed the order of business and stated that the order would stand as posted. Mayor Winfield introduced Mr. Jonathan Rothchild as the new Town Attorney. Mayor Winfield provided the guidelines for participation in the Town Council's Regular and Study Session Zoom meeting.   INFORMATIONAL ITEMS    There were no informational items.   CALL TO AUDIENCE    Oro Valley resident Chad Collet spoke regarding the Vistoso Golf Course. Oro Valley resident Rosa Dailey spoke regarding the Vistoso Golf Course. Oro Valley resident Rich Molnar spoke regarding the Vistoso Golf Course. Oro Valley resident Tom Stegman spoke regarding the Vistoso Golf Course. Oro Valley resident Ray Barth spoke regarding the Vistoso Golf Course. Oro Valley resident Craig MacKay spoke regarding the Vistoso Golf Course. Oro Valley resident Bill Sugars spoke regarding the Vistoso Golf Course. Oro Valley resident Richard Beam spoke regarding the Vistoso Golf Course. Oro Valley resident Gail Latier spoke regarding the Vistoso Golf Course. Oro Valley resident Jennifer spoke regarding the Vistoso Golf Course. Oro Valley resident John Medlen spoke regarding the Vistoso Golf Course. Oro Valley resident Teresa Marrow spoke regarding the Vistoso Golf Course. Oro Valley resident Terry Hart spoke on behalf of Oro Valley resident Eric Freytag regarding the Vistoso Golf Course. Oro Valley resident Robert Hersman spoke regarding the Vistoso Golf Course. Oro Valley resident Harold Volbol spoke regarding the Vistoso Golf Course. Oro Valley resident Marsha Thrall spoke regarding the Vistoso Golf Course. 3-3-21 Minutes, Town Council Regular and Study Session 2    PRESENTATIONS   1.Presentation of graduates from the 2021 Oro Valley Community Academy       Principal Planner Millini Simms recognized the following graduates from the 2021 Oro Valley Community Academy. Councilmember Greene Jonathan D. Russell Antonia Landau Joseph Affinati Colleen Farrell Joseph Coyle Craig Wright Kathleen Hernandez Dan Shockley Kyle Packer Paige Shockley Laura King Viviano Daniel E. Sturmon Laura Malick Smith Particia Sturmon Les Krammer David Dostie Myra R. Hopper Ed Thomas Niranjan Vescio Edward Schultz Pam Barnes Elizabeth Neill Philip Fisher Gary Bagnoche Robert Henderson Gary Mattson Stephanie Krueger Gary Smith Stu Craig James F. Beasley Sandy Carter Joanne Levine   2.Presentation - Youth Art Program by the Arts and Culture Ambassadors       Arts and Cultural Ambassador Sasha Case introduced the pieces of artwork via video which were created by students from Quest for Education and Arts.   CONSENT AGENDA  (Consideration and/or possible action)    Councilmember Bohen requested that item (B) be removed from the Consent Agenda for discussion..   A.Minutes - January 27, January 28, February 10, February 11 and February 17, 2021      C. Approval of appointment to the Stormwater Utility Commission       Motion by Mayor Joseph C. Winfield, seconded by Councilmember Joyce Jones-Ivey to approve items (A) and (C) of the Consent agenda.  Vote: 7 - 0 Carried   B.Resolution No. (R)21-09, providing notice of intent to increase the potable water base rates, increase the potable water commodity rates and increase the reclaimed water commodity rate for the Oro Valley Water Utility       Councilmember Bohen asked several questions regarding the Water Rate Analysis Report. 3-3-21 Minutes, Town Council Regular and Study Session 3   Councilmember Bohen asked several questions regarding the Water Rate Analysis Report. Water Utility Director Peter Abraham addressed Councilmember Bohen's questions. Discussion ensued amongst Council and staff regarding Consent item B.    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Harry Greene to approve Resolution No. (R)21-09, providing notice of intent to increase the potable water base rates, increase the potable water commodity rates and increase the reclaimed water commodity rate for the Oro Valley Water Utility.  Vote: 7 - 0 Carried   REGULAR AGENDA   1.DISCUSSION AND POSSIBLE ACTION TO APPROVE RESOLUTION NO. (R)21-10, APPOINTING JUDGE JAMES HAZEL JR AS THE ORO VALLEY MAGISTRATE JUDGE AND APPROVING AN EMPLOYMENT AGREEMENT, EFFECTIVE APRIL 19, 2021       Motion by Mayor Joseph C. Winfield, seconded by Councilmember Josh Nicolson to approve Resolution (R)21-10, appointing Judge James Hazel Jr. as the Oro Valley Magistrate Judge and approving an employment agreement, effective April 19, 2021. Discussion ensued amongst Council and staff regarding item #1.    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Josh Nicolson to approve Resolution (R)21-10, appointing Judge James Hazel Jr. as the Oro Valley Magistrate Judge and approving an employment agreement, effective April 19, 2021.  Vote: 7 - 0 Carried    Judge James Hazel spoke regarding his appointment and thanked the Council for the opportunity.    Mayor Winfield recessed the meeting at 7:32 p.m. Mayor Winfield reconvened the meeting at 7:42 p.m.   2.PRESENTATION, DISCUSSION AND POSSIBLE ACTION REGARDING THE PUSCH GOLF COURSE IMPLEMENTATION PLAN       Town Manager Mary Jacobs provided a brief overview of item #2. Assistant Town Manager Chris Cornelison presented item #2 and included the Pusch Golf Major Action Framework and Recommended Timetable. The following individuals spoke in support of the Pusch 9 Golf Course. Oro Valley resident Sasha Case Oro Valley resident Jeannee Yermakoff Oro Valley resident Anna Bifano Oro Valley resident Niranjan Vescio Oro Valley resident Art Scarla Discussion ensued amongst Council and staff regarding item #2. 3-3-21 Minutes, Town Council Regular and Study Session 4  Discussion ensued amongst Council and staff regarding item #2.    Motion by Vice-Mayor Melanie Barrett, seconded by Councilmember Josh Nicolson to direct Town Staff to issue an RFP for an outside lease in quarter four of Fiscal Year 2021. Golf operators proposals may include contributions from the HOA's and from the Town that are under currently projected town contributions with town operations. The RFP should ask operators to identify areas where turf may be effectively removed without impacting the play of the current nine hole layout. Discussion ensued amongst Council and staff regarding item #2.    Motion by Vice-Mayor Melanie Barrett, seconded by Councilmember Josh Nicolson to direct Town Staff to issue an RFP for an outside lease in quarter four of Fiscal Year 2021. Golf operators proposals may include contributions from the HOA's and from the Town that are under currently projected town contributions with town operations. The RFP should ask operators to identify areas where turf may be effectively removed without impacting the play of the current nine hole layout.  Vote: 3 - 4 Failed  OPPOSED: Mayor Joseph C. Winfield  Councilmember Harry Greene  Councilmember Joyce Jones-Ivey  Councilmember Steve Solomon    Mayor Winfield stated the majority of Council was satisfied with the framework as presented and confirmed that the direction to staff was clear.   FUTURE AGENDA ITEMS    Councilmember Solomon requested a future agenda item to consider censuring Councilmember Bohen for his remarks that he believed violated Town Policy regarding staff. Seconded by Councilmember Greene.   ADJOURNMENT OF THE REGULAR SESSION    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Harry Greene to adjourn the Regular Session at 9:34 p.m  Vote: 7 - 0 Carried    Mayor Winfield recessed the meeting at 9:34 p.m. Mayor Winfield reconvened the meeting at 9:43 p.m.   CALL TO ORDER    Mayor Winfield called the Study Session to order at 9:45 p.m.   STUDY SESSION AGENDA   1.PRESENTATION AND DISCUSSION REGARDING THE PARKS AND RECREATION MASTER PLAN    3-3-21 Minutes, Town Council Regular and Study Session 5  1.PRESENTATION AND DISCUSSION REGARDING THE PARKS AND RECREATION MASTER PLAN UPDATE       Parks and Recreation Director Kristy Diaz Trahan gave an overview of the Study Session item #1 and introduced Mike Svetz of PRO's Consulting, Rebeca Fields with Kimly Horn and Klindt Breckinridge with The Breckinridge Group. Mr. Svetz, Ms Fields and Mr. Breckinridge presented the Parks and Recreation Master Plan update and included the following; Parks and Recreation Master Plan Community Input and Prioritized Needs Park Classifications Levels of Service Equity Mapping - TOWN Connectivity Analysis Concept Plans Capital Improvements    Discussion ensued amongst Council, staff, Mr. Svetz and Ms. Fields regarding Study Session item #1.    This item will be continued to the March 17, 2021, Council meeting.   ADJOURNMENT    Mayor Winfield adjourned the meeting at 11:33 p.m     _______________________________ Michelle Stine, MMC Deputy Town Clerk I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the regular and study session of the Town of Oro Valley Council of Oro Valley, Arizona held on the 3rd day of March 2021. I further certify that the meeting was duly called and held and that a quorum was present. ___________________________ Michael Standish, CMC Town Clerk 3-3-21 Minutes, Town Council Regular and Study Session 6     Town Council Regular and Study Session B. Meeting Date:03/17/2021   Requested by: Bayer Vella, Community and Economic Development  Submitted By:Milini Simms, Community and Economic Development Case Number: 1902923 SUBJECT: Request for Final Plat approval of the Linda Vista Luxury Rentals and Office Space development, located on the northwest corner of Oracle and Linda Vista Boulevard RECOMMENDATION: Staff recommends approval. Final plat review is an administrative function because the Town Council approved the site design in 2008. EXECUTIVE SUMMARY: The purpose of this request is to consider a Final Plat for the Linda Vista Luxury Rentals and Office Space development, located on the northwest corner of Oracle Road and Linda Vista Boulevard. Existing developments within this master planned development include the Golder Ranch Fire District and Catalina Springs Memory Care (see image to the right). Final Plats are legal documents used to formally subdivide the property to sell the lots. The proposed Final Plat (see Attachment 1) divides the 9.6 acre property into 3 lots for residential and commercial/office development. The final plat conforms to the approved site design and includes shared access easements from Linda Vista Boulevard and Desert Sky Road. The Final Plat meets Town requirements and conforms to the approved design. Therefore, staff recommends approval.    BACKGROUND OR DETAILED INFORMATION: The Final Plat for the Linda Vista Luxury Rentals and Office Space development (see Attachment 1) requires Town Council approval prior to being recorded with Pima County. Final plat review is an administrative function because the Town Council previously approved the site design. The site was originally rezoned from large-lot residential to Neighborhood-Commercial (C-N) in 1999. In 2008, the Town Council approved a Master Development Plan depicting 18 non-residential buildings. Per an Administrative Decision (for reference only, please see Attachment 2) issued in 2019 and as permitted by code, the design was adjusted in 2020. The approved design depicts 16 residential casitas, 2 future commercial/office buildings, Golder Ranch Fire District and Catalina Springs Memory Care. Notable elements of the site design included on the plat are provided below:  Shared access easements from Linda Vista Boulevard and Desert Sky Road Public trail easement along Linda Vista Boulevard for non-motorized use, including equestrian Rezoning conditions of approval, including limitations on specific uses and a maximum building height of 18 feet  Proposed Improvements:  Approximately 9.6 acres subdivided into 3 lots:  Lot 1– 6.8 acres to accommodate 16 residential casitas (4 units per building - total of 64 units) Lot 2– 1.3 acres to accommodate 10,897 sf. of commercial/office space Lot 3– 1.5 acres to accommodate 16,135 sf. of commercial/office space Shared access from Linda Vista Boulevard and Desert Sky Road Public trail along Linda Vista Boulevard for non-motorized use, including equestrian Previous Approvals:  1999 - Property rezoned from R1-144 to Neighborhood Commercial (C-N) with conditions of approval 2008 - A Master Development Plan approved depicting 18 non-residential buildings totaling 109,000 square feet with three access points from Oracle Road, Linda Vista Boulevard and Desert Sky Road 2009 - Golder Ranch Fire station approved in the southwest corner of the site 2013 - Catalina Memory Care Facility approved in the northeast corner of the site 2019 - Administrative Decision issued regarding applicable process for revising the site design  2020 - A revised Final Site Plan approved depicting 16 residential rental casitas, 2 commercial/office buildings, Golder  Ranch Fire Department and Catalina Springs Memory Care In summary, the Final Plat for the Linda Vista Luxury Rentals and Office Space development conforms to the approved site design. Therefore, staff recommends approval. FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to (APPROVE or DENY) the Final Plat for the Linda Vista Luxury Rentals and Office Space development based on the finding that it meets Town requirements. Attachments ATTACHMENT 1 - FINAL PLAT  ATTACHMENT 2 - ADMINISTRATIVE DECISION FOR REFERENCE ONLY  E HIGHCOURTE ST, E RIDGELAND ST. E SUNTREE ST. E FIELDCREST LN. 1 PERRY ENGINEERING REGISTER E D LAND S U R VEYORCER T IF I C A TE N O. A RIZONA U .S .A .DAT E SIGNE D ________LINDA VISTA LUXURY RENTALS FINAL PLAT OV1902923 APPROVALS ” ” GENERAL NOTES: DEDICATION: ENGINEER'S CERTIFICATE CERTIFICATION OF SURVEY WATER ADEQUACY BLOCKS 1 - 3 RECORDING 3 2 N E. LINDA VISTA BLVD - PUBLIC BLOCK 1 BLOCK 2 BLOCK 3N. ORACLE ROAD - PUBLICE. DESERT SKY PLACE - PUBLIC VICINITY MAP LINDA VISTA BOULEVARD 13 13 1313 N 14 14 18 18 24 2423 19 121211 07 THIS PROJECT 3 2 OF 3 OV1902923 SEQUENCE NO.______________________ REF. __________ LINDA VISTA LUXURY RENTALS BLOCKS 1- 3 FINAL PLAT PLAT MAP SEQUENCE NO.______________________FEBRUARY 25, 2021 ASSURANCES 0 2 /25/210 2 /25/21 N. ORACLE ROAD - PUBLICE SUNTREE ST. E FIELDCREST LN. E SUNTREE ST. 2 PERRY ENGINEERINGREGISTERED LAND S U R VEYORCER T IF I C A TE N O. A RIZONA U .S .A .DAT E SIGNE D ________0 2 /25/21E. DESERT SKY PLACE - PUBLIC BLOCK 1 BLOCK 2 MATCH LINE SEE SHEET 3 OF 3 OV1902923 SEQUENCE NO.______________________ REF. __________ LINDA VISTA LUXURY RENTALS BLOCKS 1- 3 FINAL PLAT PLAT MAP SEQUENCE NO.______________________FEBRUARY 25, 2021 N 0 2 /25/21 E HIGHCOURTE ST, E RIDGELAND ST. E SUNTREE ST. D D PERRY ENGINEERINGREGISTERED LAND S U R VEYORCER T IF I C A TE N O. A RIZONA U .S .A .DAT E SIGNE D ________MATCH LINE SEE SHEET 2 N. ORACLE ROAD - PUBLICE. LINDA VISTA BLVD - PUBLIC BLOCK 3 BLOCK 1 3 OF 3 OV1902923 SEQUENCE NO.______________________ REF. __________ LINDA VISTA LUXURY RENTALS BLOCKS 1- 3 FINAL PLAT PLAT MAP SEQUENCE NO.______________________FEBRUARY 25, 2021 N 0 2 /25/210 2 /25/21 11000 N. La Cañada Drive, Oro Valley, Arizona 85737 www.orovalleyaz.gov | phone: (520) 229-4800 | fax: (520) 742-1022 Date: July 8, 2019 To: Rick and Jan Kleiner, Property Owners Scott Rathbun, Aerie Development Linda Morales, The Planning Center From: Bayer Vella, OV Planning Manager, Planning & Zoning Administrator Subject: Administrative Decision (Case No. 190012) Design Review Process for a proposed residential and commercial development, located on the northwest corner of Linda Vista Boulevard and Oracle Road REQUEST The applicant has requested an administrative decision to establish the applicable design review process for a proposed mixed-use development. The proposed development features 68 single-story apartments (casitas) and 30,096 square feet of office/retail space on approximately 14 acres. HISTORY:  1999- Property rezoned from R1-144 to Neighborhood Commercial (C-N) with conditions of approval.  2008- A Master Development Plan approved depicting 18 non-residential buildings totaling 109,000 square feet with three access points from Oracle Road, Linda Vista Boulevard and Desert Sky Road  2013- Catalina Memory Care Facility approved in the northeast corner of the site. APPLICABLE ZONING REFERENCES Chapter 31: The proposed project requires design review. Design review is divided into two phases, Conceptual and Final Design Review, as defined in Chapter 31: 1. Conceptual Design Review- The concurrent review and approval process for conceptual site plan, conceptual landscape plan, conceptual public artwork plan and conceptual architectural plan by Town staff, the Planning and Zoning Commission, and the Town Council. 2. Final Design Review- The review and approval process for construction drawings, including final site plan and or/final plat, and subject to approval by Town staff and Town Council for final plats. Section 22.9.D.1.c: Applicability of Conceptual Design Review for amendments or expansions to previously approved non- residential site plans is provided in Section 22.9.D.1.c. Conceptual Design Review is applicable when one or more of the following is met: 1. Increase in project gross land area by more than twenty-five percent (25%) 2. Increase in the building gross floor area by more than twenty -five percent (25%) 3. Change in project land use for the entire parcel (e.g. changing retail commercial to religious institution) 4. Major alterations to circulation patters as determined by the Town Engineer and the Planning and Zoning Administrator 5. Amendments or expansion below the thresholds established in Section 22.9.D.1.c can be required to complete the conceptual design review process if significant compatibility, traffic and other impacts will result on adjoining properties, as determined by the Planning and Zoning Administrator. 11000 N. La Cañada Drive, Oro Valley, Arizona 85737 www.orovalleyaz.gov | phone: (520) 229-4800 | fax: (520) 742-1022 ADDITIONAL INFORMATION: To assist in evaluating the aforementioned criteria, the applicant provided the following: 1. A proposed site plan (see enclosed) depicting 68 single-story residential casitas and 30,096 square feet of office/retail space. Access to the site is from Desert Sky Road and Linda Vista Boulevard. 2. A Traffic Impact Analysis was reviewed and approved by Town staff. It determined access to Oracle Road, as shown on the previously approved plan, is not warranted nor are any other substantial (I.E. traffic signal) roadway improvements. Additionally, the applicant held an informational meeting with the Villa Balboa neighborhood, located immediately west of the property. Per the applicant, twenty-one residents attended to learn about the proposed project. ADMINISTRATIVE DECISION The proposed design, which amends the previously approved plan, does not trigger any of the criteria which would require Conceptual Design Review as explained below (criteria shown in italics, followed by staff analysis): 1. Increase in project gross land area by more than twenty-five percent (25%) The project’s gross land area has not changed. 2. Increase in the building gross floor area by more than twenty-five percent (25%) The gross floor area for the proposed project (casitas and office/retail buildings) and the existing Catalina Memory Care Facility is 126,396 square feet. This does not exceed 25% of the previously approved gross floor area (existing square footage = 109,000 sf; 25% increase = 136,250 sf). 3. Change in project land use for the entire parcel (e.g. changing retail commercial to religious institution) The existing project’s land use was non-residential and the proposed design will change a portion (50%) of the site to residential. However, since fifty percent (50%) of the site will remain non- residential, the land use has not changed for the “entire” parcel. 4. Major alterations to circulation patters as determined by the Town Engineer and the Planning and Zoning Administrator The internal circulation for the proposed project is similar to the previously approved design, with the exception of access to Oracle Road. However, the traffic analysis confirmed this access point is not warranted for the proposed development. As such, removal of this access point is not deemed a major alteration. 5. Amendments or expansion below the thresholds established in Section 22.9.D.1.c can be required to complete the conceptual design review process if significant compatibility, traffic and other impacts will result on adjoining properties, as determined by the Planning and Zoning Administrator. With regard to compatibility and impacts on adjacent properties, the proposed development must comply with the conditions of the Rezoning appro val. Many of which were established to reduce impacts to the Villa Balboa neighborhood. These include restricting the building height to 18 feet (single-story), not allowing any convenience uses, and roadway improvements to Linda Vista Boulevard and Desert Sky Road. Due to the aforementioned Rezoning conditions, the proposed development will remain compatible with the area and not significantly impact adjoining neighbors. The applicant also met with adjacent neighbors and reported favorable responses from attendees. As such, it is determined this criteria has not been met.    Town Council Regular and Study Session C. Meeting Date:03/17/2021   Requested by: Paul Keesler Submitted By:Paul Keesler, Public Works Department:Public Works SUBJECT: Approval to authorize expenditure of budgeted funds in PAG/RTA fund for the paving of Limewood Drive region dirt roads for $125,000 RECOMMENDATION: Staff recommends approval  EXECUTIVE SUMMARY: There are a handful of roads within the northwest section of Town, more specifically the northwest corner of Tangerine Road and La Cholla Boulevard, that remain dirt surfaced. This includes the western portion of Limewood Drive, all of Como Drive and Camino Del Fierro, and the north half of Camino Del Plata within the Town's jurisdictional boundaries. The Town regularly maintains these roads by surfacing them with aggregate base course (the dirt material used under pavements) and the periodic application of magnesium chloride as a dust suppressant. However, no matter what measures are taken, dirt roads will always produce dust when driven on. In fact, the only means of abating dust is to either drive very slow or pave the road. These roads are posted with a 15mph speed limit, which does minimize the generation of dust. But because the roads are straight and without major dips and crossings, vehicles in the area tend to travel faster than 15mph. Traveling as fast as 20mph will create a dust plume. Several neighbors have asked the Town in the past to abate the dust issue. They are concerned about the adverse health impacts dust can create. The Town currently has an opportunity to pave the area as a contractor has become available in April with a paving solution that is economic and easy to maintain for streets of this type. The Town has adequate funding available to cover the construction costs, essentially from the savings realized by the La Cholla Boulevard widening project having been completed under budget. This request is to allow the use of $125,000 from the PAG/RTA fund for the paving of the Limewood Drive region dirt roads. BACKGROUND OR DETAILED INFORMATION: While the residents of Oro Valley enjoy some of the best streets in the Tucson region, there are still a handful of dirt roads scattered throughout the Town. These dirt roads are primarily in equestrian areas such as the Campo Bello neighborhood south of Calle Concordia, or within rural areas originally developed purposefully to stay rural. One such area is within what is referred to as the Limewood area. The Limewood area is a collection of public roads created to access large residential lots northwest of the La Cholla Blvd. & Tangerine Road intersection. This includes the western 2,000ft of Limewood Drive, 1,200ft of Como Drive, 700ft of Camino Del Plata and 2,000ft of Camino Del Fierro. Please refer to the following exhibit: Being that the area was never developed with master drainage management nor engineered subgrade, the construction of conventional asphalt streets would be cost prohibitive. Asphalt would not preform with longevity given the existing conditions. However, paving with a Cape Seal, which is a combination of chip seal and top coat of slurry seal over the existing aggregate base already in place, will provide an economic alternative that is almost as easy to maintain as the current dirt surface.  Opportunity has arisen both fiscally, as we have the funding available and that a contractor, whom the Town has used for past surface treatments, has capacity to Opportunity has arisen both fiscally, as we have the funding available and that a contractor, whom the Town has used for past surface treatments, has capacity to pave this fiscal year. Dust abatement is a long-standing issue the residents of the area have been requesting the Town mitigate. Implementation of this request provides the best and most cost-effective means of solving the issue. FISCAL IMPACT: This request is to allow the use of the PAG/RTA fund for the paving of Limewood Drive region dirt roads for $125,000. There is capacity in the fund as the La Cholla Construction project finished under budget. This funding can be used for road construction. SUGGESTED MOTION: I MOVE to (approve or deny) staff to utilize the expenditure of budgeted funds in PAG/RTA fund for the paving of Limewood Drive region dirt roads for $125,000 Attachments No file(s) attached.    Town Council Regular and Study Session 1. Meeting Date:03/17/2021   Requested by: Amanda Jacobs Submitted By:Amanda Jacobs, Town Manager's Office Department:Town Manager's Office SUBJECT: DISCUSSION AND POSSIBLE ACTION REGARDING THE FY21/22 - FY22/23 TOWN COUNCIL STRATEGIC LEADERSHIP PLAN RECOMMENDATION: Review and discuss the draft plan, and provide staff with any direction on changes/additions/deletions.   EXECUTIVE SUMMARY: On February 18 and 19, 2021, Town Council held a Council Retreat with Facilitator Evelyn Casuga of the Arizona Town Hall and Town leadership staff to begin planning for the FY21/22 - FY22/23 Strategic Leadership Plan. During the Council Retreat, Town Council identified focus areas and priorities for the next two fiscal years which were captured and subsequently incorporated into proposed goals and objectives as incorporated into the draft Strategic Leadership Plan (attached). Town Council will be provided the opportunity to share feedback on the draft Strategic Leadership Plan to ensure the objectives outlined are aligned with Council's discussion during their two-day retreat. Feedback will be incorporated into the final Strategic Leadership Plan, which is tentatively scheduled for Council consideration at the Town Council's regular meeting on April 7, 2021. BACKGROUND OR DETAILED INFORMATION: The draft FY2021/23 Council Strategic Leadership Plan includes seven focus areas:  Economic Vitality1. Culture and Recreation2. Public Safety3. Roads, Water and Town Infrastructure4. Land Use and Design5. Effective and Efficient Government6. Financial Stability and Sustainability7. Additionally, there are 48 proposed measurable objectives that will be achieved over the next two fiscal years.  FISCAL IMPACT: N/A SUGGESTED MOTION: Town Council may choose to vote on specific direction for changes/modifications to the draft Strategic Leadership Plan. No suggested motion is specified. Attachments Draft Council Strategic Plan  STRATEGIC LEADERSHIP PLAN FY 21/22 - FY 22/23 ORO VALLEY TOWN COUNCIL DRAFT 1 Oro Valley strives to be a well-managed community that provides all residents with opportunities for quality living. Oro Valley will keep its friendly, small-town, neighborly character, while increasing services, employment and recreation. The Town’s lifestyle continues to be defined by a strong sense of community, a high regard for public safety and an extraordinary natural environment and scenic views. INDEX Overview 2 Economic Vitality 3 Culture and Recreation 5 Public Safety 6 Roads, Water and Town Assets 7 Land Use and Design 8 Effective and Efficient Government 9 Financial Stability and Sustainability 11 OVERVIEW ORO VALLEY’S VISION FOR THE FUTURE The Council-adopted Strategic Leadership Plan for fiscal years 2021/22 through 2022/23 is the culmination of an extensive three-month process involving Town Council and staff. Rooted deeply in the values and priorities of the Your Voice, Our Future 10-year general plan, the two-year Strategic Leadership Plan provides organizational direction in seven focus areas: • Economic Vitality • Culture and Recreation • Public Safety • Roads Water and Town Assets • Land Use and Design • Effective and Efficient Government • Financial Stability and Sustainability Within these focus areas are 16 goals and 48 objectives to guide everything from budget decisions to municipal operations, providing the community with a clear understanding of goals and expectations for the next two fiscal years. YOUR VOICE, OUR FUTURE 2 OBJECTIVES • Transition the OVSafeSteps initiative to ongoing business support programs designed to help with post-pandemic recovery. • Review and propose changes to Town codes that assist local businesses in adapting to emerging consumer buying habits. OBJECTIVES • Develop strategies to incentivize entrepreneurial opportunities for start-up and home-based businesses, business expansion opportunities and adaptive reuse of vacant buildings. • Evaluate the effectiveness of the 2019-2020 economic development business attraction efforts and recommend any improvements. TOWN COUNCIL FOCUS AREA 1: ECONOMIC VITALITY GOAL 1A: Implement actions to support and assist local businesses in navigating the current and projected economic conditions. GOAL 1B: Implement strategies to attract, grow and retain primary employers and expand local job opportunities 3 4 OBJECTIVES • Conduct an external retail market assessment by a qualified firm to provide targeted data designed to assist the town in attracting and retaining restaurant and retail establishments. • Work with the owner of the Oro Valley Village Center to develop a multi-faceted, mutually agreeable approach to attract and retain new investment and an expanded customer base to that complex. • Partner with the Greater Oro Valley Chamber of Commerce to convene an annual business summit focused on increasing the Town and community’s understanding of the challenges and opportunities associated with operating a thriving business. • Leverage the growing positive relationships with local businesses to develop enhanced strategies that make Oro Valley more business friendly. GOAL 1C: Implement strategies to attract and retain retail, restaurant and hospitality investment and expansion in commercial centers. OBJECTIVES • Partner with Visit Tucson to produce and begin implementation of a robust Oro Valley-centric visitor attraction strategy. • Partner with stakeholders to develop and implement actions and strategies that highlight the Town’s flourishing arts and culture opportunities to both visitors and residents. GOAL 1D: Identify strategies to entice area residents and visitors to choose Oro Valley as a premiere place to dine, shop, play and stay. 5 GOAL 2A: Invest in and maintain a high- quality parks, recreation and trail system that is accessible, comprehensive, connected and serves the community’s needs. GOAL 2B: Support recreational, cultural and arts programs that provide opportunities for residents to connect with their community. OBJECTIVES • Implement the Town Council’s decision regarding the Pusch Ridge golf course. • Finalize a cost-effective plan and develop a corresponding intergovernmental agreement with Amphitheater Unified School District to utilize appropriate school facilities for community recreation programs. • Invest in the top priorities of the final Council-adopted Parks and Recreation Master Plan. OBJECTIVES • Explore opportunities to create or expand multigenerational programs and facilities. • Establish a task force to review current senior recreation programming and identify opportunities that will broaden and improve such program access. • Expand or reimagine programs that address community wellness issues across all generations. • Identify and implement expanded ways in which volunteers can help effectively support and grow community programs and events. TOWN COUNCIL FOCUS AREA 2: CULTURE AND RECREATION 6 OBJECTIVES • Utilize data to enhance deployment strategies for High Visibility Enforcement (HiVE) in high collision areas to address the increasing volume of traffic and associated issues in and around Oro Valley roadways. • Develop an outreach and marketing campaign to effectively recruit diverse and qualified officers, to include partnering with local educational institutions. • Develop and implement ways to expand drug free awareness education and programming to area youth. OBJECTIVES • Work with local and regional partners to educate and address the impacts mental health issues are having on public safety and the entire community. • Complete the Arizona Law Enforcement Accreditation Program (ALEAP). 6 GOAL 3A: Support strategies that continue to ensure Oro Valley’s standing as one of the safest communities in Arizona. GOAL 3B: Support actions that maintain and enhance the community’s trust in the Oro Valley Police Department. TOWN COUNCIL FOCUS AREA 3: PUBLIC SAFETY 7 TOWN COUNCIL FOCUS AREA 4: ROADS, WATER AND TOWN ASSETS OBJECTIVES • Continue to invest in a pavement management program that results in an Overall Condition Index (OCI) rating of 76 or better for all paved streets. • Expand the Town’s community beautification program. • Participate in and support the Regional Transportation Authority’s (RTA) effort to facilitate voter reauthorization of RTA Next by ensuring Oro Valley’s long-term transportation needs are fairly represented. • Analyze the service and financial impacts of an RTA discontinuation scenario and provide alternative options in addressing transit service needs and future transportation infrastructure. OBJECTIVES • Implement a plan to further improve water infrastructure reliability, maintenance and efficiency. • Implement steps to ensure the Water Utility continues to supply water to its current and future customers in an environmentally and financially sustainable manner. • Leverage technology to enhance customer support through improved communication and expanded conservation opportunities. OBJECTIVES • Develop a comprehensive, organization-wide facility space plan that maximizes efficiencies and reflects the best use of Town properties for current and future needs. • Determine the feasibility of expanding solar shade structures throughout Town facilities and evaluate grant funding opportunities. • Invest adequate resources to cost effectively maintain, repair and improve aging Town facilities. • Develop strategies to expand broadband services throughout the Town. GOAL 4A: Support investments and strategies that result in a quality transportation network throughout the community. GOAL 4B: Deliver a safe, reliable and sustainable water supply that meets the long-term needs of the community. GOAL 4C: Support investments and strategies that ensure the effective utilization of Town resources in maintaining properties and equipment. OBJECTIVES • Review and evaluate the effectiveness of the Environmentally Sensitive Land Ordinance (ESLO) against the goals in which it was originally established, identify any unintended consequences, and recommend improvements to the Planning and Zoning Commission and Town Council. • Conduct an assessment to determine the types of residential opportunities necessary to successfully promote a thriving and diverse economic base. • Conduct an analysis of Town codes and ordinances to ensure the design standards maintain the unique character of Oro Valley while also providing for a variety of architectural concepts that integrate with and enhance the community. • Develop a Master Plan for the Rooney property that takes into consideration opportunities for economic growth, retention of open space and potential future municipal uses. 8 GOAL 5A: Ensure quality development with integrated architecture and natural open space while maintaining and enhancing the character of the community. TOWN COUNCIL FOCUS AREA 5: LAND USE AND DESIGN OBJECTIVES • Foster a culture of continuous improvement through actions that support, challenge and engage the employee at all levels. • Continue to provide regular training to Town staff to enhance process improvement proficiencies. • Identify and implement ways in which Peak Performance teams share their journey and successes within the organization. OBJECTIVES • Utilize creative methods to increase resident knowledge and understanding of Town services, programs and facilities. • Broaden the use of web-based tools and technologies to increase community engagement and transparency. • Evaluate the utilization of citizen volunteers on the Town’s boards and commissions and make recommendations for improvements. 9 GOAL 6A: Continue strengthening community outreach, engagement and transparency. GOAL 6B: Maintain and strengthen our culture of continuous improvement to affect an efficient and high-performing organization. TOWN COUNCIL FOCUS AREA 6: EFFECTIVE & EFFICIENT GOVERNMENT OBJECTIVES • Review and modify town policies to incorporate innovative and effective workforce practices that remain viable post-pandemic. • Ensure wellness and benefit programs are valuable, cost effective and desired by employees and families to support wellness and productivity. • Conduct a comprehensive compensation evaluation to ensure the Town remains competitive in recruiting and retaining employees. GOAL 6C: Attract and retain talented employees to effectively carry out the Town’s mission. 10 OBJECTIVES • Adopt a comprehensive plan for permanently addressing the Town’s PSPRS unfunded actuarial accrued liability. • Continue to pursue top priority annexations as identified in the Town Council’s annexation policy. • Develop a buildout analysis that projects short and long-term impacts to Town service levels and provides potential mitigation options. GOAL 7A: Ensure the Town can financially sustain expected levels of service for current and future residents. TOWN COUNCIL FOCUS AREA 7: FINANCIAL STABILITY AND SUSTAINABILITY 11    Town Council Regular and Study Session 2. Meeting Date:03/17/2021   Requested by: Councilmember Solomon & Councilmember Greene  Submitted By:Mike Standish, Town Clerk's Office Department:Town Clerk's Office SUBJECT: DISCUSSION AND POSSIBLE ACTION REGARDING A POSSIBLE CENSURE OF COUNCILMEMBER BOHEN FOR ALLEGED VIOLATION(S) OF TOWN PROCEDURES AND POLICIES RECOMMENDATION: N/A EXECUTIVE SUMMARY: This item was requested by Councilmember Solomon and Councilmember Greene. BACKGROUND OR DETAILED INFORMATION: N/A FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE for the Oro Valley Town Council to formally issue a censure to fellow Councilmember Tim Bohen following Robert's Rules of Order, for violating the Town Council Parliamentary Rules and Procedures 13.4 (Political System) and 13.6 (Respect) and/or Town Council Policy #2 for his actions at the March 3, 2021, Oro Valley Town Council Meeting; and warn him that any similar future incidents could result in additional sanctions. Attachments No file(s) attached.    Town Council Regular and Study Session 1. Meeting Date:03/17/2021   Requested by: Kristy Diaz-Trahan  Submitted By:Kristy Diaz-Trahan, Parks and Recreation Department:Parks and Recreation SUBJECT: DISCUSSION REGARDING THE PARKS AND RECREATION MASTER PLAN UPDATE (continued from March 3, 2021 Town Council meeting) RECOMMENDATION: N/A EXECUTIVE SUMMARY: The purpose of this item is to provide an update to Town Council and receive feedback regarding Phase II of the Parks & Recreation Master Plan. As part of the Phase II effort, tonight's update includes information regarding prioritized needs, park classifications, levels of service standards, equity mapping, Connectivity Analysis (trails), concept plans, Capital Improvement Plan and next steps. The Town's consultant, PROs Consulting, presented concept plans for the Community Center, Steam Pump Ranch, James D. Kriegh Park, Riverfront Park and Naranja Park at the Parks & Recreation Advisory Board (PRAB) meeting on November 17, 2020. These plans were posted to the Town of Oro Valley website for public input from November 18 through December 18, 2020. There were 281 comments submitted with more than 40 additional comments sent directly to staff and/or Town Council. Town staff also met with sports group stakeholders regarding the plans. Based upon all the community feedback, modifications were made to the initial concept plans, which will be presented tonight. The Capital Improvement Program (CIP) contains a large projected cost associated with: (1) lifecycle replacement and repair of existing facilities; (2) connectivity analysis; and (3) the concept plans. The CIP is categorized into three "buckets:" (1) sustainable, (2) expanded services, and (3) visionary. Initial cost estimates based on 2021 construction costs total $62,115,000. A preliminary project priority list was presented to the PRAB on January 19, 2021, with a cost of $40,650,000. BACKGROUND OR DETAILED INFORMATION: The Oro Valley Town Council Strategic Leadership Plan (FY19/20 – FY20/21) Goal 2A states, “Invest in and maintain a high quality parks, recreation and trail system that is accessible, comprehensive, connected and serves the community’s needs.” Six (6) Objectives were identified, three (3) specific to this Council Communication as it relates to the Parks & Recreation Master Plan:   1. Conduct a comprehensive, community-wide needs assessment for parks and recreation amenities and programs, including such things as sports fields, courts, play structures, water/splash features and community space, to help inform future investment decisions and plans. 2. 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. 3. Review the Steam Pump Master Plan and Needs Assessment, and prioritize capital investments and programming opportunities consistent with community and Town Council input. In September 2019, the Town issued a Request for Proposals for a Parks and Recreation Needs Assessment and Master Planning Consultant . As a result of the competitive bid process, the Town received four (4) formal submittals, leading to the selection of PRO’s Consulting. The project was structured to be split into two phases:   Phase I - A Needs Assessment in FY 19/20 Phase II - A Comprehensive Master Plan in FY 20/21 The Needs Assessment in Phase I was intended to identify the needs of the community that create the foundation for future development of recreational facilities and opportunities for the Town over the next 10 years. The primary outcomes of this phase included the evaluation of the existing parks, trails and open space system, as well as the documentation of priorities and needs of the current and projected population growth based on data-driven input. The Phase I work was completed with results being presented to the Parks & Recreation Advisory Board (PRAB) on May 19, 2020, and to Town Council on May 20, 2020. Information from the needs assessment was analyzed and is being used to assist in the development of Phase II, the Comprehensive Master Plan. As a result of the Town Council discussion and community input, a significant change to the scope of work was made in adding a Connectivity Analysis, which will be included in the final plan.   Phase II tasks include the following:  Park Classifications and Level of Service Standards – Review, confirm, modify or add to existing park classifications, and preferred facility standards for all park sites. Classification considers size, population served, length of stay and amenity types. Level of Service Standards will incorporate the information gathered through inventory and community input to measure the level of service currently being provided. The PROs Consulting team will analyze how this information reconciles and will include relevant alternative recreation facilities and potential partners (schools for example) to provide an analysis of duplication of services and to identify opportunities for collaborative efforts. Connectivity Analysis – The PROs Consulting team will participate in discussions with the Town regarding potential trail connections, collectively brainstorm options to improve connectivity, and explore the feasibility of meeting unmet needs as defined by Phase I. Geographical Analysis/Equity Mapping – Identify service area analysis for specific facilities and programs, to include mapping by classification and major amenities by facility standards that are applied to population density and geographic area. Prioritized Facility and Program Priority Rankings – Synthesize the findings from community engagement, standards, demographics, trends, etc. The priority listing will be compared against gaps or surplus in recreation services, parks, facilities and amenities, which will provide guidance for the future Capital Improvement Plan. A set of prioritized recommendations for maintenance and renovations of existing facilities will also be developed. Recreation Programming Assessment – Identify how well existing programs and events align with community needs. Will include the creation of a dynamic recreation program plan that results in increase registration, drives customer retention and loyalty, improves customer satisfaction and increases revenue. Resource and Funding Analysis (Pricing Policy/Cost Recovery) – Will look at the budget, pricing policy, user fees, current and other revenue generating opportunities, grants, and the revenue forecast. A recommendation for updating the department's current fee philosophy and pricing model will be included. Partnership Review – Identify and expand partnerships/volunteer support for facilities and services, as well as review and suggest new rules/regulations related to parks. Specifically, identify opportunities for Town/school partnerships and Town/business partnerships to include programs, land, facility improvements and future development. Capital Improvement Plan (CIP) – Develop a three-tiered plan that will assist in balancing priorities and associated expenditure.  Sustainable – Maintenance projects, lifecycle replacement and repair of existing facilitiesa. Expanded Services – Strategic park system changes to identify extra services or capital improvement projects, which includes strategically enhancing and renovating existing parks and facilities to better meet the needs of the residents as identified in Phase I. However, it will likely require additional operational and/or capital funding. b. Visionary – Represents the complete set of services and facilities desired by the community. It is fiscally unconstrained, but can help provide policy guidance by illustrating the ultimate goals for the parks and recreation system by providing a long-range look to address future needs. It will address potential deficiencies that may also represent the potential acquisition for new park. c. Funding and Revenue Strategies for CIP – Funding strategies will be reviewed for recommendation and will include: fees for service; endowments; sponsorships; partnerships; dedicated funding sources; development agreements; earned income options; land or facility leases; grants. Conceptual Site Plans – Based on results from Phase I community engagement, conceptual site plans for Naranja Park, Riverfront Park, James D. Kriegh Park, the Community Center and Steam Pump Ranch will be developed and will include estimated capital and operational costs. Develop Vision, Mission, Goals/Objectives – The existing vision and mission will be affirmed and/or redeveloped. Action strategies will be identified and will be outlined in a strategy matrix with priorities, timelines, measurements, and teams within the Town or external partners to focus on. The PRAB met on October 20, 2020, to discuss Master Plan components related to:  Prioritized Needs related to (1) Recreation Programs and Services, and (2) Park, Facility and Amenities. Levels of Service related to amenity inventory and standards being met or if a need exists Equity Mapping visual review of facility type and location Concept Plan Framework reviewed facility changes/modification based on community engagement results The consultant team presented concept plans for the Community Center, Steam Pump Ranch, James D. Kriegh Park, Riverfront Park and Naranja Park at PRAB's November 17, 2020 meeting. These plans were posted to the Town of Oro Valley website from November 18 through December 18, 2020, for public comment. There were 281 comments submitted with an more than 40 additional comments sent directly to staff and/or council.   Based on this public input, including Town staff meetings with representatives from the Sports Alliance and other parks power user groups, updates to the concept plans have been made and are attached. Highlights include:   Community Center (outdoor)  Positive feedback regarding pickleball court expansion and tennis court upgrades Improved parking lot Children play area Not included/changed – basketball courts and EV charging stations Community Center (inside)  Positive feedback to increase recreation and fitness space Reduce the size of the bar to increase seating Outdoor covered patio Improved locker/shower facilities (golf side) Not included – keeping restaurant upstairs Steam Pump Ranch  No additional lawn Parking challenges – encourage non-vehicular travel Honor the historic significance of the site Continue heritage plantings/native orchards Not included – children’s play structure James D. Kriegh Park  Positive feedback of new playground, off-leash dog park, expansion of aquatic center and parking connections Consider adding lights to walking loop Additional basketball courts Lighting sand volleyball court Noise/light considerations for neighbors Not included – keeping racquetball courts Riverfront Park  Positive feedback of splash pad and updated playground Concern regarding removal of multi-use fields (note they will remain) Additional basketball court Lighting sand volleyball court Relocate expanded parking Not included – converting rectangle fields to diamond fields Naranja Park  Positive feedback of skate park, pump track and splash pad Consider adding walking path around the park and more dirt trails Consider adding more pickleball courts Archery course remains intact Not included – diamond fields Connectivity Analysis work will include (1) identifying missing trail segments, (2) identify opportunities to generally expand the trail system and (3) prioritize the opportunities to better connect and expand the trails system. The system creates a non-motorized mode of transportation from north Oro Valley to south Oro Valley and connects to existing trails, to parks, to schools and to other jurisdictional systems.   The Capital Improvement Program (CIP) will begin with the magnitude of cost associated with (1) lifecycle replacement and repair of existing facilities, (2) connectivity analysis, and (3) the concept plans. The CIP is categorized into three (3) buckets: (1) sustainable, (2) expanded services, and (3) visionary. Initial cost estimates based on 2021 construction costs total $62,115,000. A preliminary project priority list was presented to the PRAB on January 19, 2021, including an associated cost of $40,650,000 for the following items:  Naranja Park Community Center Building and Site Tangerine Road to Rancho Vistoso Boulevard Shared Use Path (SUP) extension (Loop extension in partnership with Pima County) Pedestrian bridge across CDO Wash CDO Wash to James D. Kriegh Park SUP Naranja Drive SUP (in conjunction with roadway project) Oro Valley Aquatic Center Steam Pump Ranch Amphi School District Partnership Overall, the PRAB was supportive of the preliminary project list, specifically a strong desire to complete Naranja Park. No action was taken at that meeting.   Next steps in the process are currently projected on the following timeline, which is subject to change based on feedback from Town Council:  March 23 – PRAB meeting, CIP and funding priorities March 30 – Community meeting focus on CIP priorities April 20 - PRAB meeting, recommendation for approval May 19 - Town Council meeting, recommendation for Adoption June 2 – Town Council meeting, Adoption of Master Plan   FISCAL IMPACT: N/A SUGGESTED MOTION: N/A Attachments Parks & Recreation Master Plan Update  Inspiring communities to action Parks and Recreation Master Plan Agenda •Prioritized Needs •Park Classifications •Levels of Service Standards •Equity Mapping •Connectivity Analysis (Trails) •Concept Plan •Capital Improvement Plan •Next Steps/Questions Community Input and Prioritized Needs What We Heard •Ensure recommendations are aligned with community need •Cross tabulation of needs by age segments o Youth o Adults o Seniors •Continue to engage the community throughout the planning process •Nature Tourism will be addressed through environmental education programming recommendations Recreation Programs and Services Prioritized Needs Recreation Program/Service Priority Community special events Fitness & wellness programs Adult learning classes Senior programs & services Art classes High Recreation Program/Service Priority Walking/jogging/running/cycling clubs Performing arts programs Golf lessons/clinics Environmental education programs Pickleball lessons/clinics Open swim Medium Recreation Program/Service Priority Water fitness programs/lap swimming Weightlifting/bodybuilding programs Running events Reservation/rental of picnic shelters After school programs/out ‐ of ‐ school camps Tennis lessons & leagues Family ‐ oriented programs Bicycle lessons & clubs Learn to swim programs Volleyball programs Soccer programs Programs for people with special needs Reservation/rental of indoor meeting space Archery Basketball programs Sand volleyball programs Recreation/competitive swim team Gymnastics Softball programs Reservation/rental of athletic fields Football programs Baseball programs Lacrosse programs Low High Priority Programs and Services Town-Wide Households with Children Ages 0-17 Households Ages 18-54 NO Children Households Ages 55+ NO Children Community special events Fitness & wellness programs Adult learning classes Senior programs & services Art classes After school programs/out‐of‐school camps Walking/jogging/running/cycling clubs Program and Service Prioritization by Household Type Medium Priority Program and Services Town-Wide Households with Children Ages 0-17 Households Ages 18-54 NO Children Households Ages 55+ NO Children Walking/jogging/running/cycling clubs Performing arts programs Golf lessons/clinics Environmental education programs Pickleball lessons/clinics Open swim Art Programs Senior Programs and Services Family‐oriented programs Soccer Programs Adult learning classes Picnic shelter rentals Water fitness programs/Lap swimming Tennis Lessons Weightlifting/Body‐building Basketball Running Events Bicycle lessons Program and Service Prioritization by Household Type Park, Facility, and Amenity Prioritized Needs Facility/Amenity Priority Trails (natural surface) Trails (multi ‐ use paved) Open space conservation areas/trails Neighborhood parks Restroom buildings Large community parks Performing Arts Venue (stage) Community gardens High Facility/Amenity Priority Golf Dog parks (off ‐ leash) Recreation/community center Playgrounds Pavilions/picnic sites Amphitheater Aquatics facility ‐ recreation/lap pool Aerobics/dance rooms/dance floors Aquatics facility ‐ splash pad/water play features Pickleball courts Medium Facility/Amenity Priority Environmental education center Disc golf course Tennis courts Skateboarding/bicycle parks (concrete) Banquet/meeting rooms Basketball/volleyball courts ‐ inside Baseball/softball fields Sand volleyball courts Remote control (RC) hobby facility Football/soccer/lacrosse fields Dirt bicycle pump/BMX track Basketball/volleyball courts ‐ outside Archery range Aquatics facility ‐ competition pool Low High Priority Facilities and Amenities Town-Wide Households with Children Ages 0-17 Households Ages 18-54 NO Children Households Ages 55+ NO Children Trails (natural surface) Trails (multi‐use paved) Open space conservation areas/trails Neighborhood parks Restroom buildings Large community parks Performing Arts Venue (stage) Playgrounds Community Gardens Aquatics facility‐splash pad/water play features Facility and Amenity Prioritization by Household Type Medium Priority Facilities and Amenities Town-Wide Households with Children Ages 0-17 Households Ages 18-54 NO Children Households Ages 55+ NO Children Golf Dog parks (off‐leash) Recreation/community center Playgrounds Pavilions/picnic sites Amphitheater Aquatics facility‐recreation/lap pool Aerobics/dance rooms/dance floors Aquatics facility‐splash pad/water play features Pickleball courts Football/soccer/lacrosse fields Basketball/volleyball courts‐inside Skateboarding/bicycle parks (concrete) Sand volleyball courts Disc golf course Dirt bicycle pump/BMX track Baseball/softball fields Environmental education center Basketball/volleyball courts‐outside Performing Arts Venue (stage) Tennis Courts Trails (multi‐use paved) Restroom Buildings Community Gardens Large Community Parks Facility and Amenity Prioritization by Household Type Park Classifications Mini Parks Small, urban open spaces that serve a variety of functions, such as: small event space, play areas for children, spaces for relaxing and socializing, taking lunch breaks, etc. Four key qualities: ◦Accessible ◦Allow people to engage in activities ◦Comfortable spaces that are inviting ◦Sociable places Service area is usually less than a quarter-mile and are intended for users within close walking distance Design: Crime Prevention through Environmental Design (CPTED) guidelines and ADA standards. Size:0.2 to 2 acres Neighborhood Parks Typical length of stay: 30 minutes to one hour Amenities:Basic amenities for picnicking and for play. Restrooms are common, as well as occasional pavilions/shelters, small turfed areas, playgrounds, picnic tables, benches, landscaped areas, and limited sports fields. Parking : Limited parking that is appropriate for neighborhood use Other goals: Strong appeal to the surrounding neighborhood, integrated design scheme throughout the park, loop-trail connectivity, safety design meets established standards Design: Crime Prevention through Environmental Design (CPTED) guidelines and ADA standards Size:2 to 15 acres. Community Parks Typical length of stay:Two to three hours Amenities:A well -designed community park includes: trails, sports fields, large shelters/pavilions, playgrounds, sports courts, water features, public restrooms, parking lots, security lighting, and ball field lighting Parking:Sufficient to support optimal usage Other goals:Community parks can include unique amenities or facilities that may draw users from a larger service area. Design: Crime Prevention through Environmental Design (CPTED) guidelines and ADA standards. Size:10-75 acres Regional Parks Typical length of stay:Two hours to all day Amenities:Multiple signature facilities, including beaches, athletic fields, outdoor recreation/extreme sports amenities, playgrounds, reservable picnic shelters, recreation center, pool, gardens, trails, specialty facilities, public restrooms, concessions, ample parking, and special-event sites Parking:Sufficient for all amenities; can support a special event with a regional draw Other goals:Regional parks are the epicenter of many recreation programs and community events, and they frequently draw visitors/users from a regional service area. These facilities are usually considered major economic and social assets in a community. Design: Crime Prevention through Environmental Design (CPTED) guidelines and ADA standards. Size : 15 to 300 acres Special Use Park Typical length of stay: Two to six hours Amenities:Specific to the purpose of each facility Revenue-producing facilities: Designed to produce revenue to offset operational costs Parking : Sufficient for all amenities; can support a special event with a regional draw Other goals: Recreation and special-use facilities are similar to regional parks as they also can serve as the epicenter of many recreation programs and community events, and they frequently draw visitors/users from a regional service area. These facilities are often considered major economic and social assets in a community. Design: Crime Prevention through Environmental Design (CPTED) guidelines and ADA standards. Conservation Area/Trail Park Typical length of stay:Two hours to all day. Amenities:Limited or none, usually only trails. Parking:Capable of supporting safe and ecologically responsible use of the site. Other: Safety design meets established Crime Prevention through Environmental Design (CPTED) standards. Design: Crime Prevention through Environmental Design (CPTED) guidelines and ADA standards. Size : Minimum of 5 acres. Greenbelt/Trail Corridor Site Selection: Consistent with an approved Bicycle, Pedestrian and Trails Master Plan. Amenities: Parking and restrooms at major trailheads. May include small parks along the trail. Lighting: Security lighting at trailheads and along trail is preferred. Signage: Mileage markers at ¼ mile intervals. Interpretive kiosks at all trailheads and where deemed necessary. Other: Connectivity to parks or other Town destination locations Levels of Service What We Heard •Town -owned parks are needed North of Tangerine Road •Ensure that recommendations specifically address o Open Space o Trails o Athletic Fields o Community Center Improvements •Recognize Catalina State Park as recreational opportunity Town Parks Map HOA Parks Map Town and HOA Parks Map Level of Service Methodology Level of Service population based standards are developed using a combination of local, regional and national resources, including: •Current Level of Service –Do NOT add park land if adequate developed park land already exists •Current Inventory and its condition ratings (is there a greater need to take care of what already exists vs. construct new?) •Opportunity to acquire and develop parkland •National Recreation and Park Association (NRPA) guidelines. •Recreation participation rates reported by the Sports & Fitness Industry Association’s (SFIA) 2020 Study of Sports. •Market Potential Indices •Prioritization of Community Need •Financial Sustainability –Operations and maintenance funding needed to support new investment Trail and Open Space Assumptions •Population based level are not developed for: •Trails –creating a connected network is the desired outcome •Open Space –seeking opportunities to preserve open space within the context of Town’s Comprehensive Plan and zoning ordinances is the desired outcomes Current Levels of Service –Parks and Acreage -OVERALL Park Type Town of Oro Valley Other Inventory Total Inventory Mini Park 39.00 39.00 0.85 acres per 1,000 Neighborhood Parks - 47.70 47.70 1.04 acres per 1,000 Community Parks 48.00 - 48.00 1.05 acres per 1,000 Regional Parks 213.00 - 213.00 4.66 acres per 1,000 Recreation/Special Use Area 320.00 - 320.00 7.00 acres per 1,000 Total Developed Park Acreage 581.00 86.70 667.70 14.60 acres per 1,000 Greenbelt/Trail Corridor 5.80 - 5.80 0.13 acres per 1,000 Conservation Area/Trail Park 154.70 - 154.70 3.38 acres per 1,000 2020 Park Inventory Current Service Levels Current Service Level Current Levels of Service –Parks and Acreage -TOWN Park Type Town of Oro Valley Community Parks 48.00 1.05 acres per 1,000 Regional Parks 213.00 4.66 acres per 1,000 Recreation/Special Use Area 320.00 7.00 acres per 1,000 Total Developed Park Acreage 581.00 12.71 acres per 1,000 Greenbelt/Trail Corridor 5.80 0.13 acres per 1,000 Conservation Area/Trail Park 154.70 3.38 acres per 1,000 2020 Park Inventory Current Service Levels Current Service Level Current Levels of Service –Parks and Acreage -HOA Park Type Other Inventory Mini Park 39.00 0.85 acres per 1,000 Neighborhood Parks 47.70 1.04 acres per 1,000 Total Developed Park Acreage 86.70 1.90 acres per 1,000 Current Service Level 2020 Park Inventory Current Service Levels Recommended Levels of Service –Parks and Acreage -TOWN Park Type Town of Oro Valley Meet Standard/ Need Exists Community Parks 48.00 1.05 acres per 1,000 1.10 acres per 1,000 Need Exists 12 Acre(s) Regional Parks 213.00 4.66 acres per 1,000 3.50 acres per 1,000 Meets Standard - Acre(s) Recreation/Special Use Area 320.00 7.00 acres per 1,000 5.75 acres per 1,000 Meets Standard - Acre(s) Total Developed Park Acreage 581.00 12.71 acres per 1,000 10.35 acres per 1,000 Need Exists 12 Acre(s) Greenbelt/Trail Corridor 5.80 0.13 acres per 1,000 NA acres per 1,000 NA - Acre(s) Conservation Area/Trail Park 154.70 3.38 acres per 1,000 NA acres per 1,000 NA - Acre(s) Recommended Land Acquisition (Needs Exist less the Current Undeveloped Park Land)Need Exists 12 Acre(s) 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 Standards Current Service Level Recommended Developed Park Service Levels Additional Developed Parks/Facilities/ Amenities Needed Recommended Levels of Service –Parks and Acreage -HOA Park Type Other Inventory Meet Standard/ Need Exists Mini Park 39.00 0.85 acres per 1,000 0.10 acres per 1,000 Meets Standard - Acre(s) Neighborhood Parks 47.70 1.04 acres per 1,000 1.25 acres per 1,000 Need Exists 21 Acre(s) Total Developed Park Acreage 86.70 1.90 acres per 1,000 1.35 acres per 1,000 Needs Exists 21 Acre(s) Recommended Park Development by HOA Needs Exists 21 Acre(s) Current Service Level Recommended Developed Park Service Levels Additional Developed Parks/Facilities/ Amenities Needed 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 Standards Equity Mapping -TOWN Town Parks Map HOA Parks Map Town and HOA Parks Map Equity Mapping Methodology •An equity-mapping analysis was conducted to show the service areas and the gaps in service of the current inventory of park types and amenities based on the recommended LOS standards. •The service area is calculated by the quantity of inventory of each site extended in a uniform radius until the population served by the recommended standard is reached. •Shaded areas indicate the extent of the service area based on recommended inventories. •Unshaded areas indicate locations that would remain outside of the standard service area for each park type or park asset. Community Parks Regional Park Special Use Parks Conservation/Trail Parks Connectivity Analysis What We Heard •Trails are a high priority for Town residents •Phase 2 scope was adjusted to include the identification of shared use path connectivity opportunities •Ensure that connectivity to parks and schools and other jurisdictional trail systems is included. Connectivity Analysis Scope •Identify missing shared use path trail segments •Identify possible opportunities to generally expand the shared use path trail system •Prioritize the opportunities to better connect and expand the shared use path trails system •Soft surface trail development goes “hand-in-hand” with preservation of open space opportunities Connectivity Analysis -Overall Connectivity Analysis –North of Tangerine Connectivity Analysis –Rancho Vistoso Community Loop Connectivity Analysis –Catalina State Park Connectivity Analysis –South of Tangerine Connectivity Analysis –Naranja Park and Community Center Connectivity Analysis –Community Center and Lambert Lane Connectivity Analysis –Riverfront to James D. Kreigh Connectivity Analysis –James D. Kreigh and retail Connectivity Analysis –Northern Avenue Connectivity Analysis -Overall Connectivity Analysis –Preliminary Cost Summary Asset Estimated Total Project Cost Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (funded through Pima County)$750,000 Shared Use Path to Catalina State Park $200,000 Pedestrian Bridge across CDO Wash $1,000,000 CDO Wash to James D. Kriegh Park Shared Use Path $1,000,000 Linda Vista Trailhead Shared Use Path $300,000 Naranja Drive Shared Use Path (in conjuction with roadway project)$1,000,000 La Canada Shared Use Path $500,000 James D. Kriegh Park to Retail Shared Use Path $350,000 Northern Avenue Shared Use Path #1 $750,000 Northern Avenue Shared Use Path #2 $350,000 School Connectivity Shared Use Path #1 $250,000 School Connectivity Shared Use Path #2 $500,000 Lambert Lane Park Shared Use Path $500,000 Rancho Vistoso Shared Use Path $1,800,000 Vistoso Golf Course Property Shared Use Path $350,000 Moore Road Shared Use Path $750,000 $10,350,000 TRAIL DEVELOPMENT TRAILS Concept Plans Site Specific Park Master Plan Development Process •Community Needs •Concept Plans –Pre-Design Phase –High Level (test fit) •Schematic Design Phase -A range of alternative design concepts are explored. •Design Development -All detailed design decisions are completed during this phase •Construction Documents -Consists of preparation of drawings and specifications establishing the requirements for the construction of the project. Concept Plans -Locations •Community Center -Site •Community Center -Facility •Steam Pump Ranch •James D. Kriegh Park •Riverfront Park •Naranja Park Concept Plans -Milestones •Draft Concepts Presented to Community (Virtual Meeting) -11/12/20 •Draft Concepts Presented to Parks & Recreation Advisory Board –11/17/20 •Draft Concepts Posted on Town Website for Comment -11/18/20 –12/18/20 o 321+ comments received by Oro Valley residents •Plans revised based on community input Community Center –Existing Site Plan Community Center Site –Public Comments •Positive feedback regarding pickleball court expansion •Parking lot is inadequate –not enough parking •Consider play area for children •Positive feedback regarding tennis court upgrades •Additional basketball courts needed •Consider solar/EV charging stations Community Center –Concept Plan 40% Increase! Community Center Existing Site/Floor Plan Community Center Facility –Public Comments •Positive feedback related to increase recreation and fitness space •Reduce size of bar •Indicate covered outdoor seating •Rework golf shower/locker and restrooms •Increase golf entry •Keep restaurant “upstairs” Community Center -Existing Floor Plan Level 1 Community Center –Diagramatic Floor Plan Detail Community Center –Diagramatic Plan -Main Entry –1st Level Community Center –Diagramatic Plan -Recreational –First Level Community Center –Diagramatic Plan –2nd Level Community Center –Diagramatic Plan –2nd Level Steam Pump Ranch –Existing Site Plan Steam Pump Ranch –Public Comments •No lawn expansion •Parking capacity is limited –encourage non-vehicular modes of travel •Significant concern regarding the use of this historic park for recreation activities (consider original Master Plan) •Positive feedback regarding new entry building/restrooms •Continue improvements to heritage plantings/native orchards/etc. •Consider play area for children Steam Pump Ranch –Concept Plan James D. Kriegh Park/Aquatic Center –Existing Site Plan James D. Kriegh Park –Public Comments •Consider adding lights to walking loop •Additional basketball courts needed •Positive feedback regarding addition of new playground, off-leash dog park, expansion of aquatic center, and parking connections •Consider adding lights to volleyball court •Concern regarding noise/lights from parking and maintenance yards •Concern regarding access to diamond fields for OV Baseball •Concern regarding removal of racquetball courts James D. Kriegh Park/Aquatic Center –Concept Plan CDO Riverfront Park –Existing Site Plan CDO Riverfront Park –Public Comments •Concern regarding removal of multi-use fields •Positive feedback regarding addition of splash pad and updated playground •Additional basketball courts needed •Consider adding lights to volleyball court •Concern regarding removal of Palo Verde trees from parking lot •Relocate expanded parking •Concern regarding removal of the lone tennis court CDO Riverfront Park –Concept Plan Naranja Park –Existing Site Plan Naranja Park –Public Comments •Additional basketball courts needed •Positive feedback regarding addition of skate park, pump track and splash pad •Consider adding walking path around the park and more dirt trails •Consider adding more pickleball courts •Concern regarding walking archery course and placement of adjacent paths •Consider adding bike extension on Naranja from 1st to La Canada •Additional diamond fields needed Naranja Park –Concept Plan Concept Plan –Preliminary Cost Summary Project Estimated Total Project Cost Naranja Park $17,000,000 Community Center Building and Site $13,900,000 James D. Kriegh Park and Aquatic Center $8,000,000 Riverfront Park $4,000,000 Steam Pump Ranch $6,000,000 TOTAL CONCEPT PLAN PROJECTS $48,900,000 CONCEPT PLAN COST SUMMARY Capital Improvements Sustainable Expanded Services Visionary 10-Year CIP Development Assumptions •Must be financially viable •Includes projects likely to be implemented within 10-year Plan period •Responsive to data collected and feedback received •Consistent with other planning efforts •Based on 2021 construction costs Sustainable Projects Summary Asset Brief Description Estimated Total Project Cost Timeline Community Center Site Lifecycle Replacement via Concept Plan Implementation $4,000,000 Short Term (1‐5 years) El Conquistador Golf & Tennis at Pusch Ridge Bleachers and Fencing; ADA accessibility, lighting upgrades/electrical upgrades, replace turf with desert landscape $200,000 Short Term (1‐5 years) Honeybee Canyon Park Restroom replacement (prefab); irrigation and landscape replacement $200,000 Short Term (1‐5 years) James D. Kriegh Park Lifecycle Replacement via Concept Plan Implementation $1,500,000 Long Term (6‐10 years) Riverfront Park Lifecycle Replacement via Concept Plan Implementation $2,500,000 Long Term (6‐10 years) Steam Pump Ranch Lifecycle Replacement via Concept Plan Implementation $3,000,000 Short Term (1‐5 years) Tho’ag Park FFE replacement; signage $15,000 Short Term (1‐5 years) West Lambert Lane Park Interpretive signage replacement; renovate trails $100,000 Long Term (6‐10 years) $11,515,000 Asset Brief Description Estimated Total Project Cost Brief Description Oro Valley Aquatic Center Pump room, pool deck, slide, locker room shower replacement $1,500,000 Short Term (1‐5 years) $1,500,000 $13,015,000 TOTAL SUSTAINABLE PROJECTS SUBTOTAL EXISTING PARKS SUBTOTAL EXISTING RECREATION FACILITIES SUSTAINABLE PROJECTS (Lifecycle Replacement) EXISTING PARKS EXISTING RECREATION FACILITIES Expanded Service Projects Summary Asset Brief Description Estimated Total Project Cost Timeline Big Wash Trailhead Restroom and Parking lot $250,000 Long Term (6‐10 years) CDO Shared Use Path Increase accessibility to Pusch Ridge $200,000 Long Term (6‐10 years) Community Center Site Expanded Services via Concept Plan Implementation $1,000,000 Short Term (1‐5 years) James D. Kriegh Park Expanded Services via Concept Plan Implementation $5,000,000 Long Term (6‐10 years) Riverfront Park Expanded Services via Concept Plan Implementation $1,500,000 Long Term (1‐5 years) Steam Pump Ranch Expanded Services via Concept Plan Implementation $3,000,000 Long Term (6‐10 years) $10,950,000 $10,950,000 TOTAL EXPANDED SERVICE PROJECTS SUBTOTAL EXISTING PARKS EXPANDED SERVICE PROJECTS (Upgrade and Renovation) EXISTING PARKS Visionary Projects Summary –Parks and Community Center Asset Brief Description Estimated Total Project Cost Timeline Amphi School District Partnerships Improvement to Diamond Athletic Fields $1,500,000 Short‐Term (1‐5 years) Naranja Park Implementation of Concept Plan $17,000,000 Short‐Term (1‐5 years) $18,500,000 Asset Brief Description Estimated Total Project Cost Timeline Community Center Building Implementation of Concept Plan $8,900,000 Short‐Term (1‐5 years) $8,900,000 SUBTOTAL PARKS SUBTOTAL EXISTING RECREATION FACILITIES PARKS EXISTING RECREATION FACILITIES VISIONARY PROJECTS (New/Major Upgrade) Visionary Projects Summary -Trails Asset Brief Description Estimated Total Project Cost Timeline Tangerine Road to Rancho Vistoso Community Shared Use Path Extension Extend shared use path north of Tangerine Road to provide connection to Rancho Vistoso Community and retail (funded through Pima County)$750,000 Short‐Term (1‐5 years) Shared Use Path to Catalina State Park Direct connection from North to Catalina State Park $200,000 Long‐Term (6‐10 years) Pedestrian Bridge across CDO Wash Pedestrian bridge across CDO Wash to connect to 2.69 mi CDO Linear Park shared use path.$1,000,000 Short‐Term (1‐5 years) CDO Wash to James D. Kriegh Park Shared Use Path New shared use path providing connection to James D. Kriegh Park.$1,000,000 Short‐Term (1‐5 years) Linda Vista Trailhead Shared Use Path New shared use path providing connection to Linda Vista Trailhead.$300,000 Long‐Term (6‐10 years) Naranja Drive Shared Use Path New shared use path along Naranja Drive between La Cañada and 1st Avenue.$1,000,000 Short‐Term (1‐5 years) La Canada Shared Use Path New shared use path along La Cañada to provide connection to Community Center.$500,000 Long‐Term (6‐10 years) James D. Kriegh Park to Retail Shared Use Path New shared use path providing connection to James D. Kriegh Park and retail.$350,000 Long‐Term (6‐10 years) Northern Avenue Shared Use Path #1 New shared use path along Northern Avenue between Hardy and Magee Roads to provide connection to James D. Kriegh Park and retail.$750,000 Long‐Term (6‐10 years) Northern Avenue Shared Use Path #2 New shared use path along Northern Avenue south of Magee Road to provide connection to Tohono Chul Park and retail.$350,000 Long‐Term (6‐10 years) School Connectivity Shared Use Path #1 New shared use path providing connection to Cross Middle School and Harelson Elementary School.$250,000 Long‐Term (6‐10 years) School Connectivity Shared Use Path #2 Extend shared use path along La Cholla Boulevard to provide connection from Wilson K‐8 School to Ironwood Ridge High School.$500,000 Long‐Term (6‐10 years) Lambert Lane Park Shared Use Path New shared use path providing connection from schools to Lambert Lane Park and Community Center.$500,000 Long‐Term (6‐10 years) Rancho Vistoso Shared Use Path Convert sidewalk on one side of Rancho Vistoso Boulevard to shared use path and provide connections to Honey Bee Canyon Park, Honey Bee Preserve and schools.$1,800,000 Long‐Term (6‐10 years) Vistoso Golf Course Property Shared Use Path Connection to former Vistoso Golf Course property.$350,000 Long‐Term (6‐10 years) Moore Road Shared Use Path New shared use path along Moore Road to provide connection West.$750,000 Long‐Term (6‐10 years) $10,350,000 SUBTOTAL TRAIL DEVELOPMENT TRAILS VISIONARY PROJECTS (New/Major Upgrade) Visionary Projects Summary –Administrative and Total Asset Brief Description Estimated Total Project Cost Timeline Park Master Plan Update 2030 Update 2021 Master Plan $200,000 Long‐Term (6‐10 years) Trails Master Plan Complete a Comprehensive Trails Master Plan $200,000 Long‐Term (6‐10 years) $400,000 $38,150,000 TOTAL VISIONARY PROJECTS SUBTOTAL ADMINISTRATIVE PROJECTS ADMINISTRATIVE PROJECT VISIONARY PROJECTS (New/Major Upgrade) Capital Improvement Program Summary –By Tier Tier Estimated Total Project Cost Sustainable Projects $13,015,000 Expanded Service Projects $10,950,000 Visionary Projects $38,150,000 TOTAL $62,115,000 SUMMARY BY TIER Capital Improvement Program Summary –By Timeline Timeline Estimated Total Project Cost Years 1 ‐5 $41,065,000 Years 6 ‐10 $21,050,000 TOTAL $62,115,000 SUMMARY BY TIMELINE Recommended PRIORITY Projects -Preliminary Project Estimated Total Project Cost Naranja Park $17,000,000 Community Center Building and Site $13,900,000 Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (funded through Pima County)$750,000 Pedestrian Bridge across CDO Wash $1,000,000 CDO Wash to James D. Kriegh Park Shared Use Path $1,000,000 Naranja Drive Shared Use Path (in conjunction with roadway project)$1,000,000 Oro Valley Aquatic Center $1,500,000 Steam Pump Ranch $3,000,000 Amphi School District Partnerships $1,500,000 TOTAL PRIORITY PROJECTS $40,650,000 RECOMMENDED PRIORITY PROJECTS Next Steps January -April •Finalize Capital Improvement Plan •Identify Funding and Revenue Strategies for Capital Improvement Plan •Develop Strategic Action Plan •Create Final Master Plan