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HomeMy WebLinkAboutPackets - Council Packets (1523) **AMENDED 1/15/99, 12:30 p.m. AGENDA ORO VALLEY TOWN COUNCIL REGULAR SESSION JANUARY 20, 1999 ORO VALLEY COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE REGULAR SESSION AT OR AFTER 7:00 PM CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE UPCOMING MEETING ANNOUNCEMENTS — TOWN MANAGER 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 CALL TO AUDIENCE —According to the Arizona Open Meeting Law, the Town Council may only discuss matters listed on the Town Council Agenda. Matters brought up by the public under "Call to Audience"cannot be discussed by the Town Council as they have not been placed on the agenda. Any items must be addressed to the whole Council, not a specific member. In order to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card. 1. CONSENT AGENDA (Consideration and/or possible action) A. Minutes — January 6, 1999 B. Finance Report— November 1998 C. Resolution No. (R)99-12 Authorizing the purchase of two BMW Police motorcycles from Iron Horse Motorcycles, a sole source vendor D. Approval of Employment Agreement with Bill Jansen for Town Engineer Position E. Resolution No. (R)99-13 Approval of the renewal of an Intergovernmental Agreement for the collection of taxes through the Arizona Department of Revenue F. Resolution No. (R)99-14 Approving the placement of a stop sign on Windstream Way at Meadview Way 01/20/99 Agenda, Council Regular Session 2 G. Resolution No. (R)99-15 Approving the establishment of a No Parking Zone in the right-of-way adjacent to the property at 400 W. Calle Concordia H. OV12-93-4B Canada Hills Estates, Phase II, Re-plat of Lots 61-63 I. Status Report on General Plan Implementation J.** Approval of Transit Services Survey 2. APPOINTMENT OF STEVEN RUBLE TO THE PLANNING AND ZONING COMMISSION 3. APPROVAL OF FUNDING FOR CONSTRUCTION AND FURNISHING OF THE ORO VALLEY DEVELOPMENT SERVICES BUILDING 4. RESOLUTION NO. (R)99-16 AWARD OF CONTRACT FOR CONSULTANT TO COMPLETE STRATEGIC PLAN FOR FIRE AND EMERGENCY MEDICAL SERVICES AS RECOMMENDED BY THE FIRE ADVISORY COMMITTEE 5. 0V12-97-18 AMENDING A CONDITION ON THE ORO VALLEY RETAIL CENTER (TARGET) DEVELOPMENT PLAN RELATING TO THE CERTIFICATE OF OCCUPANCY TOWN MANAGER'S REPORT ENGINEER'S REPORT FINANCE DIRECTOR'S REPORT COMMUNITY DEVELOPMENT DIRECTOR'S REPORT POLICE CHIEF'S REPORT COUNCIL COMMITTEE REPORTS CALL TO AUDIENCE- According to the Arizona Open Meeting Law, the Town Council may only discuss matters listed on the Town Council Agenda. Matters brought up by the public under "Call to Audience" cannot be discussed by the Town Council, as they have not been placed on the agenda. Any items must be addressed to the whole Council, not a specific member. In order to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card. ADJOURNMENT POSTED: 01/13/99 AMENDED AGENDA POSTED: 01/15/99 4:30 P.M. 12:30 p.m. RG RG 01/20/99 Agenda, Council Regular Session 3 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 8:30 a.m. — 5:00p.m. The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify Kathryn Cuvelier, Town Clerk, at 297-2591. 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. If you wish to address the Town Council on any item(s) on this agenda, please complete a speaker card located on the Agenda table at the back of the room and give it to the Town Clerk. Please indicate on the speaker card which item number and topic you wish to speak on, or if you wish to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card. Please step forward to the podium when the Mayor announces the item(s) on the agenda which you are interested in addressing. 1. Please state your name and address for the record. 2. Speak only on the issue currently being discussed by Council. Please organize your speech, you will only be allowed to address the Council once regarding the topic being discussed. 3. Please limit your comments to 3 minutes. 4. During "Call to Audience" you may address the Council on any issue you wish. 5. Any member of the public speaking must speak in a courteous and respectful manner to those present. Thank you for your cooperation. AGENDA ORO VALLEY TOWN COUNCIL REGULAR SESSION JANUARY 20, 1999 ORO VALLEY COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE REGULAR SESSION AT OR AFTER 7:00 PM CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE UPCOMING MEETING ANNOUNCEMENTS —TOWN MANAGER 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 CALL TO AUDIENCE —According to the Arizona Open Meeting Law, the Town Council may only discuss matters listed on the Town Council Agenda. Matters brought up by the public under "Call to Audience"cannot be discussed by the Town Council as they have not been placed on the agenda. Any items must be addressed to the whole Council, not a specific member. In order to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card. 1. CONSENT AGENDA (Consideration and/or possible action) A. Minutes —January 6, 1999 B. Finance Report— November 1998 C. Resolution No. (R)99-12 Authorizing the purchase of two BMW Police motorcycles from Iron Horse Motorcycles, a sole source vendor D. Approval of Employment Agreement with Bill Jansen for Town Engineer Position E. Resolution No. (R)99-13 Approval of the renewal of an Intergovernmental Agreement for the collection of taxes through the Arizona Department of Revenue F. Resolution No. (R)99-14 Approving the placement of a stop sign on Windstream Way at Meadview Way 01/20/99 Agenda, Council Regular Session 2 G. Resolution No. (R)99-15 Approving the establishment of a No Parking Zone in the right-of-way adjacent to the property at 400 W. Calle Concordia H. OV12-93-4B Canada Hills Estates, Phase II, Re-plat of Lots 61-63 I. Status Report on General Plan Implementation 2. APPOINTMENT OF STEVEN RUBLE TO THE PLANNING AND ZONING COMMISSION 3. APPROVAL OF FUNDING FOR CONSTRUCTION AND FURNISHING OF THE ORO VALLEY DEVELOPMENT SERVICES BUILDING 4. RESOLUTION NO. (R)99-16 AWARD OF CONTRACT FOR CONSULTANT TO COMPLETE STRATEGIC PLAN FOR FIRE AND EMERGENCY MEDICAL SERVICES AS RECOMMENDED BY THE FIRE ADVISORY COMMITTEE 5. OV12-97-18 AMENDING A CONDITION ON THE ORO VALLEY RETAIL CENTER (TARGET) DEVELOPMENT PLAN RELATING TO THE CERTIFICATE OF OCCUPANCY TOWN MANAGER'S REPORT ENGINEER'S REPORT FINANCE DIRECTOR'S REPORT COMMUNITY DEVELOPMENT DIRECTOR'S REPORT POLICE CHIEF'S REPORT COUNCIL COMMITTEE REPORTS CALL TO AUDIENCE— According to the Arizona Open Meeting Law, the Town Council may only discuss matters listed on the Town Council Agenda. Matters brought up by the public under "Call to Audience"cannot be discussed by the Town Council, as they have not been placed on the agenda. Any items must be addressed to the whole Council, not a specific member. In order to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card. ADJOURNMENT POSTED: 01/13/98 4:30 P.M. RG 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 8:30 a.m. — 5:00p.m. 01/20/99 Agenda, Council Regular Session 3 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 Kathryn Cuvelier, Town Clerk, at 297-2591. 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. If you wish to address the Town Council on any item(s) on this agenda, please complete a speaker card located on the Agenda table at the back of the room and give it to the Town Clerk. Please indicate on the speaker card which item number and topic you wish to speak on, or if you wish to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card. Please step forward to the podium when the Mayor announces the item(s) on the agenda which you are interested in addressing. 1. Please state your name and address for the record. 2. Speak only on the issue currently being discussed by Council. Please organize your speech, you will only be allowed to address the Council once regarding the topic being discussed. 3. Please limit your comments to 3 minutes. 4. During "Call to Audience" you may address the Council on any issue you wish. 5. Any member of the public speaking must speak in a courteous and respectful manner to those present. Thank you for your cooperation. MINUTES ORO VALLEY TOWN COUNCIL 40* REGULAR SESSION JANUARY 6, 1999 44:// )* ORO VALLEY COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE REGULAR SESSION AT OR AFTER 5:30 PM CALL TO ORDER—5:35 P.M. ROLL CALL PRESENT: Paul Loomis, Mayor Paul Parisi, Vice Mayor Dick Johnson, Council Member Fran LaSala, Council Member Cheryl Skalsky, Council Member(Arrived at 5:45 p.m.) EXECUTIVE SESSION AT OR AFTER 5:30 PM MOTION: Council Member Johnson MOVED to go into Executive Session at 5:35 p.m. for the following purpose: 1. Pursuant to ARS 38-431.03(A)(3) to obtain legal advice and pursuant to ARS 38- 431.03(A)(4) pending litigation regarding LeSuer vs. Mendibles and the Town of Oro Valley and 2. Pursuant to ARS 38-431.03(A)(1) discussion and consideration with candidates for the Town Engineer Position. Council Member LaSala SECONDED the motion. Motion carried, 4—0. MOTION: Council Member LaSala MOVED to go out of Executive Session at 7:15 p.m. Council Member Johnson SECONDED the motion. Motion carried, 5 —0. RESUME REGULAR SESSION AT OR AFTER 7:00 PM CALL TO ORDER—7:30 p.m. ROLL CALL PRESENT: Paul Loomis, Mayor Paul Parisi, Vice Mayor Cheryl Skalsky, Council Member Dick Johnson, Council Member Fran LaSala, Council Member 01/06/99 MINUTES, REGULAR SESSION 2 PLEDGE OF ALLEGIANCE Mayor Loomis led the audience in the Pledge of Allegiance. UPCOMING MEETING ANNOUNCEMENTS Town Manager Chuck Sweet announced the meetings for the upcoming weeks. CALL TO AUDIENCE No speakers. 1. CONSENT AGENDA Mayor Loomis pulled Consent Agenda items C and F for discussion. MOTION: Council Member Johnson MOVED to approve the Consent Agenda, items A, B, D, E, and G — 0. Council Member LaSala SECONDED the motion. Motion carried, 5 —0. A. Minutes—December 2, 10, 16, 1998 B. Police Report—November 1998 C. Resolution No. (R)99-01 Award of Bid — MDT for Police Vehicles (PULLED FOR DISCUSSION.) D. Resolution No. (R)99-02 Approval of an Intergovernmental Agreement with Pima County Recorder for providing Pima County Registration rolls for Town Primary, General and Special Election and other election-related functions E. Resolution No. (R)99-03 Accepting a license agreement to allow for placement and maintenance of a small monument wall in Town right-of- way at the entrance to 12636 N. Deer Print Place F. Report on Emergency Repairs at Rancho Vistoso Well No. 3 (PULLED FOR DISCUSSION.) G. OV12-98-19 Canada del Oro Riverfront Park Landscape Plan (Located south of Lambert Lane and East of La Canada Drive H. OV12-94-2 Gold Canyon Estates, La Reserve Parcel K, Request for Amendment to Final Plat in regards to Grading Limits I. Notice of Completion, Project No. W02-0298 Town of Oro Valley Water Utility Potable Water Main Extension, 16 " 2700-Zone Avenida de Vallejo Extension and 12" 2900-Zone Naranja and First Avenue Extensions J. Resolution No. (R)99-04 Approval of Contract Proposal to Westland Resources, Inc to provide Engineering, Design and Project Management Services for a 200,000 gallon reservoir at Rancho Vistoso Water Plant No. 1 01/06/99 MINUTES, REGULAR SESSION 3 K. Resolution No. (R)99-OS Approval of Contract Proposal to Westland Resources, Inc. to provide Engineering, Design and Project Management Services for a 500,000 reservoir at Country Side Water Plant No. 3 L. Resolution No. (R)99-06 Approval of Contract Proposal to Westland Resources, Inc. to provide Engineering Design Services for a G-Zone Reservoir and H-Zone Booster Station to be located in Rancho Vistoso Neighborhood 11 M. Resolution No. (R)99-07 Approval of an Intergovernmental Agreement Renewal with Pima County for providing Water Usage Information N. Comments to the Draft Third Management Plan for the Tucson Active Management Area O. Letter to Governor Jane D. Hull regarding funding for Social Services in Pima County Item C: Resolution No. (R)99-01 Award of Bid—MDT for Police Vehicle Police Chief Wolff announced that the company that was being awarded the bid for police vehicle mobile data terminals has announced that they are going out of business. He stated that the police department would need to go through the bid process again and bring it forward to Council at a later date. MOTION: Vice Mayor Parisi MOVED to TABLE Resolution No. (R)99-01. Council Member Johnson SECONDED the motion. Motion carried, 5 —0. Item F: Report on Emergency Repairs at Rancho Vistoso Well No. 3 Water Utility Director David Hook reported that Rancho Vistoso Well #3 failed and a request was submitted and approved for emergency procurement. He explained that subsequent to the approval, staff found that there was not a need to directly pursue emergency procurement. He explained that it was discovered that the best solution was to accelerate the completion of water plant improvements at Plant #18. He stated that with the completion of the Water Plant #18 pumping station, they would be able to provide adequate water supply to replace the loss of Well #3 and they would not have to invest any funds in the rehabilitation or replacement of Well#3. Council Member LaSala complimented Mr. Hook on the solution. He asked if staff knew what happened to Well #3. He also inquired if there were any other wells of the same vintage that might have the same problems and if there was a solution ready as opposed to going to the emergency procurement process. Mr. Hook explained that there were several wells in the system of the same vintage comparable to Well #3 and staff has been watching them closely as several have been somewhat troublesome. Mr. Hook stated that they hoped to get Well #18 on line before anything else happened. He stated that they have one replacement well in the CIP (Capital Improvements Program) that would be a supplemental source for a replacement well. fr 01/06/99 MINUTES, REGULAR SESSION 4 MOTION: Council Member LaSala MOVED to approve the report on Emergency Repairs at Rancho Vistoso Well #3. Council Member Skalsky SECONDED the motion. Motion carried, 5 —0. 2. RESOLUTION NO. (R) 99 -08 REQUESTING THAT THE ARIZONA DEPARTMENT OF TRANSPORTATION AND ADOT BOARD PROVIDE AN ALLOCATION OF STATE AND FEDERAL TRANSPORTATION FUNDS BASED ON NEED AND A FAIR RETURN OF TAXPAYER DOLLAR TO THE PIMA AND MARICOPA METROPOLITAN AREAS AND THE HIGHWAY NEEDS THROUGHOUT THE STATE. Town Manager Chuck Sweet introduced Tom Swanson, Executive Director of Pima Association of Governments (PAG.) Mr. Swanson thanked Council for considering Resolution No. (R)99-08 on State Discretionary Funding in the PAG region. He also thanked Vice Mayor Parisi for his work as PAG Chair on the funding issue. He stated that the key themes were: lack of fair, equitable share of State funding from the Arizona Department of Transportation (ADOT), recent proposals treated Maricopa Association of Governments (MAG) and PAG very differently, and the State's process falls short of the federal mandates and even fails to follow its own programming rules. Mr. Swanson introduced Cherie Campbell, Transportation Planner. Ms. Campbell stated that she would be discussing in further detail the key themes as mentioned by Mr. Swanson. She stated that the State has a five year construction program that is updated annually. Ms. Campbell said that the five year program allocates their discretionary spending. She explained that one problem is that the urban areas, both MAG and PAG get less than their fair share. She explained that in the last program adopted in June, 1998, MAG who has approximately 60% of the population in Arizona received 10% of the funding in the program and PAG who has 18% of the population received about 7% of the funding. Ms. Campbell further explained that federal legislation, TEA-21 (Transportation Efficiency Act of the 21st Century) was recently passed which would provide a 57% increase in the state's overall funding. She stated that they have presented lists of projects and advancement of current projects to the State Board hoping that they be subsidized by the new funding. Ms. Campbell stated that with the state receiving a 57% increase in the level of federal funding with TEA-21, MAG and other local governments realized a 48% increase in their suballocation of federal funds with PAG receiving only 9%. She also stated that PAG receives the lowest dollar return with a 78 cent return on every dollar. The State receives a 90.5 cent return (with TEA-21) and areas outside MAG and PAG receive $1.06 on every dollar. 01/06/99 MINUTES, REGULAR SESSION 5 Ms. Campbell further explained that the analysis included a study on new projects. It was determined that from 2000 to 2002 areas outside PAG would receive $116 million and PAG would receive $0 for new projects. By 2003 areas outside PAG would receive $214 million with PAG receiving $1.9 million in funding for new projects. In 2004, areas outside PAG would receive $355 million and PAG would receive $30 million in new construction monies. Ms. Campbell reported that PAG has demonstrated that its actual needs are $9.2 billion over the next twenty years. Existing revenues would provide $3.9 billion with a shortfall of $5.3 billion. She stated that it was critical that the State address the programming issues and not delay any further. In answer to questions from Council Member Johnson, Mr. Swanson stated that more legislators seem to be concerned about the issue. He explained that other governments within PAG are also considering resolutions similar to the Town of Oro Valley's which would gather more support. Mr. Swanson also stated that the Governor appoints the Transportation Board Members and historically the rural areas are favored. Vice Mayor Parisi thanked Mr. Swanson, Ms. Campbell and other members of PAG for putting together the facts and all their hard work. He stated that PAG has taken proactive approaches on having cooperation with these other groups. MOTION: Vice Mayor Parisi MOVED to adopt Resolution (R)99-08 requesting that ADOT provide an allocation of State and Federal Transportation Funds to PAG based on need and a fair return of taxpayer dollars to our region. Council Member Skalsky SECONDED the motion. Motion carried, 5 —0. 3. RESOLUTION NO. (R)99-09 A RESOLUTION OF THE TOWN OF ORO VALLEY, PIMA COUNTY, ARIZONA APPROVING AN INTERGOVERNMENTAL AGREEMENT WITH THE ARIZONA DEPARTMENT OF WATER RESOURCES AND THE METROPOLITAN DOMESTIC WATER IMPROVEMENT DISTRICT FOR THE COMPLETION OF INVESTIGATIVE WORK ON THE VADOSE ZONE OF THE CDO WASH AND THE BIG WASH FOR ALTERNATIVE WATER SUPPLIES. Water Utility Director David Hook reported that staff is proposing to enter into an Intergovernmental Agreement (IGA) with the Metropolitan Domestic Water Improvement District (MDWID) and the Arizona Department of Water Resources (ADWR) to partner on a project to investigate the ability of subsurface soil deposits on Big Wash and Canyon del Oro Wash to percolate recharge from the surface to the aquifer. He explained that the results of the project should aid in future decision-making by the Town and MDWID regarding the feasibility of recharge operations in both water ways. Mr. Hook stated the project completion is slated for one year. The total cost of the project is estimated to be $270,000 with a commitment from ADWR of$250,000. Local funding between MDWID and Oro Valley would be no more than the $20,000 difference. 01/06/99 MINUTES, REGULAR SESSION 6 Mr. Hook stated that the Water Utility Commission considered the item on January 4, 1999 and they support staff's recommendation with some minor changes. He stated that staff recommends approval with the revisions. In answer to questions from Council Member LaSala, Mr. Hook confirmed that this would be a study to gather information to aid in consideration of recharging into the washes. He also explained that the study was necessary to zero in on the vadose zone which has never been analyzed in the Tucson area. In answer to questions from Council Member Skalsky, Mr. Hook explained that previous studies have shown that some of the surface materials are very porous and so they would anticipate high recharge rates. He stated that natural recharge is occurring mostly upstream and the aquifer level and volume fluctuates with environmental changes. Mr. Hook said that they are looking at the percolation rate of all the soil layers in the entire area. Mayor Loomis suggested adding an additional recommendation to urge the acceleration of the project as much as possible. He also asked if this study should prove that the recharge is good, would the information help to get additional support and funding from other areas in the county and with ADWR in support of the next step in the overall project of recharge in the washes? Mr. Hook stated that he understands the Council's concern and he would do everything he could to move the project forward. He also stated that the study would help to obtain funding from other sources. MOTION: Council Member LaSala MOVED to approve Resolution No. (R)99-09 subject to staff recommendations as amended by the Water Utility Commission and adding that we urge acceleration of the project. STAFF RECOMMENDATIONS: 1. The final, clean document to be signed by the Mayor is essentially unchanged from the draft document attached. 2. The cost to the ADWR be at least$250,000. 3. The out of pocket cost to the Oro Valley Water Utility (OVWU) and the MDWID be in a ratio of 75% and 25% respectively. 4. The combined out of pocket cost to the OVWU and MDWID not to exceed$20,000. 5. The MDWID contribute in-kind services in excess of the OVWU. 6. Any future modifications to the IGA be reviewed and approved by Mayor and Council. 7. Council urges the acceleration of the project. Vice Mayor Parisi SECONDED the motion. Motion carried, 4 — 0 (Council Member Johnson was absent for the vote.) 01/06/99 MINUTES, REGULAR SESSION 7 4. PUBLIC HEARING — ORDINANCE NO. (0)99-01 AN ORDINANCE OF THE TOWN OF ORO VALLEY, ARIZONA AMENDING CHAPTER 11-3- 4 OF THE CODE OF THE TOWN OF ORO VALLEY PERTAINING TO SPEED LIMITS ON LA CANADA DRIVE BETWEEN TANGERINE ROAD AND THE SOUTHERN TOWN LIMITS AND PROVIDING PENALTIES FOR VIOLATIONS THEREOF Acting Town Engineer David Hook stated that an Operational and Safety Study has analyzed speed limits on La Canada Drive. It is recommended by staff that Council consider lowering the speed limit on La Canada Drive from 45 miles per hour to 40 miles per hour. In answer to a question from Council Member Johnson, Chief Wolff stated that the main reason for accidents along La Canada Drive is inattention by the drivers and the faster you drive, the more serious the accidents will be. He stated that the normal speed is 45 m.p.h. which is over the recommended speed limit. He stated that they will not cite for 5 miles over the speed limit, but may write warnings. Council Member Johnson stated that if we reduce speed limits, it should be seriously studied. He stated that safety is a consideration but we need to be realistic. Vice Mayor Parisi stated that the long range plans to extend La Canada Drive would be improving the road and 45 m.p.h. might be a good speed for that area. He stated that it is dangerous to change speeds all the time and he felt it might be good to leave the speed limit as is. Mayor Loomis stated that it is being recommended to lower the speed on La Canada Drive from Naranja Drive to Tangerine Road which would then make all of La Canada Drive within Oro Valley a 40 m.p.h. road. Mr. Hook stated that there is now more "side friction" on the section of La Canada between Naranja Drive and Tangerine Road since the speed limit was originally set at 45 m.p.h. He agreed that a uniform speed limit was a good idea Mayor Loomis opened the public hearing. Bill Adler, 10720 N. Eagle Eye Place, stated that as a volunteer in the Police Department he saw it not as a matter of speed limits, but one of enforcement. He stated that people travel faster on La Canada Drive than the posted limit and it was not safe considering all the entering and exiting onto the road. He recommended that the enforcement of speed be tightened. Mayor Loomis closed the public hearing. 01/06/99 MINUTES, REGULAR SESSION 8 Council Member Johnson recommended that staff study the traffic and speed limits on La Canada Drive south of Lambert Lane and bring their recommendations to Council. In answer to a question from Council Member LaSala regarding the completion of the traffic study, Town Attorney Tobin Sidles explained that if Council chose not to act on the speed limit change recommendation, the Town would probably not face more liability but it would "hurt." He stated that it was Council's call and they are aware of the conditions and responsibilities of the situation. Council Member Skalsky stated that if Council was going to address the speed limit issue, she would suggest making the speed limit consistent. She also stated that the police department looks at the situation and the conditions when determining whether to ticket or to issue a warning and she would not question their decisions. She stated that she felt 40 m.p.h. is a respectable speed and she would encourage the police department to allow sufficient time for the citizens to adjust to the change if approved. MOTION: Council Member Skalsky MOVED to approve Ordinance (0)99-01 establishing a consistent speed (40 m.p.h.) on La Canada Drive. Council Member LaSala SECONDED the motion. DISCUSSION: Mayor Loomis stated that with the addition of the new post office and the new residential subdivisions in the area, he was in favor of reducing the speed to 40 m.p.h. Vice Mayor Parisi stated that he would also like to see further study done on all of La Canada Drive and have input from the citizens who travel the road. He stated that he would prefer to not take any action at this time. Motion carried, 3 —2,with Vice Mayor Parisi and Council Member Johnson opposed. 5. PUBLIC HEARING — ORDINANCE NO. (0)99-02 AUTHORIZING THE ADDITION OF SECTION 10-1-13 OF THE TOWN CODE OF THE TOWN OF ORO VALLEY PROVIDING FOR TRAFFIC SIGNAGE IN CONSTRUCTION ZONES AND PROVIDING PENALTIES THEREOF Town Attorney Tobin Sidles reported that the Police Department is having trouble enforcing traffic violations within construction zones and have asked for an ordinance to address the issue. He stated that the Public Works Department also supports the ordinance and has added comments for Council's consideration. In answer to a question from Council Member Skalsky, Mr. Sidles stated that the speed limits are established by the Town and the construction site personnel so tickets can be issued in the construction zone. 01/06/99 MINUTES, REGULAR SESSION 9 Council Member Skalsky stated that she did not want to be redundant and she did not feel justification for doubling the fines was presented. She also stated that it should be kept basic, "If you speed in a speed limit that is established, you get a ticket." Mr. Sidles stated that the officers were tired of arguments and would like to be able to say that there was an ordinance addressing the issue. After conducting studies, the officers believe that signs posted in a construction zone stating that fines will be doubled helps to slow people down. Acting Town Engineer David Hook stated that from an industry standpoint, there has been a trend to double the fines in construction zones which has been effective in reducing the speed of traffic. He stated that in construction zones there was an increased safety factor to the construction workers because of their close proximity to the moving traffic. He stated that he received feedback from construction workers on the La Canada Drive reconstruction project of violation of the speed limits and the safety threat to the workers. Chief Wolff stated that the traffic was bad during the reconstruction project and everyone seemed to ignore the 25 m.p.h. construction zone. Off-duty officers were hired by the contractor to patrol the area. Council Member Skalsky suggested that maybe road blocks, traffic stops, or detours could be put in place. She stated that she did not believe doubling the fines would stop the "speeder." Vice Mayor Parisi agreed that it would be a good idea to require the contractors to have police officers present in construction areas. He stated that would be more effective than orange safety cones for slowing down traffic. Mayor Loomis opened the public hearing. There being no speakers, the public hearing was closed. MOTION: Council Member LaSala MOVED to accept Ordinance (0)99-02 with the comments as presented by the Public Works Department. Council Member Johnson SECONDED the motion. DISCUSSION: Mayor Loomis asked to amend the motion to include the requirement of signage to identify that double fines would be charged in the marked construction zones. Council Member LaSala and Council Member Johnson accepted the amendment. Motion carried, 3 —2 with Vice Mayor Parisi and Council Member Skalsky opposed. Mayor Loomis called a recess at 9:00 p.m. The meeting resumed at 9:10 p.m. 01/06/99 MINUTES, REGULAR SESSION 10 6. 0V12-98-16 GIANT AT ORO VALLEY RETAIL CENTER DEVELOPMENT PLAN (LOCATED AT THE INTERSECTION OF PUSCH VIEW LANE AND ORACLE ROAD IN THE ORO VALLEY RETAIL CENTER) Community Development Director Don Chatfield reported that the subject property is a 1.42 acre pad in the Oro Valley Retail Center. The applicant is proposing a 3,000 square foot envelope for a one-story convenience use to be operated by Giant. He explained that the development will have vehicular access off the main parking area of the Retail Center and not off Oracle Road. Mr. Chatfield stated that staff has reviewed the proposal against the Oracle Road Scenic Corridor Overlay District, the Rooney Ranch PAD and the Zoning Code Revised and finds that the development plan meets the requirements. Mr. Chatfield stated that the Development Review Board (DRB) reviewed the development plan in December and recommended approval. He stated that staff concurs and also recommends approval of the development plan. In answer to questions from Council Member Johnson and Council Member LaSala, Cory Thompson representing Giant, stated that he would look into the possibility of providing propane for sale. He also stated that they agree with all the staff conditions. Bill Adler, 10720 N. Eagle Eye Place, stated that he realizes that the proposal is technically in compliance and the Codes are met but sometimes the Codes are inadequate as in this case. He stated that he had great concerns with the traffic flows and circulation in the area. He suggested that the Development Review Board or Council look at the traffic and see that it is managed safely as the area develops. In answer to a question from Council Member Skalsky, Mr. Hook stated that traffic issues were the joint responsibility of Public Works and the Planning Department. He stated that the design on Pusch View Lane is currently being reviewed and has not yet been approved. He stated that they will take into consideration the traffic issues of the area. He explained that the Arizona Department of Transportation (ADOT) has indicated that they want a third lane added along Oracle Road which relates to the traffic issues and safety. In answer to a question from Council Member Skalsky, Mr. Chatfield stated that regarding the Giant proposal, he did not believe there was a better way to move traffic and that the entrances are placed in the optimal locations with regard to the traffic lanes. He stated that the development plan for Giant adequately meets the traffic issues. He further stated that they will still have the opportunity to "tweek" the traffic lanes of the Retail Center as they move through the development plan of the Target Center. In answer to a question from Mayor Loomis, Mr. Chatfield stated that Council could add a condition that would enable staff to work with the applicant on traffic flows after results of the final traffic study are available. 01/06/99 MINUTES, REGULAR SESSION 11 MOTION: Council Member Skalsky MOVED to approve OV 12-98-16 Giant at Oro Valley Retail Center Development Plan, effective on the date of satisfaction of attached conditions listed in Exhibit "A" and with the added condition that the developer work with staff regarding traffic circulation after receiving the results of the final transportation plan for the Oro Valley Retail Center to address the needs that affect the safety, healthy and welfare of the citizens. A) 1. Final drainage report shall be provided which will address curb opening calculations for the 19-cfs crossing the access road onto the Giant site. 2. Grading plans showing all construction details shall be submitted to the Town for review and approval. 3. Correct channel "E" from 13 feet to 14 feet wide. 4. The public art proposal for this project must be reviewed and approved by the Public Art Review Committee (PARC.) 5. The developer will work with staff regarding traffic circulation after receiving the results of the final transportation plan for the Oro Valley Retail Center to address the needs that affect the safety, healthy and welfare of the citizens. Council Member LaSala SECONDED the motion. Motion carried, 5 —0. 7. OV12-98-16 GIANT AT ORO VALLEY RETAIL CENTER LANDSCAPE PLAN (LOCATED AT THE INTERSECTION OF PUSCH VIEW LANE AND ORACLE ROAD IN THE ORO VALLEY RETAIL CENTER) Community Development Director Don Chatfield reported that the Rooney Ranch Oro Valley Retail Center PAD requires a 25 foot landscape buffer along Oracle Road except at vehicle access points. He stated that that requirement is also met for buffer yards along Pusch View Lane. Mr. Chatfield said that the Giant Landscape Plan was reviewed by the Development Review Board in December and they recommended Council approval. Staff also recommends approval. MOTION: Council Member LaSala MOVED to approve OV 12-98-16 Giant at Oro Valley Retail Center Landscape Plan effective on the date of satisfaction of the attached condition in Exhibit"A." A) 1. The required landscape island for the parking in front of the store must be included as shown on the development plan and landscaped. Council Member Johnson SECONDED the motion. Motion carried, 5 —0. 8. APPOINTMENT OF CITIZENS TO A TASK FORCE TO STUDY AND MAKE RECOMMENDATIONS FOR MAYOR AND COUNCIL COMPENSATION 01/06/99 MINUTES, REGULAR SESSION 12 Town Manager Chuck Sweet reported that at the Council meeting of December 16, 1998 discussion took place regarding the possibility of appointing a task force to study compensation for the Mayor and Council. Council Member Johnson stated that he felt it was time to consider compensation for the Mayor and Council. He stated that this independent citizen task force will study the issue and research what other jurisdictions do and then come back with recommendations to Council. Council Member LaSala asked if there could be latitude to add more members to the task force if additional citizens expressed an interest in serving. MOTION: Council Member Johnson MOVED to appoint the following citizens to serve on the Oro Valley Town Council Compensation Study Task Force: Nicholas Vale, Mark Neihart, Kit Donley, Nancy Mager, and Jim Swan with the possibility of adding up to two more citizens. Council Member LaSala SECONDED the motion. Motion carried, 5 -0. 9. RESOLUTION NO. (R)99-10 AMENDING AND ADOPTING TOWN COUNCIL POLICY NO. 1, LOCAL TRAVEL ALLOWANCE FOR THE MAYOR AND COUNCIL Town Attorney Tobin Sidles stated that Council Member Johnson requested a resolution to standardize the local travel allowance policies among the Mayor and Council. He reported that currently council members are reimbursed for any town related expenses upon presentation of receipts and the Mayor receives a $150 monthly stipend. Mr. Sidles p stated that Resolution No. (R)99-10 would standardize the policy by creating a $150 monthly stipend for all members of the Council with no receipts being necessary. Mayor Loomis asked to have clarification language added that this would include travel in Pima County and travel outside of the county would follow under other policies for reimbursement. He also asked if it included meals within the county and wanted to provide wording to allow for reimbursement for more than $150 if justification was turned in. In answer to a question from Vice Mayor Parisi, Finance Director David Andrews stated that the when the $150 was originally set as the stipend, it was estimated that this amount was close to the actual costs incurred. Council Member Skalsky stated that it was the original intent of the stipend to provide acknowledgment for the volunteers. She stated that the $150 hardly covers what is actually spent. Vice Mayor Parisi stated that he was uncomfortable voting on money for himself. He felt that it should be the citizens that give the elected officials a"raise." 01/06/99 MINUTES, REGULAR SESSION 13 Council Member LaSala stated that he was also philosophically opposed to government bodies giving themselves money and the newly formed Task Force will come up with recommendations for payment to Council. Council Member Johnson stated that he felt that they were not giving themselves a huge raise and the set stipend would help reduce the work load of the Town's Finance Department. He stated that his philosophy was "Either we all get it or we don't get it." He stated that he felt it was a reasonable amount to cover local travel. Mayor Loomis stated that he was in favor of the resolution as a work reduction and it was hard to keep track of all the trips. He stated that it should not cost volunteers to do service forte Town. MOTION: Council Member Johnson MOVED to approve Resolution (R)99-10. Council Member LaSala SECONDED the motion. AMENDMENTS TO THE MOTION: Council Member LaSala asked to amend the motion by adding: Council Members shall have the option of receiving the stipend or staying with the current policy. Mayor Loomis asked to add: That the policy was for travel within Metropolitan Tucson area. Also, any request for reimbursement beyond the $150 per month requires justification for the initial $150 as well. Council Member Johnson and Council Member LaSala accepted the amendments. CALL FOR THE QUESTION: Motion carried, 3 --2 with Vice Mayor Parisi and Council Member LaSala opposed. 10. RESOLUTION NO. (R)99-11 ADOPTION OF AN IN-STATE TRAVEL REIMBURSEMENT POLICY FOR THE MAYOR, COUNCIL & STAFF Town Attorney Tobin Sidles stated that Resolution No. (R)99-11 was being prepared after comments were raised at a Study Session regarding this issue. Council Member Skalsky asked that a policy be created to include those comments. Mr. Sidles outlined the main points of the policy. He stated that there would be a straight $30 per day per diem, with a$15 half day per diem. No receipts would be required for said amount but if Town funds are used that exceed this amount, receipts are required for all purchases. Alcohol and entertainment expenses would not be paid for with Town funds. Preference for rooms is the location of the seminar, training, etc. to help avoid extensive driving and if a room is not available at the seminar location, the limit is $150 per night before taxes. Travel by airplane should always be by coach. Rotating checks are allowed, but the $30 per diem amount still stands. Travel reports are only required if the trip requires an overnight stay. Any questions are resolved by the Finance Director and if an exception is 01/06/99 MINUTES, REGULAR SESSION 14 needed, a committee of the Finance Director, the Town Manager and the Town Attorney will meet to see if an exception should be granted. Council Member Skalsky confirmed that if there was a need to go over the $150 for a room, they could be granted an exception by the committee. Mr. Sidles stated that their overriding consideration was to limit the amount of travel and therefore, to limit the liability to the Town. He reiterated that questions of clarification would be addressed to the Finance Director. Vice Mayor Parisi stated that we need to be reasonable and should be stewards of public monies. This policy would provide guidelines. Council Member LaSala stated that this policy was a good step in the right direction. He also stated that many seminars are held at hotels that offer government rates. MOTION: Council Member Skalsky MOVED to accept Resolution No. (R)99-11. Council Member Johnson SECONDED the motion. DISCUSSION: Mayor Loomis stated that he felt it was a good start on a travel policy but he was concerned with the preference for rooms at the seminar locations. He stated that the $150 room allowance was significantly over what was allowed by the federal travel regulations. In answer to a question from Mayor Loomis, Mr. Sidles stated that this was an in state travel policy and staff would continue to work on an out of state travel policy. Motion carried, 4— 1, with Mayor Loomis opposed. 11. OFFICIAL RESPONSE TO THE SUN CITY VISTOSO COMMUNITY ASSOCIATION REQUEST FOR THE TOWN TO ASSUME MAINTENANCE OF LANDSCAPING EXPENSES WITHIN THE TOWN OF ORO VALLEY RIGHT OF WAY Community Development Director Don Chatfield reported that the Town received a letter dated August 6, 1998 from Sun City Vistoso Community Association requesting that the Town take over maintenance of landscaping in the right-of-way on Rancho Vistoso Boulevard effective the beginning of 1999. He stated that the Association stated that it spends approximately $38,950 per year to maintain the landscaping. Mr. Chatfield explained that in March, 1991, the Town entered into an agreement with the Association which allowed them to install and maintain landscaping within the Town's right-of-way. He stated that the termination clause of the agreement states that the agreement shall terminate upon six month's written notice by either party and upon the termination of the agreement, all obligations to maintain the landscaping on the plan shall terminate. He explained that under the terms of the agreement, the Association's 01/06/99 MINUTES, REGULAR SESSION 15 letter of August 6, 1998 would permit the termination of the agreement on February 6, 1999. Mr. Chatfield stated that the agreement does not require or provide for the Town to maintain the current landscaping within the right-of-way. Mr. Chatfield stated that the Town does not currently authorize the expenditure of public funds to maintain landscaping installed by developers. He explained that if the Council agrees to terminate the agreement, the Town would incur the expense of removing landscaping and converting the right-of-way to eliminate the need for maintenance. Mr. Chatfield stated that the Town has a vested interest in maintaining the appearance of developer installed landscaping in the rights-of-way, but the agreement between the Town and the Association provides the right to terminate such maintenance. Mr. Chatfield explained that staff recommends Council move to deny accepting the maintenance of the landscaping. He stated that if is the desire of the Association to terminate the agreement, staff would recommend that Council accept the termination and direct staff to work with a landscape architect to develop a plan to remove the plant material and convert the right-of-way to a maintenance free condition. In answer to questions from Council Member LaSala and Council Member Skalsky, Mr. Chatfield explained that it would be the Town's responsibility to pay for the landscape architect in this case and just the study would cost approximately $5000- $7000. He also explained that the responsibility for privately installed landscaping in right-of-ways would fall under the Public Works Department. In answer to a question from Mayor Loomis, Mr. Chatfield stated that they did not currently have a cost estimate for removing the plants. In answer to a question from Vice Mayor Parisi, Mr. Chatfield stated that the evergreens were too large to do an effective salvage. He stated that it was possible that some of the desert trees could be sold to salvagers. Vice Mayor Parisi stated that he felt this should be looked at as it relates to the entire town. Council Member Skalsky stated that she agreed that this was a larger issue and everything should be kept equal throughout the Town. She stated that Council should acknowledge the letter from the Association. Rob Felix, General Manager of Sun City Association, stated that the letter from the Board of Directors stated the desire to terminate the agreement given that the Town establishes to what level the maintenance would occur within that right-of-way. He explained that the Council did that when it previously denied the amendment to the landscaping issue. He explained that by acknowledging the letter from the Board of Directors of the Association, the Board could decide to maintain the right-of-way and withdraw their request. 01/06/99 MINUTES, REGULAR SESSION 16 Town Attorney Tobin Sidles stated that legally the Association could request to withdraw their request to cancel the contract any time prior to the Council formally accepting it. Mr. Felix stated that the Sun City Vistoso Board of Directors meets January 7, 1999 and they would be the ones to formally withdraw their request based on the Town stating that there would be zero landscaping. MOTION: Council Member Skalsky MOVED to CONTINUE the item to the next meeting unless the request is formally withdrawn. Council Member Johnson SECONDED the motion. Motion carried, 5 —0. 12. REQUEST FROM COMMUNITY DEVELOPMENT FOR MID-YEAR BUDGET ADJUSTMENT Community Development Director Don Chatfield stated that the budget request affects two divisions of the Community Development Department, Building Safety and Planning and Zoning. He stated that the request comes after making serious efforts to remain within the approved budgetary amounts. Mr. Chatfield explained that the Building Safety Department is in need of additional personnel to adequately conduct inspections and review construction plans and the Planning and Zoning Department is in need of additional personnel to review floodplain inquiries and to expedite plat reviews. Mr. Chatfield explained that building construction within the Town of Oro Valley continues to expand with the increase of total permits by 27% and total inspections by 41% since the end of 1996, with the amount of commercial activity increasing 140%. He stated that the Building Safety Department seeks to add two additional building inspectors and one plans examiner to offset the workload that present staff has maintained. Mr. Chatfield stated that the overall fiscal impact for the Building Safety Department is $72,800 for the remainder of fiscal year 1998/99. Mr. Chatfield stated that they are also asking to turn a half-time technician position into a full-time position within the Planning and Zoning Department and to terminate a contract for part-time floodplain review. This full time technician would be responsible for flood plain inquiries and to process plot plans. The fiscal impact for this change would be $2,650. Mr. Chatfield stated that total fiscal impact for fiscal year 1998-99 would be approximately $75,450. Staff feels that the amount is justified in light of the current and projected workload and the revenues generated by the departments. MOTION: Council Member Skalsky MOVED to approve a mid-year adjustment to the fiscal year 1998-99 budget for the Community Development Department to authorize: 1) the addition of two building inspectors for the Building Safety Division; 2) the addition of one plan review for the Building Safety Division; 3) funding of field and office 01/06/99 MINUTES, REGULAR SESSION 17 supplies for the additional staff; and 4) conversion of the half-time Planning Technician to full-time in the Planning and Zoning Division. The overall budgetary adjustment shall not exceed $80,000, subject to the establishment of salaries by the Human Resources Department. Vice Mayor Parisi SECONDED the motion. DISCUSSION: In answer to a question from Council Member Johnson, Finance Director David Andrews stated that the revenues from the Building Permit fees are significantly averaging above budget which would more than compensate for the additional budget adjustment In answer to a question from Council Member Johnson, Mr. Chatfield explained that the leasing of vehicles was a difficult issue as most dealerships are not willing to lease for this type of use. He also explained that the Capital Improvements Program Technical Advisory Committee has determined that given the length of service that the Town's vehicles are in use for, it was more economical to purchase the vehicles and to keep them for an extended period. In answer to a question from Mayor Loomis, Mr. Chatfield explained that permit charges are currently being studied and adjustment recommendations will be coming to Council for their consideration within the next two to three months. Mayor Loomis stated that the budget process for 1999-2000 is just beginning and he asked that the Department Heads look carefully at their infrastructure and manning needs. CALL FOR THE QUESTION: Motion carried, 5 —0. TOWN MANAGER'S REPORT No report. ENGINEER'S REPORT No report. FINANCE DIRECTOR'S REPORT Finance Director David Andrews stated that candidates will be interviewed for the Economic Development Administrator position in the upcoming week. COMMUNITY DEVELOPMENT DIRECTOR'S REPORT Community Development Director Don Chatfield reported that interviews will be held for the Building Administrator position on Thursday, January 7t. He also reported that they are preparing for interviews for the Parks and Recreation Administrator position. 01/06/99 MINUTES, REGULAR SESSION 18 POLICE CHIEF'S REPORT No report. COUNCIL COMMITTEE REPORTS Council Member Johnson reported that the Solid Waste Task Force will be meeting on January 7th at 7:00 p.m. Vice Mayor Parisi reported that members of staff and the Fire Advisory Committee will be interviewing candidates for consultants for the Strategic Fire Plan on Monday, January 11t'. CALL TO AUDIENCE. No speakers. ADJOURNMENT MOTION: Council Member Johnson MOVED to adjourn at 10:40 p.m. Council Member LaSala SECONDED the motion. Motion carried, 5 —0. Respectfully submitted, Roxana Garrity,Deputy Town Clerk I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the regular session of the Town of Oro Valley Council of Oro Valley, Arizona held on the 6th day of January , 1999. I further certify that the meeting was duly called and held and that a quorum was present. Dated this day of , 1999. Kathryn E. Cuvelier, CMC Town Clerk TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: January 20, 1999 TO: HONORABLE MAYOR& COUNCIL FROM: David L. Andrews, Finance Director SUBJECT: Finance Report For Month Ended November 1998 SUMMARY: Attached to this communication is the Finance Report for the Month Ended November 30, 1998. GENERAL FUND: Selected points are as follows: X Sales tax collections continue to exceed annual budget estimates by approximately $385K primarily attributed to construction related sales taxes. X Residential building permit fees are expected to exceed the budgeted amount of$858K by $242K based on the current trend. X Hotel/motel sales tax including bed taxes are down by 2% compared to the same time last year. X Approximately 900 business license renewals totaling $72,000 were mailed to local businesses during December. X State/county shared revenues collections are tracking to budget. X Departmental expenditures are within budget. Other Funds X State shared fuels taxes may be under budget by as much as $407,000 based on the current trend. This revenue source will be closely monitored to determine the potential impact to the Highway Fund. X Townwide roadway impact fees, alternative water impact fees and water connection fees revenues will meet or exceed budget. TOWN OF ORO VALLEY COUNCIL COMMUNICATION PAGE 2 OF 2 Oro Valley Water Utility X Current retained earnings are at$845,609. X Water revenues will meet or possibly exceed budget. X Capital expenses are below budget. X Current cash balances are exceeding budget by $2,215,420. X A debt service payment of$740,550 will be made on January 1, 1999. (Li Davi d L. Andrews Finance Director Chuck Sweet Town Manager CC: Chuck Sweet, Town Manager All Department Heads Town of Oro Valley GENERAL FUND Budget Compared to Actuals Report Through November 30,1998 Percentage of Year Completed 5/12=41.6% 1998/99 Percentage November Y-T-D Total of Budget Actuals Actuals Budget Completed REVENUES: Local Taxes $ 380,013 $ 1,342,457 $ 3,723,000 36.1% State/County Shared 342,293 1,554,649 3,993,000 38.9% Fines 15,404 85,942 233,000 36.9% Licenses&Permits 74,336 1 506,744 1,001,000 50.6% Charges for Services 12,193 86,571 208,950 41.4% Federal Grants 17,068 101,808 505,592 20.1% State Grants 28,376 140,286 267,754 52.4% Interest Earnings 31,604 130,653 240,000 54.4% Miscellaneous 628 13,749 23,300 59.0% Financing From Leases - - 129,000 0.0% Carryforward 5,343,655 TOTAL REVENUES 901,915 3,962,859 15,668,251 38.4% EXPENDITURES: Town Council 3,473 22,756 68,197 33.4% Town Clerk 16,932 83,753 217,995 38.4% Magistrate Court 27,880 149,310 363,499 41.1% Town Manager 28,833 119,084 351,895 33.8% Economic Development 5,983 48,290 305,215 15.8% Finance 21,292 110,555 300,964 36.7% Legal 14,382 75,053 355,652 21.1% Community Development Administration 12,840 71,901 201,453 35.7% Planning&Zoning 59,524 232,998 891,524 26.1% Parks&Recreation 48,182 245,506 632,654 38.8% Police 315,176 1,636,836 4,670,354 35.0% Police-Capital Contingency - - 147,795 1 0.0% Building Safety 21,434 123,424 415,701 29.7% Custodial&Facility Maintenance 9,192 29,350 189,050 15.5% General Administration: Operations&Maintenance 10,090 107,465 277,147 38.8% Improvements - 3,468 6,000 57.8% Vehicles&Equipment - - 53,500 0.0% Land 174,000 0.0% Transfers to Other Funds - - 2,936,746 0.0% Contingency/Reserve 3,108,910 TOTAL EXPENDITURES $ 595,213 $ 3,059,749 $ 15,668,251 24.4% REVENUES LESS EXPENDITURES $ 306,702 $ 903,110 FUND BALANCE AT JULY 1,1998 $ 5,880,790 CURRENT FUND BALANCE $ 6,783,900 Town of Oro Valley HIGHWAY FUND Budget Compared to Actuals Report Through November 30,1998 Percentage of Year Completed 5/12=41.6% 1998/99 r Percentage November Y-T-D Total of Budget Actuals Actuals Budget Completed REVENUES: State Shared Fuels Tax $ 113,510 $ 390,107 $ 1,577,000 24.7% Other Revenues 8,697 41,699 57,500 72.5% Financing From Leases - - 45,000 0.0% Carryforward of Fund Balance 1,376,490 TOTAL REVENUES 122,207 431,806 3,055,990 25.7% EXPENDITURES: Personnel 36,701 210,596 570,868 36.9% Operations&Maintenance 22,401 107,870 386,750 27.9% Street Improvements - - 150,000 0.0% Capital Improvements 15,849 36,411 499,000 7.3% Equipment&Vehicles - 4,592 79,000 5.8% Lease Purchase Payments - 16,518 51,100 32.3% Contingency 1,319,272 TOTAL EXPENDITURES $ 74,951 $ 375,987 $ 3,055,990 21.6% REVENUES LESS EXPENDITURES $ 47,256 $ 55,819 FUND BALANCE AT JULY 1, 1998 $ 1,462,087 CURRENT FUND BALANCE $ 1,517,906 Town of Oro Valley OTHER FUNDS Budget Compared to Actuals Report Through November 30,1998 Percentage of Year Completed 5/12=41.6% 1998/99 Percentage PUBLIC TRANSPORTATION FUND November Y-T-D Total of Budget Actuals Actuals Budget Completed REVENUES: Local Transportation Assistance Funds $ - $ 46,824 $ 145,000 32.3% Other 2,041 8,076 30,320 26.6% Carryforward of Fund Balance 72,632 TOTAL REVENUES 2,041 54,900 247,952 31.3% EXPENDITURES: Personnel 8,423 39,992 145,982 27.4% Operations&Maintenance 3,120 10,295 _ 58,430 17.6% Equipment - - 7,500 0.0% Contingency 36,040 TOTAL EXPENDITURES $ 11,543 $ 50,287 $ 247,952 23.7% REVENUES LESS EXPENDITURES $ (9,502) $ 4,613 FUND BALANCE AT JULY 1, 1998 $ 91,290 CURRENT FUND BALANCE $ 95,903 1998/99 Percentage TOWNWIDE ROADWAY DEVELOPMENT November Y-T-D Total of Budget IMPACT FEES Actuals Actuals Budget Completed REVENUES: PAG Reimbursement $ - $ - $ 500,000 0.0% La Canada Drive Improvements - 7,593 - 100.0% Interest-Investments 25,289 103,279 178,000 58.0% Development Impact Fees 80,676 596,106 1,165,000 51.2% Carryforward of Fund Balance - - 4,307,464 TOTAL REVENUES 105,965 706,978 6,150,464 11.5% EXPENDITURES: Improvements 6,535 54,145 1,723,000 3.1% Contingency - - 4,427,464 TOTAL EXPENDITURES $ 6,535 $ 54,145 $ 6,150,464 3.1% REVENUES LESS EXPENDITURES $ 99,430 $ 652,833 FUND BALANCE AT JULY 1, 1998 $ 4,591,238 CURRENT FUND BALANCE $ 5,244,071 Town of Oro Valley OTHER FUNDS Budget Compared to Actuals Report Through November 30,1998 Percentage of Year Completed 5/12=41.6% 1998/99 Percentage ALTERNATIVE WATER RESOURCES November Y-T-D Total of Budget DEVELOPMENT IMPACT FEES Actuals Actuals Budget Completed REVENUES: Development Impact Fees $ 14,400 $ 107,820 $ 234,000 46.1% Interest-Investments 2,849 11,234 10,000 112.3% Carryforward of Fund Balance 411,377 TOTAL REVENUES 17,249 119,054 655,377 18.2% EXPENDITURES: Outside Professional Services 2,432 5,427 120,000 4.5% Improvements - - 535,377 0.0% TOTAL EXPENDITURES $ 2,432 $ 5,427 $ 655,377 0.8% REVENUES LESS EXPENDITURES $ 14,817 $ 113,627 FUND BALANCE AT JULY 1, 1998 $ 480,680 CURRENT FUND BALANCE $ 594,307 1998/99 Percentage ORO VALLEY WATER November Y-T-D Total of Budget CONNECTION FEES Actuals Actuals Budget Completed REVENUES: Connection Fees $ 19,400 $ 131,421 $ 349,000 37.7% Other 3,884 15,428 - 100.0% Carryforward of Fund Balance 232,223 TOTAL REVENUES 23,284 146,849 581,223 25.3% EXPENDITURES: Improvements 14,886 30,857 20,000 154.3% Debt Service Payments 73,290 0.0% Contingency 487,943 TOTAL EXPENDITURES $ 14,886 $ 30,857 $ 581,233 5.3% REVENUES LESS EXPENDITURES $ 8,398 $ 115,992 FUND BALANCE AT JULY 1,1998 $ 124,466 CURRENT FUND BALANCE $ 240,458 Town of Oro Valley ORO VALLEY WATER UTILITY Budgeted Income Statement Through November 30, 1998 Percentage of Year Completed 5/12=41.6% 1998/99 Percentage November Y-T-D Total of Budget Actuals Actuals Budget Completed OPERATING REVENUES: Water Revenues $ 361,455 $ 1,843,829 $ 4,432,113 41.6% Other 9,417 76,824 171,000 44.9% TOTAL REVENUES 370,872 1,920,653 4,603,113 41.7% OPERATING EXPENSES: Cost of sales&services 195,809 753,412 2,118,974 35.6% Depreciation&Amortization 100,454 502,271 1,204,224 41.7% TOTAL OPERATING EXPENSES 296,263 1,255,683 3,323,198 37.8% OPERATING INCOME 74,609 664,970 1,279,915 52.0% NONOPERATING REVENUES(EXPENSES) Interest Income 26,106 104,584 200,000 52.3% Financing from Leases - - 45,000 0.0% Interest Expense 123,425 617,125 1,487,400 41.5% TOTAL NONOPERATING REVENUES (EXPENSES) (97,319) (512,541) (1,242,400) NET INCOME $ (22,710) $ 152,429 $ 37,515 RETAINED EARNINGS AT July 1,1998 $ 693,180 $ 467,271 CURRENT RETAINED EARNINGS $ 845,609 $ 504,786 CAPITAL BUDGET Machinery&Equipment $ 3,927 $ 12,585 $ 44,500 28.3% Vehicles - - 133,500 0.0% Meters - 25,159 56,300 44.7% Wells - 3,944 320,000 1.2% Booster Stations - 800 468,000 0.2% Transmission/Distribution Main - 440 302,188 0.1% Reservoirs - 7,300 721,000 1.0% Hydrants - - 40,000 0.0% Telemetry 95 60,496 15,000 403.3% Structures - - 85,000 0.0% TOTAL CAPITAL BUDGET $ 4,022 $ 110,724 $ 2,185,488 5.1% Town of Oro Valley ORO VALLEY WATER UTILITY Statement of Cash Flows Through November 30, 1998 Total Actual Budget Cash at July 1, 1998 $ 4,081,805 $ 3,435,714 Total Cash Collections 2,575,099 4,848,113 Total Cash Payments 2,289,518 6,131,861 Net Change in Cash 285,581 (1,283,748) Current Cash Balance $ 4,367,3 86 $ 2,151,966 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: JANUARY 20, 1999 TO: HONORABLE MAYOR AND COUNCIL FROM: Werner S. Wolff, Chief of Police RESOLUTION NO. (R)99-12 SUBJECT: Governor's Office of Community& Highway Safety Grant Expenditures SUMMARY: Funds in the amount of$26,000 were awarded to the Town of Oro Valley Police Department through the Governor's Office of Highway Safety in conjunction with the Federal Highway Administration(FHWA) and the National Highway Traffic SafetyAdministration(NHTSA)under the Arizona's 1999 Highway Plan. gh _ _ Safety The approved funds are to purchase two Police motorcycles. A Police Department Review Committee has determined that the only motorcycle which meets the Police Department specifications and qualifications is the BMW motorcycle. This motorcycle is provided exclusively from the factory to a vendor and is sold at a fixed price,thus it would be considered an item from a sole source vendor. The Police Department is requesting permission from the Mayor & Council to proceed with the purchase of the two BMW motorcycles from Iron Horse Motorcycles in Tucson,Arizona, a sole source vendor. The total purchase price for the two BMW motorcycles fully equipped is $35,481.20. After using the G.O.C.H.S. grant funds of$26,000 there would be a balance of$9,481.20. The current Police Department Seizure Account Contingency funds would be able to cover this remaining balance. kTTACHMENTS: 1. Copy of Governor's Office of Community and Highway Safety grant award letter. 2. Copy of the Purchase Requisition dated 12/18/98 as submitted to Finance. 3. Resolution No-7 (R)99-12 FISCAL IMPACT: None for FY 98/99 Budgets. Purchase Price - $35,481.20 G.O.C.H.S. grant award- <$26,000.00> Seizure Contingency Funds-<5 9,481.20> Balance -0- RECOMMENDATION: I recommend Mayor and Council grant a resolution allowing the Police Department to purchase two BMW motorcycles from Iron Horse Motorcycles,a sole source vendor. SUGGESTED MOTION: I move that Resolution No.(R)99-12 be adopted. .„.. x _ tiu Werner S. Wolff, Chief of Police / / :iAA •A_i. Charles F. Sweet, own Manager RESOLUTION NO. (R) 99-12 A RESOLUTION OF THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, AUTHORIZING THE PURCHASE OF TWO BMW POLICE MOTORCYCLES FROM IRON HORSE MOTORCYCLES, A SOLE SOURCE VENDOR. WHEREAS,it is the desire of the Town of Oro Valley to purchase Police Motorcycles with funds as awarded by the Governor's Office of Community& Highway Safety; and WHEREAS, it is the desire of the Town of Oro Valley to purchase BMW motorcycles with said funds; and WHEREAS, the only vendor to provide these motorcycles is Iron Horse Motorcycles in Tucson, Arizona, a sole source vendor; NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA: 1. That the Mayor of the Town of Oro Valley, Chief of Police, Werner S. Wolff, and other administrative officials are hereby authorized to take such steps as necessary to purchase two BMW motorcycles from Iron Horse Motorcycles, a sole source vendor. PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona, this 20TH day of JANUARY , 1999. Paul H. Loomis, Mayor ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: Tobin Sidles, Town Attorney ��xce o - of -44Y E. A k • JANE DEE HULL ALBERTO GUTIER � - �ARlZ()NIk Governor Director `� Governor's HighwaySafetyRepresentative P December 2, 1998 PROJECT REFERENCE: Agreement No. 99-PT-007 Selective Traffic Enforcement Equipment • Werner S. Wolff, Chief Oro Valley Police Department 11000 North La Canada Drive Oro Valley, AZ 85737 Dear Chief Wolff: Enclosed is an executed original of the above referenced agreement and a Report of Costs Incurred (RCI) form. You are herebyauthorized to proceed under the terms of this agreement, effective October 1, 1998, with an obligation of$26,000.00 in federal funds. Sincerely, • •erto Gutier, Director Governor's Highway Safety Representative xc: NHTSA Fed File Enclosures Fax (602)255-1265 3030 North Central Avenue, Suite 1550, Phoenix, Arizona 85012 Telephone (602)255-3216 DPS CONTRACT NO. . GOVERNOR'S OFFICE OF STATE OF HIGHWAY SAFETY ARIZONA •1 • ♦ : ► 's page, the Project Director's Manual, and the schedules A, B, and C, attached hereto and incorporated herein by btference constitute the entire agreement between the parties erto unless deviation is authorized in writing by the Governors Highway Safety Representative. PART I. CFDA#20.600 1. Applicant Agency Agreement Number ORO VALLEY POLICE DEPARTMENT 99-PT-007 Address Program Area Task 11000 NORTH LA CANADA DRIVE, ORO VALLEY, AZ 85737 PT-99, TASK 14 2. Governmental Unit 2A. State TOWN OF ORO VALLEY Statutory/ARS 9-240; 9-281; 9-499.01 Address 4. Project Title 11000 NORTH LA CANADA DRIVE, ORO VALLEY, AZ 85737 SELECTIVE TRAFFIC 3. Guidelines ENFORCEMENT PT - POLICE TRAFFIC SERVICES EQUIPMENT 5. Briefly State Purpose of Project: Federal 402 funds will support the purchase of two (2) fully equipped police package marked motorcycles and related equipment. 6. Budget Base Year Second Year Third Year Project Project Project .. Cost Category Period FY99 Period FY Period FY 1. Personal Services $.00 $.00 2. Employee Related Costs .00 .00 3. Professional 0/S Services .00 .00 4. Travel In-State .00 .00 5. Travel Out State .00 .00 6. Material & Sup•lies .00 .00 7. Equipment Rental .00 .00 8. Other Expenses .00 .00 9. Capital Outlay 26,000.00 .00 Total Estimated Costs $26,000.00 $.00 Planned Project Period From: 10-01-98 To: 09-30-99 Current Grant Period From: 10-01-98 To: 09-30-99 Total Federal Funds Obligated this FY: $26,000.00 A political subdivision or State agency governed by a board or commission must provide a certified resolution or ordinance authorizing entry into this contract. PURCHASE REQUISITION TOWN OF ORO VALLEY VENDOR (NFOR,ti1ATION. DATE: As? / /dr 2g------- - ..0 . 1/y., arnc: —7-P0N /!O/� / 7OTYcT L- _. ) arrif 4--_-_i°frit) c A krui/a/ 6/4-7-- , A/E7- C/51..-- --X Addy z. :3 y 'V E----- , ,elAi-7--- AO 7j7E�o4J7 ,4Z- g'c7/ • c• SnIP;DE�:VSR T0:G'� �,¢Lr,&'y A G. /7,PVC'-V. t x,y ctQi4 1) CP.1 '/;=1ZZ , /42, z3-7 37 Unit Tut.:! ,lcccunt No. (tern Description Quantity C,;sz Czst di.P .6/(6 /799 6/11zo Pao gr--? -S- /6,s-ye - g-1-1 /6'0 417-__ • '-itL472( ii-viR9,461sse=7)76667-3 1077/-- 1 I • L'ompter&- .sP fic__ f'0JcE- t) E/I.7- 26f9ucY" /Pm pur Pe, i' 0 Ci /ISo JAJCwt2 I 0157—al IfCZ--e;5 $ _,,0 61 CE- D E e Ha I 1 I 1 ...S,4-Z. -__S --7- X 7g? 1 2,321F 2 Cheri(Request( J . 771'L : 0 -w.--Li goy 20 o S i Ta. Svoc'al Insuuu2cn:: 4 v/ 0 ,,zt--;-- 6,c.,/>c-c----- veWoop__----. 7z-f : - /2L- --- (Oafs required. ac.) Purpose or Lisa ( 71t9i7O'7 Atijiz (� �i 4.7h .i --- U�no� balar+cc s (v :NI`�" #4 ,:t./..041 i/ 'G�-� iiz,e,i '� I _ „. Unencumbered7 �� if sct Ovcn r wn. ivztisble in Ac= UM ,SIO. ., 'I'�/ , ,„ ' raunUnencumbered b� S4jg / �� /`. ` 3e) ge.4 zt.L1� C�YI POIVIIMM 11 ' .,,ir- i Reaucstad by- _'1 .. . t �i� ............./ v-/_ Approval bL' �.- 41P” .. In Compliance with SOP 42, if i single purchase is in excess of 51000 purchaser must subm t )J,.Jff If vendor selected is not the low bidder, briefly explain why in the comments section. Vendor i I Cans= PD 12.. , 7d canone e Price Quote SIfia NIda i 2 4/, Contact Peron 7cicpnene 4 .ce Quae: S Com•..crus: Vendor 43 CJsuact Pcmon 7cicPrtone i . Price Quote: S Comments: -�- BMW of North America, Inc. 110 Motorcycle Authority Program and Ri 100 RP standardoptional equipment. Comfort and Safety: • BMW Motorcycle ABS - II, operating independently on both front and rear wheels. • Rider's seat adjustable to 3 different heights. • Electrically adjustable windshield (standard height and "tall" windshields available). • Adjustable hot air vent for the riders hands. • Gear lever adjustable to two different heights. • Dual heat range, heated handlebar grips (optional). • Front/Rear Protection Bars. • Clutch and front brake levers, adjustable for play. Service and Warranty: • 3 year, 36,000 mile, limited warranty. • 12 month, unlimited mileage, limited Original BMW Parts warranty. • 6000 mile service intervals. • Authorized sales and service available at 175 locations. 1 0 • Technical Service hot line for service and parts support. ito) u i menta Special Police and Emergency Eq p • Adjustable solo seat with radio box. • Electronic siren - wail/yelp signals. /CC te 5f1W 21177E 7. • Fire extinguisher w/holder. • Auxiliary cooling fans - essential for an engine which has to be kept running while the motorcycle is stationary. • City Case System - Flat lids and a solid inner compartment, . available in black or white. • Front/Rear Protection Bars. • Auxiliary battery - reserve power for long duty. Recharges from the standard 700 w cha9,ing system. • Dual front strobes. 0 /ZIZ'i / 61-0E- ; g--"WZ.....5-772012, -z_/6-/P7-75 4- ' w7-" .� ,L V E-s7�o� OA) ig 9X • Special authorities speedometer. • 2 -12 volt accessory outlet sockets. Optional Equipment: • eggcr, totif4.ng eta, chaddio 6acio. • Dual heat range, heated handlebar grips. ,10 • ,- RELEASE OFAUTHORITY MODELS - RADIO / ABS Department! 0_12p_ vA-i �DL-re 1047--- Order Number: Model Code: 1�o R f-P ' Valid For ...units: ______ . _ units Option Code List: Derivation of 71 .9 Mode!: cle will not be The purchasing department confirms in writing that the motorc equipped with a radio. The purchasing department will equip Ma motorcycle with radios. Radios with the following features / data will be installed. Radio Manufacturer: 41C7V( - Model:/ -S/" e - SS C ,�..�. Powe-: /s---- watts — TransmiSSiGn: Parallel fl Digital LI'N'T c.'No t-2.si .3 1,1214-106--Lf lac-' deze...‹....E.e (rz7/6-/ Transmitting Frequencies: From: 'Y5?. To: 5/� 2.Sr- MHz Modulation; F. ! AMX FM Receiving Frequencies: From: . — 7.To: ,y(,‘,, ...S— MHz Radio Location: X 1) SMV Radio Box f] 2) Other Antennae Location: r 7 1) Left Front of Fairing. 2) Left Rear, behind protection bars. 3) Other. The following has been pointed out to and discussed with thep urchaser. The wring from the radio to the antennae is to be by the shortest possible route. BMW NA must be notified if there is a change to any of the above information. Change to any of me above information may require additional testing, 9 The above information was provided by. Name:%J^c14,112� CMCJ E apartment: c k //tCb- / L1CC a9'7- Phone: C.5-2412_-_57,,, 2� 7 �- 26iLf,Fax: )Signatur • _` _ - Date: .�o n Radio Test Completed �f _ ,..�. t peedb Name: Department: Phone: Date: Signature: - � - - - Based on tests completed using the above data, motorcycle production is approved. 1 A complete radio system must be provided and tested by BMW AG before delivery. -_ This radio system is not approved for installation on the 171110o RT-P equipped with ABS. III TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: January 20, 1999 TO: HONORABLE MAYOR& COUNCIL FROM: Jeff Grant, Human Resources Director SUBJECT: Town Engineer SUMMARY: Pursuant to A.R.S. 9-237, the Town of Oro Valley may appoint certain Town officers in accordance with Town Ordinance. Therefore,pursuant to Town of Oro Valley Ordinance (0) 93-06, and the recentlyconcluded recruitment process for the position of Town Engineer, it is respectfully recommended that the Council appoint Mr. William A. Jansen to the position of Town Engineer effective January 21, 1999. ATTACHMENTS: 1. Employment agreement for William A. Jansen FISCAL IMPACT: Pursuant to the approved Town budget for FY 1998-1999. RECOMMENDATION: Approval of the attached employment agreement is recommended. SUGGESTED MOTION: I move that we appoint Mr. William A. Jansen as Town Engineer, effective January 21, 1999 pursuant to the terms of the Employment Agreement dated January 20, 1999. or I move that we deny the appointment of Mr. William A. Jansen to the position of Town Engineer. Jeff Gr.. t, H .n Resources Director 41./ Chuck Sweet, A own Manager TOWN ENGINEER EMPLOYMENT AGREEMENT AN EMPLOYMENT AGREEMENT, made and entered into this 20th day of January , 1999, by and between the Town of Oro Valley, a municipal corporation in Pima County, State of Arizona, hereinafter called"Employer,"and William A. Jansen, hereinafter called"Employee." Section 1. Term of agreement Pursuant to A.RS.9-237,the Employer may appoint certain Town Officers in accordance with Town Ordinance(s). Therefore, pursuant to Town of Oro Valley ORDINANCE (0)93-06,the Employer agrees to employ William A. Jansen as Town Engineer, and William A. Jansen agrees to accept the appointment as Town Engineer for the Employer. Employee agrees to commence employment on January 21 , 1999, and continue employment pursuant to the other terms of this agreement. Nothing in this agreement shall prevent, limit or otherwise interfere with the right of the Town Council to terminate the services of the Employee at any time, for cause, such as malfeasance in office, willful breach or habitual neglect of duties or illegal activity or criminal misdemeanor or felony convictions, occurring either within or outside of employee's scope of employment, or similar acts or omissions or upon ninety(90)calendar days notice, without cause (Oro Valley Town Code Section 3-1-1). Nothing in this agreement shall prevent, limit or otherwise interfere with the right of the Employee to resign at any time from this position, subject only to the provision set forth in Section 4, paragraph A, of this agreement. Section 2. Duties The Employee will perform functions and duties as specified in State Law,Town Code of the Town of Oro Valley, and as further set forth in the approved job description for the position of Town Engineer. The Employee also agrees to perform such other legally permissible and proper duties as the Town Council and/or Town Manager acting on behalf of the Town Council shall from time to time assign. All duties shall be performed in a professional and expedient manner. Section 3. Suspension Employer may suspend the Employee with full pay and benefits at any time during the term of this agreement. Any decision to terminate the Employee other than for cause shall be in accordance with Section 4. Section 4. Termination Without Cause and Severance Pay A. In the event the Employee is terminated by the Town Council other than for cause, during such time that Employee is willing and able to perform his/her duties under this agreement,then in that event Employer agrees to pay to Employee severance pay in periodic installments in the same manner as Employee's previous remuneration. In the event severance pay is disbursed as noted above, Employee agrees to be available to Employer during the severance period to whatever reasonable extent desired P by the Employer for consulting services, special project work, or general assistance to the Town Council and/or Town Manager. B. In the event Employee voluntarily resigns his/her position with Employer, the Employee shall give ninety(90) days notice in advance, unless the parties otherwise agree. Section 5. Removal of Town Engineer In the event that the Employee is removed without cause and receives severance pay pursuant to Section 4 above, the Employee waives the right and covenants not to bring legal action against the Town or any of its officers or employees for any act or omission or any action for any and all damages, attorneys fees or costs arising out of his/her employment ent with the Town of Oro Valley or his/her removal by the Town of Oro P Valley, so long as such acts, omissions, actions, damages and claims upon which such claim, lawsuit, damages, fees or costs is based, arises or occurs within the scope of employment or official capacity of any agent,officer, or employee of the Town. However, nothing written in this section shall result in a waiver or shall nullify the Employer's obligations as defined elsewhere in this agreement. Section 6. Disability If Employee becomes permanently disabled or is otherwise unable to perform his/her duties because of sickness, accident, injury, mental incapacity or health for a period of six months beyond any accrued sick leave, Employer shall have the option to terminate this agreement, subject to the severance pay requirements of Section 4, paragraph h A. However, Employee shall be compensated for any vacations, holidays, and other accrued benefits, in accordance with specific policies covering those benefits. Section 7. Salary and Salary Adjustments Employer agrees to pay Employee for his/her services an initial base salary of SIXTY TWO THOUSAND FIVE HUNDRED DOLLARS ($62,500)payable in installments at the same time and in the same manner as other salaried employees of the Employer are paid. Subsequent salary increases will be made in accordance with applicable Town of Oro Valley compensation plan adoptions. Section 8. Evaluations of the Town Engineer A. The Employee shall be evaluated by the Town Manager on an annual basis in accordance with the Town of Oro Valley performance appraisal system. B. Annually, the Town Manager and the Employee shall define such goals and performance objectives that are mutually determined to be necessary for the proper operation of the Town's Public Works' Department. These performance goals and objective shall be used as part of the criteria for the Employee's annual evaluation(part A). Section 9. Hours of Work Employee shall devote full time to the business of Employer and shall neither accept of engage in outside activities,whether paid or unpaid, which interferes with Employee's responsibilities to Employer. Section 10. Benefit considerations A.Employer agrees to provide health, dental, life and disability coverage for the Employee and eligible dependents(as applicable and per the terms of coverage with providers), under the same terms as such benefits are provided to all other Town employees. B. Employee shall receive Annual Leave(vacation benefits)and Sick Leave pursuant to the applicable policies covering all Town employees. C. Employee shall be eligible to participate in all applicable Town of Oro Valley employee retirement plans(pursuant to plan requirements). Section 11. Dues and Subscriptions Employer agrees to budget for and to pay reasonable costs for professional dues and subscriptions of the Employee,subject to budgeting constraints and procedures. Section 12. Professional Development A.Employer agrees, subject to budgeting constraints the Employee's duties hereunder, and normal approval processes to budget for and to pay reasonable travel and subsistence expenses of the Employee for professional and official travel, meetings and occasions necessary to continue the professional development of Employee and to allow Employee to adequately pursue necessary official and other functions for Employer. B.Employer also agrees, subject to budgeting constraints,to budget and to pay for the travel and subsistence expenses of Employee for reasonable short courses, institutes and seminars that are necessary for the his/her professional development and for the good of the Employer. Section 13. Indemnification Employer shall defend, save harmless and indemnify Employee against any tort, professional liability claim or demand or other legal action, whether groundless or otherwise, arising out of an alleged act or omission occurring within the scope and in the performance of Employee's duties as Town Engineer. This indemnification shall not extend to any acts or omissions occurring outside of Employee's scope of employment or outside of the performance of Employee's duties as Town Engineer. Section 14. Other Terms and Conditions of Employment All other provisions of the Oro Valley Town Code, and other policies and procedures of the Employer related to benefits, holidays, or terms of employment or working conditions as they now exist or hereafter may be amended also shall apply to the Employee as they would to other employees of the Employer,to the extent that they are consistent with the terms of this agreement. w Section 15. General Provisions A. The text herein shall constitute the entire agreement between the parties. Any representations, statements, promises or understandings not contained herein shall be of no continued force, effect, or validity. B. If any provision or any portion thereof contained in this agreement is held unconstitutional, invalid, or unenforceable, the remainder of this agreement or portion thereof, shall be deemed severable, shall not be affected and remain in full force and effect. IN WITNESS WHEREOF,the Town of Oro Valley caused this agreement to be signed and executed in its behalf and Employee has signed and executed this agreement, both in duplicate,the day and year first above written. TOWN OF ORO VALLEY Paul Loomis,Mayor William A.Jansen, Employee ATTEST: Kathryn E.Cuvelier, Town Clerk APPROVED AS TO FORM: Tobin Sidles, Town Attorney TOWN OF ORO VALLEY E COUNCIL COMMUNICATION MEETING DATE: January 20, 1999 TO: HONORABLE MAYOR & COUNCIL FROM: David L. Andrews, Finance Director SUBJECT: Resolution No. (R)99- 13 Consideration and Possible Approval of the Renewal of an Intergovernmental Agreement for the Collection of Taxes through the Arizona Department of Revenue. SUMMARY: Since inception of the local sales tax by the Town of Oro Valley, local sales taxes have been collected and administered by the Arizona Department of Revenue (ADOR). Under the terms of the intergovernmental agreement, businesses collect the local sales tax from their customers and remit the collections to the ADOR. Funds collected by the ADOR are then paid to the Town of Oro Valley weekly on the basis of actual collections. The ADOR also has the sole authority to audit Oro Valley businesses under the terms of the agreement. All costs for the aforementioned services are paid by the ADOR without any cost to the Town. The resolution you have before you would renew this intergovernmental agreement. The only revision to the existing agreement is that the new agreement incorporates new statutory language with regard to taxpayer confidentiality. Penalties have been added for disclosure of taxpayer confidential information. The attached letter from the ADOR explains this issue in detail. ATTACHMENTS: 1. Confidentiality letter from the Arizona Department of Revenue 2. Resolution No. (R)99- 13 , an Intergovernmental Agreement with the Arizona Department of Revenue. RECOMMENDATION: Staff recommends approval of the intergovernmental agreement. SUGGESTED MOTION: I recommend approval of Resolution No. (R)99-13 an intergovernmental agreement with the Arizona Department of Revenue for the collection of local sales taxes. or I recommend rejection of Resolution No. (R)99-13 an intergovernmental agreement with the Arizona Department of Revenue for the collection of local sales taxes. a,,,,:-/3•6,....,..x,,.. David L. Andre ,. F' /e Direct, Chuck Swee l 4 Town Manager ARIZONA DEPARTMENT OF REVENUE 1600 WEST MONROE-PHOENIX,ARIZONA 85007-2650 JANE DEE HULL . r MARK W. KILLIAN w _ GOVERNOR !� r' ='•4 DIRECTOR December 15, 1998 Mr. David Andrews Finance Director Town of Oro Valley 11000 N. La Canada Dr. Oro Valley, AZ 85737-7015 Re: Confidentiality Dear Mr. Andrews: This letter is being sent to all counties and program cities regarding recent changes in the confidentiality statutes, A.R.S. §42-2001 and A.R.S. §42-2003, which become effective January 1, 1999. The information pertaining to the collection of your city/town privilege taxes is provided to your city/town pursuant to A.R.S. §42-2003H. Any disclosure of confidential taxpayer information is in violation of A.R.Sj42 2003 and the Inter_g,overnmental Agreeme�nt that our cit /town,1 ,,Lnaintainswith the_Dspo-tment. A revised Afire merit fes ollect_ion of Taxes, to include the new lan ua e jpile confidentialit statutes has been attached for your signature. This letter and the attached agreement serve as formal notice of the penalties that will be assessed if your city/town discloses confidential information obtained from the Department. If disclosure of confidential information is identified, your agreement with the Department to receive taxpayer information will be suspended for a minimum period of six months. During the suspension period, your city/town tax information will be provided to you in a manner that will not allow the identification of taxpayers. A notice of suspension will be sent to your city/town requesting response to the allegation and a review will occur to determine if a longer suspension is required. As a condition of receiving taxpayer specific information effective January 1, 1999, each city/town mayor must sign the attached agreement indicating full understanding of the statutes regarding disclosure of confidential information and that any violation will result in a minimum six month suspension of city/town detailed tax information. OTHER LOCATIONS: Tucson Government Mall -400 W. CONGRESS -TUCSON East Valley - 1440/1460 E. SOUTHERN -TEMPE Confidentiality December 15, 1998 Page 2 Please note the applicable statutes which state in pertinent part: A.R.S. §42-2001 3(a). "Confidential information" includes the following information whether it concerns individual taxpayer or is aggregate information for specifically identified taxpayers. (i) Returns and reports filed with the department for income tax, withholding tax, transaction privilege tax, luxury tax, use tax, rental occupancy tax, property tax, estate tax, severance tax and unclaimed property. (viii) A taxpayer's identity, the nature, source or amount of the taxpayer's income, payments, receipts, deductions, exemptions, credits, assets, liabilities, net worth, tax liability, tax withheld, deficiencies, over assessments or tax furnished to or collected by the department with respect to a return or with respect to the termination, or possible existence of, liability of any person for any tax, penalty or interest imposed pursuant to this title or title 43 or unclaimed property. A.R.S. §42-2003 H. Confidential information relating to transaction privilege tax, use tax and rental occupancy tax may be disclosed to any county, city or town tax official if the information relates to a taxpayer who is or may be taxable by the county, city or town. Any taxpayer information released by the department to the county, city or town: 1. May only be used for internal purposes. 2. May not be disclosed to the public in any manner that does not comply with confidentiality standards established by the department. The county, city or town shall agree in writing with the department that any release of confidential information that violates the confidentiality standards adopted by the department will result in the immediate suspension of any right of the county, city or town to receive taxpayer information under this subsection. I. The department may disclose statistical information gathered from confidential information if it does not disclose confidential information attributable to any one taxpayer. A.R.S §42-2004 states that a disclosure of confidential information in violation of A.R.S. §42-2003 is a Class 1 misdemeanor. A knowing disclosure of information is a class 6 felony. These sanctions are under the criminal code and are not the subject of this correspondence. Confidentiality December 15, 1998 Page 3 Any release of your city/town's tax information to the general public or media without proper blending of the confidential data violates the intent of the protections for taxpayers in A.R.S. §42-2001 through §42-2003. Statistical information may be released if the data is combined so that a minimum of ten taxpayers is included in any one group. If your city/town has a tax that contains data from less tan ten taxpayers, this data cannot be discusses in pus is meetings (i.e._city49wn council meetings or released in city/town publications (i.e. bud ets).—In addition, if your city/to—NATE—his-a tax that is earmarked-Cor-'a specific purpose and also contains data from less than ten taxpayers, the amount of money raised from this tax cannot be discussed in public meetings or published in budgets. In these situations, the tax data would need to be blended with another tax classification in order for the data to •e r e sale. If you have questions on how—to properly blend data, please contact the Manager of the Cities Program, Donita Plaumann. All confidential information obtained by the city/town is to be stored in a manner which will maintain the confidentiality of the information and prior to discarding is to be destroyed in a manner which will render it unintelligible. Please return the signed agreement by December 31, 1998 to the following address: Arizona Department of Revenue Donita Plaumann, Cities Program 1600 West Monroe Phoenix, AZ 85007 If you have any questions concerning this letter, please feel free to call Donita Plaumann, Manager of the Cities Program at (602) 542-4656 or myself at (602). If you require assistance from our personnel to understand the legal requirements of confidentiality, we will be happy to schedule a personal visit. Please contact our Cities Program at (602) 542- 4656 for further information. Sincerely, ARIZONA DEPARTMENT OF REVENUE 1661/462‘11 Joyce Kinkead Disclosure Officer RESOLUTION NO. (R)99-13 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA APPROVING AN INTERGOVERNMENTAL AGREEMENT FOR THE COLLECTION OF TAXES THROUGH THE ARIZONA DEPARTMENT OF REVENUE. THIS AGREEMENT is entered into this 20th day of January , 1999, by and between the Arizona Department of Revenue, hereinafter referred to as Department of Revenue, and the Town of Oro Valley, hereinafter referred to as Town. WHEREAS, Title 11, Chapter 7, Article 3 (A.R.S. §11-952) authorizes two or more public agencies to enter into intergovernmental agreements to contract for services, if authorized by their legislative or governing bodies, and WHEREAS, A.R.S. §42-6001 provides that the Department of Revenue may collect and administer any transaction privilege license or use tax imposed by any Town, and that the Department of Revenue and the Town may enter into intergovernmental contracts or agreements to provide a uniform method of administration, collection, audit and licensing of transaction privilege license taxes and use taxes imposed by the Town, and WHEREAS, the Department of Revenue and the Town now desires to enter into such an intergovernmental agreement: NOW THEREFORE, the parties hereto agree as follows: 1. Collection of Taxes: a. The Department of Revenue shall collect any transaction privilege license taxes and use taxes imposed by the Town under the provisions of their ordinances prior to adoption of the Model City Tax Code, or provisions of the Code after adoption, commencing on the day of , 1999, and continuing until this agreement is terminated as hereinafter provided. b. Taxpayers who are subject to the Town taxes shall pay those taxes to the Arizona Department of Revenue, Phoenix, Arizona, as provided in A.R.S. §42- 5014.A. Tax payments shall be accompanied by a return prepared by the taxpayer on a form prescribed by the Department of Revenue. 1 2. Financing Collection of Taxes. The Department of Revenue shall budget for and pay for the services that the Department of Revenue performs for the Town under this Agreement, without any reimbursement from the Town. 3. Payment of Collected Taxes to the Town. a. Funds collected by the Department of Revenue under this Agreement shall be paid to the Town weekly on the basis of actual collections. Payments shall be made by noon of the Monday after the end of the week in which the collections were made. b. When the Department of Revenue collects taxes due to the Town and the State, the Town shall be paid its pro rata share of the taxes collected. c. Delinquent accounts shall be collected by the Department of Revenue. In the event that this Agreement is terminated, net amounts collected after the termination date shall be forwarded to the Town weekly on the basis of actual collections. 4. Information Furnished by the Town. a. Within 30 days after the execution of this Agreement, the Town shall provide the Department of Revenue with a list of all its licensed accounts under the Town's Model City Tax Code. b. The Town shall provide the Department of Revenue with a copy of its ordinance imposing the taxes to be collected hereunder, as then amended, within ten (10) days after the execution of the Agreement. c. Within fifteen (15) days following the adoption of an annexation ordinance, one copy of the ordinance and notification of the effective date of such ordinance shall be sent to the Arizona Department of Revenue. d. In no case shall the Town notify the Department of Revenue less than sixty (60) days before the effective date of any change or amendment to the ordinance pertaining to the collection of the taxes to be collected under this agreement. e. If information has been provided by the Town to the Department of Revenue pursuant to paragraphs a and b under an existing agreement for collection of taxes, it is not necessary for the Town to provide this information again. 2 5. Information Furnished by the Department of Revenue Must Be Kept Confidential. The dissemination of confidential Arizona tax information is governed by A.R.S. §42-2001 through §42-2004 which strictly controls the accessibility and use of this information. It is imperative that all individuals who receive confidential tax information understand that they are subject to the criminal penalties imposed by A.R.S. §42-2004 if they misuse or improperly disclose this information to unauthorized individuals. Confidential tax information may be disclosed only according to the provisions of A.R.S. §42-2001 through §42-2004. Pursuant to A.R.S. §42-2003.H, the Department of Revenue may disclose to the Town only transaction privilege tax, use tax and rental occupancy tax information relating to a taxpayer who is or may be taxable by the Town. Furthermore, any taxpayer information released by the Department of Revenue to the Town may only be used for internal purposes and may not be disclosed to the public in any manner that does not comply with confidentiality standards established by the Department of Revenue. The Town shall agree in writing with the Department of Revenue that any release or use of confidential information contrary to the terms of this Agreement will result in the immediate suspension of any rights of the Town to receive taxpayer information. Within the constraints outlined above, the Department of Revenue shall provide the following information to the Town on a monthly basis: a. A record of tax payments which shall include the account name, account number, the taxable activity and the amount collected, along with a delinquency list which shall include the business name, address, license number and rate code. Delinquency information shall be furnished in respect to all taxpayers who are or may be taxable by the Town for which no return is received. b. A list of licenses which have been canceled for all taxpayers who are or may be taxable by the Town. c. For each new taxpayer who is or may be taxable by the Town, the Department of Revenue shall issue a license as Town ordinances require and supply the Town with a list of such new licenses issued. d. Upon request by the Town, the Department of Revenue shall allow inspections of any audits of any Town taxpayers during regular Department of Revenue business hours. The Town shall secure all confidential information provided by the Department of Revenue in locked storage. Prior to discarding confidential information provided by the Department of Revenue, the Town shall destroy this information in any manner which will render it unintelligible. 3 6. Violation. If an unauthorized disclosure of confidential information is identified, the agreement to send taxpayer information to the Town will be suspended for a minimum period of six months. During the suspension period, the tax information will be provided to the Town in a manner that will not allow the identification of taxpayers. A notice of suspension will be sent to the Town requesting response to the allegation within 15 days and a review will occur to determine if a longer suspension will be necessary. 7. Auditing. The Department of Revenue shall have the sole authority to audit the Town taxpayers under the Department of Revenue's audit program, except when the Town wishes to share joint audit authority with the Department of Revenue under the Department of Revenue's audit program or under the Town's audit program. To share joint authority with the Department of Revenue the Town shall notify the Department of Revenue at least thirty (30) days prior to initiating any such audit program. When audit authority is shared, the parties agree to the following: Upon request by the Department of Revenue the Town shall allow the Department of Revenue to inspect any audits of Town taxpayers during the regular Town business hours. The Town shall provide the Department of Revenue with a copy of all audits performed by the Town. The Department of Revenue shall provide the Town with a copy of all transaction privilege tax, use tax and rental occupancy tax audits performed by the Department of Revenue, if the audits relate to a taxpayer who is or may be taxable by the Town. Upon request by the Town the Department of Revenue shall allow the Town to inspect all information or audits relating to transaction privilege tax, use tax and rental occupancy tax, if the information or audits relate to taxpayers who are or may be taxable by the Town. When the Town exercises their right to conduct joint auditing with the Department of Revenue, this joint auditing will result in the Town assuming responsibility for the below sections of this agreement for those audits conducted by the Town. 1. Collection of Taxes 3. Payment of Collected Taxes to Town 8. Responsibility for Defense of Litigation 4 9. Responsibility for Administrative Review 10. Delegation of Authority Pursuant to A.R.S. §42-2003.H, only transaction privilege tax, use tax and rental occupancy tax information relating to a taxpayer who is or may be taxable by the Town may be disclosed by the Department of Revenue. Furthermore, this information may only be disclosed to the Town tax officials. The Town shall provide a list of the names and job titles of employees authorized to receive confidential tax information. This list shall include any independent auditors who must agree to be bound by the provisions of A.R.S. §42-2003. The Town shall promptly inform the Department of Revenue of any additions, deletions or changes to this list. 8. Responsibility for Defense of Litigation. In the absence of any agreement to the contrary between the Attorney General and the Town Attorney, the Town shall be responsible for defending litigation challenging Town taxes under the scope of the ordinance, the construction of the ordinance, the constitutionality of the ordinance, or the application of the ordinance under the particular circumstances. 9. Responsibility for Administrative Review. Upon the adoption by the Town of the Model City Tax Code, responsibility for administrative review shall be governed by Sec-570(c) of Appendix (- Modifications to Model City Code for the Town pursuant to its participation in the State Collection System. 10. Delegation of Authority. Any and all authority that the Town has under Town ordinances pertaining to the collection of the taxes to be collected under this Agreement is hereby delegated to the Department of Revenue. 11. Termination. a. Either party to the Agreement may terminate the Agreement for its own convenience on July 1st of any year, providing the party electing to terminate the Agreement has given a Notice of Termination, in writing, on or before the immediately preceding April 1st, to the other party. The Notice of Termination shall be mailed and served on the other party in accordance with Provision 11 of this Agreement. b. If any Town ordinance or state legislation enacted subsequent to the date of this contract substantially affects the performance of this Agreement by either party or substantially diminishes the benefits that either party would receive 5 under this Agreement, either party may then terminate the Agreement, by giving at least a thirty (30) day notice to the other party. The termination will become effective immediately upon the expiration of the notice period. c. The State or the Town may cancel this agreement without penalty or further obligation pursuant to A.R.S. §38-511 if any person significantly involved in initiating, negotiating, securing, drafting or creating the agreement on behalf of the State or Town is or becomes, at any time while the agreement or any extension of the agreement is in effect, any employee of or consultant to any other party to this agreement with respect to the subject matter of the agreement. Such cancellation shall be effective when written notice from the Governor or the Chief Executive Officer of the Town is received by other parties to this agreement, unless the notice specifies a later time. d. Notwithstanding any provision to the contrary herein, both parties may by mutual agreement provide for the termination of this contract upon such terms and at such time as is mutually agreeable to them. 12. Notice. a. When any Notice to the Town is required under the terms of this Agreement, such Notice shall be mailed by Registered Mail to the Town at the following address, directed to the attention of: Town of Oro Valley Attn: David Andrews, Finance Director 11,000 N. La Canada Drive Oro Valley, AZ 85737 b. When any Notice to the Department of Revenue is required under the terms of this Agreement, such Notice shall be mailed by Registered Mail, to the Department of Revenue at the following address, directed to the attention of Director, Arizona Department of Revenue, 1600 W. Monroe, Phoenix, Arizona 85007. 13. Amendments. Any amendments to or modifications of this Agreement must be executed in writing in accordance with Provision 14 of this Agreement. 14. Mutual Cooperation. In the event of a disagreement between the parties with regard to the terms, provisions and requirements of this contract or in the event of the occurrence of any circumstances bearing upon or affecting this contract, the parties hereby agree to mutually cooperate in order to resolve the said disagreement or deal 6 with the said circumstance. The parties agree to use arbitration to the extent I required by A.R.S. §12-1518. 15. Implementation. The implementation and execution of the provisions of this contract shall be the responsibility of the Director or his representative of the Department of Revenue and the Finance Director on behalf of the Town. 16. Execution of Agreement. In order for this Agreement to become effective, it must be executed by the appropriate representative of the Town, pursuant to an official act of the Town Council authorizing such representative to execute this Agreement, and it must be executed by the Director of the Arizona Department of Revenue, pursuant to an official act of the Department of Revenue authorizing the Director to execute this agreement. IN WITNESS WHEREOF, the parties hereto act their hands the day and year first above written. ARIZONA DEPARTMENT OF REVENUE r I By: y Director TOWN By: Paul H. Loomis, Mayor ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM Tobin Sidles, Town Attorney I 7 L iCauao4d uMoi 'sops u!gol W2:10J 01 SV a8AO:lddd )poly uMol `Jaiianna ufuLile> :1Sa11d JoAevl `spool .H fined :A8 NMO! 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BACKGROUND: The Focus 2020: Town of Oro Valley General Plan includes implementation programs which are found in the Strategic Implementation Program tables at the end of each General Plan element. Those tables show the specific actions that need to be taken when the actions will be taken, and parties responsible for taking action. The zoning code requires that all action items addressing development review be incorporated into an Annual Plan Program which is approved by the Council through the Planning and Zoning Commission. The result is the FY 1998/98 Work Plan, which was reviewed by the Commission on September 1, 1998 and approved by the Town Council on September 16, 1998. All action items not addressing development review are included in departmental work plans and reported directly to the Town Council semi-annually. SUMMARY: As shown on the attached table, most of the implementation program is complete or underway. The following is a summary of key items of General Plan implementation by the department responsible for their implementation. Town Manager. The Town completed a local and regional water conservation brochure in conjunction with ADWR for Town- wide use. In May 1996 the Town purchased two water utilities. In November 1996 the Town's Water Utility Commission was formed. The Town is now updating the water master plan, investigating alternate water sources; and managing its CAP allocation through"in lieu" recharge by agriculture. Town Council. The Community Center Master Plan has been completed and adopted. Finance/Economic Development. The Economic Development Administrator (EDA) meets regularly with P&Z Staff to consider specific developments. Staff has incorporated a formal mechanism to consider all fiscal impacts for significant development project review. The EDA reports that software to allow us to do a full cost-benefit analysis typically costs $20,000 to $50,000 so Staff is concentrating on an analysis of tax benefits. A Fiscal Impact Model has been developed utilizing Excel Software. Additionally, monies have been approved in the FY98-99 budget for an image study and a positioning program to attract appropriate businesses. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 4 Police Chief. The Police Department is currently expanding the Town's safety awareness through projects such G.A.I.N. (Getting Arizona Into Neighborhoods) and through the Oro Valley Police Department's Citizen Academy. One officer from the Community Resource Unit is assigned to work with Planning and Zoning instituting the CPTED program. The Police Department has made a strong commitment to community policing. Four officers are community representatives for specific areas. They work actively with citizens as partners in a proactive approach to public safety and community well being. Citizen Academy graduates will assist in this commitment. Decentralization is taking place now with the establishment of a northside substation at Rancho Vistoso and a southside substation at the apartments at 8851 N. Oracle. Further decentralization will take place as the Town grows through annexations. Additional locations will be determined pending annexations. Community Development Director. The Town is undertaking a transportation study that will provide information to evaluate continuation and expansion of town-owned transit system. Public Works. A contract was awarded in August 1998 to develop a Town wide bicycle/pedestrian plan. Expected completion is June 1999. The Town has finished a traffic count, which along with a population estimate establishes existing conditions. This and population projections, based on the General Plan, will be used to project future transportation needs. Model finished. Thoroughfare map to be developed. A five-year transportation improvement plan is in place and will be incorporated into the next Metropolitan Transportation Plan. An Access Control plan for Oracle Road is being investigated. Additionally, a bicycle lane for Lambert Lane is being planned. Transportation Impact Analyses (TIA) are now part of every development review. Developments not consistent with the General Plan will receive greater scrutiny because they may not fit the Town's transportation plan. Parks and Recreation. Regional Planning efforts with Pima-Pinal Trails Committee are underway at this time. Park Maintenance is in place at Dennis Weaver Park as part of the Town's risk management program and a Long-Range Park Maintenance Program Plan to be developed in FY 98-99. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 3 of 4 The Parks and Community Center Master Plan Planning Project was completed in 1997. The Town will begin implementing the Parks Master Plan by breaking ground in the CDO Riverfront Park in FY 98-99. Planning and Zoning. Most of the General Plan implementation items for Planning and Zoning have already been reported to the Commission as part of regular Work Plan updates. Zoning Enforcement is undertaking code revisions to address storage of recreational vehicles and boats, as well as the use of dumpsters and mobile storage containers. Engineering is currently working to implement the Tangerine Road Corridor Plan and Overlay District (TRCPOD) including submitting recommendations to ADOT and PAG, participating in roadway design, and completing an access and internal neighborhood circulation plan. Current Planning is in the process of revising: 1) Commercial District standards in order to make categories more distinct and coordinated with the Economic Development Plan; 2) The Oracle Road Scenic Corridor Overlay District to improve clarity; 3) Reviewing and updating development design guidelines/standards to ensure compatibility with the policies in the General Plan; and 4) Miscellaneous Code changes to improve the development process and submittals. This includes the policy outline for builders and developers cited in a General Plan. Advance Planning is completing a revision of the POST Master Plan, which is intended to compliment and further refine the goals and policies, outlined in the General Plan and the original POST Plan. Staff began work on Phase I of the Environmentally Sensitive Lands (ESL) project in January and recently completed the data research, fieldwork and analysis. Phase II of the ESL will be starting in November with the issuance of a Request for Proposal. Phase II will develop and implement the public participation component to work with the public to define goals and inventory resources in the field; complete the resource inventory; develop alternatives to address preservation and enhancement of environmentally sensitive lands; and produce an ESL ordinance. PLANNING AND ZONING COMMISSION ACTION: This item was heard at the December 1, 1998 Planning and Zoning Commission meeting, as no formal action by the Commission was necessary, Chairman Douglas requested that staff verbally update the Commission of Townwide projects every six months. RECOMMENDATION: None required. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 4 of 4 SUGGESTED MOTION: None required. ATTACHMENTS: 1. 1996 General Plan Strategic Implementation Program—FY 1998-99. 2. 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U U °> cc N = N oz O 05 O C M.a. 0 0_ C.) s .d .f„-,y -o CO C .0 ,iti � _a. C3 .,.C) ,, = Q) 0 t0 73 C U w ..r,' (� • 4-, • 7:!-Vff*rf:,,W 4-, „,, c c • -..,..,' le.,...,,,,,, (DC .:-:, E "t3 E ...„,,,,...._ ,..„:„ a) a) =r. co C r.1'''' 4 .,,,M( l ,.,,,,.-,77:-.,,:,,;.,&54.4,vr T 4 ._ (13 \ O O O O w s,. ,.! . V O Q N L U Q t y y r ; a L_ L_ -i.: - .2 -aC _a c t0 0 s O O LL ,^ c,' #�: C tt77�� L F. O :.mss.1,:.-- --;„..! ,..1.; (0 O C -0 Q a ....,',-,7.:,..-_-7- O — U o c �--' .:-1.4.1..,:„&:,...-*---.. a. c L_ a) a 4 a) C w �..,. k D Z W < a) a.. w 12-1-98 Planningand Zoning Commission Minutes 4 ChairDouglas expressed his concern for sending these issues back to staff and further discussion ensued regarding high-pressure salespeople. • Moved, seconded (WiantlMcCook) and carried by a 5-0 vote to sent the proposed MOTION. amendments to the Oro ValleyZoning Code revised, Chapter 2, Section 2-101, Definitions, Chapter6, SingleFamily Residential District Regulations and Chapter 7, Multi-Family Residential DistrictgRelating Regulations to Times Shares sent back to staff for the addition of the following conditions: 1) On-site sales not be permitted. 2) Require that units be maintained in a constant upgraded condition and they not be allowed to deteriorate. Have staff studyvarious maintenance profiles and make a recommendation to the Commission. 3) On-site security be provided. 4) Use is limited to resort district. 5) Future time-shares would be conditional uses. UPDATE ON GENERAL PLAN IMPLEMENTATION Mr. Nodine, AICP stated that the Focus 2020: Town of Oro Valley General Plan includes implementation programs which are found in the Strategic Implementation Program tables at the end of each General Plan element. Those tables show the specific actions that need to be taken, when the parties the responsible for taking action. The Zoning Code requires that all actions will be taken, andp action items addressing development develo ment review be incorporated into an Annual Plan Program which is the Council through the Planningand Zoning Commission. The result is the FY 1998- 99appro�ed by g which was reviewed bythe Commission on September 1, 1998 and approved by the Work Plan, Town Council on September 16, 1998. All action items not addressing development review are p included in departmental work plans and reported directly to the Town Council semi-annually. -annually. Mr. Nodine, AICP summarized the key items under each responsible party. Town Manager-Thecompleted Town a local and regional water conservation brochure in conjunction with Arizona Department of Water Resources (ADWR) for Town-wide use. p Town Council-The Community Center Master Plan has been competed and adopted. Finance/Economic Development-The Economic Development Administrator(EDA)met regularly with P&Z Staff to consider specific developments. At this time the town is currently without an Economic Development Administrator. Staff has incorporated a formal mechanism to consider all fiscal impacts for significant development project review. Police Chief-The Police Department is currently expanding the Town's safety awareness through h ro'ects such as GettingArizona Into Neighborhoods (G.A.I.N.) and through the Oro Resource g projects JCitizenthe ValleyPolice Department's Academy. One officer from Community UnitassignedPlanning is to work with and Zoning instituting the CPTED program. The PoliceDepartment has made a strongcommitment to community policing. Four officers are community representativesspecific for s ecific areas. They work actively with citizens as partners in proactive approach topublic safetyand community well being. Citizen Academy graduates a pp will assist in this commitment. Decentralization is taking place now with the establishment of an northside substation at Rancho Vistoso and a southside substation at the apartments at 8851 N. Oracle. Further decentralization will take place as the Town grows through annexations. Additional locations will be determined pending annexations. Community Development Director-The Town is undertaking a transportation study that will Com ty p provide information to evaluate continuation and expansion of a town-owned transit system. 12-1-98 Planning and Zoning Commission Minutes 5 Public Works-A contract was awarded in August 1998 to develop a Town wide bicycle/pedestrian plan. Expected completion is June 1999. The Town has finished a traffic count, which along a population o ation estimate established existing conditions. This and . o ulations projections, based on the General Plan, will be used to project future p p p J transportation needs. A thoroughfare map will be developed. A five-year transportation improvementplan is in place and will be incorporated into the next Metropolitan p Transportation Plan. An Access Control plan for Oracle Road is being investigated. Additionally, a bicycle lane for Lambert Lane is being planned. Transportation Impact y 1 ses (TIA) are now of development review. Developments not consistent with Ana y partevery , the General Plan will receive greater scrutiny because they may not fit the Towns transportation plan. Parks and Recreation-Regional Planning efforts with Pima-Pinal Trails Committee are underway at this time. Park Maintenance is in place at Dennis Weaver Park as part of the Town's risk management program and a Long-range Park Maintenance Program Plan to be g developed in FY98-99. The Parks and Community Center Master Plan Planning Project was completed in 1997. The Town will begin implementing the Parks Master Plan by breaking ground in the CDO Riverfront Park in FY98-99. Planning and Zoning-Most of the General Plan implementation items for Planning and Zoning have already been reported orted to the Commission as part of the regular Work Plan p updates. Zoning Enforcement is undertakingcode revisions to address storage of recreational vehicles and boats, as well as the use of dumpsters and mobile storage containers. Engineering is currentlyworking to implement the Tangerine Road Corridor Plan and g g Overlay District (TRCPOD) including submitting recommendations to Arizona Department Of (ADOT)on Transportation and Pima Association of Governments (PAG), participating in p roadway design, and completing an access and internal neighborhood circulation plan. � g Current Planning is in the process of revising: 1) Commercial District standards in order to Planning make categories more distinct and coordinated with the Economic Development Plan; 2) The Oracle Road Scenic Corridor Overlay District to improve clarity; 3) Reviewing and updating Development Design Guidelines/Standards to ensure compatibility with the policies in the p g General Plan; and 4) Miscellaneous Code changes to improve the development process and submittals. This includes the policyoutline for builders and developers cited in the General Plan. Advance Planning completing is com letin a revision of the POST Master Plan, which is intended to compliment and further refine the goals and policies outlined in the General Plan and the original POST Plan. Staff began work on Phase I of the Environmentally Sensitive Lands g (ESL) proJproject in Januaryand recently completed the data research, fieldwork and analysis. Phase II of the ESL will be starting in December with the issuance of a Request for Proposal. Phase II will develop and implement the public participation component to work with the p public to define goals and inventory resources in the field; complete the resource inventory; developalternatives to address preservation and enhancement of environmentally sensitive lands; and produce and ESL ordinance. Mr. Nodine, AICP stated that the Commission will be updated annually on the all of the projects and any items on the Work Plan. The Work Plan Update will be given in January. ChairDouglas requested of Mr. Nodine, AICP that a verbal update of Town wide projects be given every six months. TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: January 20, 1999 TO: HONORABLE MAYOR& COUNCIL FROM: John Zukas, Transit Services Administrator SUBJECT: Approval of Transit Services Survey SUMMARY: The Town of Oro Valley, through the Transit Services Division of the Community Development Department, is currently developing the "Transit Services — Element of the General Plan". The "Transit Services — Element of the General Plan" will serve as a guide for the efficient and equitable provision of transit services townwide from 1999 to 2010. As both a policy document and an implementation guide, the "Transit Services—Element of the General Plan" will set service standards, establish funding criteria, and provide for the phased implementation of transit services. Five different tasks were formulated pursuant to the establishment of the "Transit Services — Element of the General Plan". They are as follows: 1) Project Initiation, 2) Investigation of Existing Conditions, 3) Survey of Study Area, 4) Investigation of Existing and Future Needs, 5) Generation of Alternative Strategies, 6) Public Participation, 7) Evaluate Alternatives, and 8) Finalize Preferred Alternative. At the present time Task 1(Proj ect Initiation) and Task 2(Existing Conditions Report) have been completed. Task 3(Survey of Study Area) is well underway, and Task 4(Investigation of Existing and Future Needs Report) is approximately 40% complete. The Transit Services Survey will be distributed to 3,500 randomly selected residents. It will be confidential and statistically valid. The survey will be mailed out by Kaneen Advertising and tabulated by Decision Support Incorporated (DSI). During the Transportation Committee meeting, Mayor Loomis and Councilmember LaSala expressed interest in having the members of the Town Council review the Transit Services Survey before it is delivered to Town residents. The survey is scheduled to be mailed to Town residents the week of January 25 —29, 1999. ADVISORY BOARD ACTION: The Transportation Committee has unanimously approved the Transit Service Survey. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 2 GENERAL PLAN COMPLIANCE: The "Transit Services—Element of the General Plan"will be added as an additional and separate element to the Town's Focus 2020 General Plan. Currently, Transit is included as a minor portion of the Transportation Element. FISCAL IMPACT: If the Mayor and Council approve the Transit Service Survey as it is submitted there will be no additional costs incurred. If the Mayor and Council decide to add questions or modify the survey, there may be financial details that would need to be addressed. RECOMMENDATIONS: In keeping with the timeframe and budget of the project, Staff recommends the approval of the Transit Services Survey. Staff does not recommend additions to or deletions from the attached survey unless it would be on a "question for question"basis. SUGGESTED MOTION: I make a motion to approve the Transit Services Survey. Or I make a motion to deny the Transit Services Survey ATTACHMENTS: 1. Cover Letter to survey residents 2. Transit Services Survey Transit ervi Administrator D- ent Hea i 1 - � Town Manager No-EY 4 h '_ `` `3 TOWN OF ORO VALLEY 11000 N. LA CANADA DRIVE ti � = ORO VALLEY ARIZONA 85737 Administrative Offices(520)297-2591 Fax(520)297-0428 -N D Eo Date Dear Resident: The Mayor, Council members and staff of the Town of Oro Valley are in the process of studying the future of public transit in your community. (YOU DO NOT NEED TO BE A BUS RIDER TO PARTICIPATE IN THIS SURVEY.) This survey is just one part of the Town's master plan, the purpose of which is to help our decision-makers by providing information on which issues are important to the residents of Oro Valley, Your opinions and attitudes are the most important element in planning for the future of public transit in Oro Valley. This study has an extensive public participation process such as public meetings, a community wide survey and community education components. Town residents have been randomly selected to receive the enclosed survey. The results of the survey will be statistically valid, ensuring that the results accurately represent the opinions of the residents of Oro Valley. All of your answers will be completely confidential. To ensure that respondent's information is held confidential, completed surveys should be mailed to Decision Support Incorporated (DSI) in the enclosed envelope. DSI will be tabulating the data. We appreciate your assistance by taking a few moments to complete and return the enclosed questionnaire in the envelope provided. Thank you very much for helping us in this process for planning the future. If you have any questions regarding this project or the attached survey, please contact John Zukas — Town of Oro Valley's Transit Services Administrator at 825-7355. You may also send us any comments or suggestions via the Internet to the following e-mail address ovtrans(a)primenet.com. Sincerely, Paul Loomis " Mayor—Town of Oro Valley THE TOWN OF ORO VALLEY TRANSIT SERVICES SURVEY FEBRUARY 1999 Thank you for participating in this survey. Your thoughts and opinions will help our decision-makers by providing information on which issues are important to the residents of Oro Valley. Please answer following questions to the best of your ability. All answers will be kept strictly confidential and your personal information will in no way be released. PART 1 — OVERVIEW 1) Have you personally used public transportation (either Coyote Run or SunTran) in the past year? Yes 0 No 0 2) In the past, have you ever used public transportation in Oro Valley, metropolitan Tucson, or other U.S. cities? Yes O No Q 3) Have you ever considered using public transportation for your local travel? Yes D No 0 4) Before today, were you aware that Oro Valley owned and operated the Coyote Run transit service for elderly and disabled Oro Valley residents? Yes Q No O Part 2—YOUR CURRENT TRAVEL 5) Do you have a driver's license? Yes O No 0 6) How many motor vehicles (cars, trucks, vans)are in your household that are in running condition or are available for your use? None Q One Q Two or more 0 7) On a day-to-day basis, how do you usually get around? (Chose only one option) Drive myself 0 1 Ride with someone else 0 2 Bicycle 0 3 Walk 0 4 Public Transit 0 5 Other 0 6 8) Please indicate if you do most of your(see options a. to e. below)within the Town of Oro Valley or outside of the Town? Within Oro Valley Outside Oro Valley a. Shopping/Prescription Pick-Up 0 0 b. Medical Appointments 0 c. Personal Business/Errands 0 CI d. Recreation/Socializing 0 0 e. Work 0 0 f. Other 0 0 9) Would you ride SunTran around Oro Valley if the service was available all day? Yes 0 No 0 PART 3 — POTENTIAL TRANSIT SERVICE MIX For the following questions, please rate your responses utilizing a 5 point scale, where 1 is not at all important and 5 is very important. 10) Please think about the future of Oro Valley. In your opinion, how important will a good transportation system be to Oro Valley in the future? Very Very Low High Importance Importance 1 2 3 4 5 11)Given the level of importance you just placed on a good transportation system in the future, in your opinion, what priority should Oro Valley place on public transit in the future? Very Very Low High Importance Importance 1 2 3 4 5 11.5) Public transit services are not free. The money to operate Oro Valley's existing transit services comes from the riders who use the service and the Arizona Lottery. As an Oro Valley taxpayer, should the Town of Oro Valley consider financing and expanded public transit system? Yes CI Depend on the type of service provided No 12)In your opinion, should the Town of Oro Valley be concerned with providing transit services for... a. The Oro Valley elderly and disabled community Yes El No 0 b. Town residents who live in Oro Valley but commute to work outside of the Town Yes [71 No [71 c. Employees who work in Oro Valley but live in other communities Yes d No [71 d. All Town residents Yes il No 17:1 13)Utilizing the same 5-point scale, if you were to consider using public transit, how important would (see options a. to d. below) be? Very Very Low High Importance Importance a. Affordable fares 1 2 3 4 5 b. Service reliability 1 2 3 4 5 c. Safety 1 2 3 4 5 d. Service frequency 1 2 3 4 5 14)What is the most important reason you would consider using public transportation? Please indicate only one reason. Family does not have a car 0 1 I don't drive Q 2 Health/physical condition 713 Public Transit is economical CI 4 Air quality CI 5 Traffic is bad [71 6 Public Transit is convenient CI 7 Parking is a problem O 8 Other 171 9 Part 4— DEMOGRAPHIC The following information is needed to be sure we are accurately representing our community. 15)Are you currently... Employed El 1 Retired CI 2 Not employed outside the home/a homemaker [7 13 A student [0 4 Currently unemployed Q 5 16)Do you commute to work or school on a daily basis? Yes [71 No ni 17)What are the approximate major cross streets of your work or school site? 18)What is your age?Are you between ... 18 and 24 d 25 and 34 Q 35 and 44 Q 45 and 54 0 55 and 64 0 65 and older 71 19)Please indicate the appropriate range for your household income ... Less than $10,000 [71 Between $10,000 and $30,000 CI Between $30,000 and $50,000 CI Between $50,000 and $70,000 CI Over$70,000 [71 20)Do you have any concerns or comments regarding the development of Oro Valley's Transit Plan? If so, please list them below. Please return the completed survey in the enclosed envelope, no postage in necessary. Our thanks to you for taking the time to fill out and return this questionnaire. TOWN OF ORO VALLEY 2 COUNCIL COMMUNICATION MEETING DATE: January 20, 1998 TO: HONORABLE MAYOR& COUNCIL FROM: Donald L. Chatfield, AICP, Community Development Director SUBJECT: Appointment of Steven Ruble to the Oro Valley Planning and Zoning Commission BACKGROUND: The Oro Valley Planning and Zoning Commission, a seven-member advisory body to the Town Council, currently has one opening. Mr. George Dice, former member of the Commission, resigned upon his move out of the town limits. SUMMARY: Beginning in fall 1998, a series of interviews were conducted with Oro Valley residents who expressed a desire to serve on the Commission. Interviews were conducted by Councilman Dick Johnson, Council liaison to the Commission and Mr. Dennis Douglas, Chair of the Planning and Zoning Commission. Staff support was provided by Mr. Don Chatfield, Community Development Director and Linda Thompson, Community Development Administrative Assistant. A total of 5 interviews were conducted over the past few months. RECOMMENDATION: Upon review of all candidates, Councilman Johnson and Chairman Douglas recommend that the Town Council appoint Mr. Steve Ruble to membership on the Planning and Zoning Commission, with a term to expire in June 2000. SUGGESTED MOTION: I MOVE to APPOINT Mr. Steven Ruble to the Oro Valley Planning and Zoning Commission, with a term to expire in June 2000. ATTACHMENTS: 1. Application from Mr. Steven Ruble (\-1,,,,,gr ,, a,...p Community Deve opment D'i •ctor-4.1 / Town Man.ger F:INDIVID\DLC\COMMDEV\pzappt.tcc OQC- 14- E::1 lU: 30,04 1 0W(l vt �r u w oa t . �y t • O � denh Man.It:1"pit 4 0), ..s .t \ -„, _:...,. ,,,,, -,,. .oupoec ORO QILLEY BOARD/COX(I B S ION APPLICATION Dear Oro Valley Citizen: We appreciate the interest you have shown in the Town of Oro Enclosed is an informational form which when completed Valley. will allow us to quickly process your application. nth i l e the information asked for is optional, as is your volunteering, your supplying the information will greatly assist in an understanding of education, experience and background to allow the best possible use of your talents which you are so kindly willing provide rov ide to the Town of Oro Valley and for which we thank you. Please return to the Town Clerk' s Office, 11, 000 N. La Canada Drive, Oro Valley, Arizona 85737-7015. " Name Ruble ` • . Last First Middle Home Address Business Address 555 E. River Road, Tucson, Az. 85708 Home Phone Business Phone 670-6026 in Oro Valleygib 4- since October, 1994 December 14, 1998 Signature Date Please state which board/co mission you wish to join and why. Planning Commission. As a resident of S • - •- - " T � civic res onsibi involved 2-In local gpverrmpnPr2rinn hitt it j tt a rewardin: ex.erience to . - • • - • tl _ _ "" recently 8 . was exposed to lanning and rezoning initiativeas__th_r h rhe Orn Valley _ �_ CPI class and I found this very in erestinz. I am currently an the C unrs l anri Executive Board for La Reserve 0.- . .. • •• • " tile know1 Prtgp rh_n r ave obtained from this and the CPI coutse . I believe_ is asset n rh �mm_unity. list civic, professional, social, Please other community, have been or athletic educational, culturalorganizations you and any affiliated with, length of time, any office held, th or anizations you feel are noteworthy. . achievements in those q La Reserve homeowners Association Council member, Executive Board member(Chief Administration Officer) , Architectural Coqmisaag member. cinr. 1997 Administrative Review Committee- Federal Credit Union 1980-1983- Vice Chairman EDUCATION Briefly describe your educational background: Institution/ School School Degree Received L Southwestern Co e e A� rr imp na Ticri rP 2 . 3 . 5. Area of Study in numbered order as listed above: 1.Criminal Justic2. 15 units of ArrhiterturP _anti ire rPlarpd fiplaq_ Spanish. Other fieldsprofessional of study, institutes, training program, etc: Numerous law enforcement training !. 2 Oro Valley CPI course IF DESIRED, FURTHER INFORMATION MAY BE ATTACHED 3 oa tcssr.EtC\$/Q3 What do you consider your highest responsibility, skill or achievement: professionally and/or personally, and why. • ,task force on air•ort inte:rit and o•erations An was ca ec. upon . represent the United States in my travels to numerous foreign nations. As a result of this contact with foreign dignitaries I was able to P e ni a ates in the best light possible and at the same time implement num ous can es air carrier/ airport security that has effected security worldwide. g I •e eive t at t e actions performed have made a difference. EMPLOYMENT Please list previous employment. List your past or present employment first: Dates of Employment Company Kms SI Address U.S. Customs Service ,Office of Investigations • . . - . - Arizona » t. Iver Roa• Siute II , Tucson, 3 . 5? List Position Job Description in numbered order as listed above � vests gator of federal crimes involving narcotis, fraud, high Tech. Special Agent, In g T• s�' Initiate and develop cases. Testif in • + of life. 2 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: January 20, 1998 TO: HONORABLE MAYOR& COUNCIL FROM: Donald L. Chatfield, AICP, Community Development Director SUBJECT: APPROVAL OF FUNDING FOR CONSTRUCTION AND FURNISHING OF THE ORO VALLEY DEVELOPMENT SERVICES BUILDING BACKGROUND: Beginning in 1998, the Town of Oro Valley contracted with Sakeliar and Associates for programming and design of the new Development Services Building. The Council has reviewed previous documents from the architect and we are now ready to present schematic design drawings and cost estimates. The Development Services Building is intended to house administrative offices of the Community Development Department, the Planning and Zoning Division, the Building Safety Division, and the Department of Public Works. In addition, the structure is designed to provide a hearing room for use by the Planning and Zoning Commision, the Development Review Board, the Board of Adjustment, and other community groups. Construction of this new facility will open the current Community Development Building for use by the Oro Valley Water Utility. As a result, the Town will be able to centralize office functions from three locations to the Town Hall campus. Fiscal Impact: Based on schematic drawings of the new building (see attached), the architect has estimated that the new structure will cost $1,194,067 to construct. Furnishings for the new structure will cost an additional $185,134. Further detail regarding the fiscal impact is provided below: Project Cost The following is a comparison of current cost estimates to the FY 1998-99 budgeted amount for the project: Item Current Cost FY 1998-99 Description Estimate Budget Amount Difference Construction& Improvements $1,194,067 $767,500 $426,567 Architectural & Engineering 136,257 51,680 84,577 Furnishings 135,620 50,000 85,620 Costs of Issuances & Underwriting Fees 50,000 45,850 4,150 Totals $1,515,944 $915,030 $600,914 TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 3 The majority of the cost differential is related to construction costs and is due to differences in square footage and construction cost per square foot. The proposed facility calls for 9,810 square feet at approximately $120 per square foot compared to the budgeted amounts of 8,500 square feet at approximately $90 per square foot. Project Financing The following is a comparison of annual debt service requirements based on the current cost estimate and budgeted amount: Debt Service based on current cost estimate $196,791 Debt Service as budgeted for FY 1998-99 118,784 Difference $78,007 The project's current cost estimate will increase annual debt service by $78,007 over the budgeted amount. Both debt service estimates assume the issuance of certificates of participation over a ten year period with semi- annual payments at 5.25% interest. Budgetary Impact In 1989, the Town issued certificates of participation to fund the Town Hall complex. The final debt service payments of$181,475 will be made in FY 1999/2000 (next fiscal year). The proposed payment of$196,791 would be slightly higher than the $181,475 figure. However, $36,000 savings in leasing expenses will be realized by transferring employees from the 1565 E. Rancho Vistoso Boulevard facilities. The General Fund may also be able to charge the water utility a fair rental expense for occupancy of the existing development services building. RECOMMENDATION: Staff recommends that the Town Council approve funding in the amount of$1,379,201 for the construction and furnishing of the new Development Services Building. Funding will be secured through certificates of participation and debt service will be funded through the Town's general fund revenues. SUGGESTED MOTION: I MOVE to AUTHORIZE the expenditure of$1,379,201 for the construction of a Development Services Building for the Town of Oro Valley. Funding is to be secured through certificates of participation and debt service will be funded through general fund revenues. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 3 of 3 ATTACHMENTS: 1. Schematic design drawings for development Services Building MO'NOLQI/J \- 1 ido( Community Development Vrector Town Manag-� F:INDIVID\DLC\COMMDEV\DSbldg.tcc a1,<4zIlair-L- AsecK;1ekt4:3es 1 A IR. CHI TEC/ T5 ANI7.) F' L. ANNER, 5, NO. ..or 7 :44:tsi. I 44111•1;?.11,,,,, .44 ' .' . ! 4 , --- 7.,:-::::: A - Ai.,..---.!-',L.::::-- ----L...--:1-7-ii -,1Aotr-.,;iEo. -\, •--) 01Z0 VALLEY TOWN HALL AC)DITION SCHEMATIC DESIGN SUDMITTAL (4.— JANUARY 12,1999 INDEX • 1 Proposed Site Plan • 2 Proposed Partial Site Plan • 3 Proposed Site Elevations • 4 Scheme G - New Building • 5 Floor Plan and Room Finish Schedule - New Building • 6 Schematic Design Estimate Summary- New Building and Site Work • 7 Schematic Design Estimate - Furnishings ORO VALLEY TOWN HALL ADDITION - SCHEMATIC DESIGN SUBMITTAL s 4 a 1 I '1 l0 11 tz Is 1s1 lea 1SD 134 133 OI J4 00 SS O6 !O 04 SS O6 DO 06 AO 09 •70 OO AO 04 40 b 10 11 30 Q 96 IS 30 K .60 16 AO 1 1 I 1 1 1 i i 1 1 Al il il ! I ; ! 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The closing date of this advertised RFP process was December 17th, 1998 @ 3:00 p.m. The two consultant proposals received on that date were from BW Public Safety Consultants and Emergency Services Consulting Group (ESCG). Following receipt of the two proposals, copies were distributed to town staff, Fire Advisory Committee members and Paul Parisi, Liaison to the Fire Advisory Committee. The Fire Advisory Committee held a meeting on December 28th, 1998 at which time Herb Rutt and Ron Koslowski were selected to be on the interview panel to interview the consultants in January, 1999. On January 11th, 1999 the interview panel consisting of Vice-Mayor Paul Parisi, Herb Rutt, Ron Koslowski, Town Manager, and Police Chief conducted interviews of both consultants. Recommendation: It is the unanimous recommendation of the interview panel and Fire Advisory Committee (see attached memorandum) that the Mayor and Town Council select Emergency Services Consulting Group (ESCG) to complete the Oro Valley Strategic Plan as outlined in the attached RFP. Fiscal Impact: $30,800 (Town Council Contingency Fund 1998-99) Attachments: 1. Memorandum from Jan Kvancz, Chair of Fire Advisory Committee regarding recommendation of ESCG (dated 1/12/99). 2. Copy of RFP advertised on November 17th, 1998 for preparation of Strategic Plan for Fire and EMS for Oro Valley. 3. BW Public Safety Consultants proposal. 4. ESCG proposal. 5. Resolution (R) 99-16 plus attachments Council Communication Page 2 Suggested Motion: I make a motion to award the consulting contract to Emergency Services Consulting Group (ESCG) for the preparation of a Strategic Plan for Fire and Emergency Medical Services as outlined in the Town's RFP dated November 17th, 1998. adopting in • by P g Resolution (R) 99-16 plus attachments. Chuck Sweet, own Manager MEMORANDUM TO: HONORABLE MAYOR& TOWN COUNCIL FROM: Jan Kvancz, Chair-Fire Advisory Committee DATE: January 12, 1999 SUBJ: CONSULTANTS At the January 11, 1999 Fire Advisory Committee meeting, the interview panel for selection of consultants presented their findings to the committee. It was the unanimous decision of the interview panel to select Emergency Services Consulting Group (ESCG) to conduct the next phase of the Fire and Emergency Medical Services plan for the Town of Oro Valley. A motion was passed by the Fire Advisory Committee to recommend to Town Council that Emergency Services Consulting Group be selected. The motion passed 4-0. We concur with the interview panel in their recommendation. 2n Kvancz,Chair-FAX • November 17, 1998 Re: Customer Centered Strategic Plan for Fire and Emergency Medical Services Dear The Town of Oro Valley,Arizona is seeking bids from qualified consulting firms to develop a Strategic Plan for Fire and Emergency Medical Services. Enclosed is EXHIBIT" A" which outlines the SCOPE OF PROFESSIONAL SERVICES to develop a Strategic Plan for Fire and Emergency Medical Services for the Town of Oro Valley. The Fire Advisory Committee has recommended this project to the Town Council. We respectfully request your bid proposal for a" Customer Centered Strategic Plan for Fire and Emergency Medical Services"be sent to the Town Clerk on or before Thursday, December 17, 1998, no later than 3pm in a sealed envelope. The envelope should be clearly and visibly marked on the outside "Strategic Plan for Fire and Emergency Medical Services" . LATE BIDS WILL NOT BE CONSIDERED. The selection of the successful bidder shall be based upon a range of criteria and not based solely on the lowest bid. The Town of Oro Valley is hereby reserved to accept or reject any and all bids or parts thereto,to waive any formalities in any bid proposal,reduce or increase any bid submitted and to consider alternatives. If you have any questions relating to EXHIBIT"A"please contact me at(520) 825-7959,or Ron Koslowski,Vice Chair at(520) 742-3383. Sincerely, Jan Kvancz,Chair Town of Oro Valley Fire Advisory Committee 14475 N.Del Webb Blvd. Tucson,AZ 85737-9327 jk/ Encs. CONSULTING FIRMS: Mr.Jack Snook,President Emergency Services Consulting Group 3565 Riverknoll Way West Linn,OR 97068 Frank Kelly&Associates HCR 20 Box 1546 Blythe,CA 92225 Jim Hunt Research Group P.O.Box 291 Solvang,CA 93464 REQUEST FOR PROPOSAL The Town of Oro Valley, Arizona is seeking sealed bid proposals from qualified individuals/firms to develop a "Customer Centered Strategic Plan for Fire and Emergency Medical Services". Whether sent by mail or by means of personal delivery, the vendor assumes the responsibility for having bid quotation deposited on time at Oro Valley Town Hall. Each bid quotation shall be in accordance with Exhibit"A" and instructions listed in this document and must be in accordance with bid documents on file with the Town Clerk's Office, 11000 N.La Canada Dr,Oro Valley,Arizona,85737. Sealed bid proposals Clearly Marked "STRATEGIC PLAN FIRE & EMERGENCY MEDICAL SERVICES"received prior to the bid deadline,will be opened and read aloud on DECEMBER 17. 1998 at Spm in the Town Hall Conference Room of the Town of Oro Valley, 11000 N.La Canada Drive,Oro Valley,Arizona,85737. All bid proposals should be directed to: Kathryn Cuvelier Town Clerk Town of Oro Valley 11000 N.La Canada Dr. Oro Valley,AZ 85737 For consideration six(6)copies of the proposal and all accompanying information requested must be submitted in a sealed envelope. All responses to this proposal must be made in the format requested. All bid prices must be typewritten and shall be signed by the bidder or his authorized representative, with his address, telephone numbers, fax number, and other pertinent information as requested. LATE BIDS WILL NOT BE CONSIDERED. All bids received and recorded at the bid opening shall remain legally binding and valid for a period not to exceed 45 days after the time and date of the bid opening. 1 • BACKGROUND The town of Oro Valley is currently serviced by two fire departments, which provide protection for an area of approximately 28 square miles with a population of 25,500. Projections for increased population are 31,375 by 2002 and 39,285 by the year 2007. The town projects a population of 78,046 by the year 2045. It is anticipated that the majority of the growth will be to the north and west of the currently developed areas. The fire organizations that serve the town are not accountable to the town, regarding performance standards,response times,staffing levels,etc. Rural/Metro Fire Department,is a private corporation and serves the southern part of town. Their statistics indicate that they have 7,121 homes in their response area of the town. Of these homes approximately 1000 do not subscribe to Rural/Metro. Subscriptions do not include ambulance coverage,this is a separate contract. Golder Ranch Fire District is a publicly financed special district that serves 2180 homes in the northern section of town. Fire and ambulance coverage is provided to residents in the district. Each fire department has one fire station located within the town boundaries. In December of 1997 the town awarded a "Professional Services Contract" to an outside consulting firm for an "Evaluation of Emergency and Non-Emergency Services for Oro Valley,Arizona". The report was presented to the Town Council on September 9, 1998 with specific recommendations. Town Council accepted the report. The Fire Advisory Committee has recommended that Town Council obtain the services of a consulting firm/individual to develop a"Customer Centered Strategic Plan for Fire and Emergency Medical Services"for Oro Valley. There is a major resort development planned for the northwest section of the current town. Other major developments anticipated are additional housing developments consisting of primarily single family residences and commercial development. Commercial development has increased during the past year and the trend is expected to continue. Public Safety is part of the Town's General Plan,"Focus 2020". A copy of the General Plan is available for review. 2 EXHIBIT "A" SCOPE OF PROFESSIONAL SERVICES FOR FIRE AND EMERGENCY MEDICAL SERVICES TOWN OF ORO VALLEY.ARIZONA BASIC SERVICES Section 1 GENERAL SCOPE STATEMENT The Consultant shall provide and perform the following professional services which shall constitute the GENERAL SCOPE of the BASIC SERVICES under the terms and provisions of this PROFESSIONAL SERVICES CONTRACT. Development of a"Customer Centered Strategic Plan"which will identify what action the Town Council must undertake to implement current and future service demand. TASK ONE: Inventory of Current Situation The consultant will be expected to develop a comprehensive inventory of the current situation related to fire and emergency services in the Town of Oro Valley, to include the following items: Dedicated Resources to Town of Oro Valley Adopted Vision(s)of The Future Identify Membership Values Identify Critical Organizational Issues Identify Critical Customer Needs Identify Areas of Needed Enhancement Identify Organizational Strengths Identify Functions/Services A copy of the report"Evaluation of Emergency and Non-Services for Oro Valley,Arizona is available upon request from the Town Clerk's Office. TIl : 3 Weeks PRODUCT: Situation Analysis Report 3 TASK TWO: Development of Customer Centered Strategies The consultant will be expected to hold a number of public workshops,to work with the Fire Advisory Committee, and other members of the public to establish the needs of the community. Hold a minimum of four(4)public workshops Coordinate Activities With The Fire Advisory Committee Interview Town Staff Members Interview Members of Current Fire Providers Prioritize Customer Needs Review/Change FAC's Mission Statement Regarding Fire/EMS TIMEFRAME: 45 Days,Meetings As Scheduled PRODUCT: Meetings,Summary of Public Input And Mission Statement Review/Change TASK THREE: Development of Fire and Emergency Medical Services Standards Based on the situation analysis and the input from customer centered needs, develop a comprehensive set of standards for fire and emergency medical services within the Town of Oro Valley. These would encompass the NFPA standards,national benchmarks,and the current OSHA fire fighters'two-in/two-out regulation. This regulation became effective on October 8, 1998 in the State of Arizona. Dedicated Resources to Town of Oro Valley Performance Standards Response Times Staffing Levels Location of Future Fire Stations Identify Tools to Meet Needs Develop Implementation Strategies Develop Goals and Objectives Provide Cost Analysis of Options TIMEFRAME: 60 Days For First Draft PRODUCT: Recommended Standards For Fire And Emergency Medical Services. FINAL PRODUCT: 15 Copies Of The Full Report to Include Situation Analysis, Customer Centered Input,And Recommended Fire And Emergency Medical Services Standards. Completion of final product 90 days with a presentation to the Town Council as scheduled by the Town. 4 CONSULTANT SELECTION REQUEST FOR PROPOSAL RESPONSE FORMAT 1. Cover letter,to include: A. Name of project B. Firm's name C. Corporate address D. Contact person E. Where work is to be performed 2. Organization Profile 3. Firm's Qualifications or Corporate Experience,to include: A. Ten years or more in the Fire/EMS consulting business. B. Demonstrated experience in developing a"Customer Centered Strategic Plan"for fire and emergency medical service providers C. A minimum of$1,000,000.00 liability insurance D. Experience with similar or related studies;a proven track record of similar studies E. Ability to complete study within 90 days 4. Names,Titles,Professional Qualifications and Educational Background of Persons Assigned to Project 5. Approach and Methodology 6. Scope of Work 7. Time Frames 8. References 9. Client List to include: date of consult,contact name(s),address and phone number(s) 10. Professional Services Contract INSTRUCTIONS: ALL RESPONSES TO THIS REQUEST FOR PROPOSAL SHALL BE MADE IN THIS FORMAT. DO NOT ATTACH FIRM BROCHURES OR ANY OTHER DOCUMENTS AS EXHIBITS. The Consultant awarded this contract will be required to have Worker's Compensation, General Liability and Automobile Liability insurance coverage. If a Consultant cannot produce the required insurance coverage the Town will cease negotiations with that firm. S I 11.'4 T BW PUBLIC SAFETY CONSULTANTS oo December 9, 1998 Ms Kathryn Cuvelier 10101 . Town Clerk Town of Oro Valley 11000 N.La Canada Dr. Oro Valley,AZ 85737 Re:Strategic Fire&Emergency Medical Services Plan Dear Ms Cuvelier: We would like to thank you for the opportunity to bid on developing the Strategic Fire & Emergency Medical Services Plan for Oro Valley, Arizona. We are very pleased to provide you with our proposal concerning the plan. BW Public Safety Consultants is a sole-proprietorship operated by Robert T. Waters. For this project Mr. work in partnershipwith BW Public Safety Consultants. Messrs. Waters and McNamee Roy B. McNamee will . bring to the projectcombination of a unique f experience and knowledge in the areas of fire and emergency medical services. Their extensive track records of strategic planning and implementation attests to their philosophy of engineeringefficient, effective, accountable fire departments that are competitive and above all else customer driven. In they ears ahead Oro Valley faces many challenges and opportunities to build a fire and EMS service that is second to none in itsq uality of service and in its commitment to the community. It is the goal of BW Public Safety Consultants to bring together fire/emergency services and the community of Oro Valley, Arizona, to create a system that truly provides a level of service appropriate to your community. Sincerely ( Or Robert s aters,tiIPA BW PUBLIC SAFETY CONSULTANTS TELEPHONE/FAY (401) 934-9881 23 MOSWANSICUT LAKE DRIVE NORTH scum:ATE, RI 02857 USA I t T �:! BW PUBLIC SAFETY CONSULTANTS j 7 t BW Public SafetyConsultants, a sole-proprietorship operated by Robert J. Waters, , proposes to provide Valley,Oro ValleArizona with a Strategic Fire & Emergency Medical Services Plan. Over three decades Robert J. Waters and Roy B. McNamee, principal reputations as paradigm pioneers in the area of fire and partner for this project, developedp service. Coupled with extensive educational backgrounds. their emergency medical p producecomprehensive allows them to com rehensive and customer driven work products of uncompromising quality. We work shoulder to shoulder with our clients to produce p results that routinely surpass expectations. The result is created value for the client and product that truly customers they serve and a meets the unique requirements of the community. d either on site in the town of Oro Valley, Arizona, or at the All work is to be performed offices of BW Public Safety Consultants located at 23 Moswansicut Lake Drive,North Scituate, RI. Organizational Profile & Philosophy As stated above, operated by Robert J. Waters, BW Public Safety Consultants is a sole proprietorship. It conducts business domestically and internationally. The company initiated u on the owner's graduation from Harvard University's business in 1997p of Government. The products it produces include: fire department Kennedy School studies, strategicp instruction and plans, statistical analysis, management and leadership seminars on ethics, doctrine development, and the role of fire/emergency coaching, and sem Century. The principalis currently in the 21st of BW Public Safety Consulting conjunction with others at TriData Corporation, on the fire co-authoring a book, in experience of"Pacific Rim" countries. Mr. Roy B. McNamee is a frequent partner and advisor to BW Public Safety Consultants. ent must be structured to meet customer needs is our philosophy that governor andd must be based upon the individual community's needs an expectations. Its services P tional expectations and there must be performance standards that evaluate organiza We subscribe to the public sector organizational progress toward their strategic goals. of Reinventing Goverment and Banishing theory of David Osborne (co-author Bureaucracy) and others. This theory maintains that government organizations must be Bur y� Or anizational values and strategles must be focused upon its customers (public). Organizational cted at meetin the customer's needs and expectations. It is important to success that dire g internalcompetitivehilosophy that is part of their P government organizations develop an organizational culture. To realize this we believe it crucial that consequences be • measurements, thatpermits one to rate progress, and established, through performance meas remedial steps instituted to correct less than satisfactory performance. A framework for BW PUBLIC SAFETY CONSULTANTS TELEPHONE/FAX (401) 934-9881 23 MOSWANSICUT LAKE DRIVE NORTH SCITU.\TE, RI 02857 USA • PAGE 2 DECEMBER 14, 1998 continual organizational analysis,sis, also. is necessary to discover subtle industry trends that may affect, either or negatively,positivelyatively, the organizations value to the community. g Qualifications Robert J. Waters 'project leader will be Robert J. Waters. He operates BW The principal consultant and p roJ Public Safety Consultants as a sole proprietor rietor and has facilities and finances adequate to p meet the requirements of the RFP. He served with two fire departments during a twenty- eighta member of the Providence Fire Department, located in year career. As rose to the rank of Battalion Chief. Collateral to his fire operations Providence,RI,he duties, Waters held responsibility for coordinating the fire department's emergency projects management. and hazardous material preparedness management efforts, special p J g p and response in the $26 million department. He left that department in 1993 when appointed fire chief in Wellesley, MA. Fire Engineer, Waters was tasked with leading the fire As the Wellesley Chiefg . million annual operating budget, through a period of transition. department,with$3 P the of fire and emergency services he conducted. Waters launched Based upon a study g y transformation of the Wellesley Fire Department from a dated res fire suppression oriented onsive to community needs and expectations and innovative agency to one that was p in its approach to service delivery. isthe principalpartner for this project, belief that all government It his and McNamee s, p P this vision be efficient, effective and accountable to the public. With organizations must organization a strategic organizational plan that initiated, among he developed for his g g artnership that developed a two-tiered Emergency other programs, a private/public p as a major Services system; apublic education initiative that was adopted _ J Medical Y ershi with the in the operationalplan of the fire service organization; in partnership elementP communi , a community CPR program that promised to dramatically change the tY numbers of citizens lost to sudden den cardiac arrest and a citizen survey that provided and elicited citizen concerns. Before leaving Wellesley to persue a operational feedback e ree. Waters created an organization that was as focused on prevention of fire graduated g and medicalemergencies encies as it was on response and mitigation of those emergencies. g the belief that fire and emergency medical services departments Waters has long held enrollment with and integrated into other community agencies. His must be closely allied g yKennedy in Harvard University's School of Government was with the purpose of more ent, transformational leadership and developing fully studying seamless governor those objective organizational analysis. He concentrated on frameworks to conduct o J g Sc government as it moves into the ``Digital Age" of the 21 Century challenges facing including public policy analysis, program evaluation and leadership of the 21' Century public sector organization. • PAGE 3 DECEMBER 14, 1998 his studies in public administration, Waters extensively pursued professional Beyond development opportunities while a fire service professional. His accomplishments include y completion of the four-year, National Fire Academy, Executive Fire Officer certification the Massachusetts Chief Fire Officer program, and a variety of courses offered program, Management Institute. and at the National Fire Academy, the National Emergency Mara g regional and local institutions. Waters travels the country teaching the National Fire Academy Executive Skills Series courses;Influencing and Managing and Leading Change. His Qualifications are: • Harvard University;Master of Public Administration degree • National Fire Academy;Executive Fire Officer program graduate J • Developed and initiated reinvention strategies • plans,e DeveloPd emergency management plans,and grant proposals • Rhode Island Fire Education and Training Board PROFESSIONAL EXPERIENCE SELF-EMPLOYED 1997-Present Public Safety Consultant Work closely with international and domestic clients analyzing policies and programs. Help facilitate reinvention strategies to better position public safety organizations to meet the needs and expectations of their customers and the challenges of the 21'Century. Adjunct Instructor,National Fire Academy,Emmitsburg,MD Teach Executive Skills Series courses:Leading and Managing Change,Influencing TOWN OF WE LLE S LEY,MASSACHUSETTS 1993-1996 Chief Fire Engineer,Director Emergency Management Directed the planningand operations of the Town's fire department. Negotiated annual p P capital and operating budgets and conducted collective bargaining and interest negotiations. Successfully implemented strategic organizational change.Adding to the fire department's service profile: • Public/Private Emergency Medical Services partnership • Community risk reduction initiative • Comprehensive public education program Coordinated the town's training andresponse to all major emergencies including natural and disasters.Wrote the Comprehensive technologicale Emergency Management Plan for the P town and assisted the town's commercial enterprises to develop their federally mandated emergency plans. CITY of PROVIDENCE, Rhode Island 1969-1993 Battalion Chief,City Fire Department Commanded and coordinated response of personnel and equipment to fire,medical and hazardous materials incidents. Held responsibility for hazardous material emergencies, - incidentP lanning,training and mitigation;coordinated with other city departments to integrate services during major emergencies and disasters. Served as: • PAGE 4 DECEMBER 14, 1998 • Special projects officer • Assistant Chair of the Providence Emergency Planning Committee • Co-authored the Providence Emergency Management Response Plan BOARDS AND COMMISSIONS 1988-1993 State P Emergency Response Commission (SERC) Chair. Hazardous Materials Training Board: • Developed federal grant proposals • Coordinated review of community grant requests • Developed professional qualifications for hazardous material instructors • Assured compliance of federally mandated training of public and private sector personnel. • Facilitated federal hazardous materials incident exercises. • RI Fire Education&Training Board, planned and monitored activities of the State of Rhode Island's Fire Academy. • RI Right to Know Board Oversight of the Communications of Hazards Law to communities and in the workplace Served on the Federal Emergency Management Agency's (NEMA) Regional Response Team Training Committee. Served with the RI Right to Know Board. EDUCATION HARVARD UNIVERSITY,KENNEDY SCHOOL HOOL OF GOVERNMENT, Master of Public Administration degree, 1997 Concentration in public and non-profit organizational policy and program analysis. PROVIDENCE COLLEGE Bachelor of Arts;Fine Arts, 1977 Additional course work included fire science and labor relations. NATIONAL EMERGENCY TRAINING CENTER,Emmitsburg,MD, United States Fire Administration Executive Fire Officer program; 1992-1996 Certificate of Fire Administration. Completed an annual eighty hour resident course including. • Strategic Analysis of Fire Department Operations • Strategic Analysis of Community Risk Reduction • Executive Development • Executive Leadership. placed upon the development of organizational skills and leadership An emphasis was p P for future success in a changingfire service using the new leadership qualities necessary framework. • PAGE 5 • DECEMBER 14, 1998 Roy B. McNamee McNamee, who will be the principal partner during the duration of this Mr. Roy B. project, shares similar manyimilexperience and professional development accomplishments with Waters. He holds a Baccalaureate degree in Business Management and is a graduate of the National Fire Academy's Executive Fire Officer certification program. the Massachusetts Chief Fire Officer Training course, and a variety of national. regional and local professionaldevelopment opportunities. In 1991 McNamee conducted a fire station PP site location study and an evaluation of the Marshfield fire and emergency medical services. As did Waters, McNamee directed the planning and implementation of a tiered EMS system in the Town of Marshfield. Today, that system is recognized as one of the premier EMS systems in the Commonwealth. McNamee knows well the requirements of efficiency, effectiveness. and accountability. Shortly after assuming position the of fire chief, he was required to drastically reduce his $3 million budget as the town addressed a fiscal crisis. While initially staffing levels were affected,he was able to reorganize and refocus the department to better address the needs and expectations of the community. Moreover, the Marshfield Fire Department. after reorganization, provided rovided more services than before the crisis including a comprehensive program gr' education ro am and a wildfire response capability. McNamee. furthermore. brings to the project experience in municipal government beyond the fire service. With the sudden termination of the Town Administrator. McNamee was called upon, in position to serve in that and to act as the Chief Procurement Officer for the town. g He received praise for his knowledge and skill in leading town government during the long absence of an administrator. For more than one year. he assisted in the oversight $33budget management of a million bud et until relieved with the hiring of a new Town Administrator. His qualifications include: • Developed Master Plan • Directed the complete computerization of the fire department • Planned and directed implementation of private/public Emergency Medical Services partnership • Directed incorporation of Global Positioning Satellites (GPS) data into Fire Department Operational Plan, • Directed the implementation of the concepts of Total Quality Management into fire department operations. EDUCATION NORTHEASTERN UNIVERSITY, BSBA, Business Management NATIONAL FIRE ACADEMY,EMMITSBURG, MD. Four year management program coursework included: Strategic Analysis of Community Risk Reduction • PAGE 6 DECEMBER 14, 1998 Strategic Analysis of Fire Department Operations Executive Development Executive Leadership CERTIFICATES &ADDITIONAL DEGREES: NORTHEASTERN UNIVERSITY,AB Science-Business Administration&Management Massasoit Community Collage,AS,Science - Fire Science Suffolk University,School of Management,Chief Fire Fire Officers Management Training Program Northeastern University,Certificate in Business Management Jordan Hospital,Plymouth ILA. Emergency Medical Technician EXPERIENCE: • Fire Chief,Town of Marshfield,MA. Staff of 61 -Annual Budget of$2.7 Million.Area; 29 Sq.Mi.; Population: 28,000 year round,40,000 seasonal. 1990 to present. • Marshfield Fire Department 1971- • Co-chairman municipal management transition team for a period of one year.Acting Town Administrator 1992&Chief Procurement Officer for the Town of Marshfield 1992 Additional Personnel BW Public Safety Consultants will use the skills of other subcontracted personnel as warranted.Ms erienced planner,with a BS in Regional and Economic Planning,will assist Elaine F. Crisofen, an exp the team develop portions of the project. Project Completion BW Public Safety Consultants has the facilities, finances and personnel to complete the study,as in the required 90 day time period.To meet this time line,it is critical to have described in the RFP, q protection authorities and its members, Fire Advisory Committee,and the the cooperation o f the fire town and county employees in providing the necessary data in a timely manner. Approach and Methodology: BW Public Safety Consultants approach and methodology in conducting this study, producing our recommendations and finalizing a Strategic Plan for Fire & Emergency Services would be as follows: • PAGE 7 DECEMBER 14, 1998 p 1. Conduct a comprehensive study,through onsite data gathering and interviews,of the dedicated resources,g oals and objectives for the proposed service. The study would focus onP rovidin quality services in a customer-centered environment.The critical g customer needs and organizational issues will be detailed within the proposed study.We will examine the current organizational strengths and weaknesses of those services presently functioning within Oro Valley. The study will detail the strengths and weakness of the solutions we would recommend to the community. BW Public SafetyConsultants will identify the stakeholders in the community,both 2. governmental and non-governmental. Emphasis will be placed on gaining insight from elected and appointed officials,community leaders, the Fire Advisory Committee,as well as, the public at large. latest techniques for auditingcurrent and future tire suppression and fire prevention 3. The q requirements would be coupled with a comprehensive study of a delivery system for emergency medical services. Public Safety Consultants will explore the role of the fire service in the community. 4. BW P Issues such as community risk reduction,public education and support of elderly , residents will be detailed.An emphasis will be placed upon developing,as part of the plan,an intimaterelationship between the members of the fire and EMS services and the community they serve. 5. To accomplish these objectives BW Public Safety Consultants proposes to use the ) guidelines contained in the current NFPA standards,procedures listed in"Managing Fire Services"by the ICMA (International City Management Association), the"Fire . the Insurance Services Office (ISO) rating requirements,and Protection Handbook," other pertinent guidelines. ppng techniques Mapping for response time plotting as outlined by will be incorporated into this study. A review the ICMA rp of the most current trends in EMS service delivery and the irn p lementation of the "Two-in and Two-out"procedures will be detailed. Theanalysis of and planningfor, short term and strategic planning of fire and 6. EMS services will be at the center of this report. 7. An organized process for the re uired hearings will be adhered to.The object of these maximize the ability for citizens to articulate their views,opinions and hearings will be tothis most important subject. If cable television channel access is feasible, concerns on p subject. a call-in television offeringbe held to elicit input from those unable to we propose that attend theP ublic workshops. BW Public Safety proposes to develop a process to assure the concerns of the mentally andP hysically challenged and other special populations in the community are identified and considered. 8. We visualize the role of BW Public Safety Consultants to be one of obtaining,analyzing, , organizing and presenting current, factual information,in a user friendly format.This information will serve as the basis upon which the Fire Advisory Committee,Town Counsel,government and community leaders, and the citizens will use to make their , decisions on the subject.t. It is clearly understood that they are the decision making body , • PAGE 8 DECEMBER 14, 1998 of BW Public Safety Consultants is to provide the tools in the form of and the role � information, recommendations and suggestions,with a variety of options, to aid in the process. BW Publicwith Safety Consultants will work very closely the members of the , Fire Advisory Committee and the town to assure that they reli7e their shared vision of a fire and medical emergency safe community. BW Public Safety Consultants understands, supports and advocates the concepts of total and continuous quality improvement. We have seen the benefits these concepts quality management have brought to we manage the departments or have managed.We feel Oro Valley can gall- significant value byusingthese concepts as anintegral element of their strategic vision. Finally,BW Consulting clearly lly understands our role in the proposed project.We realize our , role and responsibility is to listen effectively'communicate clearly and offer the expertise we have gain • It is our policy to ed in our many years as fire service operations and management personnel. Y continue to assist our clients beyond the end of our formal commitment to the community,and we make ourselves available for both formal and informal consultation as the community moves forward with the implementation of their Strategic Plan. Scope of work/Time Frames of work for this project would be as broken up into the following: The scope 1. Initial onsite interviews with Fire Advisory Committee, fire service delivery managers, planner to collect data and anecdotal information.The purpose town of this is to developan understanding of the contractual relationship between providers and the community and the cultural relationship that the service . . while servicingthe community;the visions as espoused by the parties developed _ and whether these visions are shared and, therefore,complementary another or if the visions are in conflict. Collect all state,county and local laws and ordinances that apply to fire and EMS service delivery in Oro Valley. of existingpersonnel and facilities. Collection of 2. Onsite audit resources, . information and location of special populations demographic and topographical (i.e.hospitals, nursinghomes,schools, etc.) and hazards (i.e. flood planes, chemical storage facilities,laboratories, etc.) 3. Conduct organizational communications audit. 4. Review of protection areas,using maps,GIS information and onsite inspections.The object of which is to assist in planning station locations, community sectioning into fire districts.The possibility of response times and frons offered variance from predicted growth patterns will be considered and o p for alternative scenarios. 5. Submit Situation Analysis Report. Review report with Fire Advisory Committee (three weeks). • PAGE 9 DECEMBER 14, 1998 6. Continued meetings and review of Situation Analysis Report with the Fire Advisory Committee and designated community officials;interviews with fire and EMS department members and service providers. 7. ConductP ublic meetings,as described in RFP,at designated locations to receive community input and information on their goals and objectives.Provide written summary of Public Input and Mission Statement Review. Elicit summary comments from FAG or its designated representative/s. 8. Compile,organize,and analyze all data incorporating feedback and commets from interview and public hearings. Present a first draft of Recommended Standards for the Fire and Emergency Medical Services within 60 days. 9. Meet onsite to receive input, changes,updates or modifications to the draft plan and incorporate into a final document. 10. Provide Town of Oro Valley,Arizona with final report Strategic Plan for Fire and Emergency Medical Services (90 Days). 11. At the Town's convenience schedule presentation of final report to Oro Valley, Town Council. END PRODUCT Public SafetyConsultants willpresent Oro Valley,Arizona,with a Strategic Plan for Fire BW&Emergency Medical Services by meeting the following objectives: 1. Develop a department organizational chart. 2. Develop performance standards for fire suppression,prevention and EMS delivery. 3. Present information on current and future staffing levels. 4. Present recommendations on station locations, budget projections,overhead costs and communications requirements. 5. Develop an organizational communications strategy. 6. Present implementation strategies,with goals and objectives including the operation of the department within a Two-in/Two-out environment. 7. Develop performance standards to rate progress toward achieving the goals and objectives of the strategic plan. 8. Present departmental goals and objectives. 9. Provide required cost analysis for any options presented. • PAGE 10 DECEMBER 14, 1998 References Ms Kay Goss Associate Director Chief Thomas M. Keough Federal Emergency Management Waltham Fire Department g g Agency Director Preparedness,Training,,and 175 Lexington Avenue p g Exercises Waltham,MA 02154 500 C Street SW (617) 893-4105 Washington,DC 20472 Telephone: (202) 646-3487 Chief William Giannini Providence Fire Department 209 Fountain Street Providence,RI 02903 (401) 421-1293 Client List 1997 1998 Honorable Rafael Alunan III Mr.Philip Shaenman Minister Interior and Local Government President TriData Corporation (Emeritus) Republic of the Philippines 1000 Wilson Boulevard 63 9th Street Arlington,VA 22209-2211 City Manila,Quezon (703) 351-8300 Republic of the Philippines one Tele h (632) 727-6073 1994 P - Mr.William Burke Email:rma3@surtshop.net Director Massachusetts Land Bank 1998 Major General Guillermo P. Enriquez,Jr. 1997 President Chief John Thorburn Philippine Public Safety College e Weston Fire Department Fort Bonifacio, City Makati 1201 394 Boston Post Road c of the Philippines ppines Weston,MA 02193 (G32) 843-9501 (781) 893-2372 Terms � The total cost of the project is $35,500. As the contractor we will be responsible for all salaries, expenses and fees (excepting those fees associated with state,county,and local data needed to complete the project).We will require payments ayments of $3,500 when the contract is signed. $7,000 upon (3 Report weeks),$10,000 upon submission of the first draft of submission of the Situation Analysis ) e balance to be Recommended Standards for Fire and Emergency Medical Services (60 Days),and th paid upon submission of the Full report(90 days) as described in the RFP. • PAGE 11 DECEMBER 14, 1998 BW Public Safety Consultants will provide,as described in the RFP, a Personal Services Contract incorporating this document,the responding RFP and any negotiated changes to either document at rp g a cost of$750. optionTown,it At the of the t can provide the aforementioned contract. BW Public Safety Consultants will reduce the cost of the contract accordingly. As the timepthe project line to complete is relatively short,timely completion is dependent upon the cooperation of the Town,the Fire Advisory Committee and the fire protection authorities to supply us with the necessary data in a timely manner. Costs Travel 5 trips $8,000 Materials 500 Materials Misc. 250 Staff 400 20,000 Insurance 3,500 Sub. con.Planning 2,500 Legal services 750 Total $35,500 Insurance BW Public Safety Consultants will assure that insurance coverage,including Worker's Compensation, General Liability in the amount of$1,000,000 and automobile liability,as required by statute and described in the RFP will be in effect for the term of the agreement. you for your interest in our services.We look we thank forward to working with the Town of ona to develo a customer-centered strategic plan for fire and emergency medical Oro Valley,Ariz p services. - ThisP P osa rol isgood for a period of sixty (60) days beginning 16 December 1998. Sincer , /10 Vhir Robert] aters,MPA s#. 0 001 ( 11)1 \ k)x OP / PROPOSAL CUSTOMER CENTERED STRATEGIC PLAN FOR FIRE AND EMERGENCY MEDICAL SERVICES THE TOWN OF ORO VALLEY, ARIZONA a ."1.11°111A Emergency Services Consulting Group ...a subsidiary of the GLATFELTER INSURANCE GROUP 3565 Riverknoll Wav, West Linn,OR. 97361 Call(800)757-3724 Fax(503)655-7778 DECEMBER 1998 ► . 0 EmergencyServices Consulting Group 3565 Riverknoll Way•West Linn, Oregon 97068-3541 •(800) 757-3724• Fax(503) 655-7778 ..a subsidiary of the Glatfelter Insurance Group December 14, 1998 Chuck Sweet, City Manager Town of Oro Valley 11000 N. La Canada Drive Oro Valley, AZ 85737 Dear Mr. Sweet, Emergency Services Consulting Group is honored to submit the enclosed proposal to provide professional consulting to the Town of Oro Valley. Project:, Customer Centered Strategic Plan for Fire and Emergency Medical Service Firm's Name: The firm's name, corporate headquarters, contactperson, telephone and fax q P numbers, and e-mail address are as listed below: Firm's Name: Emergency Services Consulting Group Corporate Address: 3565 Riverknoll Way West Linn, Oregon 97068-3541 Contact Persons: Jack W. Snook, President/CEO Bruce W. Caldwell, Vice President Phone: (503) 655-7775 FAX: (503) 655-7778 E-mail: escgsnook@aol.com The work for this engagement will be performed on-site with work groups in the Town of Oro Valley, with data analysis, specialized services and strategic plan production at the corporate address listed above. We look forward to continue our relationship with the Town of Oro Valley. Please do not hesitate to contact us if you have any questions about our proposal. Respectfully, Emergency S ices Consulting Group ftlk. • \IV *&...-- ck W. Sno k, President/CEO Serving Customers Since 1976 • - • Emergency Services Consulting Group TABLE OF CONTENTS -. . - _ • • - • • • _ • . •. . . ORGANIZATION PROFILE, Z ':; • . FIRM'SQ UALIFICATIONS TO.PERFORM SERVICE _ - 3 • - • • :NAMES, PROFESSIONAL QUAIFICATIONS 4 ,- • - • . .CUSTOMER CENETERED STRATEGIC PLAN .6' . • METHODS AND TOOLS 6 • • STRATEGIC PLANNING AND THE CCSP APPROACH 7 - - : .OVERVIEW OF THE STRATEGIC PLANNING.PROCESS 8 NEEDS/ISSUES OF CUSTOMERS • 9 - = PROJECT TASKS ---=-- 13 • . FINAL REPORT AND DELIVERABLES 15 ••• PROJECTED1 TIMELINES 15 • • . RELATED EXPERIENCE- 16; . • • • • COST QUOTATION----- --- —17. M.. • - • • PERSONAL SERVICES CONTRACT. - i----- - 18 • • -• • Proposal: Strategic Plan for the.Town of Oro Valley 1 Emergency Services Consulting Group ORGANIZATION PROFILE Emergency Services Consulting Group is a subsidiary of The Glatfelter Insurance Group, which is also the parent company of VFIS of York, Pennsylvania. Jack W. Snook is the President/CEO and principal contact for Emergency Services Consulting Group. Since 1976, Emergency Services Consulting Group has been involved in providing guidance and recommendations to fire and EMS agencies of all sizes throughout the United States, as well as in several foreign countries. Historically, over 90% of our customers have come back to us for additional consulting or educational support. As evidenced by our partial client list, Emergency Services Consulting Group has worked with many organizations over the years, giving us a tremendous knowledge and experience base. Emergency Services Consulting Group's organization staff includes: ADMINISTRATIVE STAFF: Jack W. Snook President/CEO West Linn, Oregon Bruce W. Caldwell Vice President McMinnville, Oregon Janice Earl Administrative Assistant Wilsonville, Oregon Don Milligan Marketing Director Monmouth, Oregon Thor Johnson Projects Coordinator Monmouth, Oregon REGIONAL MANAGERS: John Buckman Midwest Region Evansville, Indiana Jim McFadden Southwest Region Atascadero, California Stewart Rose Northwest Region Seattle, Washington Tom Siegfried Southeast Region Altamonte Springs, FL. Richard Wehter Northeast Region Hingham, Massachusetts John Currie Canada Sidney, B.C. ASSOCIATE MEMBERS: Ron Anderson, Idaho George Goldbach, CO.. Jim Linardos, Nevada Frank Bordon, California Kyle Gorman, Oregon Roger Neal, Washington Rodney Brown, Oregon James Grady, Illinois Robert Stedman, WI. Paul Danko, Oregon Debra Guzman, Oregon Mike Swanson, Oregon Ken Dawson, Oregon Randy Iverson, Oregon Richard Trexler, NC Jim Davis, Oregon Jeff Johnson, Oregon Jonathan Williams, PA Jerry Freshour, Oregon Conrad Kristensen, OR. R. Carl Goebel, Oregon Ron Lambert, Canada Proposal: Strategic Plan for the Town of Oro Valley 2 Emergency Services Consulting Group FIRM'S QUALIFICATIONS TO PERFORM SERVICE ESCG, a subsidiary of Glatfelter Insurance Group, is a national firm providing specialized, high quality, professional fire and EMS consulting services to organizations throughout the United States and Canada. ESCG is considered by many to be the nation's leading source of consultation and training for the emergency services. Since 1976, ESCG has serviced the needs of volunteer, career, and combination Space Centers providing fire and emergency medical consulting and training services. We also work directly for municipalities, nonprofit organizations, and commercial providers of emergency services. Our expertise in analyzing, designing, and implementing strategic alliances and various forms of cooperative effort among fire service agencies is second to none. Products provide by ESCG include: customer centered strategic planning, fire department evaluations, fire station locations, health and safety evaluations, executive searches, assessment centers and customized consulting has helped to improve emergency services in hundreds of communities throughout the country. Our innovative training programs are improving the way organizations and people work. The Customer Centered Strategic Planning process was developed by Emergency Services Consulting Group and is the only planning process available to the fire and emergency medical services that allows for community as well as organizational participation. The process focuses on community needs and is driven by the central theme of 'What is in the best interest of the citizens served." Unlike traditional planning process, Customer Centered Strategic Planning is designed to focus on internal and external customers, evaluates needs, and identifies issues from the citizens up rather than the mission statement down. In 1998, ESCG completed seven strategic plans, including one of the biggest rodeo association in the northwest, and are currently on target in completing three more by mid-January. We are looked at within the fire service community as being the "experts" in the field. This is confirmed by our on going relationship with the I.A.F.C., the number of clients we serve from coast to coast and the fact that two of our members have just co-authored the first book of its kind on the subject of cooperative efforts in the fire service. The name of the book is making the Pieces Fit - Cooperative Service Through Consolidations, Mergers and Contracts. ESCG have a philosophy of maintaining active involvement within the emergency services disciplines in order to keep abreast of the rapid changes and complex issues that its clients face. The proposed project team posses the skills and experience necessary to conduct the proposed strategic planning process. Proposal: Strategic Plan for the Town of Oro Valley 3 Emergency Services Consulting Group As a division of Glatfelter Insurance Group, ESCG is self-insured well in excess of$1,000,000.00. ESCG will provide all necessary certificates of insurance coverage upon award of contract. When engaged, all work progress is measured against a work plan, timetables, budget, and deliverables. Our project management methodology ensures that services and activities are efficiently conducted and are focused, coordinated, and logical and on time. All project team members are available for the duration of the project. Ultimately, ESCG Vice-President Bruce Caldwell remains fully responsible for the timeliness, quality and overall content of the final work product. NAMES, TITLES, PROFESSIONAL QUALIFICATIONS AND EDUCATIONAL BACKGROUND OF PERSONS ASSIGNED Assigned Staff Personnel assigned to this project are selected from the experienced emergency services practitioners who are formally engaged in an ongoing relationship with Emergency Services Consulting Group. Our consulting services are provided by a team of professionals, the project team, supervised by a project manager. Full- time staff members and clerical personnel support the project team and its manager. The combined resources ensure that you receive the best possible combination of professional attention. Staff that will be assigned to this project are anticipated to include: Bruce W. Caldwell Vice-President, Project Supervisor Chief Caldwell has served with Emergency Services Consulting Group as a consultant and senior consultant since 1993 and recently promoted to vice- president of the organization. With over 27 years of fire service experience, he has served as Fire Chief of the Klamath Falls (Oregon) Fire Space Center for 8 years and has been the Fire Chief of the McMinnville (Oregon) Fire Space Center for 9 years. The McMinnville Fire Space Center is a combination Space Center employing 24 career and 100 paid on call personnel. The Space Center's EMS system is one of the most progressive and busiest systems in Oregon. Chief Caldwell's educational background includes a BS Degree in Fire Administration, a graduate of the Fire Service Administration Institute and the National Fire Academy's Executive Development program. He has also been very active in the fire service on the state and local level including Chairperson of Oregon's Fire Standards and Accreditation Board. Proposal: Strategic Plan for the Town of Oro Valley 4 Emergency Services Consulting Group Over the past 2 years, Chief Caldwell has been the project manager or supervisor for the following projects: • Alpine Township, Michigan—fire department evaluation • Greensboro, North Carolina—merger/consolidation (strategic plan in progress) • Battle Creek, Michigan — merger/consolidation (strategic plan in progress) • Oro Valley, Arizona—emergency services evaluation • St. Helens, Oregon—fire district evaluation and strategic plan • Scappoose, Oregon—fire district evaluation and strategic plan • Whatcom County,Washington—merger/consolidation • Clatsop County, Oregon — merger/consolidation • King County Fire Space Center No. 16, Washington — fire district evaluation and Strategic Plan Jerry R. Freshour Project Member Jerry Freshour has served with ESCG since 1997. He has participated in a wide range of projects, including Agency Evaluations, Customer Centered Strategic Planning, Executive Searches and Assessment Centers. He is currently the Project Manager for a Customer Centered Strategic Planning process for a 9-1-1 communications center in Oregon. This contract will be completed on January 16, 1999. Mr. Freshour retired in 1998 from a 27-year career in public safety/emergency services. He served as a Deputy Sheriff and later was employed at the Oregon Department of Public Safety Standards and Training. He left that agency, after a very successful 22 years, as the Deputy Director. This state department sets employment and training standards for, and trains: police; corrections; parole and probation; communications officers; private security; and fire personnel. He brings a broad background of experience and knowledge to ESCG clients. Jerry holds a Bachelor's Degree in Sociology and a Master's Degree in the Administration of Criminal Justice. He holds an Executive Certificate from the DPSST, the highest level of certification for public safety officers in the state of Oregon. Mr. Freshour can add a unique perspective to your strategic planning process. He is able to identify issues and concerns of all the public safety disciplines and he is acutely aware of the needs and concerns of the governmental agencies involved. Mr. Freshour has been involved in the following strategic planning process: • Mason County(Washington) Fire District No. 5 • Sacppoose (Oregon) Fire District • Snohomish County (Washington) Fire District No. 8 • St. Helens (Oregon) Fire District Proposal: Strategic Plan for the Town of Oro Valley 5 Emergency Services Consulting Group CUSTOMER CENETERED STRATEGIC PLAN A Customer Centered Strategic Plan that will focus on critical issues and heeds of internal and external customers. A Strategic Plan that will include finished products for; Vision, Goals, Guiding Principles, sample Performance Standards, Performance Statements and an Implementation Plan. An analysis and recommendations of potential improvements in service effectiveness and cost avoidance/management. METHODS AND TOOLS The methods and tools used by ESCG have been created or adapted to meet the needs of fire and emergency medical services response agencies. These are not used in an "off-the-shelf approach. Instead, they are customized to meet the town's unique challenges and needs. The Return On Investment is the cornerstone of the consulting process. In it, the stakeholders are identified, along with a description of their needs. Measures of success or completion are identified. The participants are asked to commit to an agreement that the measures appearing in the ROI will be those that are used to determine if they and the consultants have achieved their objectives. The Customer Centered Strategic Planning process describes the needs of each customer group, their impression of the effectiveness of the fire agencies in meeting those needs, and the relative importance of each service that the department provides. The CCSP ends with an implementation plan, identifying Responsible parties, authority and oversight, authority and oversight, schedules for evaluation of results, and measures of success and completion. A Needs Assessment and Analysis focuses on a specific function or responsibility of the department. The assessment establishes a comprehensive picture of the status quo. The Analysis interprets the data, comparing the findings to industry norms, and identifying recommendations for desired improvements. A typical assessment and analysis topic is training. The assessment portion looks at the current training program, methods of instruction and topics covered and their "fit" with actual requirements of the job. The analysis continues with cost benefit evaluations and recommendations for the improvement of training. Proposal: Strategic Plan for the Town of Oro Valley 6 Emergency Services Consulting Group STRATEGIC PLANNING AND THE CCSP APPROACH The planning approach used by Emergency Services Consulting Group can best be described as a customer-centered strategic process. Planning the future of organizations and agencies such as fire departments traditionally has been based on setting strategic, goals that relate to an internally reflective mission statement. The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase while dollars shrink, placing even more pressure on the modern fire service manager, policy makers and organizations to come up with ways to be more efficient, more effective, and in many cases, to accomplish specific goals, less resources. In order to do a more efficient job with the resources available, organizations must focus constructive efforts, and while reducing projects and programs that does not service the needs of customers. Customer-Centered Strategic Planning (CCSP) encourages the participants to focus on the needs of customers. Businesses employ this type of process to identify market niches and other opportunities. Identifying niches and opportunities will allow emergency services organizations to focus efforts while reducing risk and wasted effort. The process utilized during the strategic planning session has been developed and adapted to meet the needs of public service oriented organizations. The CCSP process has proven very effective in all types and sizes of emergency services organizations and, in our opinion, will serve as a model for Fire/EMS in Oro Valley for many years. Elements considered in the process include: • Update or Creation of a Vision Statement • Update or Creation of a Mission Statement • Update or Creation of a Values Statement • Evaluation of Organizational Strengths and Weakness • An Environmental Assessment • The Determination of Critical Customer Needs • The Description of Critical Organizational Functions or Services • The Development of Goals, Measurable Objectives, and Assignable Tasks • The Creation of Performance Statements and an Implementation Plan • Documentation of the Entire Process Proposal: Strategic Plan for the Town of Oro Valley 7 Emergency Services Consulting Group OVERVIEW OF THE STRATEGIC PLANNING PROCESS For the purposes of this proposal, customers are defined as those persons who receive the benefits and services of emergency services. For career/combination fire departments, internal customers are typically the management and personnel of the fire department, while external customers are the government agencies, citizens, businesses, visitors, and non-governmental organizations served by the fire department. Internal customers benefit from the resources made available to them, as well as the quality of the working environment. The external customers benefit from the work of the internal customers. Thus, for the purposes of this proposal, the strategic business planning activities of the emergency services providers must address four(4) areas: 1. Needs/Issues critical to internal customers 2. Identification of external customers and their critical Needs/Issues 3. An assessment of the internal and external environments 4: Planning for internal and external customer service delivery and the fire department's business activities To address each of these needs, Emergency Services Consulting Group recommends that the Town of Oro Valley adopt a continuous planning model, incorporating the needs of the customer groups as well as the needs of the emergency services providers when viewed as a business. To address the internal and external customers, we recommend identifying various elements of service delivery: • What services does the fire/EMS agencies currently provide? • Which of these services are no longer necessary or might best be performed by other organizations? • What additional services should the agencies provide? • What is the relative value and rank order priority of each service according to the views of the various internal and external customer groups? • What are the critical needs identified by each customer group? • Which critical needs or issues are currently inadequately addressed? • Which new critical needs or issues are anticipated for the future? • What is the relative importance and rank order of the current and anticipated critical needs and issues according to the views of the various internal and external customer groups? Proposal: Strategic Plan for the Town of Oro Valley 8 Emergency Services Consulting Group NEEDS/ISSUES OF CUSTOMERS Needs/Issues of External Customers The needs of external customers may be identified by written or oral surveys, the later conducted in person, by phone, or by the use of focus groups. The quality and significance of the results are tied directly to the quality of the survey instruments, the rigor of the data analysis, and the abilities of the oral interviewers or focus group facilitators. Construct validity must also be considered. The questions used should be relevant to the needs that have been identified, the context of the fire services and the department's environment. In short, they must be the right questions! Reliability is just as important as significance and validity. Reliability is a test for the re-application of the survey in future years or with additional populations similar to those used in the first application. A reliable survey question will produce results that demonstrate the opinions of the participants and can be used to trend responses over time and between groups. Survey tool quality is determined by the question design (preferably using both open and closed questions), the selection of appropriate rejoinders (possible responses), and the degree to which the special informational needs of the end user are reflected. To be valuable, the survey tool should be custom designed, based on the technical and scientific principles that support later analysis of the results, and relevant to the business activities of the agencies. Personal surveys, in which trained interviewers record the responses of individuals, are typically conducted at public gatherings and are designed to solicit the opinions of external customers. They may be used whenever the ease of obtaining individual participation outweighs the benefits of more demanding and difficult to schedule group sessions. Typically, a convenience sample population is used, limiting the usefulness of the data in generalizing results to larger populations. Telephone and mail surveys, though based on the same technical and scientific basis as personal surveys, add two dimensions. The telephone survey can be designed to focus on the various sub-populations, such as demographic and geopolitical variations, age, education, ethnicity, or shared interest of customers, or any other meaningful criteria. Examples include small business owners, large business owners, renters, homeowners, and cultural or religious organizations. Additionally, carefully selected smaller populations can be selected to reflect the needs and interests of larger groups. Telephone surveys increase representation of members who might not respond to mailed surveys. Focus groups are challenging environments. Well-trained facilitators can harvest significant amounts of useful information. Unfortunately, the ill-equipped facilitator can bias the results as well as waste valuable resources. For meaningful data to be obtained, the facilitator must remain neutral and move the discussion adroitly. Facilitators are most effective when group size is small (6-8 participants) and the range of issues discussed is limited to 2-4 issues. Proposal: Strategic Plan for the Town of Oro Valley 9 Emergency Services Consulting Group Needs/Issues of the External Environment The external environment in which the emergency agencies conduct its business includes two divergent but equally important groups. First, the community. It looks to the fire department for safety, security, and piece of mind. This group cannot describe its needs in the technical language of the fire service, but it is highly opinionated and ultimately controls the agencies access to resources via elected and appointed officials. The community is lead by both formal and informal leaders, each with varying agendas. They typically desire high quality services at minimal cost. The second group to be considered in the external environment is potential or actual competitors. As the list of services provided by both agencies are examined, the Porter's Analysis will assist the group in estimating the potential impact of alternative providers of services. For each service now provided or envisioned for the future, there will be competitors who stand to gain by pre-empting or defeating the their efforts. The agencies may also identify opportunities for additional services to be supplied to current or future customers, producing additional revenue streams or offsetting increasing costs of operation. The external environment may be evaluated by using a combination of survey tools. Additionally, the Porter's Analysis and the Environmental Assessment tools will help to establish the Opportunities and Threats in the external environment. Needs/Issues of Internal Customers The previously mentioned approaches to obtaining the input of the external customers may also be applicable to internal customers. These techniques may serve to narrow discussions and focus the valuable time of representatives on key issues. Once the survey tools establish both group's tally of prioritized services, the emergency services provider's representatives can prioritize the issues, needs, and services, according to their now informed opinions. Consensus approaches are used, so that minority opinions are heard and appropriately reflected in the finished work product. The experienced facilitator is called upon to ensure participation by all present, to prevent tangential discussions that might occupy limited time, and to move the group to consensus positions. Needs/Issues of Business Planning To address the planning and operations aspects, the standard tools of business planning augmented by specialized tools for type of organization represent the best possible combination of approaches. The essential business planning tools include the SWAT Analysis (Strengths, Weaknesses, Opportunities and Threats), Porter's Model of Industrial Potential for assessment of competition, an Proposal: Strategic Plan for the Town of Oro Valley 10 Emergency Services Consulting Group Environmental Assessment, and a Force Field Analysis. While these tools are generic in their applicability to any business or organization, they become dynamic tools for addressing the fire department's needs for the future when the participants are guided by a skilled facilitator who has significant experience in working with the fire service. The assembly should receive a brief introduction or refresher in the use of each tool just prior to its use. The relationship between the planning tools is: SWOT + Environmental Assessment = Porter's Analysis Force Field Analysis + Survey Data Mission Statement The development of meaningful Vision, Mission, and Value Statements will assist the Fire Advisory Committee in identifying key internal standards and create the moral and practical compass to guide the remainder of the process. Vision implies the way the fire/EMS agencies views themselves in the future. Mission describes the purposes for which the organizations exists. Value Statements enumerate the principles or ideals that are important to the members. Existing Vision, Mission, and Value Statements may be reviewed and updated, or new ones may be crafted. The next step in business planning is the establishment of organizational goals. These goals should be broad enough to cover all of the current and anticipated activities of the organizations while specific enough to address the identified concerns of the external and internal customers. For each goal, one or more measurable objectives will need to be established. Objectives are written in such as manner as to describe the criteria by which an outcome is judged complete or successful and the time frame in which to expect the desired outcome. As goals are created, the myriad of associated tasks may be described, again utilizing the format of identified measurable criteria. Optionally, it may be decided to leave the finer details of task generation to the managers or groups responsible for specific functional areas. Each objective is associated with a performance statement, describing the measure of completion, the time frame for completion, the persons responsible, and the oversight authority. Performance statements acknowledge the responsibilities of various persons, committees, or ad hoc groups. Once the objectives are described, they must be prioritized for assignment of limited resources. The time/order relationship of objectives (and possibly tasks) is then reflected in a Gantt chart, with milestones (important measures of completion), resource needs, and responsible persons identified. The Gantt chart helps to visually display the resources needed to complete the tasks, accomplish the objectives, and meet the goals. A further refinement to the Gantt chart is the critical pathway. A critical pathway represents the most expeditious order of completing the tasks and objectives, and describes which of them must, by necessity, precede others. The critical pathway will help to determine the overall time frame for completing the identified activities. Proposal: Strategic Plan for the Town of Oro Valley 11 Emergency Services Consulting Group The performance statements, Gantt chart, and critical pathway combine to produce the Implementation Strategy. The Implementation Strategy is a road map which, when combined with the compass of Vision, Mission, and Values, provides clear guidance for the organizations. Summary The methodology described thus far in this summary is neither proprietary nor unique to the fire service. These activities can be instituted internally or may be assisted by the use of consultants or advisors. The goal of Emergency Services Consulting Group is to leave the Fire Advisory Committee with a plan and a planning method. Although they may want to occasionally utilize the services of ESCG or other consultants, our experience is that most organizations can perpetuate the continuing cycle of strategic planning. Frequently, after the initial planning effort, emergency service agencies find that the best use of consultants is in evaluating the completeness of the planning effort and in third party audits. The third party audit is a way of using outsider observations to either support or counter the prevailing self-analysis of effectiveness. This would be similar to a financial audit conducted by an independent certified public accountant. The emphasis is on revealing the truth so that intelligent decisions may occur. The continuous improvement approach is most helpful for career and combination fire departments. Once a plan is in place and is exercised, it becomes the responsibility of all in the organizations to regularly revisit goals and objectives, to determine if they are still relevant, to obtain the input of internal and external customers through various means, and to renew the fire department by checking the effectiveness of its planning and operations. The "Plan, Do, Check, Act" or other similar continuous improvement cycle is at the heart of all effective continuous planning methodologies. ESCG is uniquely prepared to advise the Fire Advisory Committee in its strategic planning process. Principles of ESCG have conducted similar sessions for numerous emergency services provider organizations, business clients, and professional associations. Our relationship to the fire and EMS community is long established. We are entrusted with advising hundreds of clients in the most modern and effective approaches to planning. Advanced Technology While most consultants will work through planning exercises on flip charts or white marker boards, collating the information after the session and providing written documentation days-to-weeks later, ESCG has experience utilizing affordable and effective technology to assist in the planning function and to document the results. We are able to offer the groups computerized development of all Vision, Mission, and Value Statements, the crafting of goals and objectives, the creation of performance statements, and the documentation of all activities in a projected video format so that all participants can see the work product as it develops. The printed Proposal: Strategic Plan for the Town of Oro Valley 12 Emergency Services Consulting Group product from each session is available to the participants immediately after the session, or during the session if required. For example, we can prepare the results of morning sessions for distribution after lunch. This allows for corrections, additions, and preparation for the next session, while ensuring that each participant is fully informed. Groups that have experienced the use of this technology have found it especially helpful when the assembly is too large for the effective use of flip charts, when overhead transparencies cannot hold the level of detail that discussions produce, or when quick turn-around documentation is helpful in keeping participants informed. The specialized software used by ESCG also promotes creative thinking, encouraging participants to challenge their assumptions, explore "what if scenarios, and to examine the factors that might either impact or be impacted by the decisions made. We are the only consulting firm currently offering the benefit of this technology to clients. PROJECT TASKS Task One: Inventory of Current Situation With the assistance from the emergency services providers and the Fire Advisory Committee, ESCG will obtain relevant background information and materials, and develop a comprehensive inventory of the current situation related to fire and emergency medical services in the Town of Oro Valley, to include the following items: • Dedicated resources to the Town of Oro Valley • Adopted vision(s) of the future • Identify membership values • Identify critical organizational issues • Identify areas of needed enhancement • Identify organizational strengths • Identify functions and services TASK Two: Development of Customer Centered Strategies Following a review of relevant background materials, project team members will conduct a series of planning sessions with internal and external customers, and the Fire Advisory Committee. From these planning sessions, ESCG we will obtain a clear understanding of issues, concerns, operational, economic, public policies and challenges of the emergency services providers and the community. These planning session will be conducted by one more trained and experienced facilitators, the number to be determined by the number of participants and sessions. All facilitators will posses significant experience working with emergency services agencies, in either a consultative, executive, or senior administrative position. Proposal: Strategic Plan for the Town of Oro Valley 13 Emergency Services Consulting Group ESCG will: • Conduct a minimum of four (4) public planning sessions, to include but not limited to; • Fire/EMS provider administrative leaders/ top level managers • Elected Officials • Labor Representatives • Volunteer Representatives • Members of the press • Citizens • Social, religious, and political leaders • The business community • Coordinate activities with the Fire Advisory Committee • Interview key stakeholders, town staff members and members of the current fire/EMS providers • Prioritize customers needs • Review, update if necessary, the Fire Advisory Committee's Mission Statement regarding fire/EMS. Task Three: Development of Fire and EMS Performance Standards Based on the situation analysis and the customer centered needs, ESCG will develop a comprehensive set of performance standards for fire/EMS services with the Town of Oro Valley. These performance standards will take into account NFPA standards, national accreditation standards, health and safety requirements, ISO criteria, federal and state mandates, including OSHA regulations. Area to be review in the development of comprehensive performance standards will include, but not limited to; • Dedicated resources to the Town of Oro Valley • Existing performance standards • Response times • Staffing levels • Station locations • Equipment and apparatus • Incident control and management • Water supply • Emergency Communications • Projected community growth • Increased service demands Proposal: Strategic Plan for the Town of Oro Valley 14 Emergency Services Consulting Group A plan of implementation strategies (performance statements) shall be developed including; • Development of goals and objectives • Major tasks • Responsible parties • Cost analysis • Schedule of completion • Method of evaluating results FINAL REPORT AND DELIVERABLES Prepare and Publish Final Report Adhering to the parameters established in the ROI and other written documentation agreed to by ESCG and the Fire Advisory Committee and the project team will then prepare the final consultant's Customer Centered Strategic Plan. The report will detail the data and information acquired during the engagement and the project team's analysis and recommendations. All objective areas explored during the process will be addressed in the final report. Delivery of Strategic Plan Upon completion, fifteen (15) copies of the strategic plan will be delivered to the Fire Advisory Committee. The plan will include executive summary, findings, recommendations, future strategies and implementation plan. ESCG will make an oral presentation of findings and recommendations to the Town Council. Additional presentations will be provided at an additional cost. PROJECTED TIMELINES TASKS PROJECTED SCHEDULE (DAYS) Project Action Plan (ASAP) Task One (1 21) Task Two (1 45) Task Three (22— 82) Report Presentation (83-90) Follow-Up (On-going) Proposal: Strategic Plan for the Town of Oro Valley 15 Emergency Services Consulting Group RELATED EXPERIENCE Directly related evaluation and planning experience include, but are not limited to the following organizations: Reedy Creek, Florida (Walt Disney World) (1997) Contact: John Best, Emergency Services Manager Reedy Creek Emergency Services P.O. Box 10170 Lake Buena Vista, FL 32830 (407) 560-1963 International Association of Fire Chiefs (On-going) Contact: Gary Briese, Director I.A.F.C. Headquarters 4025 Fair Ridge Drive Fairfax, VA 22033 (703) 273-0911 Scappoose Fire District(Oregon) (1998) Contact: Michael Greisen, Fire Chief PO Box 625 Scappoose, OR 97056 (503) 543-5026 St. Helens Fire District(Oregon) (1998) Contact: George Dunkel, Fire Chief 270 Columbia Blvd. • St. Helens, OR 97051 (503) 397-2990 Snohomish County (Washington) Fire District No. 8 (1998) Contact: Jack Welch, Fire Chief PO Box 467 Lake Stevens, WA 98258 (425) 334-3034 Mason County (Washington) Fire District No. 5 (1998) Contact: Richard Knight, Fire Chief PO Box 127 Allyn, WA 98524 (360) 275-2889 Northshore Fire Department(King County Fire Department No. 161 Contact: Fire Chief Fred Baker (1997) 18030 73`d Avenue NE Bothell, WA 98011 (206) 483-98011 Western Fire Chiefs' Assoication; Oregon Fire Chiefs' Association; Oregon Fire Department Directors Association; Oregon Volunteer Firefighters Association (On-going) Proposal: Strategic Plan for the Town of Oro Valley 16 Emergency Services Consulting Group COST QUOTATION Emergency Services Consulting Group formally bids:- $26,200.00 And actual expenses, estimated not to exceed $ 4,600.00 Total bid for services- $30,800.00 Respectfully submitted, Jack W. Snook, President/CEO 3565 Riverknoll Way West Linn, Oregon 97068 Phone: (503) 655-7775 Fax: (503) 655-7778 (800) 757-3724 e-mail: escgsnook@aol.com Proposal: Strategic Plan for the Town of Oro Valley 17 Emergency Services Consulting Group PERSONAL SERVICES CONTRACT This agreement made this day of , 1998, by and between the Town of Oro Valley and Emergency Services Consulting Group doing business as a corporation in York, Pennsylvania, hereinafter called ESCG. WITNESSETH: That for and in consideration of the payment and agreements hereinafter mentioned and attached to be made and performed by the Town of Oro Valley and ESCG: hereby agree to commence and complete the instruction and to provide the work described and comply with the terms of the contract documents for the: Fire Department Strategic Plan Emergency Services Consulting Group agrees to perform the work as specified for the sum of$26,200.00 plus expenses not to exceed $4,600.00. ESCG will furnish all labor and other services necessary to complete the work relating to and including the development and administration of the study. ESCG agrees to perform the work as specified by the Town of Oro Valley. The Town of Oro Valley shall pay to ESCG 33% of the bid amount within 30 days of the signing of the contract. The Town of Oro Valley shall further agree to pay ESCG 33% of the remaining bid amount upon receipt of the first draft report from ESCG. The Town of Oro Valley agrees to pay ESCG the remaining 34% of the bid amount upon invoice at conclusion of the project. The laws of the state of Arizona shall govern this agreement. This agreement is an integrated writing, executed by the parties after negotiation and discussions of all material provisions. No inducements, concessions or representations of fact have been relied upon by either party, except as set forth in this agreement and ESCG's proposal. In WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, the agreement in two (2) copies, each of which shall be deemed an original, on the first date written above. Town of Oro Valley Emergency Services Consulting Group BY: BY: Jack W. Snook, President/CEO TITLE: Proposal: Strategic Plan for the Town of Oro Valley 18 RESOLUTION NO. (R) 99- 16 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, ACCEPTING AND ADOPTING A CONTRACT WITH EMERGENCY SERVICES CONSULTONG GROUP FOR THE PURPOSE OF PREPARING A TOWN-WIDE STRATEGIC PLAN FOR FIRE AND EMERGENCY MEDICAL SERVICES WHEREAS,the Town of Oro Valley desires to provide the best possible fire and emergency services for their citizens; and WHEREAS,the Town has authority under state statutes to provide fire related services to its citizens; and WHEREAS, the attached agreement with Emergency Services Consulting Group provides this service to the Town citizens through the preparation of a strategic plan; and NOW, 'THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY,ARIZONA THAT THE FOLLOWING RESOLUTION FOR HIRING EMERGENCY SERVICES CONSULTING GROUP TO PREPARE A STRATEGIC PLAN FOR FIRE AND EMERGENCY MEDICAL SERVICES IS HEREBY ADOPTED: 1. That the foregoing Resolution and attached Agreement with Emergency Services Consulting Group is hereby adopted by this resolution, finding this document to be necessary for the continued public health, safety and welfare; PASSED AND ADOPTED this 20th day ofJanuary , 1999 by the Mayor and Town Council of the Town of Oro Valley. Mayor Paul H. Loomis ATTEST: APPROVED AS TO FORM: Town Clerk Town Attorney Emergency Services Consulting Group PERSONAL SERVICES CONTRACT This agreement made this day of , 1998, by and between the Town of Oro Valley and Emergency Services Consulting Group doing business as a corporation in York, Pennsylvania, hereinafter called ESCG. WITNESSETH: That for and in consideration of the payment and agreements hereinafter mentioned and attached to be made and performed by the Town of Oro Valley and ESCG: hereby agree to commence and complete the instruction and to provide the work described and comply with the terms of the contract documents for the: Fire Department Strategic Plan Emergency Services Consulting Group agrees to perform the work as specified for the sum of$26,200.00 plus expenses not to exceed $4,600.00. ESCG will furnish all labor and other services necessary to complete the work relating to and including the development and administration of the study. ESCG agrees to perform the work as specified by the Town of Oro Valley. The Town of Oro Valley shall pay to ESCG 33% of the bid amount within 30 days of the signing of the contract. The Town of Oro Valley shall further agree to pay ESCG 33% of the remaining bid amount upon receipt of the first draft report from ESCG. The Town of Oro Valley agrees to pay ESCG the remaining 34% of the bid amount upon invoice at conclusion of the project. The laws of the state of Arizona shall govern this agreement. This agreement is an integrated writing, executed by the parties after negotiation and discussions of all material provisions. No inducements, concessions or representations of fact have been relied upon by either party, except as set forth in this agreement and ESCG's proposal. In WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, the agreement in two (2) copies, each of which shall be deemed an original, on the first date written above. Town of Oro Valley Emergency Services Consulting Group BY: BY: Jack W. Snook, President/CEO TITLE: Mayor Proposal: Strategic Plan for the Town of Oro Valley 18 qg� J��1� ,, OP,/ PROPOSAL CUSTOMER CENTERED STRATEGIC PLAN FOR FIRE AND EMERGENCY MEDICAL SERVICES THE TOWN OF ORO VALLEY, r1RIZONA ,11\, Emergency Services Consulting Group ...a subsidiary of the GLATFELTER INSURANCE GROUP 3565 Rivcrknoll Way, West Linn.OR. 97361 Call(800)757-3724 Fax(503)655-7778 DECEMBER 1998 A EmergencyServices Consulting Group 3565 Riverknoll Way•West Linn, Oregon 97068-3541 •(800) 757-3724• Fax(503) 655-7778 „a subsasary of the Glatlsif r Insurance Group December 14, 1998 Chuck Sweet, City Manager Town of Oro Valley 11000 N. La Canada Drive Oro Valley, AZ 85737 Dear Mr. Sweet, Emergency Services Consulting Group is honored to submit the enclosed 9 Y proposal to provide professional consulting to the Town of Oro Valley. P Proiect: Customer Centered Strategic Plan for Fire and Emergency Medical Service Firm's Name: The firm's name, corporate headquarters, contact person, telephone and fax numbers, and e-mail address are as listed below: Firm's Name: Emergency Services Consulting Group Corporate Address: 3565 Riverknoll Way West Linn, Oregon 970684541 Contact Persons: Jack W. Snook, President/CEO Bruce W. Caldwell, Vice President Phone: (503) 655-7775 FAX: (503) 655-7778 E-mail: escgsnookaaol.com work for this engagement will be performed on-site with work groups in the The . of Oro Valley, with data analysis, specialized services and strategic plan Town Y production at the corporate address listed above. We look forward to continue our relationship with the Town of Oro Valley. Please do not hesitate to contact us if you have any questions about our proposal. Respectfully, Emergency S ices Consulting Group gab.. 0: WI ck W. Sno k, President/CEO Serving Customers Since 1976 Emergency Services Consulting Group TABLE OF CONTENTS ORGANIZATION PROFILE � FIRMS QUALIFICATIONS TO PERFORM SERVICE 3 PROFESSIONAL QUAIFICATIONS �' -- � . ; NAMES, . .. CENETERED ETERED STRATEGIC PLAN- .6 CUSTOMER E METHODS AND TOOLS - STRATEGIC PLANNING AND. THE CCSP APPROACH 7 G•P - � . • - - $- •- � =; : OVERVIEW OF THE STRATEGIC PLANNING. ;• TOMERS _ NEEDS!lSSUES OF CUS . _. .... . . • PROJECT TASKS - AND DELIVERABLES FINAL. REPORT15 PROJECTED TIMELINES RELATED :EXPERIENCE _ 16 • , COST QUOTATION - PERSONAL SERVICES CONTRACT 18 for the Town of Oro Valley1 Proposal: Strategic Plan • Emergency Services Consulting Group ORGANIZATION PROFILE Emergency Services Consulting Group is a subsidiary of The Glatfelter Insurance Group, which is also the parent company of VFIS of York, Pennsylvania. Jack W. Snook is the President/CEO and principal contact for Emergency Services Consulting Group. Since 1976, Emergency Services Consulting Group has been involved in P9 rovidin guidance and recommendations to fire and EMS agencies of ail sizes throughout the United States, as well as in several foreign countries. Historically, over 90% of our customers have come back to us for additional consulting or educational support. As evidenced by our partial client list, Emergency Services Consulting Group has worked with many organizations over the years, giving us a tremendous knowledge and experience base. Emergency Services Consulting Group's organization staff includes: ADMINISTRATIVE STAFF: Jack W. Snook President/CEO West Linn, Oregon Bruce W. Caldwell Vice President McMinnville, Oregon Janice Earl Administrative Assistant Wilsonville, Oregon Don Milligan Marketing Director Monmouth, Oregon Thor Johnson Projects Coordinator Monmouth, Oregon REGIONAL MANAGERS: John Buckman Midwest Region Evansville, Indiana Jim McFadden Southwest Region Atascadero, California Stewart Rose Northwest Region Seattle, Washington Tom Siegfried Altamonte Springs, FL. e9 Southeast Region Richard Wehter Northeast Region Hingham, Massachusetts John Currie Canada Sidney, B.C. ASSOCIATE MEMBERS: Ron Anderson, Idaho George Goldbach, CO.. Jim Linardos, Nevada Frank Bordon, California Kyle Gorman, Oregon Roger Neal, Washington Rodney Brown, Oregon James Grady, Illinois Robert Stedman, WI. Paul Danko, Oregon Debra Guzman, Oregon Mike Swanson, Oregon Ken Dawson, Oregon Randy Iverson, Oregon Richard Trexier, NC Jim Davis, Oregon Jeff Johnson, Oregon Jonathan Williams, PA Jerry Freshour, Oregon Conrad Kristensen, OR. R. Carl Goebel, Oregon Ron Lambert, Canada Proposal: Strategic Plan for the Town of Oro Valley 2 g Emergency Services Consulting Group FIRM'S QUALIFICATIONS TO PERFORM SERVICE ESCG, a subsidiary of Glatfelter Insurance Group, is a national firm providing specialized, high quality, professional fire and EMS consulting services to organizations throughout the United States and Canada. ESCG is considered by many to be the nation's leading source of consultation and training for the emergency services. Since 1976, ESCG has serviced the needs of volunteer, career, and combination Space Centers providing fire and emergency medical consulting and training services. We also work directly for municipalities, nonprofit organizations, and commercial providers of emergency services. Our expertise in analyzing, designing, and implementing strategic alliances and various forms of cooperative effort among fire service agencies is second to none. Products provide by ESCG include: customer centered strategic planning, fire department evaluations, fire station locations, health and safety evaluations, executive searches, assessment centers and customized consulting has helped to improve emergency services in hundreds of communities throughout the country. Our innovative training programs are improving the way organizations and people work. The Customer Centered Strategic Planning process was developed by Emergency Services Consulting Group and is the only planning process available to the fire and emergency medical services that allows for community as well as organizational participation. The process focuses on community needs and is driven by the central theme of "What is in the best interest of the citizens served." Unlike traditional planning process, Customer Centered Strategic Planning is designed to focus on internal and external customers, evaluates needs, and identifies issues from the citizens up rather than the mission statement down. In 1998, ESCG completed seven strategic plans, including one of the biggest rodeo association in the northwest, and are currently on target in completing three more by mid-January. We are looked at within the fire service community as being the "experts" in the field. This is confirmed by our on going relationship with the I.A.F.C., the number of clients we serve from coast to coast and the fact that two of our members have just co-authored the first book of its kind on the subject of cooperative efforts in the fire service. The name of the book is making the Pieces Fit - Cooperative Service Through Consolidations, Mergers and Contracts. ESCG have a philosophy of maintaining active involvement within the emergency services disciplines in order to keep abreast of the rapid changes and complex issues that its clients face. The proposed project team posses the skills and experience necessary to conduct the proposed strategic planning process. Proposal: Strategic Plan for the Town of Oro Valley 3 Emergency Services Consulting Group As a division of Glatfelter Insurance Group, ESCG is self-insured well in excess of$1,000,000.00. ESCG will provide all necessary certificates of insurance coverage upon award of contract. When engaged, all work progress is measured against a work plan, timetables, budget, and deliverables. Our project management methodology ensures that services and activities are efficiently conducted and are focused, coordinated, and logical and on time. All project team members are available for the duration of the project. Ultimately, ESCG Vice-President Bruce Caldwell remains fully responsible for the timeliness, quality and overall content of the final work product. NAMES, TITLES, PROFESSIONAL QUALIFICATIONS AND EDUCATIONAL BACKGROUND OF PERSONS ASSIGNED Assigned Staff Personnel assigned to this project are selected from the experienced emergency services practitioners who are formally engaged in an ongoing relationship with Emergency Services Consulting Group. Our consulting services are provided by a team of professionals, the project team, supervised by a project manager. Full- time staff members and clerical personnel support the project team and its manager. The combined resources ensure that you receive the best possible combination of professional attention. Staff that will be assigned to this project are anticipated to include: Bruce W. Caldwell Vice-President, Project Supervisor Chief Caldwell has served with Emergency Services Consulting Group as a consultant and senior consultant since 1993 and recently promoted to vice- president of the organization. With over 27 years of fire service experience, he has served as Fire Chief of the Klamath Falls (Oregon) Fire Space Center for 8 years and has been the Fire Chief of the McMinnville (Oregon) Fire Space Center for 9 years. The McMinnville Fire Space Center is a combination Space Center employing 24 career and 100 paid on call personnel. The Space Center's EMS system is one of the most progressive and busiest systems in Oregon. Chief Caldwell's educational background includes a BS Degree in Fire Administration, a graduate of the Fire Service Administration Institute and the National Fire Academy's Executive Development program. He has also been very active in the fire service on the state and local level including Chairperson of Oregon's Fire Standards and Accreditation Board. Proposal: Strategic Plan for the Town of Oro Valley 4 Emergency Services Consulting Group Over thep ast 2 years, Chief Caldwell has been the project manager or supervisor for the following projects: • Alpine Township, Michigan —fire department evaluation • Greensboro, North Carolina —merger/consolidation (strategic plan in progress) • Battle Creek, Michigan — merger/consolidation (strategic plan in progress) • Oro Valley, Arizona—emergency services evaluation • St. Helens, Oregon—fire district evaluation and strategic plan • Scappoose, Oregon—fire district evaluation and strategic plan • Whatcom County,Washington— merger/consolidation • Clatsop County, Oregon — merger/consolidation • King County Fire Space Center No. 16, Washington — fire district evaluation and Strategic Plan Jerry R. Freshour Project Member Jerry Freshour has served with ESCG since 1997. He has participated in a wide range of projects, including Agency Evaluations, Customer Centered Strategic Planning, Executive Searches and Assessment Centers. He is currently the Project Manager for a Customer Centered Strategic Planning process for a 9-1-1 communications center in Oregon. This contract will be completed on January 16, 1999. Mr. Freshour retired in 1998 from a 27-year career in public safety/emergency services. He served as a Deputy Sheriff and later was employed at the Oregon Department of Public Safety Standards and Training. He left that agency, after a verysuccessful 22 years, as the Deputy Director. This state department sets employment to ment and training standards for, and trains: police; corrections; parole and probation; communications officers; private security; and fire personnel. He brings a broad background of experience and knowledge to ESCG clients. Jerry holds a Bachelor's Degree in Sociology and a Master's Degree in the Administration of Criminal Justice. He holds an Executive Certificate from the DPSST, the highest level of certification for public safety officers in the state of Oregon. Mr. Freshour can add a unique perspective to your strategic planning process. He is able to identify issues and concerns of all the public safety disciplines and he is acutely aware of the needs and concerns of the governmental agencies involved. Mr. Freshour has been involved in the following strategic planning process: • Mason County (Washington) Fire District No. 5 • Sacppoose (Oregon) Fire District • Snohomish County (Washington) Fire District No. 8 • St. Helens (Oregon) Fire District Proposal: Strategic Plan for the Town of Oro Valley 5 Emergency Services Consulting Group CUSTOMER CENETERED STRATEGIC PLAN A Customer Centered Strategic Plan that will focus on critical issues and heeds of internal and external customers. A Strategic Plan that will include finished products for; Vision, Goals, Guiding Principles, sample Performance Standards, Performance Statements and an Implementation Plan. An analysis and recommendations of potential improvements in service effectiveness and cost avoidance/management. METHODS AND TOOLS The methods and tools used by ESCG have been created or adapted to meet the needs of fire and emergency medical services response agencies. These are not used in an "off-the-shelf approach. Instead, they are customized to meet the town's unique challenges and needs. The Return On Investment is the cornerstone of the consulting process. In it, the stakeholders are identified, along with a description of their needs. Measures of success or completion are identified. The participants are asked to commit to an agreement that the measures appearing in the ROI will be those that are used to determine if they and the consultants have achieved their objectives. The Customer Centered Strategic Planning process describes the needs of each customer group, their impression of the effectiveness of the fire agencies in meeting those needs, and the relative importance of each service that the department provides. The CCSP ends with an implementation plan, identifying Responsible parties, authority and oversight, authority and oversight, schedules for • evaluation of results, and measures of success and completion. A Needs Assessment and Analysis focuses on a specific function or responsibility of the department. The assessment establishes a comprehensive picture of the status quo. The Analysis interprets the data, comparing the findings to industrynorms, and identifying recommendations for desired improvements. A typical assessment and analysis topic is training. The assessment portion looks at the current training program, methods of instruction and topics covered and their "fit" with actual requirements of the job. The analysis continues with cost benefit evaluations and recommendations for the improvement of training. Proposal: Strategic Plan for the Town of Oro Valley 6 Emergency Services Consulting Group STRATEGIC PLANNING AND THE CCSP APPROACH The planning approach used by Emergency Services Consulting Group can best be described as a customer-centered strategic process. Planning the future of organizations and agencies such as fire departments traditionally has been based on setting strategic, goals that relate to an internally reflective mission statement. The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase while dollars shrink, placing even more pressure on the modern fire service manager, policy makers and organizations to come up with ways to be more efficient, more effective, and in many cases, to accomplish specific goals, less resources. In order to do a more efficient job with the resources available, organizations must focus constructive efforts, and while reducing projects and programs that does not service the needs of customers. Customer-Centered Strategic Planning (CCSP) encourages the participants to focus on the needs of customers. Businesses employ this type of process to identify market niches and other opportunities. Identifying niches and opportunities will allow emergency services organizations to focus efforts while reducing risk and wasted effort. The process utilized during the strategic planning session has been developed and adapted to meet the needs of public service oriented organizations. The CCSP process has proven very effective in all types and sizes of emergency services organizations and, in our opinion, will serve as a model for Fire/EMS in Oro Valley for many years. Elements considered in the process include: • Update or Creation of a Vision Statement • Update or Creation of a Mission Statement • Update or Creation of a Values Statement • Evaluation of Organizational Strengths and Weakness • An Environmental Assessment • The Determination of Critical Customer Needs • The Description of Critical Organizational Functions or Services • The Development of Goals, Measurable Objectives, and Assignable Tasks • The Creation of Performance Statements and an Implementation Plan • Documentation of the Entire Process Proposal: Strategic Plan for the Town of Oro Valley 7 Emergency Services Consulting Group OVERVIEW OF THE STRATEGIC PLANNING PROCESS For the purposes of this proposal, customers are defined as those persons who receive the benefits and services of emergency services. For career/combination fire departments, internal customers are typically the management and personnel of the fire department, while external customers are the government agencies, citizens, businesses, visitors, and non-governmental organizations served by the fire department. Internal customers benefit from the resources made available to them, as well as the quality of the working environment. The external customers benefit from the work of the internal customers. Thus, for the purposes of this proposal, the strategic business planning activities of the emergency services providers must address four (4) areas: 1. Needs/Issues critical to internal customers 2. Identification of external customers and their critical Needs/Issues 3. An assessment of the internal and external environments 4: Planning for internal and external customer service delivery and the fire department's business activities To address each of these needs, Emergency Services Consulting Group recommends that the Town of Oro Valley adopt a continuous planning model, incorporating the needs of the customer groups as well as the needs of the emergency services providers when viewed as a business. To address the internal and external customers, we recommend identifying various elements of service delivery: • What services does the fire/EMS agencies currently provide? • Which of these services are no longer necessary or might best be performed by other organizations? • What additional services should the agencies provide? • What is the relative value and rank order priority of each service according to the views of the various internal and external customer groups? • What are the critical needs identified by each customer group? • Which critical needs or issues are currently inadequately addressed? • Which new critical needs or issues are anticipated for the future? • What is the relative importance and rank order of the current and anticipated critical needs and issues according to the views of the various internal and external customer groups? Proposal: Strategic Plan for the Town of Oro Valley 8 Emergency Services Consulting Group NEEDS/ISSUES OF CUSTOMERS Needs/Issues of External Customers The needs of external customers may be identified by written or oral surveys, the later conducted in person, by phone, or by the use of focus groups. The quality and significance of the results are tied directly to the quality of the survey instruments, the rigor of the data analysis, and the abilities of the oral interviewers or focus group facilitators. Construct validity must also be considered. The questions used should be relevant to the needs that have been identified, the context of the fire services and the department's environment. In short, they must be the right questions! Reliability is just as important as significance and validity. Reliability is a test for the re-application of the survey in future years or with additional populations similar to those used in the first application. A reliable survey question will produce results that demonstrate the opinions of the participants and can be used to trend responses over time and between groups. Surveytool qualityis determined by the question design (preferably using both . open and closedquestions), the selection of appropriate rejoinders (possible P ) degree responses), and the to which the special informational needs of the end user are reflected. To be valuable, the survey tool should be custom designed, based on the technical and scientific principles that support later analysis of the results, and relevant to the business activities of the agencies. Personal surveys, in which trained interviewers record the responses of individuals, Y are typically conducted at public gatherings and are designed to solicit the opinions of external customers. They may be used whenever the ease of obtaining individualartici ation outweighs the benefits of more demanding and difficult to P P schedulerou sessions. Typically, a convenience sample population is used, 9 P limiting the usefulness of the data in generalizing results to larger populations. surveys,Telephone and mail though based on the same technical and scientific P basis asP ersonal surveys, add two dimensions. The telephone survey can be designed to focus on the various sub-populations, such as demographic and 9 geopolitical variations, age, education, ethnicity, or shared interest of customers, or P . anyother meaningful criteria. Examples include small business owners, large g business owners, renters, homeowners, and cultural or religious organizations. Additionally, carefully selected smaller populations can be selected to reflect the needs and interests of larger groups. Telephone surveys increase representation of members who might not respond to mailed surveys. Focusroups are challenging environments. Well-trained facilitators can harvest g significant amounts of useful information. Unfortunately, the ill-equipped facilitator can bias the results as well as waste valuable resources. For meaningful data to be obtained, the facilitator must remain neutral and move the discussion adroitly. Facilitators are most effective when group size is small (6-8 participants) and the range of issues discussed is limited to 2-4 issues. Proposal: Strategic is Plan for the Town of Oro Valley 9 Po g Emergency Services Consulting Group Needs/Issues of the External Environment The external environment in which the emergency agencies conduct its business includes two divergent but equally important groups. First, the community. It looks to the fire department for safety, security, and piece of mind. This group cannot describe its needs in the technical language of the fire service, but it is highly opinionated and ultimately controls the agencies access to resources via elected and appointed officials. The community is lead by both formal and informal leaders, each with varying in agendas. They typically desire high quality services at minimal cost. The second9 roup to be considered in the external environment is potential or actual competitors. As the list of services provided by both agencies are examined, the Porter's Analysis will assist the group in estimating the potential impact of alternativeP roviders of services. For each service now provided or envisioned for the future, there will be competitors who stand to gain by pre-empting or defeating the their efforts. The agencies may also identify opportunities for additional services to be supplied to current or future customers, producing additional revenue streams or offsetting increasing costs of operation. The external environment may be evaluated by using a combination of survey tools. Additionally, the Porter's Analysis and the Environmental Assessment tools will help to establish the Opportunities and Threats in the external environment. Needs/Issues of Internal Customers The previouslymentioned approaches to obtaining the input of the external P customers mayalso be applicable to internal customers. These techniques may serve to narrow discussions and focus the valuable time of representatives on key issues. Once the surveytools establish both group's tally of prioritized services, the . emergency services provider's representatives can prioritize the issues, needs, and 9 Y services, according to their now informed opinions. Consensus approaches are used, so that minority opinions inions are heard and appropriately reflected in the finished work product. The experienced facilitator is called upon to ensure participation by all present, to prevent tangential discussions that might occupy limited time, and to move the group to consensus positions. Needs/Issues of Business Planning To address thelannin and operations aspects, the standard tools of business P 9 P9 augmentedby specialized s ecialized tools for type of organization represent the bestossible combination of approaches. The essential business planning tools P . . include the SWAT Analysis (Strengths, Weaknesses, Opportunities and Threats), Y Porter's Model of Industrial Potential for assessment of competition, an Proposal: Strategic Plan for the Town of Oro Valley 10 Emergency Services Consulting Group Environmental Assessment, and a Force Field Analysis. While these tools are generic in their applicability to any business or organization, they become dynamic Y tools for addressing department's the fire de artment's needs for the future when the participants led facilitator who has significant are guided by a skis experience in working with the fire service. The assembly should receive a brief introduction or refresher in the use of each tool just prior to its use. The relationship between the planning tools is: SWOT + Environmental Assessment Porter's Analysis Force Field Analysis + Survey Data Mission Statement The development of meaningful ful Vision, Mission, and Value Statements will assist the Fire Advisory Committee in identifying in key internal standards and create the compasstothe remainder of the process. moral and practical Vision implies guide the way the fire/EMS aviews themselves in the future. Mission describes g the purposes for which the organizations exists. Value Statements enumerate the principles or ideals that are important to the members. Existing Vision, Mission, maybe reviewed and updated, or new ones may be crafted. and Value Statements P The next step in business planningis the establishment of organizational goals. broad enough to cover all of the current and anticipated These goals should be g while specific enough to address the identified activities of the organizations P concerns of the external and internal customers. For each goal, one or more measurable objectives will need to be established. Objectives are written in such describe the criteria as manner as to by which an outcome is judged complete or As goals frame in which to expect the desired outcome. successful and the time P are created, the myriad of associated tasks may be described, again utilizing the measurable criteria. Optionally, it may be decided to leave the format of identified p to the finer details of task generationmanagers orroups responsible for specific groups functional areas. objective obective is associated with a performance statement, P describing the measure of completion, the time frame for completion, the persons responsible, and the oversightauthority. Performance statements acknowledge the tY responsibilities of various persons, committees, or ad hoc groups. Once the objectives arethey described, must be prioritized for assignment of time/order relationship resources. The of objectives (and possibly tasks) is then reflected in a Gantt chart, with milestones (important measures of completion), resource needs, andresponsiblepersons identified. The Gantt chart helps to visually display the resources needed to complete the tasks, accomplish the objectives, and meet the goals. A further refinement to the Gantt chart is the critical pathway. A critical pathway represents the most expeditiouscompleting order of the tasks and objectives, and i of them must, bynecessity, precede others. The critical pathway describes which tY will help to determine the overall time frame for completing the identified activities. wn of Oro Valley Strategic Plan for the To 11 Emergency Services Consulting Group TheP erformance statements, Gantt chart, and critical pathway combine to produce the Implementation Strategy. The Implementation Strategy is a road map which, P when combined with the compass of Vision, Mission, and Values, provides clear guidance for the organizations. Summary The methodology described thus far in this summary is neither proprietary nor unique to the fire service. These activities can be instituted internally or may be assisted by the use of consultants or advisors. The goal of Emergency Services ConsultingGrow is to leave the Fire Advisory Committee with a plan and a p • tannin method. Although they may want to occasionally utilize the services of planning g ESCG or other consultants, our experience is that most organizations can perpetuate the continuingcycle of strategic planning. Frequently, after the initial rp Y tannin effort, emergency service agencies find that the best use of consultants is planning 9 Y in evaluating completeness leteness of the planning effort and in third party audits. The P thirdrtY a audit is a way of using outsider observations to either support or counter P the prevailingself-analysis of effectiveness. This would be similar to a financial Y audit conducted by an independent certified public accountant. The emphasis is on P revealing the truth so that intelligent decisions may occur. The continuous improvement approach is most helpful for career and combination fire departments. Once a plan is in place and is exercised, it becomes the P responsibility onsibili of all in the organizations to regularly revisit goals and objectives, to determine if theyare still relevant, to obtain the input of internal and external customers through various means, and to renew the fire department by checking the effectiveness of its planningand operations. The "Plan, Do, Check, Act" or other similar continuous improvement cycle is at the heart of all effective continuous planning methodologies. ESCG is Y uni uel prepared to advise the Fire Advisory Committee in its strategic q planning process. Principles of ESCG have conducted similar sessions for P numerous emergency services provider organizations, business clients, and professional associations. Our relationship to the fire and EMS community is long established. We are entrusted with advising hundreds of clients in the most modem and effective approaches to planning. Advanced Technology While most consultants will work through planning exercises on flip charts or white marker boards, collating the information after the session and providing written documentation days-to-weeks later, ESCG has experience utilizing affordable and effective technology to assist in the planning function and to document the results. We are able to offer the groups computerized development of all Vision, Mission, and Value Statements, the crafting of goals and objectives, the creation of performance statements, and the documentation of all activities in a projected video format so that allP articipants can see the work product as it develops. The printed Proposal: Strategic Plan for the Town of Oro Valley 12 g Emergency Services Consulting Group product from each session is available to the participants immediately after the session, or during the session if required. For example, we can prepare the results of morning sessions for distribution after lunch. This allows for corrections, additions, and preparation for the next session, while ensuring that each participant is fully informed. Groups that have experienced the use of this technology have found it especially helpful when the assembly is too large for the effective use of flip charts, when overhead transparencies cannot hold the level of detail that discussions produce, or when quick turn-around documentation is helpful in keeping participants informed. The specialized software used by ESCG also promotes creative thinking, encouraging participants to challenge their assumptions, explore "what if scenarios, and to examine the factors that might either impact or be impacted by the decisions made. We are the only consulting firm currently offering the benefit of this technology to clients. PROJECT TASKS Task One: Inventory of Current Situation With the assistance from the emergency services providers and the Fire Advisory Committee, ESCG will obtain relevant background information and materials, and develop a comprehensive inventory of the current situation related to fire and emergency medical services in the Town of Oro Valley, to include the following items: • Dedicated resources to the Town of Oro Valley • Adopted vision(s) of the future • identify membership values • Identify critical organizational issues • Identify areas of needed enhancement • Identify organizational strengths • Identify functions and services TASK Two: Development of Customer Centered Strategies Following a review of relevant background materials, project team members will conduct a series of planning sessions with internal and external customers, and the Fire Advisory Committee. From these planning sessions, ESCG we will obtain a clear understanding of issues, concerns, operational, economic, public policies and challenges of the emergency services providers and the community. These planning session will be conducted by one more trained and experienced facilitators, the number to be determined by the number of participants and sessions. All facilitators will posses significant experience working with emergency services agencies, in either a consultative, executive, or senior administrative position. Proposal: Strategic Plan for the Town of Oro Valley 13 Emergency Services Consulting Group ESCG will: • Conduct a minimum of four (4) public planning sessions, to include but not limited to; • Fire/EMS provider administrative leaders/ top level managers • Elected Officials • Labor Representatives • Volunteer Representatives • Members of the press • Citizens • Social, religious, and political leaders • The business community • Coordinate activities with the Fire Advisory Committee • Interview key stakeholders, town staff members and members of the current fire/EMS providers • Prioritize customers needs • Review, update if necessary, the Fire Advisory Committee's Mission Statement regarding fire/EMS. Task Three: Development of Fire and EMS Performance Standards Based on the situation analysis and the customer centered needs, ESCG will develop a comprehensive set of performance standards for fire/EMS services with P the Town of Oro Valley. These performance standards will take into account NFPA Y standards, national accreditation standards, health and safety requirements, ISO criteria, federal and state mandates, including OSHA regulations. Area to be review in the development of comprehensive performance standards will include, but not limited to; • Dedicated resources to the Town of Oro Valley • Existing performance standards • Response times • Staffing levels • Station locations • Equipment and apparatus • Incident control and management • Water supply • Emergency Communications • Projected community growth • Increased service demands Proposal: Strategic Plan for the Town of Oro Valley 14 P� � Emergency Services Consulting Group A plan of implementation strategies (performance statements) shall be developed including; • Development of goals and objectives • Major tasks • Responsible parties • Cost analysis • Schedule of completion • Method of evaluating results FINAL REPORT AND DELIVERABLES Prepare and Publish Final Report Adhering to the parameters established in the ROI and other written documentation agreed to by ESCG and the Fire Advisory Committee and the project team will then prepare the final consultant's Customer Centered Strategic Plan. The report will detail the data and information acquired during the engagement and the project team's analysis and recommendations. All objective areas explored during the process will be addressed in the final report. Delivery of Strategic Plan Upon completion, fifteen (15) copies of the strategic plan will be delivered to the Fire Advisory Committee. The plan will include executive summary, findings, recommendations, future strategies and implementation plan. ESCG will make an oral presentation of findings and recommendations to the Town Council. Additional presentations will be provided at an additional cost. PROJECTED TIMELINES TASKS PROJECTED SCHEDULE (DAYS) Project Action Plan (ASAP) Task One (1 21) Task Two (1 45) Task Three (22— -82) Report Presentation (83-90) Follow-Up (On-going) Proposal: Strategic Plan for the Town of Oro Valley 15 Emergency Services Consulting Group RELATED EXPERIENCE Directly related evaluation and planning experience include, but are not limited to the following organizations: Reedy Creek. Florida (Walt Disney World) (1997) Contact: John Best, Emergency Services Manager Reedy Creek Emergency Services P.O. Box 10170 Lake Buena Vista, FL 32830 (407) 560-1963 International Association of Fire Chiefs (On-going) Contact: Gary Briese, Director I.A.F.C. Headquarters 4025 Fair Ridge Drive Fairfax, VA 22033 (703) 273-0911 Scappoose Fire District(Oregon) (1998) Contact: Michael Greisen, Fire Chief PO Box 625 Scappoose, OR 97056 (503) 543-5026 St. Helens Fire District(Oregon) (1998) Contact: George Dunkel, Fire Chief 270 Columbia Blvd. St. Helens, OR 97051 (503) 397-2990 Snohomish County (Washington) Fire District No. 8 (1998) Contact: Jack Welch, Fire Chief PO Box 467 Lake Stevens, WA 98258 (425) 334-3034 Mason County (Washington) Fire District No. 5 (1998) Contact: Richard Knight, Fire Chief PO Box 127 Allyn, WA 98524 (360) 275-2889 Northshore Fire Department(King County Fire Department No. 16) Contact: Fire Chief Fred Baker (1997) 18030 73`1 Avenue NE Bothell,WA 98011 (206) 483-98011 Western Fire Chiefs' Assoication; Oregon Fire Chiefs' Association; Oregon Fire Department Directors Association; Oregon Volunteer Firefighters Association (On-going) Proposal: Strategic Plan for the Town of Oro Valley 16 Emergency Services Consulting Group COST QUOTATION Emergency Services Consulting Group formally bids: $26,200.00 And actual expenses, estimated not to exceed $ 4,600.00 Total bid for services $30,800.00 Respectfully submitted, 4A;..' (.4. t . i ' Jack W. Snook, President/CEO 3565 Riverknoil Way West Linn, Oregon 97068 Phone: (503) 655-7775 Fax: (503) 655-7778 (800) 757-3724 e-mail: escgsnook@aol.com Proposal: Strategic Plan for the Town of Oro Valley 17 AGENDA ITEM NO. 4— STRATEGIC PLAN AMENDED SUGGESTED MOTION: I make a motion to approve Resolution No. ( R ) 99-16, including attachments, for award of a contract to Emergency Services Consulting Group (ESCG) for the preparation of a Strategic Plan for Fire and Emergency Medical Services as outlined in the Town's RFP dated November 17t", 1998. Said funding in the amount of$30,800 to be charged to the Town's budget as follows: $ 18,700 - General Administration (Outside Professional Svcs.) $ 12,100 - Contingency Reserve Fund $ 30,800 Submitted by: i Chuck Sw-et Town Manager 92LAti--1/\L/ CONTRACT FOR SERVICES This Agreement entered into this day of , 19 , by and between the Town of Oro Valley, Pima County, Arizona, a body politic of the State of Arizona, hereinafter referred to as "Town" and Emergency Services Consulting Group, hereinafter referred to as "Consultant, " for obtaining consultant services from Consultant in the form of assistance with the Fire and Emergency Medical Services Strategic Plan. WITNESSETH WHEREAS, the Town of Oro Valley is vested with the authority to provide fire and emergency services covering those areas within the Town' s boundaries; and, WHEREAS, such review requires special knowledge and expertise in the areas of fire and emergency service concepts; and, WHEREAS, the Town desires to obtain the service of the Consultant in performing some or all of these services, as an Independent Contractor and not as an employee of the Town; and WHEREAS, Consultant desires to contract with the Town to perform such services; NOW, THEREFORE, the Town and the Consultant, in consideration of the mutual promises as hereafter set forth, mutually agree as follows : I : BASIC SERVICES OF CONSULTANT Consultant agrees to perform the following basic services under this Agreement. A) To perform and provide to the Town a fire and emergency services strategic plan as outlined in Exhibit "A" (Exhibit "A" being defined as the proposal by consultant dated December, 1998) ; and B) To conduct an Inventory Study; Customer Centered strategies; development of Fire and EMS standards; report presentation and follow-up also as described in Consultant' s proposal; C) In performing these basic services, Consultant shall utilize applicable Oro Valley ordinances, standards and specifications . D) Communicate with and inform Oro Valley staff of findings and recommendations regarding the above . E) The basic services to be performed pursuant to this Agreement are more specifically set forth in Exhibit A, which is incorporated herein and made a part of this Agreement. II : ADDITIONAL SERVICES The basic services referred to herein are governed by the contents of the proposal submitted by Consultant in December, 1998 and the terms of this Agreement. Any services required beyond the scope outlined by Consultant shall be negotiated and this Agreement may thereafter be amended by mutual agreement of the parties . III : TOWN'S RESPONSIBILITIES A) The Town shall provide full information to Consultant regarding all of the above basic and additional services and shall encourage other agencies to also cooperate and provide information; B) The Town further shall furnish all appropriate drawings, specifications, and other documentation within its control as necessary for fulfillment of this Contract. C) The Town shall provide access to necessary documentation held by the Town or controlled by the Town, required by the Consultant in the performance of its duties . However, such access shall not include access to confidential public records . TV: THE TERM OF THE AGREEMENT Unless sooner terminated pursuant to Section VII (C) herein, this Agreement shall be in effect for 120 days from the date of execution of this Contract . The Agreement may be extended by mutual agreement of the parties . The Consultant estimates the time to providing fifteen (15) copies of the full report within 90 days, and a presentation to the Town Council as scheduled by the Town after that time period. V: AGREEMENT SCHEDULE Upon execution of this Agreement the Consultant shall submit to the Town a work schedule for all phases of work. The Consultant agrees to proceed with work immediately upon being given a notice to proceed by the Town. The study shall be completed as expediently as good practices will allow but in any case within 120 days from the date of execution of this Agreement. In the event that additional time is needed for 2 performance of this contract, the time for completion may be extended by mutual agreement of the parties . The work schedule will reflect : A) Significant events in satisfying the requirements set forth in the project work plan (Exhibit "A" -proposal by consultant dated December, 1998) . B) The date each of these events is to begin and end. C) The elements that might hinder normal progress . This schedule shall be monitored and updated by the Consultant as the work progresses . The Town must agree upon any changes to the schedule. VI : PAYMENTS TO CONSULTANT A) Contract Amount. The Town shall pay the Consultant an amount not to exceed $30, 800 . 00 as specified in the attached proposal, including labor and reasonable incurred expenses . Consultant shall provide the Town with an itemized invoice at the completion of each step. Payment for the services as outlined in this Agreement will be paid in three (3) payments based on the Consultant ' s statement of steps or completed tasks, subject to the approval of the Town Manager. In the event there is a conflict between the Consultant' s statement (s) of work and the approval of the Town Manager, the Town Manager' s opinion shall be controlling subject to a reasonableness standard. B) The Town shall pay the Consultant according to the following: 1) $10, 000 . 00 within 30 days of acceptance of the contract which should include submittal and acceptance of the inventory of the current situation. 2) $10, 000 upon submission and acceptance of the first draft of the recommended standards for Fire and Emergency Medical Services . 3) Balance to be paid upon submission and acceptance by the Oro Valley Town Council of the full and final report as described more fully in Exhibit "A" . 4) All other expenses will be limited to those outlined on page 17 of the December 1998 Proposal by consultant . VII : CONTRACT CHANGES/TERMINATION/ABANDONMENT 3 In the event that there are alternations in work, extra work or termination or abandonment of work, the following items will apply: A) Whenever an alternation in the character of work results in a substantial change in the nature of the project, thereby materially increasing or decreasing the cost of the Consultant' s performance, the work will be performed in accordance with the contract and as directed; provided, however, that before such work is started, a contract change order shall be executed by the Town and the Consultant . Additions to, modifications or deletions from the project provided herein might be made and the compensation to be paid to the Consultant may be adjusted accordingly by mutual agreement of the contracting parties . It is distinctly understood and agreed that no claims for additional work done or materials furnished by the Consultant, or any work or any materials furnished which are not covered by this Agreement shall be made unless such work is first ordered in a written change order by the Town Manager. Any such work or materials furnished by the Consultant without such written order first being given shall be at its own risk, cost, and expense, and Consultant hereby agrees that without such written order he will make no claim for compensation for such work or materials furnished. B) All additional work, when authorized by executed change order or by supplemental agreement, shall be compensated for by a fee, not to exceed 5% of the amount of the original contract between the Town and the Consultant, mutually agreed upon by the Town Manager and the Consultant. The aggregate total of such change order (s) shall not exceed 5% of the original contract. The Town Council must authorize any amount in excess of 5% . C) The Town and the Consultant hereby agree to the full performance of the covenants contained herein, except that the Town reserves the right, at its discretion, to terminate or abandon the service provided for in this Agreement. 1) In the event the Town shall terminate the service or any part of the services as herein provided, the Town shall notify the Consultant in writing and immediately after receiving such notice, the Consultant shall discontinue advancing the work under this Agreement and proceed to close said operations under the Agreement . 2) Upon such termination or abandonment, the Consultant shall deliver to the Town all drawings, information gathered, special provisions, and estimates entirely or partially completed, together with all unused materials supplied by the Town. 4 3) The Consultant shall appraise the work he has completed and submit his appraisal to the Town for evaluation. 4) In any dispute concerning a question or interpretation or fact in connection with the work not disposed of by agreement between the Consultant and the Town, the Town shall make the final determination. 5) When the work detail covers only the preparation of preliminary plans, there shall be no limitation upon the Town as to the subsequent use of the plans or ideas incorporated therein, for the preparation of final plans . VIII : INDEPENDENT CONTRACTOR A) The parties stipulate and agree that Consultant is not an employee of the Town, and is performing its duties hereunder as an Independent Contractor, supplying its own employees, and maintaining its own insurance, workmen compensation insurance, and handling all of its own internal accounting. The Town in no way controls, directs or has any direct responsibility for the actions of the Consultant herein. B) The Consultant shall further be responsible for compliance with the United States Immigration Reform and Control Act of 1986, and shall indemnify and hold harmless the Town for any liability arising from failure of the Consultant to comply with said act. Said indemnification to include the costs of suit pursuant to Paragraph IX (G) of this Agreement . C) The Consultant shall be responsible for compliance with the Americans With Disabilities Act of 1990 and shall indemnify and hold harmless the Town for any liability arising from failure of the Contractor to comply with said Act . Said indemnification to include the costs of suit . IX: GENERAL CONSIDERATIONS A) Termination: Either party may terminate this Agreement upon fifteen (15) days written notice to the other party; B) Choice of Law: The parties stipulate that this Agreement has been made and entered into, and shall be construed, enforces and governed by the laws of the State of Arizona. C) The Consultant shall be responsible for the completeness and accuracy of his plans, specifications, and supporting data, prepared or compiled under his obligation for this project. The Consultant shall correct, at his expense, all errors and omissions therein, which may be disclosed during the 5 review process . D) All documents including, but not limited to, tracings, drawings, estimates, field notes, investigations, design analysis, and studies which are prepared in the performance of this Agreement are to be and remain the property of the Town and are to be delivered to the Town before the final payment is made to the Consultant . E) The terms set forth in this Agreement, as supplemented by the terms and conditions set forth in the Town' s Request for Proposals dated November 17, 1998, and the Consultant' s Proposal dated December, 1998, shall constitute the entire agreement between the Town and the Consultant prior to the date of its execution. No other writings or works shall be held to alter or otherwise affect this Agreement unless subsequently agreed upon in writing between the Town and the Consultant . The terms of this Agreement, as supplemented by the terms and conditions set forth in the Town' s Request for Proposals dated November 17, 1998, and the Consultant ' s Proposal dated December 1998, shall be interpreted in such a manner that all terms shall be given effect . In the event of an express conflict, the terms of this Agreement are controlling. F) If through any cause, the Consultant shall fail to fulfill in timely and proper manner his obligations under this contract or if the Consultant shall violate any of the covenants, agreements, or stipulations of the contract, all remaining payments shall be subject to withholding for the purpose of setoff until such time as the exact amount of damages due the Public Body from the Consultant is determined by a court of competent jurisdiction. Further, it is agreed that in the event that the Consultant fails to fulfill his obligations in a timely and proper manner, the Consultant shall be responsible for all costs of procuring additional services to fulfill the terms of this Contract . G) Indemnity: The Consultant agrees to indemnify and hold harmless the Town, its officers, agents, and employees for and from any and all loss, liability, claim, demand, action or suit of any and every kind and description, arising or resulting in any way from the operations of Consultant or any of its subcontractors in exercising or performing Consultant' s rights and obligations hereunder, arising or resulting from the failure of the Consultant or any of its subcontractors to comply in all respects with the provisions and requirements of this Contract and all other applicable laws . Consultant shall, upon demand of the Town and at Consultant ' s sole cost and expense, defend and provide attorneys to defend Town, its officers, agents and employees, in any action or suit arising or resulting from or in any way connected with the above mentioned operations of 6 Consultant, its subcontractors, or Consultant' s failure to comply with this Contract and or the ordinances and laws hereinabove mentioned. If Town provides its own defense against any such action or suit, Consultant shall reimburse Town for all attorneys fees and other costs incurred by Town. H) Insurance: Consultant shall provide for its own public liability insurance, Errors and Omissions Insurance, and general liability insurance each in the amount of not less than One Million Dollars $1 , 000,000) . Each such policy shall specifically refer to and cover the indemnity clause in "G" above . Consultant shall, prior to the execution of this Contract by the Town, deposit with the Clerk of the Town of Oro Valley, satisfactory proof of the existence of such policies, including but not limited to a photocopy of the actual policy showing such coverage . Each such policy shall further contain provisions that such insurance is primary coverage and will not be cancelable by the insurer except after filing with the Town Clerk thirty (30) days written notice of any proposed cancellation. Further the Consultant throughout the term of this Agreement shall keep such policies in effect. Consultant shall provide proof of current coverage upon request by the Town. I) Assignment: The parties stipulate and agree that this is a Contract for services, and that as part of the consideration of this Contract, the Town has taken into account the experience and expertise of the Consultant . Therefore, this Contract is not assignable by the Consultant without prior written consent of the Town. However, nothing in this clause shall be deemed to prevent the Consultant from utilizing the services of in-house personnel in performing its duties under this Contract . X: SEVERABILITY This is the entire Agreement between the parties . If any portions of this Agreement are later found to be invalid or unenforceable, such portion shall be null and void and without any effect on the rest of the Contract, which shall continue in full force and effect. This Agreement may be altered only by a duly executed written Agreement . XI : LITIGATION In the event of any litigation on the parties hereto to enforce any provision or right hereunder, the unsuccessful party litigant covenants and agrees to pay to the successful party therein all such successful parties ' costs and expenses, expressly included but not limited to reasonable attorney' s fees and court costs incurred by such successful party in connection with such litigation. 7 XII : NON-DISCRIMINATION The parties agree to be bound by applicable state and federal rules governing Equal Employment Opportunity and Non- Discrimination. XIII : ARBITRATION The parties agree that should a dispute arise between them, in any manner, concerning the attached Contract, and said dispute involves the sum of $10, 000 or less in money damages only, exclusive of interest, cost or attorneys ' fees, the parties will submit the matter to Binding Arbitration pursuant to the Arizona Supreme Court Rules for Compulsory Arbitration and the decision of the arbitrator (s) shall be final and binding upon the parties . TOWN OF ORO VALLEY EMERGENCY SERVICES CONSULTNG GROUP (ESCG) By By Paul H. Loomis, Mayor Jack W. Snook President/CEO ATTEST: By Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: By Tobin Sidles, Town Attorney 8 TOWN OF ORO VALLEY 5 COUNCIL COMMUNICATION MEETING DATE: January 20, 1999 TO: HONORABLE MAYOR& COUNCIL FROM: Dennis Silva, Jr., Planner I SUBJECT: OV12-97-18 Amending a Condition on the Oro Valley Retail Center (Target) Development Plan Relating to the Certificate of Occupancy BACKGROUND: On August 5, 1998, the Town Council approved an amendment to this development plan with the following condition: "No certificate of occupancy for the Target building or any other building in the Rooney Ranch Retail Center will be issued by the Town until the applicant has revised the development lan and completed I p all related, necessary on-site and off-site improvements identified by the traffic study including the traffic light at Pusch View Lane." The applicant (in the attached letter) has requested that the Town modify this condition of the development p plan to obtain three different certificates of occupancy. The first being a temporary Certificate of Occupancy for the purposes of merchandising only, the second would be a temporary Certificate of Occupancy for the purposes of conducting business possibly by March 1999, and the third would be a final Certificate of Occupancy. The traffic light at Pusch View Lane and Oracle Road may not be implemented by March and is still in the review process. To date, no contract has been awarded to construct the light and the parking lot has not been constructed. STAFF RECOMMENDATION: Staff recommends approval of the request for the temporary Certificate of Occupancy for merchandising with the conditions in Exhibit "A". These conditions will ensure that the light is underway and that there is a safe parking area for employees. Staff cannot recommend the remaining two (2) parts of the request until further progress is made with the traffic light and construction. SUGGESTED MOTION: The Council may wish to consider the following motions: I move to adopt the amendments to the condition of the Oro Valley Retail Center Development Plan relating to the Certificate of Occupancy along with the conditions attached in Exhibit A. OR I move to adopt the amendments to the condition of the Oro Valley Retail Center Development Plan relating to the Certificate of Occupancy, along with the conditions attached in Exhibit A, and with the following amendments: . OR TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 2 I move to continue the amendments to the condition of the Oro Valley Retail Center Development Plan relating to the Certificate of Occupancy, finding that: ATTACHMENTS: 1. Exhibit A: Planning and Zoning Conditions 2. December 28, 1998 Barclay Group letter / Planni _ d Zoning Administrator ODL4) Communi y l evelopment Director Town Manager F:\ovNovi2\1997\12-97-18\DPTC5.rpt EXHIBIT A Town Council Meeting of January 20, 1999 Conditions for Approval Oro Valley Retail Center - OV12-97-18 1. The contract for the traffic light at Pusch View Lane and Oracle Road will be awarded with a specified start date to coincide with the Temporary Certificate of Occupancy for merchandising. 2. A safe, paved parking area separate from construction will be provided for employees. 3. Provisions will be made for truck access to the loading dock. For safety reasons, these shall be isolated from construction areas. _.LIiLI II Lid moo .. DEC 2'3 - - JAY GROUP Developer/General Contractor December 28, 1998 VIA FACSIMILE AND EXPRESS MAIL (520)742-1022 Mr.Bryant Nodine Senior Planner Town of Oro Valley 11000 N. La Canada Drive Oro Valley,Arizona 85737 Re:Development Plan: Oro Valley Retail Center 8145 N.86th Place Scottsdale,Arizona OV 12-98-13 85258 Dear Bryant: AZ.LIC.120976-BO1 Pursuant to my telephone conversation with Don Chatfield today,I would like to propose we be placed on the January 20th Town Council agenda to amend the above development plan. (602)596-9399 As you may know,Target will need a"temporary certificate of occupancy"to commence Fax(602)596-6366 with the merchandising of its store on January 27, 1998. I don't believe the current stipulations are written in such a manner that would allow Target to move forward under its current timeline and open March 9, 1998. To assist you,I have included our current timeline for the Target center, a copy of our executed contract with PACE Electric verifying we ordered the signalization equipment December 34 and a copy of the comments received from ADOT as to the off-site improvement plans. I anticipate we will start construction of the off-sites with a permit in hand from ADOT in the next two weeks. Bryant,I hope you had a very Merry Christmas and will likewise continue to enjoy this holiday season. Please call me upon receipt of the enclosed material and let me know if there is anything else you will need to make this submittal. Sincerely, •-y Ea; Vice Pre ident-Development word/h:/trey/98-513 cc: Scott Archer-Barclay Group Cindy Carpenter-Barclay Group Chuck Sweet-Oro Valley Town Manager Don Chatfield—Planning&Zoning Director Jim Theusch-Site Development Manager,Target Scottsdale,Arizona Charlie Hulsey-WLB Dunedin,Florida Colorado Da as,Texas SUPPLEMENTAL TOWN OF ORO VALLEY aayy\5 COUNCIL COMMUNICATION MEETING DATE: January 20, 1999 TO: HONORABLE MAYOR & COUNCIL FROM: Dennis Silva, Jr., Planner I SUBJECT: OV12-97-18 Amending a Condition on the Oro Valley Retail Center (Target) Development Plan Relating to the Certificate of Occupancy Update SUMMARY: Since the Staff report was written, we have received additional information regarding the contract for the light and the paving. A contract was awarded to PACE Electrical Construction, Inc. on December 3, 1998 and the scheduled date for turn on is March 2, 1999 (See Attachment). Paving has begun on the parking lot and will be completed on February 5, 1999, as shown on the attached schedule. ATTACHMENTS: 1. Exhibit A: Planning and Zoning Conditions 2. PACE Electrical Construction, Inc. Letter 3. Target Store Proposed Schedule fpri-a..A4- Nookik(a, bi ULC_ Ilki g and Zoning Administrator II A I . 4 IA IA r� Community Dere •v-ent 'i irector f iair ... /P'A ALI 14 Town Mana_e r F:\ov\ov12\1997\12-97-18\DPTC6.rpt EXHIBIT A Town Council Meeting of January 20, 1999 Conditions for Approval Oro Valley Retail Center - OV12-97-18 1. A safe, paved parking area separate from construction will be provided for employees. The on-site construction traffic shall be separated from employee traffic. 2. Provisions will be made for truck access to the loading dock. For safety reasons, these shall be isolated from construction areas. .1"I\ l„l lYJ.GJ 1 CIG o/ 'tor Alf 'if P.A.C.E. ELECTRICAL, CONSTRUCTION INC 0000000000000040000000000000000000000000000 •2720 W.Rainbow Ridge•7Ucson,AZ 85745•Ph.(520)884-5972• Fax(520)884-1850 ATT.: Trey Eakin Job#980001 RE: Traffic signal update for Pusch View Lane SR-77- Oro Valley Retail Center Dear Trey, We have a scheduled shipping date of February 5, 1999 for the long lead items (tragic signal poles, associated hardware, and a Type 4 traffic signal controller) of the above referenced project. However, the Type 4 traffic signal controller must go to ADOT in Phoenix for approximately two weeks for inspection and programming. Upon arrival of traffic signals and associated hardware, it will take approximately two weeks to construct the intersection. Our target date for turn on is March 2, 1999. If you have any questions, please feel free to contact me. Sincerely, Obie Peterson Target Store Proposed Schedule Date Event January 19, 1999 Start Staking off-site. January 21, 1999 Receive Permits from ADOT, Town of Oro Valley to start off-sites. January 27, 1999 Merchandising begins; need Temporary Certificate of Occupancy. February 5, 1999 All on-site Phase I paving complete. Traffic Signal Equipment Shipped. March 2, 1999 Off-Sites Complete. March 3, 1999 Soft Opening with Town, etc... (C of 0) March 7, 1999 Grand Opening. 01/20/99 Minutes, Council Regular Session 5 • MOTION: Council Member Skalsky MOVED to approve Resolution No. (R)99-16 including attachments for award of a contract to Emergency Services Consulting Group (ESCG) for the preparation of a Strategic Plan for Fire and Emergency Medical Services as outlined in the Town's Request for Proposal (RFP) dated November 17, 1998. Said funding in the amount of $30,800 is to be charged to the Town's budget as follows: $18,700 to General Administration (Outside Professional Services) and $12,100 to Contingency Reserve Fund for a total of $30,800. Vice Mayor Parisi SECONDED the motion. DISCUSSION: Vice Mayor Parisi stated that the interviews were conducted in a professional manner and the information presented by the consultants was excellent. He stated that ESCG stated that they wanted to involve the entire community and staff in the process. Council Member Skalsky thanked the Fire Advisory Committee and Vice Mayor Parisi for their hard work and professionalism throughout the process. Council Member LaSala stated that he did not take part in the interviews but he has met with those individuals who conducted the interviews and he feels confident in their decision. He also thanked the Fire Advisory Committee and all who participated in the process. . CALL FOR QUESTION: Motion carried, 5 —0. 5. OV12-97-18 AMENDING A CONDITION ON THE ORO VALLEY RETAIL CENTER (TARGET) DEVELOPMENT PLAN RELATING TO THE CERTIFICATE OF OCCUPANCY Community Development Director Don Chatfield reported that on August 5, 1998, the Town Council approved an amendment to the Development Plan for the Oro Valley Retail Center. This amendment included a condition that no Certificate of Occupancy will be issued until the applicant has revised the development plan and completed all necessary on-site and off-site improvements as identified by the traffic study including the traffic light at Pusch View Lane. He explained that the applicant is asking to modify said condition to obtain three different certificates of occupancy. The first would be a temporary Certificate of Occupancy for the purposes of stocking the shelves in the Target center. The second would be for the purposes of conducting business possibly by March, 1999, and the third would be for a final Certificate of Occupancy. Mr. Chatfield stated that staff recently received a copy of the contract with the Barclay Group and another firm for the installation of the traffic light at Pusch View Lane. He said that the traffic signal should be operational by March 2, 1999. He stated that as a result of these updates, staff has revised their recommendations for Conditions for 1111 Approval. Mr. Chatfield stated that staff could recommend approval of the temporary 01/20/99 Minutes, Council Regular Session 6 Certificate of Occupancy with the conditions in Exhibit "A" for merchandising purposes only. He stated that they can not recommend approval of the remaining requests because of questions regarding improvements to Pusch View Lane. In answer to a question from Council Member LaSala, Mr. Chatfield stated that Target needs about sixty days for stocking prior to opening. If the temporary Certificate of Occupancy is not issued, it would delay the opening. He stated that he understood that Council's primary concern was that the store should not open for business until the traffic light is operating with the necessary off-site improvements. He recommended that Council hold to their earlier condition that if the light is not operating, the store does not open. In answer to a question from Council Member LaSala, Town Engineer Bill Jansen stated that allowing stocking in the new Target center would not add to problems being experienced at the First Avenue/Oracle Road intersection. He explained that it was critical to have the traffic signal at Pusch View Lane operating before the store opened. In answer to a question from Council Member LaSala, Town Manager Chuck Sweet stated that staff has done everything they can to aid in the process. He explained that all the improvements to Pusch View Lane are driven by the developer. In answer to a question from Mayor Loomis, Mr. Chatfield stated that staff feels that the required separation from construction (Condition 1 of Exhibit "A") would be adequate to provide safety to Target personnel. Trey Eakin, representing the Barclay Group, developers of the Oro Valley Retail Center, stated that they have had many challenges with the development and thanked staff for their cooperation. He reviewed a proposed timeline for completion of the Target store with March 7, 1999 planned as the grand opening. He stated that much of the on-site paving and striping has been completed in order for stocking of the merchandise to begin th on January 27 . All the on-site paving should be completed for Phase I by February 5th with off-sites completed by March 2nd. Mr. Eakin explained that the traffic signal equipment has been ordered and is to be shipped by February 5th. He stated that once the equipment is received, it will take approximately two to three weeks to complete installation. He also explained that he felt the reason a temporary Certificate of Occupancy was not originally discussed, was that no one thought about needing one before stocking of the merchandise. He explained that many contracts are now in place with merchandisers and employees. Mr. Eakin stated that they are trying to insure that the off-sites are completed and he has been informed that they will have a permit from the Arizona Department of Transportation (ADOT) on Thursday, January 21St. In answer to questions from Mr. Eakin regarding some minor drainage issues and the traffic signal completion, Town Engineer Bill Jansen stated that with a satisfactory set of plans, the Public Works Department would need one to two days to issue a permit. He 01/20/99 Minutes, Council Regular Session 7 also stated that from a safety standpoint, it would be a disaster if there was only one access to the center from Oracle Road. MOTION: Council Member Skalsky MOVED to adopt the amendments to the condition of the Oro Valley Retail Center Development Plan relating to the Certificate of Occupancy along with the condition attached in Exhibit "A". A) 1. A safe, paved parking area separate from construction will be provided for employees. The on-site construction traffic shall be separated from employee traffic. 2. Provisions will be made for truck access to the loading dock. For safety reason, these shall be isolated from construction areas. Vice Mayor Parisi SECONDED the motion. DISCUSSION: Council Member LaSala stated that it is his understanding that Target g has only two opening dates a year. He asked what would happen if on March 3rd the Target store is not ready to open. He also asked if they would be jeopardizing moving the opening date back six months. Mr. Eakin stated that he could only say that a lot of things would be jeopardized if a delay was caused. He felt that Target representatives would be able to best answer Council Member LaSala's question. He also explained that they have crews working overtime to try to meet the deadlines. Vice Mayor Parisi stated that the Town is partners with Target and will get twop ercent of their sales. He felt that the Town has done everything possible to push theJro'ect p through up to this point and he hopes that the completion is timely. Council Member LaSala stated that he also appreciates the partnership with Target and the Barclay Group. He stated that he realizes that Target has commitments to its stockholders and Barclay Group has its commitments. He said that the Town of Oro Valley also has commitments to its citizens regarding safety issues, etc. CALL FOR QUESTION: Motion carried, 4— 1, with Council Member LaSala opposed. Town Attorney Tobin Sidles clarified that this was for a temporary Certificate of Occupancy. Council agreed with the clarification. Mayor Loomis reiterated that the final Certificate of Occupancy would be dependent on the completion of all the safety improvements necessary as was the condition in the original development plan. He asked that they not request other amendments if they could not make their deadlines.