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AGENDA
ORO VALLEY TOWN COUNCIL
BUDGET STUDY SESSION
MAY 6, 2021
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BUDGET STUDY SESSION AT OR AFTER 5:00 PM
CALL TO ORDER
ROLL CALL
BUDGET STUDY SESSION AGENDA
1.PRESENTATION AND DISCUSSION OF THE FY 21/22 TOWN MANAGER'S RECOMMENDED BUDGET
ADJOURNMENT
POSTED: 5/4/21 at 12:00 p.m. by pp
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CC-3946 1.
Town Council Budget Study Session
Meeting Date:05/06/2021
PRESENTATION AND DISCUSSION OF THE FY 21/22 TOWN MANAGER'S RECOMMENDED BUDGET
Information
Subject
PRESENTATION AND DISCUSSION OF THE FY 21/22 TOWN MANAGER'S RECOMMENDED BUDGET
Summary
PRESENTATION AND DISCUSSION OF THE FY 21/22 TOWN MANAGER'S RECOMMENDED BUDGET
Attachments
FY 21-22 Manager's Recommended Budget
Staff Presentation
TOWN OF ORO VALLEYTOWN MANAGER’SRECOMMENDED BUDGET
FY 2021-22
Town of Oro Valley
Fiscal Year 2021-2022
Table of Contents
Financial Overview
Estimated Fund Balance Report ................................... 1
Fund Balances .................................................................... 2
Budget Summary by Fund
General Fund ................................................................. 3
Highway Fund ............................................................... 4
Grants & Contributions Fund …………………..……..5
Seizures & Forfeitures ................................................ 6
Community Center Fund ........................................... 7
Municipal Debt Service Fund .................................. 8
Oracle Road Debt Service Fund ............................. 9
Water Resource and System
Development Impact Fee Fund .......................... 10
Townwide Roadway Development
Impact Fee Fund ...................................................... 11
PAG/RTA Fund .............................................................. 12
Parks & Recreation Impact Fee Fund ................... 13
Police Impact Fee Fund ............................................. 14
Capital Fund ................................................................... 15
Recreation In Lieu Fee Fund .................................... 16
Benefit Self Insurance Fund ..................................... 17
Water Utility Fund ........................................................ 18
Stormwater Utility Fund ............................................ 19
Revenue Summary ............................................................ 20
Revenue Schedule by Fund ........................................... 21
Personnel Schedule .......................................................... 29
Program Budgets
Clerk ....................................................................................... 37
Community and Economic Development ............... 38
Council .................................................................................. 46
Finance .................................................................................. 47
Human Resources ............................................................. 49
Innovation & Technology .............................................. 50
Legal ....................................................................................... 52
Magistrate Court ............................................................... 53
Town Manager’s Office .................................................. 55
Parks and Recreation ....................................................... 60
Police ..................................................................................... 69
Public Works ....................................................................... 76
Stormwater Utility ..................................................... 88
Water Utility ........................................................................ 90
Capital Improvement Program (CIP)
Capital Improvement Program Overview ................. 95
10-Year Proposed CIP ...................................................... 96
CIP Project Descriptions .................................................. 99
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April 16, 2021
It is my privilege to present the Town of Oro Valley balanced budget for Fiscal Year 2021/2022. This
budget totals $134.4 million, representing a significant increase of $29.0 million, or 27.5% higher than
the adopted Fiscal Year 2020/2021 budget of $105.4 million, which is more clearly explained later in this
message.
Families, businesses and governments have faced many challenges over the past year due to the
pandemic. Yet the FY21/22 Recommended Budget reflects optimism and opportunities in the coming
year – optimism that the Town can continue to provide high levels of service to our community and take
advantage of opportunities to invest in the Town’s long-term financial stability.
With strong financial preparation, a collaborative leadership team and responsible budget planning, this
balanced budget represents the allocation of resources expected to be available in the coming fiscal
year. The Town’s FY21/22 budget supports the priorities, goals and objectives outlined in the Town
Council’s draft FY2021/22 – FY2022/23 Strategic Leadership Plan, which include the following focus
areas for investments to support the community:
• Economic Vitality
• Recreation and Culture
• Public Safety
• Roads, Water and Town Assets
• Land use and Design
• Efficient and Effective Government
• Financial Stability and Sustainability
LOCAL, STATE AND NATIONAL TRENDS
While next fiscal year feels surprisingly unburdened by the pandemic, this is not the same as saying it
will be normal. As the Town of Oro Valley, and the nation at large, begins to emerge from the COVID-19
pandemic, things will be altered in subtle and yet dramatic ways. There are signs at the national, state
and regional levels that portend positive trends for the upcoming fiscal year.
The U.S. economy is expected to grow 6.5% in 2021. Arizona remains well positioned to outpace most
states in jobs, income and population increases, even after accounting for the negative impacts of the
pandemic. According to Moody’s Analytics, the Tucson area is among the best-positioned regions to
thrive after the pandemic. This is due to the area’s low population density, relatively high levels of
educational attainment and an established regional economic development revitalization plan.
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In Arizona, the travel and tourism industry were hit the hardest by the COVID-19 pandemic. The
unemployment rate for metro Tucson’s hospitality, restaurant and attractions firms is believed to have
exceeded 20% at the end of 2020. This has also impacted the Town’s bed tax and restaurant/bar
collections, which were down nearly 20% when comparing the end of 2020 to the same period in 2019
and are estimated to be down nearly 35% by FY20/21 year-end. Yet, it is widely predicted that rising
vaccination rates will complement pent up demand and high personal savings rates to help this sector
begin to recover in FY21/22.
Both the retail and housing markets had surprisingly strong pandemic years and growth is expected to
continue. From July 2020 – February 2021, Oro Valley retail collections were more than 15% higher than
collections from the same period the prior fiscal year, which was pre-pandemic, helped greatly by a
notable increase in on-line purchases. New single-family residential (SFR) permit activity was strong for
most of 2020 throughout the Tucson region. Oro Valley experienced its most active year for new SFRs
since 2003. A total of 384 new SFR permits were issued in 2020, which represents about a 43% increase
from the 269 SFR permits issued in 2019.
The projected economic recovery is also expected to have a positive impact on the Town’s largest
revenue source, sales taxes. Sales taxes track the economy more closely than other potential revenue
sources. Economic projections from reliable sources predict a rise in both general economic activity and
specific economic activities that will increase the Town’s sales tax revenues (retail sales, hotel stays,
home construction). The Town is projecting a gradual uptick in sales tax revenue when compared to
FY20/21 estimates.
State Shared Revenues is the second largest revenue source for the town. This revenue category is
expected to increase by 4.1% overall. The increase in the state sales tax and vehicle license tax show a
general belief that the state and region will return to more normal business operations as the economy
recovers. While the Town expects to see increases in the state sales tax and vehicle license tax revenue
of over 15%, these increases will be partially offset by an expected 8.9% reduction in State Income
Taxes. This decrease is not due to pessimistic economic forecasts, but instead is due to delayed tax
filings during the 2020 tax filing season caused by the pandemic.
MAJOR BUDGET CHANGES EXPLAINED
American Rescue Plan Act
On March 11, 2021 the American Rescue Plan Act (ARP) was signed into law by President Biden. Among
the provisions was $350 billion to help states, counties, cities and tribal governments cover increased
expenditures, replenish lost revenue and mitigate economic harm from the COVID-19 pandemic. The
Town of Oro Valley is expected to receive a total of $10,986,791 split over two fiscal years, with the first
half of the payment projected to be deposited by the Arizona Department of Revenue into Town
accounts toward the end of FY20/21. The first half payment has been included as a carryover amount,
while the second half payment has been included as revenue in the FY21/22 Recommended Budget. The
Town has until December 31, 2024 to spend its allocation, and approximately $5,493,395 is planned for
expenditure in the coming fiscal year.
The Town will use expected federal stimulus dollars to invest in capital and other one-time priorities.
This frees up excess General Fund reserves, allowing Town Council to direct a significant $10 million
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additional allocation toward the Town’s $27.6 million Public Safety Retirement System (PSPRS)
unfunded liability.
The Recommended Budget includes the use of approximately $1.3 million of ARP Act funding in the
Town’s General Fund towards one-time projects and programs. These items include funding for the
OVNextSteps program, a Preschool Promise Scholarship Program, and deferred facility maintenance,
among others. The remaining $4.2 million is set to be transferred to the Town’s Capital Fund to help
fund current and future Capital Improvement Projects (CIP). The remaining ARP Act funding will be
budgeted in the following fiscal year for one-time expenditures such as capital projects or facility
maintenance. Use of the ARP Act funds for capital will help the Town reserve any year-end fund balance
for the next two fiscal years for future Town priorities.
PSPRS Unfunded Liability
On April 7, 2021, the Town Council voted to direct the Town Manager to include in the Recommended
Budget capacity to make a $10 million contribution from Town excess reserves, plus $17 million in
Pension Obligation Bond proceeds to apply toward Oro Valley’s $27.6 million PSPRS unfunded pension
liability. The combined $27 million contribution, in addition to the ARP Act funds noted above, are the
primary reasons the Town’s FY21/22 Recommended Budget is 27.5% higher than FY20/21.
The hybrid cash and pension obligation debt approach is the solution recommended by the Town’s
financial consultant, CBIZ, following an objective analysis of potential options to address the PSPRS
unfunded pension liability. Staff and the Budget and Finance Commission also recommended this
solution after a thorough review. The solution is consistent with the Town Council’s PSPRS funding
policy, which has set a 100% funding goal for the PSPRS and CORP retirement funds by 2036. The
solution further requires the Town to continue paying its current contribution rates on an annual basis
(41.62% for Police and 75.53% for CORP).
Grants Fund
Another significant change from the current FY20/21 budget is the inclusion of a newly established
Grants and Contributions Fund. This new fund will assist the Town in demonstrating spending
compliance with Federal grants and awards, while also assisting the Town in ensuring current and future
budgets are structurally balanced. It aligns with the Town Council’s financial policy that one-time
resources are utilized for one-time expenditures and will alleviate some of the perceived volatility from
year-to-year in the General Fund due to anticipated grant funding.
TOWN OPERATIONS
The Town of Oro Valley has a demonstrated history of responsible budgets, strong reserve funds,
conservative financial projections and continuous improvement. The FY21/22 Recommended Budget
continues to build upon that foundation. FY20/21 was especially conservative, incorporating a variety of
cuts, position freezes and pauses on capital investments at the start of the fiscal year due to the initial
uncertainty the pandemic would have on Town revenues. The development of the budget remains
mindful to using one-time resources for one-time investments. With inflationary cost increases
projected in fuel, utilities, insurance and capital projects, among other categories, departmental
operating budgets have been fine tuned to address top priorities. Department directors were very
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prudent in making budget requests and collaborated fully when revenue projections were unable to
support all needs.
The following summary outlines major budget investments.
Compensation, Benefits and Personnel
Personnel is a significant expense to the Town’s budget because the government is a service-based
organization. Except for several years during the Great Recession, over the recent past the Town has
been able to offer step/merit increases to eligible employees. For FY20/21, the budget did not include
step/merit increases due to the uncertainty surrounding expected revenue projections. However, the
Town Council expressed a willingness to consider an adjustment later in the fiscal year depending on
revenue collections and voted in January to provide a 3% across-the-board wage adjustment to eligible
employees after reviewing favorable financial projections. The FY21/22 Recommended Budget once
again includes step increases for sworn Police personnel and merit increases of 2.5-3% for all other
employees.
The FY21/22 Recommended Budget includes $50,000 to hire a firm to conduct a salary and
compensation analysis to ensure the Town’s compensation structure continues to remain competitive in
the future. The last time the Town conducted a comprehensive review of this nature was nearly 10 years
ago.
With no additional positions added in FY20/21 within the General Fund, there are several crucial areas
that require additional or restructured staffing to meet operational demands.
Public Safety – The FY21/22 Recommended Budget includes funds for an additional
Telecommunicator position to help meet the increasing demands in keeping up with 911 calls.
The budget also includes the reallocation of funds from Chief Riley’s recent discontinuation of
the paid Police Reserve Program toward a new full-time civilian Crime Scene Technician and a
part-time Police Workforce Specialist, a position that will be primarily responsible for pre-hire
background investigations, defensive tactics training programs and officer support. Some of the
resources are being reallocated to the Public Works Department to add a Fleet Technician to
bring certain maintenance activities for the Police and civilian fleet in-house.
Administration – The Recommended Budget also includes an additional Senior Accountant
position in the Finance Department to meet the operational needs of the organization. With
only one staff-level accountant in the department, this position has been identified as necessary
by the current and past CFOs for over four years. In addition, a new Systems Analyst position has
been included within the Technology and Innovation Department to support the Water Utility’s
growing demands on software and other technology. The Water Utility will be funding the
position through an increase in its administrative overhead transfer to the General Fund.
Public Works – As part of the process improvement initiative for Fleet Services, the department
has reclassified a vacant position as Fleet Supervisor to oversee the expanded internal fleet
maintenance program noted above. Some of the resources previously applied to a Police
Reserve Officer assigned to Police fleet functions will be reallocated toward a Fleet Technician.
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The FY21/22 Recommended Budget also includes the necessary reclassification of several positions at a
total cost of $20,982 to the General Fund. Classifications were adjusted to reflect the actual operational
duties assigned to the positions as well as address internal and external equity issues.
Travel and training was sharply reduced in the FY20/21 budget due to the expenditure reductions
necessary to address the uncertainty of the pandemic’s impact on Town revenues. In all departments,
there is a recovery of this line item, although still lower than FY19/20 as many conferences and training
opportunities will continue to offer remote programs in lieu of in-person events due to the pandemic.
The Town continues to perform well in its employee health self-insurance fund. With an ongoing
emphasis on wellness and early detection, Town employees and their dependents are not only well
served with outstanding health plan choices, but they are taking steps to remain healthy. As a result, the
Town will not need to increase employee-only health premiums for FY21/22, an anomaly in the health
benefit arena today. The Town will take the final step in moving dependent care for the PPO plan to the
75/25 contribution level in the coming fiscal year and will continue the transition to that split for
dependents in the high deductible plan. The Town’s benefit advisor has expressed that the self-
insurance fund reserves remain very healthy and more than adequate to address any unexpected
claims.
Strategic Investments
In February 2021, the Town Council met remotely for a two-day retreat to discuss and develop priorities
for their next two-year Strategic Leadership Plan. On April 7, the Council provided feedback to staff on
the draft plan, which will be presented to Council on April 21 for final adoption. The FY21/22
Recommended Budget was developed with these priorities in mind, and the Council’s strategic focus
areas provide the backdrop for outlining major investments, work efforts or changes to departmental
budgets.
Economic Vitality – The Town continues to support area businesses as well as recruit new
primary employers to Oro Valley. The pandemic has caused some businesses to pause on
potential expansions and relocations, and others to proceed forward. The Recommended
Budget includes several investments and staff initiatives that will move the community toward
future economic growth, including $200,000 reserved in the General Administration budget for
actions that will be developed as OVSafeSteps business assistance program transitions to
OVNextSteps.
In October 2020, the UA Center for Innovation (UACI) at Oro Valley opened its doors to start-up
bioscience/tech companies and currently houses two firms, and expects to announce the third
business in May. The budget again includes $30,000 to support the services provided by the
incubator as Town staff continue to work with UACI staff in identifying ways to eventually
transition those companies to more permanent Oro Valley office space. In addition, a combined
$48,000 is included in the CED budget to support industry specific marketing, primary employer
recruitment, external high-quality video, digital advertising, and site selector support and
proposal response. The Town continues to maintain its strong partnership with Visit Tucson and
has budgeted $250,000 toward the base contract with the agency (down $25,000 from the
current fiscal year to reflect the reduction in bed taxes), but reserved another $75,000 from the
ARP Act funds for other initiatives or sponsorships that will help draw visitors to dine, shop, stay
and recreate in Oro Valley, whether through Visit Tucson, Town initiatives or other partners. The
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FY21/22 Recommended Budget also continues the Town’s $40,000 operating agreement with
the Oro Valley Chamber of Commerce to support the retention and expansion of Town
businesses. A specific emphasis in the coming fiscal year will be assisting businesses in
recovering post-pandemic.
Recreation and Culture – Over the past year, considerable time has been devoted to the
development of a comprehensive Parks and Recreation Master Plan. While not yet adopted by
the Town Council, the plan includes projected costs associated with: (1) lifecycle replacement
and repair of existing facilities; (2) connectivity analysis; and (3) concept plans for the
Community Center, Steam Pump Ranch, James D. Kriegh Park, Riverfront Park and Naranja Park.
With a total projected cost of over $62 million, the draft plan is getting refined down to top
priorities for funding. With that in mind, the Recommended Budget includes $1.5 million in
funding for capital projects to be established by the Town Council upon the master plan’s
adoption. In addition, several other Parks and Recreation capital projects that have been in the
Town’s 10-year CIP for several years are included, specifically:
$320,000 for improvements and updates to the playground at the James D.
Kreigh Park
$195,000 to complete the playground project with connecting path, shade and a
water fountain at Naranja Park
$115,000 for a water sanitization system for the Aquatic Center
$480,500 for the renovation of the BBQ and Bunk House at Steam Pump Ranch
About $300,000 in carryover funds are included in the CIP budget to allow for the completion of
the Garage renovation and Pusch House improvements at Steam Pump Ranch.
The Community Center Fund includes the resources necessary to operate all 45 holes of golf in
keeping with Town Council direction. $2.7 million is reserved in the fund for the irrigation
project for the El Conquistador course after the recent bidding process did not lead to a
successful bidder.
The Recommended Budget also includes $25,000 to continue the Town’s partnership with the
Southern Arizona Arts and Cultural Alliance (SAACA) as well as the continued $75,000 in funding
support for the Oro Valley Children’s Museum.
Public Safety – The Recommended Budget continues to prioritize funding for the health,
wellness and safety of the Town’s first responders, to include training, support programs and
personal protective equipment (PPE). Chief Riley has made some minor organizational changes
to increase efficiencies and focus policing resources on data-driven needs, including mental
health response, crime scene/evidence support, telecommunications and criminal
investigations. The new positions noted above are a net increase of $26,326 in the department’s
budget and includes adding a crime scene vehicle for the new technician.
Also included in the Recommended Budget is $126,681 for a “Red Dot” system for officer duty
handgun use, which has been shown to improve reaction time and the ability for an officer to
remain focused on a threat during an altercation. The $275,000 Police Mobile Command Post
replacement has been elevated in priority within the CIP plan to ensure Oro Valley can remain
ready to effectively respond to future emergencies as has been evidenced over the past year
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with responses required to situations associated with the pandemic, civil unrest and the Bighorn
Fire.
Related to public safety and security, the Town has included $220,000 to replace several
emergency generators, $110,000 for Town Hall campus security screen window coverings and
$300,000 for the migration of Town data servers to another location.
Land Use and Design – The draft Strategic Leadership Plan identifies several work tasks for the
coming year that fall under this category. In addition to the staff time allocated toward these
strategic objectives, the Recommended Budget also includes a total of $42,000 for professional
services to assist with the objectives associated with a housing study, updating the Town’s
design standards and updating the Dark Skies provisions. There is $35,000 in the Recommended
Budget to retain the services of a professional planning firm to develop a master plan for the
109 acres of property on Oracle Road donated to the Town by the Rooney family.
Roads, Water and Town Assets – The Recommended Budget continues to include substantial
investments toward the design and construction of the Northwest Recharge, Recovery and
Delivery System (NWRRDS), a partnership with the Town of Marana and Metro Water District to
build infrastructure allowing all three entities to increase their utilization of Central Arizona
Project (CAP) water allocations in the future. In total, the Water Utility has budgeted just over
$7.8 million for the NWRRDS program as well as other capital improvements and investments.
Of that total, $6.2 million is allocated from the Water Impact Fee fund.
Maintaining the Town’s high pavement condition remains a top priority for the Town Council, as
well as residents. The Recommended Budget includes $1.6 million for the Town’s annual
pavement preservation program. Other major road projects budgeted include $575,000 to
overlay Lambert Lane from La Canada Drive to La Cholla Blvd; $425,000 for the First Avenue
bridge deck repair; and $527,000 for an asphalt overlay of Moore Road from La Cholla Blvd. to
La Canada Drive.
Maintaining Town facilities and assets is a critical function for the Public Works Department. A
Peak Performance process improvement initiative of Fleet Services revealed an opportunity for
the Town to save funds by bringing certain vehicle preventative maintenance services in-house
from contracted services for both the transit vehicles and white fleet. The analysis indicated that
an investment of $150,000 in the third bay at the Town’s fleet maintenance facility, along with
the addition of a fleet technician, the Town would see a return on investment within three years
followed by an annual savings of $18,000. Those investments are included in the FY21/22
Recommended Budget. With the additional ARP Act funds, the Recommended Budget also
reserves $800,000 in the General Administration budget toward additional facility projects
targeted at building preservation, safety and ADA compliance improvements not included in the
Public Works’ $450,000 regular facility maintenance plan for the year. The additional projects
will be finalized in the coming months.
Effective and Efficient Government – This overarching focus area touches all Town
departments. Resources are again budgeted to continue the highly effective OV Peak
Performance process improvement initiative for FY21/22. So far in FY20/21, Peak Performance
implemented 14 process improvements across the organization resulting in a $64,995 savings in
ongoing time and materials.
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Financial Stability and Sustainability – The Town Council has prioritized the development of a
permanent solution for addressing the Town’s PSPRS unfunded pension liability of $27.6 million.
The FY21/22 Recommended Budget includes a solution that will get the Town to its goal of 100%
funding, and ensure it stays there by continuing to pay existing contribution rates to both PSPRS
and CORP in the coming years. The Recommended Budget includes an allocation of $10 million
in excess reserves and $17 million in pension obligation debt to be deposited in the Town’s
PSPRS account.
Other Regional Partnerships
The Recommended Budget continues to include funds to support the Pima Animal Care Center (PACC)
through Oro Valley’s highly successful partnership with Pima County. This year’s allocation to PACC is
$142,250, up slightly from the prior fiscal year. PACC has done outstanding work during the pandemic to
support families and their pets during this difficult time. I have also included $100,000 in a one-time
investment toward the regional initiative to expand access to quality preschool education through the
Preschool Promise Scholarship Program. Pima County has committed $10 million over the next three
years toward this initiative and the City of Tucson has committed $1 million next fiscal year in addition
to $775,000 allocated in FY20/21. The program is part of a workforce development initiative led by the
Southern Arizona Leadership Council with participation by the United Way. This three-year pilot
program is expected to demonstrate the value preschool education has on the future success of
students. This contribution is intended to cover Oro Valley’s participation for all three years of the pilot
with the understanding that long-term funding for the program belongs with the level of government
responsible for education.
Contingency
In FY20/21, the Adopted Budget included a total of $6.14 million in General Fund contingency to ensure
the Town was adequately protected from unknowns of the pandemic. Given the stabilization of the
Town’s revenues, and the fact that none of the contingency was tapped into during the fiscal year, the
FY21/22 General Fund contingency has been lowered to $5.0 million. The Town continues to adhere to
its 25% General Fund reserve policy, which is $13.3 million for the new fiscal year. The total ending Fund
Balance for the General Fund is $15.3 million, leaving $2.0 million in excess reserves.
CAPITAL INVESTMENTS
Capital Fund
With over $250 million in Town assets, continuing investments in existing infrastructure is crucial. The
Town Council’s financial policies include a requirement that the Town set aside at least 5% of sales tax
revenues for the Capital Fund annually, which is $1,022,882 for FY21/22. This year, the Recommended
Budget includes a total of $6.4 million in capital expenditures from the Capital Fund. The following are
highlights of some of the Capital Fund projects. The rest can be found in the capital section of the
Recommended Budget.
Police Command Post $275,000 Replacement of 1999 mobile
command post
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Police Red Dot System $126,681 Deployment of new system for
duty handguns
Parks and Recreation Master $1,500,000 To be determined following master
Plan Priorities plan approval and Council direction
James D Kreigh Park $320,000 Improvements and updates
Improvements to playground area
Naranja Park Improvements $195,000 Add path connectivity, shade and
water fountain
Steam Pump Ranch $480,500 BBQ and Bunk House renovations
Aquatic Center $115,000 Water sanitization project
680 facility improvements $252,000 Fleet bay improvements and office
building renovations
Information Technology $410,000 Server upgrade, data center
migration, security enhancements
Safety Improvements $330,000 Generator replacements and
Security screens on main campus
In addition, the Capital Fund includes $778,400 in total carryover dollars for completion of the Steam
Pump Ranch Garage, the implementation of the permitting software system, and the outfitting of police
vehicles budgeted in FY20/21.
Roads and Streets
The Recommended Budget includes funding for several projects in addition to the $1.6 million in the
Highway Fund for pavement preservation. Additional projects include the Lambert Lane overlay for
$575,000, and because the ARP Act funds have a timetable for use, one road project budgeted in the
Capital Fund – the Moore Road overlay for $527,000.
Fleet
The FY21/22 Recommended Budget continues to include funding for routine fleet replacements at just
over $1.8 million. These replacements include $662,000 for the replacement and outfitting of 11 police
vehicles, $325,000 for heavy equipment and $100,000 as part of the Town’s portion to replace five
public transit vans.
Water Utility
The Water Utility includes a total of 17 capital projects totaling $7.6 million, details of which can be
found in the CIP section of the Recommended Budget.
x
Stormwater Utility
The Stormwater Utility fund includes two major capital projects totaling $803,000. The first is the
channel reconstruction project of the Gravel Mine Wash, and the second is drainage improvements in
the Sierra Wash at Naranja Drive.
FINANCIAL OVERVIEW
The following section offers an overview of the main funds of the Recommended Budget.
Below are two charts depicting the total FY21/22 Recommended budget of $134.4 million by category
and also by Fund.
Personnel
$37.5M
28%
O&M
$58.1M
43%
Capital
$22.7M
17%
Debt Service
$7.8M
6%
Contingency
Reserves
$8.3M
6%
FY 2021/22 Recommended Budget by Category
xi
General Fund
The General Fund budget totals $58.1 million (including contingency reserves of $5.0 million and
excluding interfund transfers of $7.4 million), and overall is $15.9 million or 35.7%, higher than the
current year budget of $44.6 million. The General Fund has a planned use of excess reserves to fund
identified one-time projects and initiatives.
The following are key revenue provisions included in the General Fund budget:
• In total, FY21/22 General Fund revenues are $3.1 million or 7.2% higher than FY20/21 budgeted
General Fund revenues.
• FY21/22 local sales tax collections in the General Fund are $2.3 million or 12.8% higher than
FY20/21 budget figures. This is largely due to projected economic recovery as the national, state
and local economy begins to rebound from the COVID-19 pandemic.
• State shared revenues are overall $535,000 or 4.1% higher than FY20/21 amounts. These
revenue sources are dependent on population figures and revenues collections by the State.
• Licenses and permit revenues are $257,000 or 16.1% higher than the adopted FY20/21 budget,
which reflect a continued strong housing market, yet are still conservative in nature.
• Charges for Services are $148,000 or 6.6% higher than the adopted FY20/21. Primary drivers for
this increase are a partial recovery of Parks & Recreation related revenues as well as increased
administrative support charges to the Town’s enterprise funds.
The following are key expenditure provisions included in the General Fund budget:
• Budgeted personnel costs for FY21/22 total $30.8 million. This figure includes step increases for
sworn Police positions as well as 2.5% - 3.0% merit increases for all eligible Town positions.
General Fund
$58.1M
43%
Highway Fund
$4.3M
3%
Community Center Fund
$8.8M
7%
Misc Funds
$0.4M
1%
Debt Service
Funds
$19.6M…
Impact Fee
Funds
$7.8M
6%
PAG/RTA Fund
$1.5M
1%
Capital Fund
$6.6M
5%
Grants &
Contributions
$1.1M…Benefit Self Insurance
Fund
$4.5M…
Water Utility Fund
$19.5M
14%
Stormwater
Utility Fund
$2.4M
2%
FY 2021/22 Recommended Budget by Fund
xii
Additionally, the FY21/22 personnel amount includes capacity for all recommended staffing
changes noted earlier in the budget message.
• For FY20/21, department operations and maintenance (O&M) budgets were reduced $1.2
million dollars during the onset of the pandemic. For FY21/22, department O&M budgets
increased $1.1 million or 15.7%. This budget figure represents spending still slightly below pre-
pandemic levels.
• There is a budgeted transfer of approximately $1.0 million to the Capital Fund. This amount
represents 5% of estimated General Fund sales tax collections, per Town policy.
• Budgeted for FY21/22 is a $10 million one-time contribution to PSPRS.
• Transfers out include approximately $1.3 million for debt service payments related to issuing
$17 million worth of Pension Obligation Bonds, as more fully explained above.
• $1.3 million of the approximate $5.5 million ARP Act funding is budgeted toward one-time
projects and programs with the remaining $4.2 million transferred to the Capital Fund.
The estimated year-end reserve balance in the General Fund (excluding contingency) for FY21/22 is
$15.3 million or 28.7% of the expenditure budget. The Town’s adopted policy level is 25%.
Water Utility Fund
Revenues for the Water Utility Fund are estimated at $17.3 million. This is a $1.9 million, or 9.7%
decrease from the adopted FY20/21 budget. Most of the decrease is due to bond proceeds budgeted in
the prior fiscal year. When factoring this out, revenues are estimated to increase nearly $1.1 million or
5.7%.
Expenditures for the Water Utility Fund are budgeted to decrease $962,000 or 4.4% from the current
year adopted budget. This is primarily attributed to fewer planned capital expenditures for this fiscal
year. A listing of planned capital projects for the Water Utility Fund are outlined in the CIP section of the
Recommended Budget document.
10-Year Capital Improvement Program (CIP)
Town Council financial policies require the development of a 10-year Capital Improvement Program,
which is reviewed and modified every year based upon needs and projected funding. The full 10-year
plan projects a need for $92.4 million in funding through FY30/31. Total funding allocated to CIP projects
for FY21/22 is $22.8 million. Highlights of the 10-year CIP plan include $17.5 million for the Northwest
Recharge Recovery and Delivery System (NWRRDS) project, $19.3 million in continued pavement
management and preservation, $5.0 million for road reconstruction or improvements and $6.9 million
for parks and recreation related amenities. Additional details regarding CIP projects and project funding
is included in the CIP section of the Recommended Budget document.
CONCLUSION
I would like to thank the Mayor and Town Council for their vision and leadership in establishing priorities
for this community through the development of the draft FY21/22 – FY22/23 Strategic Leadership Plan,
and for your guidance through the course of the fiscal year.
xiii
I would also like to recognize and acknowledge the exceptional level of collaboration among staff from
all Town departments in the development of the Recommended Budget, and for their diligence in
responding to the Town Council’s strategic direction. Finally, I would like to especially recognize my
budget team for their extraordinary work and countless hours in preparing the budget: Senior Budget
Analyst Michael Dyckman, Finance and Budget Administrator Wendy Gomez, Chief Financial Officer
David Gephart, Chief Information Officer Chuck Boyer and Assistant Town Manager Chris Cornelison.
Respectfully submitted,
Mary Jacobs
Town Manager
Updated: April 14, 2021
BUDGETED
BEGINNING FUND
BALANCE
REVENUE TRANSFERS
IN TOTAL PERSONNEL O&M CAPITAL TRANSFERS
OUT
DEBT
SERVICE CONTINGENCY TOTAL
GENERAL FUND 19,002,892 46,373,121 120,000 65,496,013 30,785,876 21,746,773 555,100 7,408,264 - 5,000,000 65,496,013
HIGHWAY FUND 642,603 3,647,922 - 4,290,525 1,208,870 616,655 2,265,000 - - 200,000 4,290,525
GRANTS & CONTRIBUTIONS - 954,250 100,000 1,054,250 - 612,250 342,000 - - 100,000 1,054,250
SEIZURES & FORFEITURES 21,195 327,000 - 348,195 98,195 - - - - 250,000 348,195
COMMUNITY CENTER FUND 1,884,585 7,166,541 - 9,051,126 875,291 4,804,816 2,832,500 288,519 - 250,000 9,051,126
MUNICIPAL DEBT SVC FUND 98,159 17,139,787 2,387,499 19,625,445 - 17,010,000 - - 2,515,445 100,000 19,625,445
ORACLE RD DEBT SVC FUND 6,841 - - 6,841 - - - 6,841 - - 6,841
WRSDIF FUND 2,889,973 2,259,396 1,760,000 6,909,369 - 150,000 6,150,000 - 359,369 250,000 6,909,369
TWDIF FUND 92,810 357,190 - 450,000 - - 200,000 - - 250,000 450,000
PAG/RTA FUND 771,875 703,125 - 1,475,000 - 100,000 1,375,000 - - - 1,475,000
PARKS & REC IMPACT FEE FUND - 285,442 - 285,442 - - - - - 285,442 285,442
POLICE IMPACT FEE FUND 84,325 83,425 - 167,750 - - - 117,750 - 50,000 167,750
CAPITAL FUND 629,203 791,010 5,216,277 6,636,490 - - 6,386,490 - - 250,000 6,636,490
REC IN LIEU FEE FUND 16,325 - - 16,325 - - - - - 16,325 16,325
BENEFIT SELF INSURANCE FUND 500,000 3,994,317 - 4,494,317 - 3,994,317 - - - 500,000 4,494,317
WATER UTILITY FUND 3,938,040 17,329,000 - 21,267,040 3,662,217 8,647,862 1,761,650 1,762,402 4,932,909 500,000 21,267,040
STORMWATER UTILITY FUND 668,807 1,741,600 - 2,410,407 862,098 440,935 857,374 - - 250,000 2,410,407
31,247,633 103,153,126 9,583,776 143,984,535 37,492,547 58,123,608 22,725,114 9,583,776 7,807,723 8,251,767 143,984,535
(9,583,776) (9,583,776)
134,400,759$ 134,400,759$
Fund Balance Report
FY 21/22 MANAGER'S RECOMMENDED BUDGET
Does not include non cash outlays for depreciation or amortization
EXPENDITURES
Less Transfers In Less Transfers Out
FY 2021/22 BUDGET FY 2021/22 BUDGET
REVENUES
2021-2022 Recommended Budget 1 of 116
Fiscal Year 2021-2022
Special Capital Internal
General Revenue Enterprise Project Service Debt Service 2021-2022
Fund Funds Funds Funds Fund Funds Total
Revenues and Other Sources
Taxes 20,457,632$ 2,857,779$ -$ -$ -$ -$ 23,315,411$
Licenses and Permits 1,849,000 25,000 - - - - 1,874,000
Fines 125,000 - - - - - 125,000
Water Sales -- 13,974,000 - - - 13,974,000
Charges for Services 2,387,776 4,182,762 4,695,100 28,125 - - 11,293,763
State Shared Revenue 13,729,923 3,614,922 - - - - 17,344,845
Intergovernmental 1,344,500 - - - - - 1,344,500
Grants 6,065,290 454,250 300,000 675,000 - 34,787 7,529,327
Seizures & Forfeitures -325,000 - - - -325,000
Impact Fees --- 2,749,953 - -2,749,953
Interest Income 150,000 8,000 101,500 235,500 - 5,000 500,000
Miscellaneous 264,000 628,000 - 791,010 3,994,317 100,000 5,777,327
Other Financing Sources 120,000 100,000 - 6,976,277 - 19,387,499 26,583,776
Total 46,493,121$ 12,195,713$ 19,070,600$ 11,455,865$ 3,994,317$ 19,527,286$ 112,736,902$
Expenditures and Other Uses
General Government
Town Council 188,720$ -$ -$ -$ -$ -$ 188,720$
Town Manager's Office 1,115,224 - - - - - 1,115,224
Clerk 383,833 - - - - - 383,833
Human Resources 535,390 - - - - - 535,390
Finance 979,655 - - - - - 979,655
Information Technology 4,346,583 - - - - - 4,346,583
Legal 902,754 - - - - - 902,754
Magistrate Court 928,512 - - - - - 928,512
General Administration 13,684,984 500,000 - - 3,994,317 17,010,000 35,189,301
Debt Service -- - - - 2,515,445 2,515,445
Capital Projects -- - 6,386,490 - -6,386,490
Comm. & Econ Dev.3,059,614 - - - - - 3,059,614
Parks & Recreation 3,446,361 8,512,607 - - - - 11,958,968
Police 18,152,028 552,445 - - - - 18,704,473
Public Works 5,364,091 4,090,525 2,160,407 - - - 11,615,023
Water Utility -- 14,071,729 6,300,000 - - 20,371,729
Water Utility Debt Service
Principal - - 4,215,022 319,207 - -4,534,229
Interest - - 717,887 40,162 - -758,049
Roadway Improvements -- - 1,675,000 - - 1,675,000
Other Financing Uses 7,408,264 288,519 1,762,402 117,750 - 6,841 9,583,776
Total 60,496,013$ 13,944,096$ 22,927,447$ 14,838,609$ 3,994,317$ 19,532,286$ 135,732,768$
Increase/(Decrease)(14,002,892) (1,748,383) (3,856,847) (3,382,744) - (5,000)(22,995,866)
Beginning Fund Balance 29,256,643$ 3,167,776$ 11,892,744$ 21,856,676$ 2,271,165$ 162,562$ 68,607,566$
Ending Fund Balance 15,253,751$ 1,419,393$ 8,035,897$ 18,473,932$ 2,271,165$ 157,562$ 45,611,700$
(1) The General Fund is planned to decrease by $14,002,892 due to one-time expenditures and a $10 million payment to PSPRS.
(2) Special Revenue Funds are planned to decrease $1,748,383 for planned capital projects.
(3) Enterprise Funds are planned to decrease by $3,856,847 due to one-time capital projects.
(4) Capital Project Funds are planned to decrease by $3,382,744 due to one-time capital projects and equipment.
(5)
The Debt Service Funds are planned to decrease by $5,000 for debt service payments and associated administrative costs.
Fund Balances
This table depicts the estimated beginning fund balance at July 1, 2021, the budgeted revenues and expenditures for FY
2021/22 and the projected ending fund balance at June 30, 2022.
(2)(3)(4)(5)(1)
2021-2022 Recommended Budget 2 of 116
Fiscal Year 2021-2022
General Fund
Fund Summary
FY 2021 FY 2021 FY 2022 $ %
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Local Taxes 18,128,304 20,365,240 20,457,632 2,329,328 12.8%
Licenses and Permits 1,592,500 2,767,613 1,849,000 256,500 16.1%
Federal Grants 5,790,969 11,297,198 5,990,290 199,321 3.4%
State Grants 75,000 100,000 75,000 - 0.0%
State Shared Revenues 13,194,438 13,595,332 13,729,923 535,485 4.1%
Intergovernmental 1,672,000 895,000 1,344,500 (327,500) -19.6%
Charges for Services 2,239,675 1,964,885 2,387,776 148,101 6.6%
Fines 125,000 125,000 125,000 - 0.0%
Interest Income 150,000 295,445 150,000 - 0.0%
Miscellaneous 262,500 224,700 264,000 1,500 0.6%
Transfer from Comm. Center Fund 120,000 120,000 120,000 - 0.0%
Total 43,350,386$ 51,750,413$ 46,493,121$ 3,142,735$ 7.2%
Expenditures and Other Uses
Personnel 28,976,810 28,294,772 30,785,876 1,809,066 6.2%
Operations & Maintenance 11,451,081 11,038,824 21,746,773 10,295,692 89.9%
Capital Outlay 1,558,000 1,460,202 555,100 (1,002,900) -64.4%
Transfer to Capital Fund:1,771,143 1,771,143 5,216,277 3,445,134 194.5%
Transfer to Grants Fund - - 100,000 100,000 0.0%
Transfer to Debt Service Fund 818,377 818,377 2,091,987 1,273,610 155.6%
Total 44,575,411$ 43,383,318$ 60,496,013$ 15,920,602$ 35.7%
Increase/(Decrease)(1,225,025)$ 8,367,095$ (14,002,892)$
(14,002,892)$
Beginning Fund Balance 29,256,643
Total Ending Fund Balance 15,253,751
25% Coverage 13,271,937
Planned use of fund balance for one-time expenditures
2021-2022 Recommended Budget 3 of 116
Fiscal Year 2021-2022
Highway Fund
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Licenses and Permits 25,000 28,050 25,000 - 0.0%
State Grants 210,000 - - (210,000) -100.0%
State Shared Revenues 3,458,929 3,560,200 3,614,922 155,993 4.5%
Interest Income 5,000 8,800 6,000 1,000 20.0%
Miscellaneous 2,000 2,353 2,000 - 0.0%
Total 3,700,929$ 3,599,403$ 3,647,922$ (53,007)$ -1.4%
Expenditures and Other Uses
Personnel 1,387,651 1,238,755 1,208,870 (178,781) -12.9%
Operations & Maintenance 648,062 598,741 616,655 (31,407) -4.8%
Capital Outlay 1,830,500 1,525,500 2,265,000 434,500 23.7%
Total 3,866,213$ 3,362,996$ 4,090,525$ 224,312$ 5.8%
Increase/(Decrease)(165,284)$ 236,407$ (442,603)$
Beginning Fund Balance
Committed 1,055,369$
Ending Fund Balance
Committed 612,766$
2021-2022 Recommended Budget 4 of 116
Fiscal Year 2021-2022
Grants & Contributions
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Federal Grants - 312,250 312,250 0.0%
State Grants - - 142,000 142,000 0.0%
Miscellaneous - - 500,000 500,000 0.0%
Transfer from General Fund - - 100,000 100,000 0.0%
Total -$ -$ 1,054,250$ 1,054,250$ 0.0%
Expenditures and Other Uses
Operations & Maintenance - - 612,250 612,250 0.0%
Capital Outlay - - 342,000 342,000 0.0%
Total -$ -$ 954,250$ 954,250$ 0.0%
Increase/(Decrease)-$ -$ 100,000$
Beginning Fund Balance
Committed -$
Ending Fund Balance
Committed 100,000$
2021-2022 Recommended Budget 5 of 116
Fiscal Year 2021-2022
Seizures & Forfeitures
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Seizures and Forfeitures 325,000 50,516 325,000 - 0.0%
Interest Income - 2,018 2,000 2,000 0.0%
Total 325,000$ 52,534$ 327,000$ 2,000$ 0.6%
Expenditures and Other Uses
Personnel 82,846 - 98,195 15,349 18.5%
Operations & Maintenance - 56,882 - - 0.0%
Capital Outlay - 23,843 - - 0.0%
Total 82,846$ 80,725$ 98,195$ -$ 18.5%
Increase/(Decrease)242,154$ (28,191)$ 228,805$
Beginning Fund Balance
Restricted 216,003$
Ending Fund Balance
Restricted 444,808$
2021-2022 Recommended Budget 6 of 116
Fiscal Year 2021-2022
Community Center Fund
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Local Sales Tax 2,492,960 2,767,485 2,857,779 364,819 14.6%
Charges for Services 4,479,650 3,925,182 4,182,762 (296,888) -6.6%
Miscellaneous 126,000 135,510 126,000 - 0.0%
Total 7,098,610$ 6,828,177$ 7,166,541$ 67,931$ 1.0%
Expenditures and Other Uses
Personnel 762,713 683,157 875,291 112,578 14.8%
Operations & Maintenance 4,417,077 4,348,532 4,653,866 236,789 5.4%
Equipment Leases 294,792 200,100 150,950 (143,842) -48.8%
Capital Outlay 1,124,500 284,500 2,832,500 1,708,000 151.9%
Transfer to Debt Service Fund 158,302 158,302 168,519 10,217 6.5%
Transfer to General Fund 120,000 120,000 120,000 - 0.0%
Total 6,877,384$ 5,794,591$ 8,801,126$ 1,923,742$ 28.0%
Increase/(Decrease)221,226$ 1,033,586$ (1,634,585)$
Beginning Fund Balance
Committed 1,896,404$
Ending Fund Balance
Restricted 261,819$
2021-2022 Recommended Budget 7 of 116
Fiscal Year 2021-2022
Municipal Debt Service
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Federal Subsidy 39,245 39,245 34,787 (4,458) -11.4%
Interest Income 5,000 1,000 5,000 - 0.0%
Miscellaneous 100,000 95,000 100,000 - 0.0%
Bond Proceeds - - 17,000,000 17,000,000 0.0%
Transfer from General Fund 815,377 815,377 2,091,987 1,276,610 156.6%
Transfer from Police Impact Fee Fund 100,000 100,000 117,750 17,750 17.8%
Transfer from ORID Debt Fund - - 6,841 6,841 0.0%
Transfer from Comm Center Fund 158,302 158,302 168,519 10,217 6.5%
Transfer from Water Utility Fund 2,521 2,521 2,402 (119) -4.7%
Total 1,220,445$ 1,211,445$ 19,527,286$ 18,306,841$ 1500.0%
Expenditures and Other Uses
Operations & Maintenance 10,000 10,000 17,010,000 17,000,000 170000.0%
Debt Service 1,215,445 1,215,445 2,515,445 1,300,000 107.0%
Total 1,225,445$ 1,225,445$ 19,525,445$ 18,300,000$ 1493.3%
Increase/(Decrease)(5,000)$ (14,000)$ 1,841$
Beginning Fund Balance
Restricted 155,721$
Ending Fund Balance
Restricted 157,562$
2021-2022 Recommended Budget 8 of 116
Fiscal Year 2021-2022
Oracle Road Improvement District
Debt Service Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Interest Repayments 4,038 4,038 - (4,038) -100.0%
Principal Repayments 170,000 170,000 - (170,000) -100.0%
Transfer from General Fund 3,000 3,000 - (3,000) -100.0%
Total 177,038$ 177,038$ -$ (177,038)$ -100.0%
-
Expenditures and Other Uses -
Operations & Maintenance 3,000 3,000 - (3,000) -100.0%
Debt Service 174,038 174,038 - (174,038) -100.0%
Transfer to Debt Service Funds - - 6,841 6,841 0.0%
Total 177,038$ 177,038$ 6,841$ (170,197)$ -96.1%
Increase/(Decrease)-$ -$ (6,841)$
Beginning Fund Balance
Restricted 6,841$
Ending Fund Balance
Restricted -$
2021-2022 Recommended Budget 9 of 116
Fiscal Year 2021-2022
Water Resource and System Development
Impact Fee Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Impact Fees 1,889,411 2,778,694 2,059,396 169,985 9.0%
Interest Income 182,000 175,000 200,000 18,000 9.9%
Transfer From Water Utility Fund 2,203,200 - 1,760,000 (443,200) -20.1%
Transfer From Impact Fee Funds 14,392,678 17,580,043 - (14,392,678) -100.0%
Total 18,667,289$ 20,533,737$ 4,019,396$ (14,647,893)$ -78.5%
Expenditures and Other Uses
Operations & Maintenance 198,000 198,000 150,000 (48,000) -24.2%
Debt Service 325,099 325,099 359,369 34,270 10.5%
Capital Outlay 6,158,000 3,850,000 6,150,000 (8,000) -0.1%
Total 6,681,099$ 4,373,099$ 6,659,369$ (21,730)$ -0.3%
Increase/(Decrease)11,986,190$ 16,160,638$ (2,639,973)$
Beginning Fund Balance 16,160,638$
Ending Fund Balance 13,520,665$
2021-2022 Recommended Budget 10 of 116
Fiscal Year 2021-2022
Townwide Roadway Development
Impact Fee Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Interest Income 30,000 29,956 30,000 - 0.0%
Impact Fees 314,320 553,182 327,190 12,870 4.1%
State Grants - - - - 0.0%
Total 344,320$ 583,138$ 357,190$ 12,870$ 3.7%
Expenditures and Other Uses
Operations & Maintenance 10,000 - - (10,000) -100.0%
Capital Outlay 1,800,000 1,648,354 200,000 (1,600,000) -88.9%
Total 1,810,000$ 1,648,354$ 200,000$ (1,610,000)$ -89.0%
Increase/(Decrease)(1,465,680)$ (1,065,216)$ 157,190$
Beginning Fund Balance
Restricted 1,900,972$
Ending Fund Balance
Restricted 2,058,162$
2021-2022 Recommended Budget 11 of 116
Fiscal Year 2021-2022
PAG/RTA Fund
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
State Grants 1,875,000 1,947,977 675,000 (1,200,000) -64.0%
Charges for Services 28,125 28,125 28,125 - 0.0%
Miscellaneous - 2,576 - - 0.0%
Total 1,903,125$ 1,978,678$ 703,125$ (1,200,000) -63.1%
Expenditures and Other Uses
Operations & Maintenance - - 100,000 100,000 0.0%
Capital Outlay 2,365,000 1,588,040 1,375,000 (990,000) -41.9%
Total 2,365,000$ 1,588,040$ 1,475,000$ (890,000) -37.6%
Increase/(Decrease)(461,875) 390,638 (771,875)
Beginning Fund Balance
Restricted 773,157$
Ending Fund Balance
Restricted 1,282$
2021-2022 Recommended Budget 12 of 116
Fiscal Year 2021-2022
Parks and Recreation Impact Fee
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Impact Fees 309,668 359,588 280,442 (29,226) -9.4%
Interest Income 5,000 5,340 5,000 - 0.0%
Total 314,668$ 364,928$ 285,442$ (29,226)$ -9.3%
Expenditures and Other Uses
Operations & Maintenance 10,000 - - (10,000) -100.0%
Capital Outlay 685,000 849,932 - (685,000) -100.0%
Total 695,000$ 849,932$ -$ (695,000)$ -100.0%
Increase/(Decrease)(380,332)$ (485,004)$ 285,442$
Beginning Fund Balance
Restricted 294,569$
Ending Fund Balance
Restricted 580,011$
2021-2022 Recommended Budget 13 of 116
Fiscal Year 2021-2022
Police Impact Fee
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Impact Fees 95,911 110,788 82,925 (12,986) -13.5%
Interest Income - 700 500 500 0.0%
Total 95,911$ 111,488$ 83,425$ (12,486) -13.0%
Expenditures and Other Uses
Operations & Maintenance 10,000 - - (10,000) -100.0%
Capital Outlay - - - - 0.0%
Transfer to Debt Service Fund 100,000 100,000 117,750 17,750 17.8%
Total 110,000$ 100,000$ 117,750$ 7,750 7.0%
Increase/(Decrease)(14,089)$ 11,488$ (34,325)$
Beginning Fund Balance
Restricted 114,886$
Ending Fund Balance
Restricted 80,561$
2021-2022 Recommended Budget 14 of 116
Fiscal Year 2021-2022
Capital Fund
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Transfer from General Fund 1,771,143 1,771,143 5,216,277 3,445,134 194.5%
State Grants 117,000 119,868 - (117,000) -100.0%
Miscellaneous 250,000 354,373 50,000 (200,000) -80.0%
Vehicle Reserves 633,010 633,010 741,010 108,000 17.1%
Total 2,771,153$ 2,878,394$ 6,007,287$ 3,236,134 116.8%
Expenditures and Other Uses
Operations & Maintenance - - - - 0.0%
Capital Outlay 4,744,666 2,693,001 6,386,490 1,641,824 34.6%
Total 4,744,666$ 2,693,001$ 6,386,490$ 1,641,824 34.6%
Increase/(Decrease)(1,973,513)$ 185,393$ (379,203)$
Beginning Fund Balance
Assigned 2,596,129
Ending Fund Balance
Assigned 2,216,926$
2021-2022 Recommended Budget 15 of 116
Fiscal Year 2021-2022
Recreation In Lieu Fee
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Charges for Services - - - - 0.0%
Miscellaneous - 225 - - 0.0%
Total -$ 225$ -$ - 0.0%
Expenditures and Other Uses
Capital Outlay - - - - 0.0%
Total -$ -$ -$ - 0.0%
Increase/(Decrease)-$ 225$ -$
Beginning Fund Balance
Restricted 16,325
Ending Fund Balance
Restricted 16,325$
2021-2022 Recommended Budget 16 of 116
Fiscal Year 2021-2022
Benefit Self Insurance Fund
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Self Ins Premiums - Employer 3,220,753 2,827,775 2,995,907 (224,846) -7.0%
Self Ins Premiums - Employee 571,509 583,432 633,018 61,509 10.8%
COBRA Premiums 50,000 33,878 50,000 - 0.0%
Retiree Premiums 50,000 54,385 50,000 - 0.0%
UHC Wellness Program 20,000 20,000 20,000 - 0.0%
Interest Income - 58,577 - - 0.0%
Miscellaneous 295,392 284,831 245,392 (50,000) -16.9%
Total 4,207,654$ 3,862,878$ 3,994,317$ (213,337)$ -5.1%
Expenditures and Other Uses
Outside Professional Services 782,324 699,960 846,129 63,805 8.2%
Wellness Program 90,000 20,000 40,000 (50,000) -55.6%
Claim Settlement 3,335,330 2,960,576 3,108,188 (227,142) -6.8%
Total 4,207,654$ 3,680,536$ 3,994,317$ (213,337)$ -5.1%
Increase/(Decrease)-$ 182,342$ -$
Beginning Fund Balance 2,271,165$
Ending Fund Balance 2,271,165$
2021-2022 Recommended Budget 17 of 116
Fiscal Year 2021-2022
Water Utility
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Charges for Services 3,086,500 3,081,000 3,255,000 168,500 5.5%
Interest Income 75,000 80,000 100,000 25,000 33.3%
Miscellaneous - 15,000 - - 0.0%
Other Financing Sources 2,942,995 2,542,995 - (2,942,995) -100.0%
Water Sales 13,078,000 14,175,000 13,974,000 896,000 6.9%
Total 19,182,495$ 19,893,995$ 17,329,000$ (1,853,495) -9.7%
Expenses and Other Uses
Personnel 3,495,355 3,495,355 3,662,217 166,862 4.8%
Operations & Maintenance 11,878,042 11,862,918 12,181,862 303,820 2.6%
Capital Outlay 3,208,622 3,208,622 1,761,650 (1,446,972) -45.1%
Debt Service 4,775,055 4,775,055 4,932,909 157,854 3.3%
Transfer to Debt Service Fund 2,521 2,521 2,402 (119) -4.7%
Transfer to Impact Fee Fund 2,203,200 1,600,000 1,760,000 (443,200) 100.0%
Total 25,562,795$ 24,944,471$ 24,301,040$ (1,261,755) -4.9%
Cash Total * 21,728,795$ 21,110,471$ 20,767,040$ (961,755) -4.4%
Increase/(Decrease)(2,546,300)$ (1,216,476)$ (3,438,040)$
Beginning Fund Balance 11,202,256
Ending Fund Balance 7,764,216$
* Total expenses less non-cash outlays for depreciation & amortization
2021-2022 Recommended Budget 18 of 116
Fiscal Year 2021-2022
Stormwater Utility
Fund Summary
FY 2021 FY 2021 FY 2022 $%
Budget Projected Budget to Budget to Budget
Revenues and Other Sources
Charges for Services 1,438,000 1,443,000 1,440,100 2,100 0.1%
State Grants - - 300,000 300,000 0.0%
Interest Income 1,000 7,190 1,500 500 50.0%
Miscellaneous - 29 - - 0.0%
Total 1,439,000$ 1,450,219$ 1,741,600$ 302,600 21.0%
Expenses and Other Uses
Personnel 830,507 830,507 862,098 31,591 3.8%
Operations & Maintenance 610,243 590,250 617,935 7,692 1.3%
Capital Outlay 44,000 144,000 857,374 813,374 1848.6%
Total 1,484,750$ 1,564,757$ 2,337,407$ 852,657 57.4%
Cash Total *1,307,750$ 1,387,757$ 2,160,407$ 852,657 65.2%
Increase/(Decrease)131,250$ 62,462$ (418,807)$
Beginning Fund Balance 690,488
Ending Fund Balance 271,681$
* Total expenses less non-cash outlays for depreciation & amortization
2021-2022 Recommended Budget 19 of 116
Revenue for FY21/22 is estimated to total $103,153,126. In comparison to the FY20/21 budget, revenue is projected
to increase by approximately $17.9 million, or 21.0%. This increase is attributable to budgeted increases in numerous
revenue streams that were previously reduced with the onset of the COVID-19 pandemic. Additionally, the Town
has budgeted increased grant related revenues, as well as bond proceeds totaling $17.0 million.
With the abrupt change in global, national and regional economies caused by the COVID-19 pandemic, revenues
for FY20/21 were revised downward in an attempt to remain conservative. Over the course of the year, both retail
and construction sectors showed strong revenue growth beyond pre-pandemic levels. Other sectors such as
restaurant and hospitality saw revenue declines of over 20%.
With vaccine distribution underway and many sectors beginning to recover and reopen, many revenue sources for
FY21/22 are expected to show gains. A large portion of these gains is expected to be in the form of local sales tax
collections. Local sales tax collections are forecasted to rise $2.7 million of 13.1% compared to FY20/21 budget
figures. Continued growth in retail and online sales, combined with modest recoveries in restaurant and hotel related
taxes make up the bulk of these increases. Revenues associated with residential and commercial development are
also projected to see increases in the upcoming fiscal year. The Town has budgeted 275 single family residential
(SFR) permits and continued modest commercial activity for FY21/22. This is compared to the 225 SFR permits
budgeted for FY20/21. Overall, Town-wide state shared revenues are anticipated to increase approximately $691,000
or 4.2% from the previous fiscal year. While the Town expects to see increases in state shared sales taxes, vehicle
license taxes, and highway user fund revenues, a $586,000 or 8.9% decrease is expected from state shared income
taxes. This reduction is attributable to changes in the tax filing deadline caused by the COVID-19 pandemic. This
revenue source is expected to recover in future fiscal years.
Depending on the particular revenue source, estimates are based on susceptibility to economic factors, current
performance, economic drivers and indicators, and information received from State reports and other sources. The
Town receives a variety of other funding sources to finance operations. Refer to the Revenue Schedule by Fund for
detailed changes in revenue from budget year to budget year.
Sales Taxes
23%
Charges for Services
11%
State Shared
Revenue
17%
Fines, Licenses &
Permits
2%
Miscellaneous
5%
Impact Fees
3%
Water Sales
13%Outside Funding
Sources
26%
FY 21/22 Budgeted Revenue Sources
Revenue Summary
2021-2022 Recommended Budget 20 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
General Fund
Local Sales Tax:
Local Sales Tax 20,454,936 20,172,487 17,513,304 19,614,574 19,842,632 13.3%
Cable Franchise Fees 635,494 662,048 615,000 615,000 615,000 0.0%
Total Local Sales Tax 21,090,430 20,834,535 18,128,304 20,229,574 20,457,632 12.8%
License & Permit Fees:
Business Licenses & Permits 204,385 193,935 202,500 202,500 202,500 0.0%
Residential Building Permits 1,626,779 1,413,734 1,005,000 1,801,168 1,222,500 21.6%
Commercial Building Permits 247,688 544,597 217,500 619,547 242,500 11.5%
Sign Permits 21,658 20,166 20,000 21,000 20,000 0.0%
Special Inspection Fees 11,653 7,670 8,500 4,000 8,000 -5.9%
Grading Permit Fees 168,781 94,537 75,000 50,000 84,500 12.7%
Road Permits - 30,802 - - - 0.0%
Floodplain Use Permits - 4,190 4,000 2,200 4,000 0.0%
Fire Permits & Fees 75,675 91,219 60,000 67,198 65,000 8.3%
Total License & Permit Fees 2,356,618 2,400,850 1,592,500 2,767,613 1,849,000 16.1%
Federal Grants:
DEA Overtime Reimbursement 31,806 27,230 36,000 36,000 60,000 66.7%
Miscellaneous Federal Grants 16,444 164,457 5,314,353 5,327,187 5,493,395 3.4%
HIDTA-DEA 95,659 104,356 101,316 101,316 82,825 -18.3%
GOHS 35,917 81,279 192,000 192,000 35,000 -81.8%
Homeland Security 166,153 115,803 129,000 129,000 319,070 147.3%
Joint Terrorism Task Force 21,913 14,897 18,300 18,300 - -100.0%
Total Federal Grants 385,593 508,022 5,790,969 5,803,803 5,990,290 3.4%
State Grants:
Misc State Grants 75,022 52,717 75,000 100,000 75,000 0.0%
Total State Grants 75,022 52,717 75,000 100,000 75,000 0.0%
State/County Shared:
State Income 5,370,779 5,870,231 6,593,212 6,580,332 6,007,636 -8.9%
State Sales 4,469,774 4,694,491 4,618,121 4,946,000 5,406,272 17.1%
Vehicle License Tax 2,039,397 2,073,426 1,983,105 2,069,000 2,316,015 16.8%
Total State/County Shared 11,879,951 12,638,148 13,194,438 13,595,332 13,729,923 4.1%
Other Intergovernmental:
School Resource Officers 81,139 65,000 180,000 65,000 65,000 -63.9%
RTA Reimbursements 1,223,125 1,150,233 1,380,000 725,000 1,166,500 -15.5%
PCLD Reimbursements 25,684 8,260 20,000 15,000 18,000 -10.0%
Animal Control Revenues 103,191 104,830 92,000 90,000 95,000 3.3%
Total Other Intergovernmental 1,433,139 1,328,323 1,672,000 895,000 1,344,500 -19.6%
Charges for Services:
Court Costs 151,909 117,381 135,000 130,000 135,000 0.0%
Public Defender Fees 2,445 3,035 2,400 1,500 2,400 0.0%
Zoning & Subdivision Fees 172,569 138,306 140,000 135,000 135,000 -3.6%
User Fees - Swimming Pool 627,842 346,171 430,000 430,000 395,000 -8.1%
User Fees - Fields & Courts 118,453 105,369 115,000 115,000 66,125 -42.5%
User Fees - Miscellaneous 165,419 101,872 151,800 65,000 92,400 -39.1%
Copy Services 2,650 2,172 2,250 500 2,000 -11.1%
Town Hall Usage Fees 40 - - - - 0.0%
General Government Other 2,685 3,914 2,500 3,200 2,500 0.0%
Police Report Copying 7,470 7,059 6,500 5,500 6,500 0.0%
Police Other 17,487 4,190 8,000 9,000 8,000 0.0%
Engineer Plan Review Fees 80,965 54,047 50,000 15,000 51,000 2.0%
Grading Review Fees 1,078 - - - - 0.0%
Fare Box 138,125 110,310 121,500 660 72,410 -40.4%
FY 2021
2021-2022 Recommended Budget 21 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
Administrative Services 701,256 729,048 732,050 732,050 1,284,677 75.5%
Financial Services 195,480 197,076 197,075 197,075 - -100.0%
Real Property Rental Income 87,233 97,617 87,500 87,500 87,414 -0.1%
Maps 3,110 40 250 200 250 0.0%
Impound Processing 28,920 12,000 15,000 15,500 15,000 0.0%
Pawn Slips 600 300 600 600 600 0.0%
Police Fingerprinting 16,420 10,900 4,500 50 4,000 -11.1%
Concession Sales 23,727 11,195 15,000 50 5,000 -66.7%
Public Record Request Fees 2,599 1,917 2,500 1,500 2,500 0.0%
Parks Cancellation Fees 978 36 250 - - 0.0%
Court Security Fee - 18,333 20,000 20,000 20,000 0.0%
Total Charges for Services 2,549,459 2,072,288 2,239,675 1,964,885 2,387,776 6.6%
Fines:
Fines 135,771 111,611 125,000 125,000 125,000 0.0%
Total Fines 135,771 111,611 125,000 125,000 125,000 0.0%
Interest Income:
Interest - Investments 648,233 807,580 150,000 295,445 150,000 0.0%
Total Interest Income 648,233 807,580 150,000 295,445 150,000 0.0%
Miscellaneous:
Miscellaneous 18,632 18,315 5,000 2,200 5,000 0.0%
Special Events 24,704 1,200 5,000 500 4,000 -20.0%
Insurance Recoveries - 34,147 - - - 0.0%
In-Lieu Income 296,160 231,624 245,000 210,000 245,000 0.0%
Sale of Assets 30,624 26,621 7,500 12,000 10,000 33.3%
Total Miscellaneous 370,119 311,907 262,500 224,700 264,000 0.6%
TOTAL GENERAL FUND 40,924,335 41,065,981 43,230,386 46,001,352 46,373,121 7.3%
Highway Fund
License & Permit Fees:
Road Permits 26,773 50 25,000 28,000 25,000 0.0%
Floodplain Use Permits 4,440 - - 50 - 0.0%
Total License & Permit Fees 31,213 50 25,000 28,050 25,000 0.0%
State Grants:
PAG Reimbursements - - - - - 0.0%
RTA Reimbursements 127,008 259,121 210,000 - - -100.0%
Total State Grants 127,008 259,121 210,000 - - -100.0%
State/County Shared:
Highway User 3,563,828 3,694,044 3,458,929 3,560,200 3,614,922 4.5%
Total State/County Shared 3,563,828 3,694,044 3,458,929 3,560,200 3,614,922 4.5%
Interest Income:
Interest - Investments 122,107 23,560 5,000 8,800 6,000 20.0%
Total Interest Income 122,107 23,560 5,000 8,800 6,000 20.0%
Miscellaneous:
Miscellaneous 1,137 12,028 2,000 2,000 2,000 0.0%
Insurance Recoveries 5,978 74,940 - - - 0.0%
Total Miscellaneous 7,115 86,968 2,000 2,000 2,000 0.0%
TOTAL HIGHWAY FUND 3,851,269 4,063,743 3,700,929 3,599,050 3,647,922 -1.4%
2021-2022 Recommended Budget 22 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
Grants & Contributions Fund
Federal Grants
GOHS - - - - 27,500 100.0%
Miscellaneous Federal Grants - - - - 284,750 100.0%
Total Federal Grants - - - - 312,250 100.0%
State Grants:
Miscellaneous State Grants - - - - 142,000 100.0%
Total State Grants - - - - 142,000 100.0%
Miscellaneous:
Miscellaneous - - - - 500,000 100.0%
Total Miscellaneous - - - - 500,000 100.0%
TOTAL GRANTS & CONTRIBUTIONS FUND - - - - 954,250 100.0%
Seizures & Forfeitures Funds
Interest Income:
Interest - Investments 9,101 7,773 2,000 2,018 2,000 0.0%
Total Interest Income 9,101 7,773 2,000 2,018 2,000 0.0%
Miscellaneous:
Forfeitures 81,615 71,771 325,000 50,516 325,000 0.0%
Total Miscellaneous 81,615 71,771 325,000 50,516 325,000 0.0%
TOTAL SEIZURES & FORFEITURES FUNDS 90,716 79,544 327,000 52,534 327,000 0.0%
Community Center Fund
Local Sales Tax:
Local Sales Tax 2,469,464 2,584,916 2,492,960 2,767,485 2,857,779 14.6%
Total Local Sales Tax 2,469,464 2,584,916 2,492,960 2,767,485 2,857,779 14.6%
Charges for Services:
User Fees - Daily Drop-In 30,305 27,691 30,000 26,000 30,000 0.0%
User Fees - Member Dues 704,244 511,339 707,000 350,000 526,480 -25.5%
User Fees - Recreation Programs 199,443 77,456 160,000 16,000 82,500 -48.4%
User Fees - Swimming Pools 19,969 3,713 8,000 8,000 8,000 0.0%
Rental Income 80,657 73,658 70,002 64,502 70,002 0.0%
Concession Sales 174 156 100 100 100 0.0%
Management Contract Revenues 3,232,076 3,246,050 3,504,548 3,460,580 3,465,680 -1.1%
Total Charges for Services 4,266,868 3,940,063 4,479,650 3,925,182 4,182,762 -6.6%
Interest Income:
Interest - Investments 16,179 16,179 1,000 8,450 1,000 0.0%
Total Interest Income 16,179 16,179 1,000 8,450 1,000 0.0%
Miscellaneous:
Miscellaneous - - 125,000 127,060 125,000 0.0%
Special Events (125) (125) - - - 0.0%
Sale of Assets - - - - - 0.0%
Insurance Recoveries - - - - - 0.0%
Total Miscellaneous (125) (125) 125,000 127,060 125,000 0.0%
TOTAL COMMUNITY CENTER FUND 6,752,386 6,541,033 7,098,610 6,828,177 7,166,541 1.0%
2021-2022 Recommended Budget 23 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
Municipal Debt Service Fund
Interest Income:
Interest 85,154 20,651 5,000 1,000 5,000 0.0%
Total Interest Income 85,154 20,651 5,000 1,000 5,000 0.0%
Federal Grants:
Miscellaneous Grants 56,013 38,043 39,245 39,245 34,787 -11.4%
Total Federal Grants 56,013 38,043 39,245 39,245 34,787 -11.4%
Miscellaneous:
Bond Proceeds - - - - 17,000,000 0.0%
Miscellaneous 110,639 80,505 100,000 95,000 100,000 0.0%
Total Miscellaneous 110,639 80,505 100,000 95,000 17,100,000 17000.0%
TOTAL MUNICIPAL DEBT SERVICE FUND 251,805 139,199 144,245 135,245 17,139,787 11782.4%
Oracle Road Debt Service Fund
Interest Income:
Special Assessments 17,959 11,851 4,038 4,038 - -100.0%
Penalties 1,741 530 - - - 0.0%
Total Interest Income 19,700 12,381 4,038 4,038 - -100.0%
Principal Repayments:
Principal Repayments 156,107 163,499 170,000 170,000 - -100.0%
Total Principal Repayments 156,107 163,499 170,000 170,000 - -100.0%
TOTAL ORACLE RD DEBT SERVICE FUND 175,807 175,880 174,038 174,038 - -100.0%
Townwide Roadway Development Impact Fee Fund
State Grants:
PAG Reimbursements 250,000 - - - - 0.0%
Total State Grants 250,000 - - - - 0.0%
Impact Fees:
Residential Impact Fees 643,594 540,980 297,350 470,205 305,440 2.7%
Commercial Impact Fees 42,953 103,206 16,970 82,977 21,750 28.2%
Total Impact Fees 686,547 644,186 314,320 553,182 327,190 4.1%
Interest Income:
Interest - Investments 148,136 97,540 30,000 29,956 30,000 0.0%
Total Interest Income 148,136 97,540 30,000 29,956 30,000 0.0%
TOTAL ROADWAY IMPACT FEE FUND 1,084,683 741,726 344,320 583,138 357,190 3.7%
2021-2022 Recommended Budget 24 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
PAG/RTA Fund
State Grants:
PAG Reimbursements 3,238 8,000 - 575,000 0.0%
RTA Reimbursements 6,341,111 12,113,864 1,875,000 1,947,977 100,000 -94.7%
Total State Grants 6,344,349 12,121,864 1,875,000 1,947,977 675,000 -64.0%
Miscellaneous:
Miscellaneous 1,387 885,799 - 2,576 - 0.0%
Total Miscellaneous 1,387 885,799 - 2,576 - 0.0%
Charges for Services:
Real Property Rental Income 28,125 28,125 28,125 28,125 28,125 0.0%
Total Charges for Services 28,125 28,125 28,125 28,125 28,125 0.0%
TOTAL PAG/RTA FUND 6,373,861 13,035,788 1,903,125 1,978,678 703,125 -63.1%
General Government Development Impact Fee Fund
Interest Income:
Interest - Investments 44 - - - - 0.0%
Total Interest Income 44 - - - - 0.0%
TOTAL GEN. GOVT. IMPACT FEE FUND 44 - - - - 0.0%
Parks & Recreation Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 253,760 234,261 309,668 359,588 280,442 -9.4%
Total Impact Fees 253,760 234,261 309,668 359,588 280,442 -9.4%
Interest Income:
Interest - Investments 11,624 23,110 5,000 5,340 5,000 0.0%
Total Interest Income 11,624 23,110 5,000 5,340 5,000 0.0%
TOTAL PARKS IMPACT FEE FUND 265,384 257,371 314,668 364,928 285,442 -9.3%
Police Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 91,496 84,978 85,911 101,791 77,825 -9.4%
Commercial Impact Fees 7,960 16,877 10,000 8,997 5,100 -49.0%
Total Impact Fees 99,456 101,855 95,911 110,788 82,925 -13.5%
Interest Income:
Interest - Investments 3,193 2,091 - 700 500 0.0%
Total Interest Income 3,193 2,091 - 700 500 0.0%
TOTAL POLICE IMPACT FEE FUND 102,650 103,946 95,911 111,488 83,425 -13.0%
2021-2022 Recommended Budget 25 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
Capital Fund
State Grants:
Misc State Grants - 88,116 117,000 119,868 - -100.0%
Total State Grants - 88,116 117,000 119,868 - -100.0%
Federal Grants:
Misc Federal Grants 261,090 111,694 - - - 0.0%
Total Federal Grants 261,090 111,694 - - - 0.0%
Other Financing Sources:
Bond Proceeds 2,035,000 - - - - 0.0%
Total Other Financing Sources 2,035,000 - - - - 0.0%
Interest - Investments 88,437 85,269 - 69,037 10,000 0.0%
Total Interest Income 88,437 85,269 - 69,037 10,000 0.0%
Miscellaneous:
Vehicle Reserves 420,396 536,904 633,010 633,010 741,010 17.1%
Insurance Recoveries 108,868 58,313 - 35,288 - 0.0%
Miscellaneous 213,114 427,364 250,000 250,048 40,000 0.0%
Total Miscellaneous 742,378 1,022,581 883,010 918,346 781,010 -11.6%
TOTAL CAPITAL FUND 3,126,905 1,307,660 1,000,010 1,107,251 791,010 -20.9%
Benefit Self Insurance Fund
Interest Income:
Interest - Investments 26,798 65,514 - 58,577 - 0.0%
Total Interest Income 26,798 65,514 - 58,577 - 0.0%
Miscellaneous:
Self Insurance Premiums - Employer 2,801,349 2,772,668 3,220,753 2,827,775 2,995,907 -7.0%
Self Insurance Premiums - Employee 637,196 667,860 571,509 583,432 633,018 10.8%
COBRA Premiums 26,813 20,052 50,000 33,878 50,000 0.0%
Retiree Premiums 45,988 40,375 50,000 54,385 50,000 0.0%
UHC Wellness Program 20,000 20,000 20,000 - 20,000 0.0%
Miscellaneous 124,403 131,616 295,392 284,831 245,392 -16.9%
Total Miscellaneous 3,655,749 3,652,571 4,207,654 3,784,301 3,994,317 -5.1%
TOTAL BENEFIT SELF INSURANCE FUND 3,682,547 3,718,085 4,207,654 3,842,878 3,994,317 -5.1%
2021-2022 Recommended Budget 26 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
Water Utility Fund
Water Sales:
Residential Water Sales 9,018,737 9,798,411 9,400,000 10,214,600 10,193,000 8.4%
Commercial Water Sales 856,941 925,223 920,000 946,228 949,000 3.2%
Irrigation Water Sales 1,157,011 1,258,430 1,186,000 1,285,624 1,264,000 6.6%
Turf Related Water Sales 1,237,413 1,428,692 1,362,000 1,476,408 1,384,000 1.6%
Construction Water Sales 312,406 353,936 210,000 252,140 184,000 -12.4%
Total Water Sales 12,582,508 13,764,692 13,078,000 14,175,000 13,974,000 6.9%
Charges for Services:
Engineer Plan Review Fees 25,384 5,594 10,000 10,000 5,000 -50.0%
Construction Inspection Fees 20,289 46,890 35,000 45,000 20,000 -42.9%
Misc Service Revenue 29,669 28,239 20,000 18,000 25,000 25.0%
Backflow-Install Permit Fee 2,860 6,132 5,000 5,000 4,000 -20.0%
Sewer Fees 339,719 373,608 375,000 340,000 380,000 1.3%
Late Fees 86,804 64,428 90,000 40,000 90,000 0.0%
NSF Fees 3,706 2,426 4,500 2,000 2,000 -55.6%
Rain Sensors 8 8 - - - 0.0%
Meter Income 83,990 92,390 95,000 90,000 99,000 4.2%
New Service Establish Fees 99,175 92,134 90,000 95,000 100,000 11.1%
Reconnect Fees 42,039 25,225 32,000 15,000 32,000 0.0%
Groundwater Preservation Fee 2,213,303 2,389,953 2,217,000 2,308,000 2,380,000 7.4%
Other 115,511 117,037 113,000 113,000 118,000 4.4%
Total Charges for Services 3,062,457 3,244,064 3,086,500 3,081,000 3,255,000 5.5%
Interest Income:
Interest - Investments 195,897 378,089 75,000 80,000 100,000 33.3%
Total Interest Income 195,897 378,089 75,000 80,000 100,000 33.3%
Miscellaneous:
Miscellaneous 6,248 5,018 - 4,000 - 0.0%
Insurance Recoveries - - - 11,000 - 0.0%
Sale of Assets - - - - - 0.0%
Total Miscellaneous 6,248 5,018 - 15,000 - 0.0%
Other Financing Sources:
Bond Proceeds - - 2,188,000 2,542,995 - -100.0%
NWRRDS Funding - - 754,995 - - 0.0%
Total Other Financing Sources - - 2,942,995 2,542,995 - -100.0%
TOTAL WATER UTILITY FUND 15,847,109 17,391,863 19,182,495 19,893,995 17,329,000 -9.7%
Alternative Water Resources Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 1,037,537 1,202,278 - - - 0.0%
Commercial Impact Fees 209,301 425,157 - - - 0.0%
Total Impact Fees 1,246,838 1,627,435 - - - 0.0%
Interest Income:
Interest - Investments 293,514 337,732 - - - 0.0%
Total Interest Income 293,514 337,732 - - - 0.0%
TOTAL AWRDIF FUND 1,540,352 1,965,167 - -- 0.0%
2021-2022 Recommended Budget 27 of 116
Revenue Schedule by Fund
FY 2019 FY 2020 FY 2022 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
FY 2021
Potable Water System Development Impact Fee Fund
Impact Fees:
Single Family Connections 506,770 553,493 - - - 0.0%
Multi-Family Connections 10,075 39,971 - - - 0.0%
Commercial Connections 35,359 104,706 - - - 0.0%
Irrigation Connections 68,902 112,519 - - - 0.0%
Total Impact Fees 621,106 810,689 - - - 0.0%
Interest Income:
Interest - Investments 269,046 171,951 - - - 0.0%
Total Interest Income 269,046 171,951 - - - 0.0%
TOTAL PWSDIF FUND 890,152 982,640 - - - 0.0%
Water Resources Development Impact Fee Fund
Impact Fees:
Residential Impact Fees - - 1,437,075 2,070,690 1,916,100 33.3%
Non-Residential Impact Fees - - 452,336 708,004 143,296 -68.3%
Total Impact Fees - - 1,889,411 2,778,694 2,059,396 9.0%
Interest Income:
Interest - Investments - - 182,000 175,000 200,000 9.9%
Total Interest Income - - 182,000 175,000 200,000 9.9%
TOTAL WRSDIF FUND - - 2,071,411 2,953,694 2,259,396 9.1%
Stormwater Utility Fund
State Grants:
Miscellaneous State Grants - - - - 300,000 100.0%
Total State Grants - - - - 300,000 100.0%
Charges for Services:
Late Fees 1,940 910 1,500 - - -100.0%
Stormwater Utility Fee 1,424,096 1,442,666 1,436,500 1,443,000 1,440,100 0.3%
Total Charges for Services 1,426,036 1,443,576 1,438,000 1,443,000 1,440,100 0.1%
Interest Income:
Interest - Investments 16,393 23,148 1,000 7,190 1,500 50.0%
Total Interest Income 16,393 23,148 1,000 7,190 1,500 50.0%
Miscellaneous:
Miscellaneous 210 40 - 29 - 0.0%
Total Miscellaneous 210 40 - 29 - 0.0%
TOTAL STORMWATER UTILITY FUND 1,442,639 1,466,764 1,439,000 1,450,219 1,741,600 21.0%
TOTAL REVENUE - ALL FUNDS 86,402,644$ 93,036,389$ 85,233,802$ 86,122,971$ 103,153,126$ 21.0%
Note: Does not include Interfund Transfers or Carry-Forward Balances
2021-2022 Recommended Budget 28 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
Administrative Services
Admin. Svcs. Director/Chief Financial Officer 1.00 1.00 - - - -
Finance Director - - - - - -
Chief Procurement Officer 1.00 1.00 - - - -
Procurement Administrator - - - - - -
Finance & Budget Administrator - - - - - -
Finance Manager 1.00 1.00 - - - -
Senior Budget Analyst 1.00 1.00 - - - -
Senior Accountant 1.00 1.00 - - - -
Accounting Specialist 1.00 1.00 - - - -
Human Resource Director 1.00 1.00 - - - -
Human Resource Analyst 2.00 2.00 - - - -
Chief Information Officer 1.00 1.00 - - - -
IT Director - - - - - -
NetOps Supervisor - - - - - -
Network Administrator 2.00 2.00 - - - -
Systems Analyst 2.00 2.00 - - - -
Data Base Analyst 1.00 1.00 - - - -
Senior GIS Administrator 1.00 1.00 - - - -
Senior GIS Specialist - - - - - -
GIS Analyst 1.00 1.00 - - - -
IT Analyst 1.00 1.00 - - - -
Procurement Specialist 1.00 1.00 - - - -
Senior Office Specialist 1.00 1.00 - - - -
Human Resource Assistant 1.00 1.00 - - - -
Office Specialist - - - - - -
Total Administrative Services 21.00 21.00 - - - -
Full-time employees:-
Part-time employees:-
Clerk
Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.48 1.48 1.48 1.48 1.48 -
Communications Intern 0.25 0.25 0.25 0.25 0.25 -
Total Clerk 4.73 4.73 4.73 4.73 4.73 -
Full-time employees:4
Part-time employees:2
FY 2021
2021-2022 Recommended Budget 29 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Community and Economic Development (CED)
CED Director 1.00 1.00 1.00 1.00 1.00 -
Division Manager, Permitting 1.00 1.00 1.00 1.00 1.00 -
Division Manager, Planning 1.00 1.00 1.00 1.00 1.00 -
Div Mgr, Inspect. & Comp./Bldg Official 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Principal Planner 2.00 2.00 2.00 2.00 2.00 -
Senior Planner 1.00 1.00 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 1.00 1.00 -
Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 -
Senior Planning Technician 1.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 1.00 1.00 -
Plans Examiner II 2.00 2.00 2.00 2.00 2.00 -
Building Inspector II 4.00 4.00 4.00 4.00 4.00 -
Building Inspector I 1.00 1.00 1.00 1.00 1.00 -
Plans Examiner I 1.00 1.00 1.00 1.00 1.00 -
Code Compliance Specialist 1.00 1.00 1.00 1.00 1.00 -
Administrative Coordinator 0.60 - - - - -
Zoning Technician 1.00 1.00 1.00 1.00 1.00 -
Building Permit Technician 2.00 2.00 2.00 2.00 2.00 -
Senior Office Specialist 1.00 1.00 2.00 1.00 2.00 -
Office Specialist 0.48 0.48 0.48 0.48 0.48 -
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.00 1.00 - 1.00 - -
Intern 0.30 0.30 0.30 0.30 0.30 -
Total CED 28.38 27.78 27.78 27.78 27.78 -
Full-time employees:27
Part-time employees:2
Council
Mayor 1.00 1.00 1.00 1.00 1.00 -
Council Member 6.00 6.00 6.00 6.00 6.00 -
Total Council 7.00 7.00 7.00 7.00 7.00 -
Full-time employees:-
Part-time employees:7
Finance
Chief Financial Officer - - 1.00 1.00 1.00 -
Finance and Budget Administrator - - 1.00 1.00 1.00 -
Senior Budget Analyst - - 1.00 1.00 1.00 -
Senior Accountant - - 1.00 1.00 2.00 1.00
Chief Procurement Officer - - 1.00 1.00 1.00 -
Contract Specialist - - - - 1.00 1.00
Procurement Specialist - - 1.00 1.00 - (1.00)
Accounting Specialist - - 1.00 1.00 1.00 -
Senior Office Specialist - - 0.20 0.20 0.20 -
Total Finance - - 7.20 7.20 8.20 1.00
Full-time employees:8
Part-time employees:-
2021-2022 Recommended Budget 30 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Human Resources
Human Resources Director - - 1.00 1.00 1.00 -
Human Resources Analyst - - 2.00 2.00 3.00 1.00
Human Resources Assistant - - 1.00 1.00 - (1.00)
Total Human Resources - - 4.00 4.00 4.00 -
Full-time employees:4
Part-time employees:-
Innovation & Technology
Chief Information Officer - - 1.00 1.00 1.00 -
NetOps Supervisor - - 1.00 1.00 1.00 -
Applications Supervisor - - - 1.00 1.00 1.00
Network Administrator - - 1.00 1.00 1.00 -
Systems Analyst - - 2.00 2.00 3.00 1.00
IT Analyst - - 1.00 1.00 1.00 -
Database Analyst - - 1.00 1.00 1.00 -
Senior GIS Administrator - - 1.00 1.00 1.00 -
GIS Analyst - - 1.00 1.00 1.00 -
Help Desk Technican - - 1.00 1.00 1.00 -
Strategic Initiatives Manager 1.00 1.00 1.00 -
Constituent Services Coordinator 1.00 1.00 1.00 -
Emergency Mgmt & Safety Coordinator - 1.00 1.00 1.00
Senior Office Specialist - - 0.80 0.80 0.80 -
Total Innovation & Technology - - 12.80 14.80 15.80 3.00
Full-time employees:15
Part-time employees:-
Legal
Legal Services Director 1.00 1.00 1.00 1.00 1.00 -
Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 1.00 -
Senior Paralegal 1.00 1.00 1.00 1.00 1.00 -
Paralegal I 1.00 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 1.00 -
Total Legal 6.00 6.00 6.00 6.00 6.00 -
Full-time employees:6
Part-time employees:-
2021-2022 Recommended Budget 31 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Magistrate Court
Magistrate Judge1.00 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 1.00 -
Courtroom Clerk 1.00 1.00 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 3.00 3.00 3.00 -
Court Clerk 1.00 1.48 1.48 1.48 1.48 -
Court Security Officer --1.00 1.00 1.00 -
Bailiff 1.00 1.00 ----
Total Magistrate Court 8.00 8.48 8.48 8.48 8.48 -
Full-time employees:8
Part-time employees:1
Town Manager's Office
Town Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 --(1.00)
Management Analyst ---1.00 1.00 1.00
Management Intern 0.38 0.38 0.38 0.38 0.38 -
Strategic Initiatives Manager 1.00 1.00 ----
Communications Administrator 1.00 1.00 1.00 1.00 1.00 -
New Media Developer 1.00 1.00 ----
Digital Content Specialist --1.00 1.00 1.00 -
Marketing & Communications Specialist 1.00 1.00 1.00 1.00 1.00 -
Constituent Services Coordinator 1.00 1.00 ----
Public Information Officer 1.00 1.00 1.00 1.00 1.00 -
Total Town Manager's Office 10.38 10.38 8.38 8.38 8.38 -
Full-time employees:8
Part-time employees:1
2021-2022 Recommended Budget 32 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Parks and Recreation
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 -
Deputy Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 -
Recreation & Culture Manager 1.00 1.00 1.00 1.00 1.00 -
Recreation Facility Manager 1.00 1.00 1.00 1.00 1.00 -
Multimodal Planner 1.00 1.00 - - - -
Parks Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Crew Leader 1.00 1.00 - - - -
Parks Maintenance Worker III - - 1.00 1.00 1.00 -
Parks Maintenance Worker II 1.00 1.00 1.00 2.00 2.00 1.00
Parks Maintenance Worker I 5.00 5.00 5.00 5.00 5.00 -
Park Monitor 0.96 0.96 0.96 0.96 0.96 -
Facilities Maintenance Technician - - - - - -
Senior Office Specialist 2.00 2.00 3.00 2.00 2.00 (1.00)
Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.00 1.00 - - - -
Assistant Recreation Manager 2.00 2.00 3.00 3.00 3.00 -
Recreation Leader 2.91 2.91 2.91 2.91 2.91 -
Aquatics Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Aquatics Manager 1.00 1.00 1.00 1.00 1.00 -
Lifeguard Supervisor - - 2.25 2.25 2.25 -
Aquatics Facility Supervisor 2.25 2.25 - - - -
Aquatics Shift Leader 2.54 2.54 2.54 2.54 2.54 -
Aquatics Facility Attendant 4.80 4.80 4.80 4.80 4.80 -
Custodian 0.48 0.48 0.48 0.48 0.48 -
Recreation Supervisor - - 0.75 0.75 0.75 -
Facility Supervisor - - - - - -
Facility Attendant 5.00 5.00 4.25 4.25 4.25 -
Recreation Aide 6.63 6.63 6.63 6.63 6.63 -
Fitness Instructor 2.00 2.00 2.00 2.00 2.00 -
Lifeguard/Swim Instructor 13.53 13.53 13.53 13.53 13.53 -
Total Parks and Recreation 63.10 63.10 63.10 63.10 63.10 -
Full-time employees:22
(not including seasonal employees)Part-time employees:34
2021-2022 Recommended Budget 33 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Police
Chief of Police 1.00 1.00 1.00 1.00 1.00 -
Deputy Chief of Police 1.00 1.00 1.00 1.00 1.00 -
Commander 2.00 2.00 2.00 2.00 2.00 -
Lieutenant 5.00 5.00 5.00 5.00 5.00 -
Sergeant 12.00 13.00 13.00 13.00 13.00 -
Public Relations Sergeant 1.00 1.00 1.00 1.00 1.00 -
Detective 7.00 7.00 7.00 7.00 7.00 -
Patrol Officer 51.00 54.00 55.00 56.00 56.00 1.00
Traffic Investigator - - 1.00 1.00 1.00 -
Motorcycle Officer 6.00 6.00 4.00 4.00 4.00 -
School Resource Officer 8.00 9.00 9.00 8.00 7.00 (2.00)
K-9 Officer 2.00 3.00 3.00 3.00 3.00 -
DUI Officer 3.00 2.00 2.00 2.00 2.00 -
Training Officer 1.00 1.00 1.00 1.00 1.00 -
Reserve Officer 2.88 2.88 2.88 2.88 - (2.88)
Systems Analyst 1.00 1.00 1.00 - - (1.00)
Police Telecommunications Manager 1.00 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 -
Public Safety Telecommunicator 10.00 10.00 10.00 10.00 11.00 1.00
Police Workforce Specialist - - - - 0.48 0.48
Records Supervisor 1.00 1.00 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 5.00 5.00 -
Crime Scene Technician Supervisor 1.00 1.00 1.00 1.00 1.00 -
Crime Scene Technician 2.00 2.00 2.00 2.00 3.00 1.00
Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 -
Crime Analyst 1.00 1.00 1.00 1.00 1.00 -
Emergency Mgmt & Safety Coordinator 1.00 1.00 1.00 - - (1.00)
Senior Office Specialist 2.00 2.00 3.00 3.00 3.00 -
Office Specialist 1.00 1.00 - - - -
Office Assistant 1.25 1.25 1.25 1.25 1.25 -
Total Police 133.13 138.13 138.13 136.13 134.73 (3.40)
Full-time employees:132
Part-time employees:3
2021-2022 Recommended Budget 34 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Public Works
Public Works Director & Town Engineer 1.00 1.00 1.00 1.00 1.00 -
Assistant Public Works Director 1.00 1.00 1.00 1.00 1.00 -
Engineering Division Manager 1.00 1.00 1.00 1.00 1.00 -
Operations Division Manager 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Senior Stormwater Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Stormwater Utility Division Manager 1.00 1.00 1.00 1.00 1.00 -
Stormwater Utility Project Manager 1.00 1.00 1.00 1.00 1.00 -
Streets and Drainage Operations Supervisor - - 1.00 1.00 1.00 -
Stormwater Field Superintendent 1.00 1.00 - - - -
GIS Stormwater Intern - - - - 0.48 0.48
Senior Transit Crew Leader 1.00 1.00 1.00 1.00 1.00 -
Transit Crew Leader 1.00 1.00 1.00 1.00 1.00 -
Civil Engineering Designer 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineering Tech 3.00 3.00 3.00 3.00 3.00 -
Streets & Drainage Op. Superintendent - - 1.00 1.00 1.00 -
Streets Maintenance Superintendent 1.00 1.00 - - - -
Senior Traffic Technician 1.00 1.00 1.00 1.00 1.00 -
Construction Inspector 3.00 3.00 3.00 3.00 - (3.00)
Administrative Coordinator 0.40 1.00 1.00 1.00 1.00 -
Stormwater Utility Analyst 1.00 1.00 1.00 1.00 1.00 -
Stormwater Inspector Designer 1.00 1.00 1.00 1.00 1.00 -
Fleet and Facility Manager - - 1.00 1.00 1.00 -
Facilities Maintenance Crew Leader 1.00 1.00 1.00 - - (1.00)
Fleet Maintenance Supervisor - - - 1.00 1.00 1.00
Fleet Maintenance Mechanic III 1.00 1.00 1.00 1.00 1.00 -
Fleet Control Specialist 1.00 1.00 1.00 1.00 1.00 -
Fleet Attendant - - - - 1.00 1.00
Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 1.00 1.00 -
Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 1.00 -
Streets & Drainage Crew Leader 2.00 2.00 2.00 2.00 2.00 -
Traffic Technician 1.00 1.00 1.00 1.00 1.00 -
Facilities Maintenance Technician 3.00 3.00 3.00 3.00 3.00 -
Heavy Equipment Operator III 1.00 1.00 - - - -
Heavy Equipment Operator II 7.00 7.00 8.00 8.00 8.00 -
Heavy Equipment Operator I 1.00 1.00 - - - -
Senior Office Specialist 1.00 1.00 1.00 2.00 2.00 1.00
Office Specialist 1.00 1.00 2.00 1.00 1.00 (1.00)
Transit Specialist 1.11 1.11 1.11 1.11 1.11 -
Transit Dispatcher 2.11 2.11 2.11 2.11 2.11 -
Office Assistant 1.96 1.96 0.96 0.96 0.96 -
Transit Driver 19.71 19.71 19.71 19.71 19.71 -
Total Public Works 70.29 70.89 70.89 70.89 69.37 (1.52)
Full-time employees:48
Part-time employees:61
2021-2022 Recommended Budget 35 of 116
Personnel Schedule
FY 2019 FY 2020 FY2022 +/-
Actual Actual Budget Projected Budget to Budget
FY 2021
Water Utility
Water Utility Director 1.00 1.00 1.00 1.00 1.00 -
Engineering & Planning Manager 1.00 1.00 1.00 1.00 1.00 -
Water Utility Administrator 1.00 1.00 1.00 1.00 1.00 -
Water Operations Manager 1.00 1.00 1.00 1.00 1.00 -
Water Production Superintendent - - - - - -
Water Distribution Superintendent 1.00 1.00 1.00 1.00 1.00 -
Water Engineer Project Manager 1.00 1.00 - - - -
Water Production & Meter Ops. Superint.1.00 1.00 1.00 1.00 1.00 -
Senior Engineering Associate - - 2.00 2.00 2.00 -
Meter Operations Supervisor 1.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 - - - -
Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 3.00 3.00 3.00 3.00 3.00 -
Construction Inspector 2.00 2.00 2.00 2.00 2.00 -
Water Control Systems Supervisor - - 1.00 1.00 1.00 -
Electric and Control Technician 1.00 1.00 - - - -
Instrumentation & Control Technican - - 1.00 1.00 1.00 -
Civil Engineer Tech 1.00 1.00 1.00 1.00 1.00 -
Water Utility Operator III 8.00 8.00 8.00 8.00 8.00 -
Water Utility Operator II 4.00 4.00 4.00 4.00 4.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Water Utility Analyst - - 1.00 1.00 1.00 -
Customer Service Supervisor 1.00 1.00 - - - -
Water Utility Operator I 4.00 4.00 4.00 4.00 4.00 -
Customer Service Specialist 4.00 4.00 4.00 4.00 4.00 -
Customer Service Representative 0.48 0.48 0.48 0.48 0.48 -
Total Water Utility 39.48 39.48 40.48 40.48 40.48 -
Full-time employees:40
Part-time employees:1
Total Personnel 391.49 396.97 398.97 398.97 398.05 (0.92)
322
110
Full-time employees:
Part-time employees:
2021-2022 Recommended Budget 36 of 116
Clerk
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
OVERVIEW
The Clerk's Office is the centralized information distribution point for our citizens, Town Council and staff.
Responsibilities include preserving the legislative history of the Town, maintaining public records of the
Town and conducting fair and impartial elections. The Clerk's Office provides staff support to Town Council;
public records and information; business licensing; records management; elections; voter registration; and
notary services. Functions of the Clerk's Office are performed in accordance with Arizona Revised Statutes,
Oro Valley Town Code and the administrative policies and objectives of the Town.
2020-2021 MAJOR ACCOMPLISHMENTS
• Implemented a solution to obtain electronic signatures on ordinances, resolutions and minutes
resulting in reduced processing times and the reduction of paper costs.
• Added 315 documents consisting of 8,224 pages to the Town’s electronic document database.
• In collaboration with the Innovation & Technology Department, transitioned and trained staff to
conduct public meetings via Zoom due to the COVID-19 pandemic.
• Conducted the August 4, 2020 primary election in which all three Council seats were filled and Prop
480 – Permanent Base Adjustment was approved. Voter turnout was 54.96%.
• Received and processed 295 public record requests.
2021-2022 Recommended Budget 37 of 116
Clerk
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Town Clerk 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Office Assistant 1.48 1.48 1.48 1.48 -
Communications Intern 0.25 0.25 0.25 0.25 -
Total FTEs 4.73 4.73 4.73 4.73 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 340,146$ 340,424$ 340,424$ 358,733$ 5.4%
Operations & Maintenance 24,531 88,100 88,100 25,100 -71.5%
Total Expenditures 364,677$ 428,524$ 428,524$ 383,833$ -10.4%
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Actual Budget Projected Budget to Budget
Business Licenses & Permits 193,932$ 202,500$ 202,500$ 202,500$ 0.0%
Public Record Request Fees 1,917 2,500 1,500 2,500 0.0%
Total Revenues 195,849$ 205,000$ 204,000$ 205,000$ 0.0%
Revenue Sources
2021-2022 Recommended Budget 38 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Community & Economic Development(CED)
OVERVIEW
The Community and Economic Development (CED) Department supports and welcomes new and expanded
business and residential development in the Town of Oro Valley. The department provides excellent
customer service in coordinating all facets of economic development, planning, permitting, and inspection
and compliance related to horizontal and vertical construction within the community. Our team is dedicated
to ensuring that development proceeds in a safe and efficient manner that meets today’s business needs.
The department encourages the use of best practices in both community and economic development,
including planning for growth and development that supports a sustainable economy, diverse employment
and housing opportunities, and expanded education and cultural experiences for local residents.
2020-2021 MAJOR ACCOMPLISHMENTS
ADMINISTRATION
• Implemented new performance metrics.
• Completed work plans aligned with the Town Council Strategic Leadership Plan and the
Comprehensive Economic Development Strategy.
• Continued to implement remote work strategies that maintained a high level of customer service
for all divisions.
PERMITTING
• Completed the transition to electronic plan submittal and review.
• As of the end of April 2021, issued 2,098 permits, including 385 single family residential permits, 28
grading permits, 32 commercial building permits, 218 photovoltaic permits and 171 pool permits.
• Collected over $2.2 million in plan review and permit fees representing more than $198 million in
work valuation for new private construction.
• Issued commercial building permits for projects such as OV Self Storage and Business Center, AZ
Blood and Cancer Specialists, Salted Pig BBQ, TMC One, Seis Kitchen, Ashley Furniture, Jersey
Mike's and Noodleholics. Issued Type 2 grading permits for new residential projects Capella
Parcel M and Saguaros Viejos East, Phase 2.
COMMUNITY AND ECONOMIC DEVELOPMENT
Department Director
ADMINISTRATION PERMITTING PLANNING INSPECTION AND
COMPLIANCE
ECONOMIC
DEVELOPMENT
2021-2022 Recommended Budget 39 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Community & Economic Development(CED)
PLANNING
•Processed two Tier 1 (Major) - General Plan Amendment cases utilizing the following means of
virtual outreach: five highly utilized informational videos, one HOA meeting presentation, four
General Plan Amendment interactive ZOOM neighborhood meetings and five General Plan
Amendment public hearings (Planning & Zoning Commission and Town Council). Processed one
Tier 2 - General Plan Amendment for the Westward Look Annexation Project.
•Processed applications of various types, including 23 pre-applications.
•Completed Planning review comments within time standards for all development applications.
•Comprehensively evaluated Your Voice, Our Future General Plan action item implementation and
updated the Planning work plan accordingly.
•Developed strategies to expand available properties for primary employment, including allowing
for certain high-tech manufacturing, wholesale, and research and development uses in C-1 and C-
2 Commercial Zoning Districts, and expanded the Economic Expansion Zoning Overlay District.
•Town Council approved an Annexation Strategy, from which the Westward Look Resort
annexation, general plan amendment and rezoning was considered by Town Council in April
2021.
INSPECTION & COMPLIANCE
•Performed 23,527 inspections at approximately 8,645 locations. Some high-profile projects include
Roche building expansions, the Salted Pig BBQ, F45 Fitness and TMC One.
•With assistance from the Innovation & Technology Department, provided an opportunity for
customers to utilize Skype for pre-construction meetings.
•As of April 1, 2021, staff investigated a total of 233 violations/complaints recorded. Of those
recorded, 23 complaints did not lead to a violation.
ECONOMIC DEVELOPMENT
•Town Council adopted a primary employer incentive program.
•Town Council approved strategies to expand available properties for primary employment,
including allowing for certain high-tech manufacturing, wholesale, and research and development
uses in C-1 and C-2 Commercial Zoning Districts, and expanded the Economic Expansion Zoning
Overlay District.
•In response to the pandemic, assisted the Town Manager with the implementation of OVSafeSteps
and the associated Hardship Grant.
•Regularly added net new primary employer business projects into the active business expansion
and attraction pipeline.
2021-2022 Recommended Budget 40 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Community & Economic Development(CED)
FY 2020 FY 2022
Actual Budget Projected Budget
27.78 27.78 27.78 27.78
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Administration 269,362$ 277,641$ 237,249$ 297,878$ 7.3%
Permitting 951,908 999,664 989,833 1,064,595 6.5%
Planning 516,938 561,517 559,788 676,959 20.6%
Inspection and Compliance 844,941 840,638 857,392 865,853 3.0%
Economic Development 140,882 100,201 91,873 154,329 54.0%
2,724,031$ 2,779,661$ 2,736,135$ 3,059,614$ 10.1%
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Residential Building Permits 1,413,734$ 1,005,000$ 1,801,168$ 1,222,500$ 21.6%
Commercial Building Permits 544,597 217,500 619,547 242,500 11.5%
Special Inspection Fees 7,670 8,500 4,000 8,000 -5.9%
Zoning and Subdivision Fees 138,306 140,000 135,000 135,000 -3.6%
Sign Permits 20,166 20,000 21,000 20,000 0.0%
Grading Permit Fees 94,537 75,000 50,000 84,500 12.7%
Engineer Plan Review Fees 54,047 50,000 15,000 51,000 2.0%
Fire Permits and Fees 91,219 60,000 67,198 65,000 8.3%
2,364,276$ 1,576,000$ 2,712,913$ 1,828,500$ 16.0%
Revenue Sources
FY 2021
Total FTEs
FY 2021
Expenditures by Division
FY 2021
2021-2022 Recommended Budget 41 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
CED – Administration
OVERVIEW
The primary function of the Community and Economic Development Director is to ensure harmonious
growth as well as the health, safety and welfare of the public in the built environment. The director, with
support of the division managers and administrators, provides leadership, direction and support to the
department's staff. Responsibilities include: establishing departmental policy; leadership direction and
support of the department's staff; preparation and management of the department's operating and capital
budget; code interpretation and enforcement; revisions to the Town Code; Council support; Town
Manager's Executive Leadership Team; customer service including effective public outreach and
communication; and resolution of personnel and legal issues.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 102% due to costs related to consultant for 109 acres of property donated by the
Rooney family
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
CED Director 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 2.00 2.00 2.00 2.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 243,815$ $247,741 207,349$ 237,478$ -4.1%
Operations & Maintenance 25,547 29,900 29,900 60,400 102.0%
Total Expenditures 269,362$ 277,641$ 237,249$ 297,878$ 7.3%
2021-2022 Recommended Budget 42 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
CED – Permitting
OVERVIEW
The Permitting division coordinates all facets of plan review for permitting and development by assessing
compliance with the codes and ordinances adopted by the Town. Plan review and coordination of projects
include conceptual and final site plans, improvement plans, grading, building, walls, pools, spas, signs,
equipment and miscellaneous projects for both residential and commercial development.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Division Mgr, Permitting 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 1.00 -
Plans Examiner II 2.00 2.00 2.00 2.00 -
Plans Examiner I 1.00 1.00 1.00 1.00 -
Senior Planning Technician 1.00 1.00 1.00 1.00 -
Building Permit Tech 2.00 2.00 2.00 2.00 -
Office Specialist 0.48 0.48 0.48 0.48 -
Total FTEs 9.48 9.48 9.48 9.48 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 915,632$ $901,349 901,349$ 951,170$ 5.5%
Operations & Maintenance 36,276 98,315 88,484 113,425 15.4%
Total Expenditures 951,908$ 999,664$ 989,833$ 1,064,595$ 6.5%
2021-2022 Recommended Budget 43 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
CED – Planning
OVERVIEW
The Planning division administers the General Plan and Zoning Code for the harmonious growth of the
town. The division is responsible for providing planning and zoning services to the community, Town
Council, Planning and Zoning Commission, Board of Adjustment and project teams. The division's current
work plan focuses on updates to the sign code, zoning code, general plan and associated guidelines and
standards.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 237% due to various programs such as a Housing Study and Dark Sky Code updates.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Division Mgr, Planning 1.00 1.00 1.00 1.00 -
Principal Planner 2.00 2.00 2.00 2.00 -
Senior Planner 1.00 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Intern 0.30 0.30 0.30 0.30 -
Total FTEs 6.30 6.30 6.30 6.30 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 490,784$ $531,607 531,673$ 576,049$ 8.4%
Operations & Maintenance 26,154 29,910 28,115 100,910 237.4%
Total Expenditures 516,938$ 561,517$ 559,788$ 676,959$ 20.6%
2021-2022 Recommended Budget 44 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
CED – Inspection & Compliance
OVERVIEW
The Inspection and Compliance division is responsible for inspecting all new and altered, commercial and
residential, vertical and horizontal construction within the town to assess their compliance with the codes
and ordinances adopted by the Town. The division is also responsible for the monitoring and enforcement
of the zoning, building and Town codes and ordinances, including all construction, plant salvage, landscape,
signage and development performance standards.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Division Mgr, Insp. & Comp.1.00 1.00 1.00 1.00 -
Building Inspector II 4.00 4.00 4.00 4.00 -
Building Inspector I 1.00 1.00 1.00 1.00 -
Code Compliance Specialist 1.00 1.00 1.00 1.00 -
Zoning Technician 1.00 1.00 1.00 1.00 -
Senior Office Assistant 1.00 1.00 1.00 1.00 -
Total FTEs 9.00 9.00 9.00 9.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 840,049$ $830,764 850,974$ 854,008$ 2.8%
Operations & Maintenance 4,892 9,874 6,418 11,845 20.0%
Total Expenditures 844,941$ 840,638$ 857,392$ 865,853$ 3.0%
2021-2022 Recommended Budget 45 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
CED – Economic Development
OVERVIEW
Beginning FY 2019, Economic Development was a new General Fund division within the Community and
Economic Development Department. These costs were previously budgeted in the Bed Tax Fund. Economic
Development is responsible for business recruitment, retention and expansion.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 240% due to marketing tools and programs and increased travel costs
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Economic Dev. Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 1.00 1.00 1.00 1.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 80,077 $79,380 79,380 83,478 5.2%
Operations & Maintenance 60,805 20,821 12,493 70,851 240.3%
Total Expenditures 140,882 100,201 91,873 154,329$ 54.0%
2021-2022 Recommended Budget 46 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Council
OVERVIEW
Town Council consists of seven officials elected by residents of the town. The Mayor is directly elected by
the citizens while the Vice Mayor is selected by the Council annually. Councilmembers serve four-year
overlapping terms in the manner prescribed by state law. The Mayor and Councilmembers of Oro Valley are
committed to high quality municipal services and responsible development. Through the Town Manager,
the Town Council provides policy direction by adopting rules, regulations and procedures to meet
community needs. The Mayor and Councilmembers remain accountable and accessible to the residents
through their commitment to full, honest and timely communication and exchange promoting responsive,
accountable governance.
2020-2021 MAJOR ACCOMPLISHMENTS
•Participated in business outreach efforts as part of the OVSafeSteps program, connecting with
dozens of businesses in the community, in partnership with Town staff and representatives of the
Oro Valley Chamber of Commerce.
•Successfully conducted all Town Council meetings remotely during the pandemic, increasing
attendance substantially.
•Adopted a balanced budget for FY 20/21 totaling just over $105.4 million, reflecting the
community’s values and priorities.
•Conducted a two-day, bi-annual strategic planning retreat and finalized the draft Town Council
Strategic Leadership Plan to guide town operations and investments during FY21/22 - 22/23.
•Approved a viable course of action for the Town’s Pusch 9-hole golf course following the
unsuccessful opportunity to lease the property to HSL, a solution that includes participation by the
adjacent homeowners’ associations.
•Provided direction to the Town Manager to implement a plan to address the Town’s PSPRS
unfunded liability through a $10 million substantial contribution and $17 million in Pension
Obligation Bonds.
•Selected James Hazel as the Town’s new Magistrate Judge after an open, competitive recruitment.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Mayor 1.00 1.00 1.00 1.00 -
Councilmember 6.00 6.00 6.00 6.00 -
Total FTEs 7.00 7.00 7.00 7.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 80,321$ $78,819 78,819$ 78,820$ 0.0%
Operations & Maintenance 103,717 118,200 118,200 109,900 -7.0%
Total Expenditures 184,038$ 197,019$ 197,019$ 188,720$ -4.2%
2021-2022 Recommended Budget 47 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Finance
OVERVIEW
Finance is responsible for Town financial activities, including accounting, payroll and accounts payable
processing, budget development, coordination and analysis, financial statement preparation, audit
coordination, debt management, managerial reporting, sales tax compliance and participation in a variety of
other administrative and special projects. Finance also coordinates the development of the Town’s Capital
Improvement Program and provides procurement administration for the Town.
2020-2021 MAJOR ACCOMPLISHMENTS
•Increased resident understanding of the Town’s financial structure, including revenue sources,
operational costs and programs, facilities and capital investments through the following:
o Received the Distinguished Budget Presentation award from the Government Finance
Officers Association (GFOA) for the 13th consecutive year.
o Received the Certificate of Achievement for Financial Reporting Excellence from GFOA for the
28th consecutive year.
o Received the Popular Annual Financial Reporting award from GFOA for the 10th consecutive
year.
o Received the Achievement of Excellence in Procurement award from the National
Procurement Institute for the 14th consecutive year.
o Received an unmodified “clean” audit opinion for the Town’s annual financial statements.
o Presented monthly financial updates to Town Council and Budget & Finance Commission.
•Due to conservative budgeting practices, prudent fiscal management and strong fund balance
reserves, it is projected the Town will be able to absorb the financial impact from the COVID-19
pandemic for FY 20/21, and will end the fiscal year on budget in the General Fund.
•Secured voter approval to change from Home Rule to Permanent Base Adjustment in the fall of 2020.
•100% of internal customers rated Procurement quality as excellent or good.
•96% of internal customers rated Procurement timeliness as excellent or good.
•Continued aligning the Town’s capital investments with Council’s Strategic Leadership Plan and
financial policies.
•Transitioned the drafting of the Comprehensive Financial Annual Report in-house.
•Continued aligning the Town’s annual budget and associated work plans with conservatively
forecasted revenues.
2021-2022 Recommended Budget 48 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Finance
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 41% due to budgeted asset inventory services.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Chief Financial Officer 1.00 1.00 1.00 1.00 -
Finance & Budget Administrator 1.00 1.00 1.00 1.00 -
Chief Procurement Officer 1.00 1.00 1.00 1.00 -
Contract Specialist - - - 1.00 1.00
Procurement Specialist 1.00 1.00 1.00 - (1.00)
Senior Budget Analyst 1.00 1.00 1.00 1.00 -
Senior Accountant 1.00 1.00 1.00 2.00 1.00
Accounting Specialist 1.00 1.00 1.00 1.00 -
Senior Office Specialist 0.20 0.20 0.20 0.20 -
Total FTEs 7.20 7.20 7.20 8.20 1.00
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 708,552$ 763,288$ 763,288$ 881,824$ 15.5%
Operations & Maintenance 208,859 69,600 69,600 97,831 40.6%
Total Expenditures 917,411$ 832,888$ 832,888$ 979,655$ 17.6%
2021-2022 Recommended Budget 49 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Human Resources
OVERVIEW
Human Resources (HR) provides services and support in the following areas: policy and procedure;
administration and compliance; compensation and benefits; hiring, development and retention; employee
and labor relations; and performance management.
2020-2021 MAJOR ACCOMPLISHMENTS
• Initiated advertising and recruiting volunteer opportunities within the Town of Oro Valley on the
Town’s Job Opportunities webpage. Members of the public interested in volunteering with the
town can review the specific opportunities available. Departments can take advantage of the
streamlined processes in place with the town’s hiring software such as email notification system,
automated advertising to several websites and volunteer coordinator alerts.
• Developed and implemented a town wide electronic employee performance evaluation form,
creating town wide training, an online user guide for supervisors and updated policy. The
electronic format and process ensures consistency, yet the approval process can be modified for
each department, and HR can monitor the status of evaluations.
• Facilitated the first Virtual Wellness Fair for Town of Oro Valley employees lasting an entire month
rather than the traditional one-day event. Employees and their families could access the fair “on
demand” to learn about a variety of health and wellness topics from several different vendors.
• Completed town wide on-line training customized for general employee classifications and for
supervisory classifications. Training topics focused on workplace conduct and compliance.
• Developed and implemented an electronic employee exit survey, emailing employees leaving the
organization for voluntary feedback to gather metrics for future employee retention strategies.
• Drafted and implemented new HR policies and procedures to accommodate new working
conditions due to the COVID-19 pandemic and the federal and state laws.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Human Resource Director 1.00 1.00 1.00 1.00 -
Human Resource Analyst 2.00 2.00 2.00 3.00 1.00
Human Resource Assistant 1.00 1.00 1.00 - (1.00)
Total FTEs 4.00 4.00 4.00 4.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 346,061$ 388,971$ 373,994$ 401,410$ 3.2%
Operations & Maintenance 142,933 68,373 73,159 133,980 96.0%
Total Expenditures 488,994$ 457,344$ 447,153$ 535,390$ 17.1%
2021-2022 Recommended Budget 50 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Innovation & Technology____________________
OVERVIEW
The Innovation & Technology Department (I&T) is committed to providing secure, proven, innovative
technologies that enhance operational efficiencies while providing convenient access to government
information and services for employees, citizens, visitors and businesses. I&T is comprised of two divisions:
Innovation and Strategy, and Information Technology.
The Innovation and Strategy Division manages the Council Strategic Leadership Plan, OV Peak Performance
(continuous improvement activities dedicated to delivering better value to customers, internally and
externally, by eliminating waste), annexations, special events, emergency management, safety, constituent
services and tourism. Emergency Management programs ensure disaster preparedness, education and
information is made available to staff and to community stakeholders. Constituent Services, through phone
calls and AskOV, addresses concerns, complaints, inquiries and referrals with excellent customer service and
a commonsense approach.
The Information Technology Division (ITD) identifies, implements and supports technology for all Town
departments to support their business needs. Responsibilities include management and security of the
Town's computer and telephony networks, Geographic Information System (GIS), technology acquisition,
application management and support and database management. ITD strategizes its work through five
focus areas: Service Delivery Improvement; Cyber Security; Application Lifecycles; Business Continuity;
and ITD as a Strategic Partner.
2020-2021 ACCOMPLISHMENTS
• Continued implementation of solutions to accommodate new working conditions due to the
COVID-19 pandemic. These included expanded work from home capabilities, support of interactive
online public meetings, digital signatures, multifactor authentication and technology to support
remote building inspections.
• Upgraded and expanded the electronic document management system to accommodate a 100%
paperless office.
• Continue to provide updated cybersecurity training courses twice per year along with ongoing
phishing testing campaign with remedial training.
• Updated backup solution to accommodate expanded cloud usage. Implemented air gapped
backups for ransomware protection.
• Upgraded and expanded the Town’s GIS system, including a new storage architecture and latest
GIS version.
• Continued Peak Performance Training to 35 full-time employees and expanded Peak Performance
Lean Green Belt training to 14 employees.
• As of January 2021, realized a cost savings of $64,395 related to Peak Improvement Projects.
• Launched a National Preparedness Month social media campaign, during the month of September
2020 to educate the Oro Valley community.
• Emergency Management and Safety Coordinator collaborated with all departments to update their
Continuity of Operations Plan (COOP).
• Established the COVID Response Team to evaluate, research and provide recommendations to
Manager’s Policy Team on the impacts of Executive Orders, public health advisories, special events
and restrictions.
• Coordinated and provided operational planning and logistics support to MHC Healthcare’s COVID-
19 vaccination site at James Kreigh Park.
2021-2022 Recommended Budget 51 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Innovation & Technology____________________
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 14% due to increased software maintenance costs and licensing
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Chief Information Officer (CIO)1.00 1.00 1.00 1.00 -
NetOps Supervisor - 1.00 1.00 1.00 -
Applications Supervisor - - 1.00 1.00 1.00
Network Administrator 2.00 1.00 1.00 1.00 -
Systems Analyst 2.00 2.00 2.00 3.00 1.00
Database Analyst 1.00 1.00 1.00 1.00 -
Senior GIS Administrator 1.00 1.00 1.00 1.00 -
GIS Analyst 1.00 1.00 1.00 1.00 -
IT Analyst 1.00 1.00 1.00 1.00 -
Help Desk Technician - 1.00 1.00 1.00 -
Strategic Initatives Manager - 1.00 1.00 1.00 -
Constituent Services Coord.- 1.00 1.00 1.00 -
Emergency Mgmt & Safety - - 1.00 1.00 1.00
Senior Office Specialist 0.80 0.80 0.80 0.80 -
Total FTEs 9.80 12.80 14.80 15.80 3.00
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 960,397$ 1,540,148$ 1,540,148$ 1,665,903$ 8.2%
Operations & Maintenance 1,897,307 2,118,550 2,065,586 2,412,880 13.9%
Capital Outlay 223,174 285,500 274,080 267,800 -6.2%
Total Expenditures 3,080,878$ 3,944,198$ 3,879,814$ 4,346,583$ 10.2%
2021-2022 Recommended Budget 52 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Legal
OVERVIEW
The Legal Services Department is managed by the Legal Services Director. A contract attorney is hired by
the Mayor and Council to act as their chief legal advisor. The Legal Services Department is committed to
providing the highest quality representation possible to meet the present and future needs of the Town in
an efficient and effective manner.
2020-2021 MAJOR ACCOMPLISHMENTS
• Continued to hold court cases telephonically throughout the COVID-19 pandemic.
• Provided statewide DUI, Drugged Driving and Criminal Year Update training to police officers and
prosecutors.
• Responded to legal claims against the Town.
• Reviewed policies, contracts and ordinances.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Legal Services Director 1.00 1.00 1.00 1.00 -
Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 -
Senior Paralegal 1.00 1.00 1.00 1.00 -
Paralegal I 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 -
Total FTEs 6.00 6.00 6.00 6.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 727,075$ 721,071$ 696,476$ 751,078$ 4.2%
Operations & Maintenance 161,870 149,521 145,783 151,676 1.4%
Total Expenditures 888,945$ 870,592$ 842,259$ 902,754$ 3.7%
2021-2022 Recommended Budget 53 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Magistrate Court
OVERVIEW
The Oro Valley Magistrate Court is charged with the processing and adjudication by trial, hearing or
otherwise, of all cases filed in the Court. This includes misdemeanor criminal and traffic cases, civil traffic
cases and Town Code violations. The Court is also responsible for the collection of fines, surcharges,
restitution and other fees, issuing domestic violence orders of protection and injunctions against
harassment, taking applications for and issuing marriage licenses and performing weddings. Services
rendered by the Court are governed by rules set by the Arizona Supreme Court, statutes and/or ordinances
enacted by the Arizona Legislature and/or the Oro Valley Town Council.
2020-2021 ACCOMPLISHMENTS
Oro Valley Magistrate Court was challenged to conduct court in completely different and previously
unapproved ways in response to the COVID-19 pandemic. These adaptations and accomplishments
included:
• The Court quickly adjusted from conducting in-person hearings to remote hearings for all cases for
several months. This included conducting most of the hearings on the telephone with defendants
either appearing outside the building and coming into the lobby to sign paperwork, or appearing
from remote locations with paperwork delivered electronically.
• Obtained Zoom licensing to conduct court trials and complicated motion hearings as appropriate.
Utilizing Zoom so judges may conduct proceedings remotely, as needed.
• Complied with the “open to the public” mandate by broadcasting trials and contested hearings on
YouTube, in both video and audio formats.
• Increased public access by providing direct links to audio hearings.
• Obtained equipment and established procedures to allow staff to work remotely as appropriate.
• Updated the transmission of documents to electronic delivery for defendants and attorneys.
• Quickly adapted to multiple staff members contracting COVID-19, shutting down all in-person
operations within three hours.
• Established protocols for sanitizing the court room, lobby and all staff areas, including health
monitoring and PPE to ensure the safety of staff.
2021-2022 Recommended Budget 54 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Magistrate Court
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 18% due to court appointed attorney fees as well as one-time operating equipment
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Magistrate Judge 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 -
Courtroom Clerk 1.00 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 3.00 3.00 -
Court Clerk 1.48 1.48 1.48 1.48 -
Court Security Officer - 1.00 1.00 1.00 -
Bailiff 1.00 - - - -
Total FTEs 8.48 8.48 8.48 8.48 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 754,490$ 724,216$ 741,213$ 762,596$ 5.3%
Operations & Maintenance 110,869 140,610 121,549 165,916 18.0%
Total Expenditures 865,359$ 864,826$ 862,762$ 928,512$ 7.4%
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Actual Budget Projected Budget to Budget
Court Costs 117,381$ 135,000$ 130,000$ 135,000$ 0.0%
Court Security Fee 18,333 20,000 20,000 20,000 0.0%
Public Defender Fees 3,035 2,400 1,500 2,400 0.0%
Fines 111,611 125,000 125,000 125,000 0.0%
Total Revenues 250,360$ 282,400$ 276,500$ 282,400$ 0.0%
Revenue Sources
2021-2022 Recommended Budget 55 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Town Manager’s Office
OVERVIEW
The Town Manager is responsible for the proper management and administration of the Town and serves
as the Chief Administrative Officer of the government under the direction of the Town Council. The Town
Manager is further responsible for tourism promotion, intergovernmental programs, communications and
for coordination of the administrative functions of the various departments, divisions, boards and services
of the Town government. The Town of Oro Valley is made up of the following departments and/or offices:
Town Manager; Town Clerk; Finance; Human Resources; Information Technology; Legal Services; Police;
Water Utility; Community and Economic Development; Public Works; Parks and Recreation; and Magistrate
Court.
2020-2021 MAJOR ACCOMPLISHMENTS
• Adapted operations in creating new protocols and policies, including federal and state policy
implementation, related to COVID-19. Created Zoom Town Council meetings, which allowed the
Town to continue conducting its business with community engagement, allowing hundreds of
residents to participate at each meeting.
• Developed and implemented a robust business assistance program, OVSafeSteps, designed to
support area businesses with financial reimbursements for PPE, marketing and technical assistance
expenses, while encouraging the community to patronize those who took the OVSafeSteps pledge.
• Partnered with and sponsored the Oro Valley Rotary Club’s Taste of Oro Valley annual event so the
event could continue being offered during the pandemic in a safe manner.
• Assisted the County in creating a vaccination point of distribution at James D. Kriegh Park for
regional residents.
• Developed and created a podcast series titled, “This is Oro Valley,” with the Town Manager covering
interesting topics related to water, community policing, the OVSafeSteps business assistance
program, Steam Pump Ranch, pavement preservation and other areas to help area residents learn
more about their local government.
• Completed the new playground project at Naranja Park, receiving the Best Park Award from the
Best of the Northwest Awards.
Town Manager
ADMINISTRATION COMMUNICATIONS
2021-2022 Recommended Budget 56 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Town Manager’s Office
•Authorized and implemented road safety improvements on La Canada Drive, adjacent to the Leman
Academy, to increase traffic flow and safety.
•Negotiated and brought forward a successful annexation of the Westward Look Resort for Town
Council’s consideration.
•Completed the Naranja Park Solar Shade Project in partnership with Tucson Electric Power.
•Launched a robust Census 2020 campaign, resulting in the Town of Oro Valley receiving the second
highest response rate of any city/town in the state of Arizona.
•Provided sufficient educational materials for the public to understand the details of Prop 480 –
Permanent Base Adjustment, which ultimately was passed by voters.
•Through the Peak Performance process improvement initiative, realized a cost savings of
approximately $64,000.
FY 2020 FY 2022
Actual Budget Projected Budget
10.38 8.38 8.38 8.38
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Administration 675,706$ 514,270$ 491,032$ 611,135$ 18.8%
Communications 618,269 514,464 490,702 504,089 -2.0%
1,293,975$ 1,028,734$ 981,734$ 1,115,224$ 8.4%
Total FTEs
FY 2021
Expenditures by Program - General Fund
FY 2021
2021-2022 Recommended Budget 57 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Town Manager’s Office – Administration
OVERVIEW
The Town Manager’s office is responsible for the fiscal health of the Town government, and for direction
and coordination of the administrative functions of the various departments, divisions, boards and services
of the Town Government. The Town Manager’s office provides staff support to the Town Council, handles
media relations, promotes the Town’s legislative agenda through intergovernmental programs, promotes
tourism, and seeks opportunities for partnerships and financial assistance at the county, state and federal
levels through grants, legislation and federal appropriation requests. The Town Manager’s office also
maintains citizen and community relations, as well as Oro Valley representation on regional boards and
quasi-governmental councils to keep the Town's needs and interests considered in regional decision–
making.
Expenditure and Staffing Changes
Personnel:
Personnel increased 19% due to the mid-year reclassification of a Sr. Office Specialist to a Management
Analyst to aid in strategic planning
Operations & Maintenance:
O&M increased 20% due to increased event and training costs
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Town Manager 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 1.00 -
Strategic Initiatives Manager 1.00 - - - -
Management Analyst - - 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 -
Senior Office Specialist 0.50 0.50 - - (0.50)
Management Intern 0.38 0.38 0.38 0.38 -
Total FTEs 4.88 3.88 4.38 4.38 0.50
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 629,822$ 495,000$ 472,725$ 588,109$ 18.8%
Operations & Maintenance 45,884 19,270 18,307 23,026 19.5%
Total Expenditures 675,706$ 514,270$ 491,032$ 611,135$ 18.8%
2021-2022 Recommended Budget 58 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Town Manager’s Office – Communications
OVERVIEW
The Communications Administrator manages and facilitates all media relations on behalf of the Town (with
the exception of the Police Department, which has a designated public information officer). The
Communications Division is responsible for internal and external communications and publications, the
Town’s website and employee intranet, oversight of the Town’s social media accounts, graphic design and
photography. Additionally, the Communications Division, in partnership with Economic Development,
manages and facilitates the Town’s marketing and advertising efforts. The division also plans, develops and
produces publications and services designed to facilitate communication between Town leadership and
residents in order to keep residents informed about Town services, activities and programs.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Communications Administrator 1.00 1.00 1.00 1.00 -
New Media Developer 1.00 1.00 1.00 1.00 -
Constituent Services Coordinator 1.00 - - - -
Marketing & Comm. Specialist 1.00 1.00 1.00 1.00 -
Public Information Officer 1.00 1.00 1.00 1.00 -
Senior Office Specialist 0.50 0.50 - - (0.50)
Total FTEs 5.50 4.50 4.00 4.00 (0.50)
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 520,422$ 392,179$ 374,531$ 379,619$ -3.2%
Operations & Maintenance 97,847 122,285 116,171 124,470 1.8%
Total Expenditures 618,269$ 514,464$ 490,702$ 504,089$ -2.0%
2021-2022 Recommended Budget 59 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation
OVERVIEW
The Parks and Recreation Department is comprised of the following divisions: Administration, Parks
Management, Recreation and Culture, Aquatics and Community Center. The department is further
responsible for providing staff support to the Parks and Recreation Advisory Board and the Historic
Preservation Commission.
2020-2021 MAJOR ACCOMPLISHMENTS
ADMINISTRATION
• Continued work on the department Master Plan and will have finalized plan presented to Council
by conclusion of FY20/21.
• Secured grant funding for a restroom building at the Naranja Park Archery range.
• Increased budget oversight and spending approach to ensure fiscal responsibility during the
pandemic.
• Developed, posted and awarded new RFP for Golf Management Services of the Town’s golf facilities,
selecting Indigo Golf.
• Initiated design and restoration of the Garage at Steam Pump Ranch; anticipated completion in
summer 2021.
PARKS MANAGEMENT
• New playground was installed and opened at Naranja Park.
• Implemented an Eatable Orchard at Steam Pump Ranch as part of the Planting Plan.
• Upgraded the first phase of irrigation pump system at Riverfront Park.
• New restroom was installed at Naranja Park Archery Range.
RECREATION & CULTURE
• Created online experiences and camps to take the place of in-person summer programming.
• Contracted with El Toro Flicks for drive-in movie opportunities during an otherwise downtime at
the Steam Pump Ranch property.
PARKS AND RECREATION
Department Director
ADMINISTRATION PARKS
MANAGEMENT
RECREATION &
CULTURE AQUATICS COMMUNITY
CENTER
2021-2022 Recommended Budget 60 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
• Worked with the Historic Planning Commission to create and approve a future Priority Funding
Plan for the Steam Pump Ranch property.
• Began Garage design and restoration work at Steam Pump Ranch.
AQUATICS
• Continued operations with minimal closure time through implementation of new guidelines and
requirements due to the pandemic.
• Replaced and refurbished facility heater systems.
• Painted interior and exterior walls of the facility.
• Communicated and worked with membership and long-term facility users to allow maximum use
during COVID-19 capacity restrictions.
COMMUNITY CENTER
• Implemented new reservation and communication methods with members and community for
use of the facility, to ensure adherence to required COVID-19 capacity limitations.
• Increased hours of operation for pool access throughout the pandemic.
• Completed several small projects and installations during closures to include new fans for air flow,
staff break room area, equipment storage, and pool filtration replacement and repairs.
• Meeting almost 50% of the FY20/21 revenue goal despite six-months of closures and over 50%
decrease in memberships.
2021-2022 Recommended Budget 61 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation
FY 2020 FY 2022
Actual Budget Projected Budget
63.10 63.10 63.10 63.10
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
General Fund 2,162,909$ 3,478,517$ 3,398,060$ 3,446,358$ -0.9%
Community Center Fund 5,668,846 6,599,082 5,316,189 8,512,607 29.0%
7,831,755$ 10,077,599$ 8,714,249$ 11,958,965$ 18.7%
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
General Fund 564,607$ 711,800$ 610,050$ 558,525$ -21.5%
Community Center Fund 6,555,137 7,098,610 6,828,177 7,166,541 1.0%
7,119,744$ 7,810,410$ 7,438,227$ 7,725,066$ -1.1%
Revenues by Fund
FY 2021
Total FTEs
FY 2021
Expenditures by Fund
FY 2021
2021-2022 Recommended Budget 62 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation – General Fund
FY 2020 FY 2022
Actual Budget Projected Budget
41.55 41.55 41.55 41.55
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Administration 538,509$ 466,519$ 446,496$ 441,380$ -5.4%
Parks Management 1,107,815 1,394,179 1,394,179 1,369,531 -1.8%
Recreation and Culture 516,585 543,350 491,401 498,831 -8.2%
Aquatics 1,074,469 1,065,984 1,136,616 5.8%
2,162,909$ 3,478,517$ 3,398,060$ 3,446,358$ -0.9%
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Aquatics User Fees 346,171$ 430,000$ 430,000$ 395,000$ -8.1%
Concession Sales 11,195 15,000 50 5,000 -66.7%
Fields & Courts User Fees 105,369 115,000 115,000 66,125 -42.5%
Miscellaneous User Fees 101,872 151,800 65,000 92,400 -39.1%
564,607$ 711,800$ 610,050$ 558,525$ -21.5%
FY 2021
Total FTEs
FY 2021
Expenditures by Division
FY 2021
Revenue Sources
2021-2022 Recommended Budget 63 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation – General Fund
Administration
OVERVIEW
The Parks and Recreation Administration Division is responsible for program registrations, processing fees
and making deposits, coordinating facility reservations, grant writing and management for the department,
responding to all phone, walk-in and email inquiries and clerical and organizational support to the entire
department. Additionally, this division provides administrative support to the Parks and Recreation Advisory
Board.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M decreased by 14% attributable do a reduced credit card fees.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Parks & Recreation Director 1.00 1.00 1.00 1.00 -
Deputy Parks & Rec. Director 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 - - (1.00)
Office Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 4.00 4.00 3.00 3.00 (1.00)
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 371,907$ 358,246$ 342,554$ 347,834$ -2.9%
Operations & Maintenance 166,602 108,273 103,942 93,546 -13.6%
Total Expenditures 538,509$ 466,519$ 446,496$ 441,380$ -5.4%
2021-2022 Recommended Budget 64 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation – General Fund
Parks Management
OVERVIEW
The Parks Maintenance Division is responsible for janitorial services, turf management, landscape
maintenance and property upkeep for all parks, natural trails and bicycle/pedestrian oasis facilities. Parks
Maintenance is also responsible for the landscape maintenance at the Town Hall campus.
Expenditure and Staffing Changes
Capital Outlay:
Capital decreased by 51% due to less minor capital projects in the upcoming fiscal year
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Parks Maint Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 -
Parks Maintenance Worker III 1.00 1.00 1.00 1.00 -
Parks Maintenance Worker II 1.00 1.00 2.00 2.00 1.00
Parks Maintenance Worker I 5.00 5.00 5.00 5.00 -
Park Monitor 0.96 0.96 0.96 0.96 -
Total FTEs 9.96 9.96 10.96 10.96 1.00
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 533,782$ 565,429$ 565,429$ 630,281$ 11.5%
Operations & Maintenance 536,870 614,750 614,750 633,750 3.1%
Capital Outlay 37,163 214,000 214,000 105,500 -50.7%
Total Expenditures 1,107,815$ 1,394,179$ 1,394,179$ 1,369,531$ -1.8%
2021-2022 Recommended Budget 65 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation – General Fund
Recreation & Culture
OVERVIEW
The Recreation and Culture Division is a consolidation of the previous Recreation and Cultural Resources
Divisions. The Recreation and Culture Division is responsible for providing recreational programs, activities,
classes, hikes and special events for all ages, as well as ball field management and contracts. It is also
responsible for management of all town historic and cultural properties, such as Steam Pump Ranch.
Additionally, this division is responsible for implementation and follow-through of master plans for town
historic sites and cultural resources.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M decreased by 31% due to administrative changes in contract programming
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Recreation & Culture Manager 1.00 1.00 1.00 1.00 -
Assistant Recreation Manager 2.00 2.00 2.00 2.00 -
Recreation Leader 1.95 1.95 1.95 1.95 -
Recreation Aide 1.75 1.75 1.75 1.75 -
Total FTEs 6.70 6.70 6.70 6.70 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 360,067$ 385,930$ 385,930$ 389,681$ 1.0%
Operations & Maintenance 152,005 157,420 105,471 109,150 -30.7%
Capital 4,513 - - - 0.0%
Total Expenditures 516,585$ 543,350$ 491,401$ 498,831$ -8.2%
2021-2022 Recommended Budget 66 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Parks and Recreation – General Fund
Aquatics
OVERVIEW
The Aquatics Division is responsible for the safe operation, maintenance and management of the Oro Valley
Aquatic Center. This facility includes an Olympic-sized swimming pool, a 25-yard pool, a splash pad for
children and other family-friendly amenities. The facility serves as one of Southern Arizona's premier,
competition-level facilities.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Aquatics Manager 1.00 1.00 1.00 1.00 -
Assistant Aquatics Manager 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Facility Supervisor 2.25 2.25 2.25 2.25 -
Shift Leader 0.96 0.96 0.96 0.96 -
Facility Attendant 4.80 4.80 4.80 4.80 -
Lifeguard/Swim Instructor 9.88 9.88 9.88 9.88 -
Total FTEs 20.89 20.89 20.89 20.89 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 692,660$ 764,269$ 755,784$ 821,566$ 7.5%
Operations & Maintenance 375,657 303,200 303,200 280,050 -7.6%
Capital Outlay 2,587 7,000 7,000 35,000 400.0%
Total Expenditures 1,070,904$ 1,074,469$ 1,065,984$ 1,136,616$ 5.8%
2021-2022 Recommended Budget 67 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Community Center Fund
OVERVIEW
This fund is used to manage the operations of the Town’s Community Center, golf, food & beverage and tennis
facilities. Revenues include a dedicated 0.5% sales tax and revenues from golf, tennis, food and beverage, fitness
and recreation activities. Expenditures include personnel, operating and capital improvement costs for the
facilities. Golf, including food and beverage, are managed by an outside contractor.
Expenditure and Staffing Changes
Personnel:
Personnel costs increase 15% due to return to normal staffing levels pre-pandemic
Capital Outlay:
Capital increased 152% due to the currently planned Golf Course Irrigation CIP project
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Recreation Facility Manager 1.00 1.00 1.00 1.00 -
Assistant Recreation Manager 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Facility Supervisor 0.75 0.75 0.75 0.75 -
Custodian 0.48 0.48 0.48 0.48 -
Facility Attendant 4.25 4.25 4.25 4.25 -
Aquatics Shift Leader 1.58 1.58 1.58 1.58 -
Lifeguard 3.65 3.65 3.65 3.65 -
Recreation Leader 0.96 0.96 0.96 0.96 -
Recreation Aide 4.88 4.88 4.88 4.88 -
Fitness Instructor 2.00 2.00 2.00 2.00 -
Total FTEs 21.55 21.55 21.55 21.55 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 750,815$ 762,713$ 683,157$ 875,291$ 14.8%
Operations & Maintenance 4,795,029 4,711,869 4,348,532 4,804,816 2.0%
Capital Outlay 123,002 1,124,500 284,500 2,832,500 151.9%
Total Expenditures 5,668,846$ 6,599,082$ 5,316,189$ 8,512,607$ 29.0%
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Actual Budget Projected Budget to Budget
Local Sales Taxes 2,584,916$ 2,492,960$ 2,767,485$ 2,857,779$ 14.6%
Charges for Services 3,940,063 4,479,650 3,925,182 4,182,762 -6.6%
Miscellaneous 30,159 126,000 135,510 126,000 0.0%
Total Revenues 6,555,137$ 7,098,610$ 6,828,177$ 7,166,541$ 1.0%
Revenue Sources
2021-2022 Recommended Budget 68 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Police
OVERVIEW
The men and women of this agency are dedicated to serving this community with integrity, compassion
and fairness. The Oro Valley Police Department continues to make community engagement and community
policing a top priority. We strive to be the most respected and highly motivated police agency in Arizona.
ADMINISTRATION
Chief of Police
Deputy Chief of Police
COMMUNITY
SERVICES
PROPERTY/ID
SCHOOL
RESOURCE
OFFICERS
RECORDS
INVESTIGATIVE
SERVICES COMMUNICATIONS
COMMUNITY
ACTION TEAM
TASK FORCE
CRIMINAL
INVESTIGATIONS
FIELD SERVICES SPECIAL
OPERATIONS
PROFESSIONAL
DEVELOPMENT &
TRAINING
PROFESSIONAL
STANDARDS
SUPPORT SERVICES FIELD SERVICES
PATROL MOTOR/TRAFFIC
K-9 UNIT
DUI
REGIONAL SWATCOMMUNITY
RESOURCES
2021-2022 Recommended Budget 69 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Police
2020-2021 MAJOR ACCOMPLISHMENTS
•Multiple vendors use various matrix criteria to identify “The Safest Cities in Arizona.” Oro Valley
was identified as:
o #1 by Safehome.org
o #2 by Homesnacks.com
o #3 by Alarms.org
•Chief Kara M. Riley was recognized as Best of the Northwest Community Leader by Tucson Local
Media.
•Chief Kara M. Riley was selected to sit on the Executive Board for the Arizona Women’s Initiative
Network (AZWIN).
•Lt. John Teachout was requested by the International Association of Chiefs of Police to assist them
as a Subject Matter Expert and work in cooperation with the National Highway Traffic Safety
Administration (NHTSA) as part of an advisory group for “Building a Culture of Traffic Safety.”
•Sgt. Marshall Morris was selected by the Arizona Peace Officer Standards and Training (AZPOST)
Board as a Subject Matter Expert to assist them in the development and implementation of a
community engagement lesson plan.
•Ofc. Ryan Goss was recognized nationally by the Mothers Against Drunk Driving (MADD) for his
efforts in traffic safety related to impaired driving.
•Ofc. Brian Kleinberg was recognized at the state level for his contributions to Traffic Incident
Management.
•The Department was accepted into the Arizona Association of Chiefs of Police (AACOP)
accreditation program.
•Implemented the National Incident-Based Reporting System (NIBERS). This is a federal reporting
system and all agencies within the nation must participate.
•While adhering to COVID-19 protocols, continued to support back to school and ‘Cops and Kids’
programs.
•Completed a Request for Proposal process and secured a contract for towing services.
•Implemented Blue Teams, a “red flag” warning system for the Office of Professional Standards that assists
with identifying and tacking personnel issues while streamlining the citizen complaint process.
•Conducted an audit of all policies and confirmed that Oro Valley PD follows best practices,
local/state/federal laws and Constitutional requirements. The Department prepared for anticipated
mandates expecting to be implemented by Presidential Executive Order. Subsequently, the department
submitted our policies to the Department of Justice and received certification that they are in
compliance.
•Implemented a full-time officer to assist with the mental health crisis facing the nation. The officer will
participate as a member of the regional Mental Health Support Team (MHST) with a primary focus within
the Oro Valley community.
•Expanded the use of body-worn cameras.
•Collaborated with the Federal Incident Command Team to combat the Bighorn Fire.
•Received a Certificate of Appreciation from the Type 1 Incident Management Commander, thanking
OVPD for our support and collaboration during the Bighorn Fire.
•Implemented the TEXT911 program, with provides the ability to text a request for emergency response
during extreme circumstances where the act of calling 911 would further endanger the person in need
of assistance.
2021-2022 Recommended Budget 70 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
• Implemented a COVID-19 rapid diagnostic testing cycle for staff. The results provided command staff
critical information, enhancing operational readiness while helping to mitigate potential exposures.
• Developed an action plan and acquired essential equipment to assist with the protection of the
community, staff and critical infrastructure in preparation for civil unrest.
• Audited PPE, ensuring all officers had the equipment needed to safely operate in the community, and
increased the amount of stocked equipment to meet federal recommendations.
• Continued to promote traffic safety through various strategies to include Oro Valley’s High Visibility
Enforcement (HiVE) deployments and participating in the Southwest DUI Taskforce operations.
• Developed and implemented the Oro Valley Safe Return Program.
• Received funding in the amount of $236,014 from the Governor’s Office of Highway Safety for
overtime and equipment, to include the purchase of two motorcycles to support DUI enforcement,
hazardous moving violation enforcement and participation during Southern Arizona DUI Task Force
Operations.
• OVPD officers participated in the Southern Arizona DUI Task Force deployment efforts.
• Awarded funding in the amount of $362,118 from Operation Stonegarden for equipment, overtime
and mileage to combat illegal contraband / human smuggling and apprehend terrorists entering
the country.
• Received funding in the amount of $31,000 from the Attorney General for body-worn cameras and
personal protective equipment.
• OVPD Public Safety Telecommunicators exceeded national quality assurance expectations, with a
yearly average score of 97.6%.
• On schedule to complete the Capital Improvement Plan to upgrade our telecommunications center.
2021-2022 Recommended Budget 71 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Police
FY 2020 FY 2022
Actual Budget Projected Budget
138.13 138.13 136.13 134.73
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Administration 1,862,725$ 1,795,323$ 1,788,806$ 2,245,567$ 25.1%
Support Services 6,169,135 7,106,936 6,349,122 7,647,757 7.6%
Field Services 8,826,045 8,850,075 8,686,042 8,811,149 -0.4%
16,857,905$ 17,752,334$ 16,823,970$ 18,704,473$ 5.4%
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Federal Grants 508,022$ 503,500$ 476,616$ 496,895$ -1.3%
Intergovernmental 65,000 180,000 65,000 65,000 -63.9%
State Grants 52,717 75,000 75,000 75,000 0.0%
Seizures & Forfeitures 53,471 95,789 95,789 98,195 2.5%
Fingerprinting 10,900 4,500 50 4,000 -11.1%
Report Copying 7,059 6,500 5,500 6,500 0.0%
Impound Processing 1,200 15,000 15,500 15,000 0.0%
Other 4,190 8,000 9,000 8,000 0.0%
702,559$ 888,289$ 742,455$ 768,590$ -13.5%
FY 2021
Total FTEs
FY 2021
Expenditures by Division
FY 2021
Revenue Sources
2021-2022 Recommended Budget 72 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Police - Administration
OVERVIEW
The Oro Valley Police Department (OVPD) embodies a community policing philosophy and guides all staff
toward embracing this throughout the entire organization. Personnel are trained to deliver a high level of
service that meet our community’s expectations. OVPD allows our staff to maintain professional
certifications and focuses on developing the skills, abilities, knowledge and talents to maintain exceptional
services. OVPD thoroughly investigates all complaints against its employees in order to preserve public
confidence in our willingness to oversee and control the actions of our employees. In Oro Valley, community
policing is considered one of our pillars that underlies all programs and initiatives.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M budget increase due to forecasted increased insurance costs as well as field training supplies
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Police Chief 1.00 1.00 1.00 1.00 -
Deputy Police Chief 1.00 1.00 1.00 1.00 -
Lieutenant 1.00 1.00 1.00 1.00 -
Sergeant 1.00 2.00 2.00 2.00 -
Public Info. Officer - Sergeant 1.00 1.00 1.00 1.00 -
Training Officer 1.00 1.00 1.00 1.00 -
Police Workforce Specialist - - - 0.48 0.48
Reserve Officer 0.48 0.48 0.48 - (0.48)
Administrative Services Manager 1.00 1.00 1.00 1.00 -
Total FTEs 7.48 8.48 8.48 8.48 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,238,215$ 1,329,864$ 1,329,864$ 1,433,950$ 7.8%
Operations & Maintenance 624,510 465,459 458,942 811,617 74.4%
Total Expenditures 1,862,725$ 1,795,323$ 1,788,806$ 2,245,567$ 25.1%
2021-2022 Recommended Budget 73 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Police – Support Services
OVERVIEW
The Support Services Division is comprised of Criminal Investigations Unit, Community Action Team, Crime
Analyst, Task Force Operations, Property and I.D., School Resource Officers, Community Resources, Citizen
Volunteer Assistants Program, Records, and the Communications Bureau. Support Services focuses on and
analyzes crime trends, efficient resource allocation and technological solutions.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M budget increase due to increased grant related equipment and programs
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Commander 1.00 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 2.00 -
Sergeant 3.00 3.00 3.00 4.00 1.00
School Resource Officer 9.00 9.00 9.00 7.00 (2.00)
Detective 7.00 7.00 7.00 7.00 -
Lead Officer - - - 1.00 1.00
Officer 6.00 6.00 6.00 5.00 (1.00)
Officer/Special Events Coord.1.00 1.00 1.00 1.00 -
Telecommunications Manager 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor 2.00 2.00 2.00 2.00 -
Telecommunicator 10.00 10.00 10.00 11.00 1.00
Records Supervisor 1.00 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 5.00 -
Office Assistant 1.25 1.25 1.25 1.25 -
Systems Analyst 1.00 1.00 - - (1.00)
Crime Analyst - - 1.00 1.00 1.00
Crime Scene Tech Supervisor 1.00 1.00 1.00 1.00 -
Crime Scene Technician 2.00 2.00 2.00 3.00 1.00
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Reserve Officer 0.96 0.96 0.96 - (0.96)
Total FTEs 55.21 55.21 55.21 55.25 0.04
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 5,811,249$ 6,706,913$ 5,948,399$ 6,941,946$ 3.5%
Operations & Maintenance 263,495 207,523 208,223 665,811 220.8%
Capital Outlay 94,391 192,500 192,500 40,000 -79.2%
Total Expenditures 6,169,135$ 7,106,936$ 6,349,122$ 7,647,757$ 7.6%
2021-2022 Recommended Budget 74 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Police – Field Services
OVERVIEW
The Field Services Division is comprised of Patrol, Traffic Unit, K-9 and Pima Regional assignments. Field
Services is responsible for the uniformed patrol functions of the Department, including 24-hour response
to the initial investigation of crimes and incidents, traffic enforcement and control, crash investigations,
community policing programs and specialized operations such as SWAT and K-9.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M budget increase due to uniform and safety equipment costs
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Commander 1.00 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 2.00 -
Sergeant 9.00 8.00 8.00 7.00 (1.00)
Lead Officer 9.00 9.00 9.00 7.00 (2.00)
K-9 Officer 2.00 2.00 2.00 2.00 -
Traffic Investigator - 1.00 1.00 1.00 -
DUI Officer 3.00 2.00 2.00 2.00 -
Motorcycle Officer 5.00 3.00 3.00 4.00 1.00
Officer 39.00 41.00 41.00 43.00 2.00
Reserve Officer 1.44 1.44 1.44 - (1.44)
Emerg. Mgmt. & Safety Coord.1.00 1.00 - - (1.00)
Crime Analyst 1.00 1.00 - - (1.00)
Senior Office Specialist 1.00 2.00 2.00 2.00 -
Office Specialist 1.00 - - - -
Total FTEs 75.44 74.44 72.44 71.00 (3.44)
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 8,783,141$ 8,818,865$ 8,656,080$ 8,757,469$ -0.7%
Operations & Maintenance 42,904 31,210 29,962 53,680 72.0%
Total Expenditures 8,826,045$ 8,850,075$ 8,686,042$ 8,811,149$ -0.4%
2021-2022 Recommended Budget 75 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works
OVERVIEW
The Public Works Department is organized into five functional areas: Administration, Highway Fund, Fleet
and Facility Management, Stormwater, and Transit. Administration manages all the department’s activities,
non-fund specific capital projects and capital project management/support to other departments as
needed. Highway Fund, which includes Transportation Engineering and Street Maintenance divisions, are
responsible for road related construction projects as well as routine maintenance. Fleet and Facility
Management is responsible for Town facility maintenance, including repairs and minor renovations, and
fleet maintenance for vehicles and equipment. Stormwater is responsible for management and operation
of the Town's Stormwater Utility. Transit is responsible for management and operation of the Sun Shuttle
Dial-a-Ride public transit service under contract with the Regional Transportation Authority (RTA).
PUBLIC WORKS DEPARTMENT
Department Director
Assistant Director
ADMINISTRATION HIGHWAY FUND STORMWATER
UTILITY
STREET
MAINTENANCE
TRANSPORTATION
ENGINEERING
TRANSITFLEET AND FACILITY
MANAGEMENT
2021-2022 Recommended Budget 76 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works
FY 2020 FY 2022
Actual Budget Projected Budget
70.89 70.89 70.89 69.37
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
General Fund 3,099,252$ 4,898,891$ 4,324,871$ 5,364,091$ 9.5%
Highway Fund 4,110,990 3,861,101 3,667,996 4,090,525 5.9%
Stormwater Utility Fund 1,450,531 1,609,750 1,564,757 2,160,407 34.2%
8,660,773$ 10,369,742$ 9,557,624$ 11,615,023$ 12.0%
** Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
General Fund 1,260,543$ 1,521,500$ 725,660$ 1,238,910$ -18.6%
Highway Fund 4,063,743 3,700,929 3,599,050 3,647,922 -1.4%
Stormwater Utility Fund 1,466,764 1,439,000 1,450,219 1,741,600 21.0%
6,791,050$ 6,661,429$ 5,774,929$ 6,628,432$ -0.5%
** Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund
FY 2021
Total FTEs
FY 2021
Expenditures by Fund
FY 2021
Revenues by Fund
Divisions/programs supported by the General Fund include Fleet Maintenance, Facilities Maintenance, Transit and
Administration
**
**
2021-2022 Recommended Budget 77 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Administration
OVERVIEW
Administration is responsible for department management and oversight, funding and program
implementation, contract management, and obtaining reimbursement of outside funding for projects from
Pima Association of Governments, the Arizona Department of Transportation and the Federal Emergency
Management Agency. Administrative staff responsibilities include clerical duties, maintaining the Public
Works Department website, records management and logistical support.
2020-2021 MAJOR ACCOMPLISHMENTS
• Provided oversight, project management and administration to over 151 projects and program
development plans. This includes project management of physical building projects such as the
renovation of the Council Chambers, as well as supported other departments and stakeholders
through the following:
o Managed projects to aid other departments, including the design and bidding of the golf
irrigation system replacements and the Steam Pump Ranch Garage renovation.
o Provided support to other departments with the physical construction of projects like the
Naranja Park Playground.
o Worked with regional and local partners including the Pima County Library Department
and Friends of the Oro Valley Library with the management and construction of the Library
patio project.
o Aided the RTA with settling on an acceptable solution with Oro Valley residents by
brokering and helping design the new wildlife barriers for Oracle Road.
o Partnered with Arizona Department of Transportation (ADOT) in the launching the Oracle
Road rehabilitation project.
• Met with the RTA Citizens Advisory Committee to introduce and present the Town of Oro Valley’s
needs for inclusion in the RTA Next plan development.
• Developed and implemented a fluid staffing plan for essential and work-from-home employees to
ensure Public Works continuance of service throughout the COVID pandemic.
2021-2022 Recommended Budget 78 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Administration
Expenditure and Staffing Changes
Operations & Maintenance:
O&M budget increased 41% due to insurance and utility increases
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
PW Director & Town Engineer 1.00 1.00 1.00 1.00 -
Assistant Public Works Director 0.75 0.75 0.75 0.75 -
Operations Division Manager - - - - -
Fllet & Facilities Manager 1.00 1.00 1.00 1.00
Streets Maint Superintendent 1.00 - - - -
Streets & Drainage Op. Super.- 1.00 1.00 1.00 -
Streets & Drainage Crew Leader 2.00 2.00 2.00 2.00 -
Heavy Equipment Operator II 5.00 5.00 5.00 5.00 -
Administrative Coordinator 1.00 1.00 1.00 1.00 -
Office Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 12.75 12.75 12.75 12.75 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,121,494$ 1,147,889$ 1,147,889$ 1,216,733$ 6.0%
Operations & Maintenance 178,539 132,025 125,424 185,456 40.5%
Total Expenditures 1,300,033$ 1,279,914$ 1,273,313$ 1,402,189$ 9.6%
2021-2022 Recommended Budget 79 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Fleet & Facility Management
OVERVIEW
Fleet & Facility Maintenance are programs within the Fleet & Facilities Management Division of the Public
Works Department. Facility Maintenance is responsible for building maintenance repairs, energy
management, heating, ventilation and air conditioning services, minor renovations, project management,
and contract administration for all the Town’s buildings and facilities.
Fleet Maintenance is responsible for preventative maintenance and repair of the Town's fleet of vehicles
and heavy equipment. This is accomplished through the combination of service contracts and staff. Fleet
costs for the Town's Water Utility and Stormwater Utility are budgeted in the Enterprise Funds.
2020-2021 MAJOR ACCOMPLISHMENTS
Fleet and Facilities completed over 4,100 tasks and projects by the end of the fiscal year.
Notable tasks completed include:
680 W. Calle Concordia
o Design and construction of the administration building restrooms
o HVAC unit replacement
o Administration building roof replacement
o Facility maintenance shop roof replacement
o Maintenance yard and fuel island backup power generator design
Community Center
o Code and ADA compliance repair of staircases
o ADA compliance repair of access ramp
o Employee breakroom kitchenette install
o Aerobics room floor refinishing
o Replaced urinal and toilet fixtures
COVID-19 Pandemic
o Retrofit of facility restrooms and kitchenettes to touchless operations
o Deployment and support of respiratory hygiene stations in Town facilities
o Centralized procurement and distribution of hygiene supplies amid supply shortages
o Disinfection of Town facilities
o Distributed for use in Town facilities
14 gallons of hand sanitizer
8,550 disposable masks
149 gallons of disinfectant spray
Municipal Operations Center
o Repair, seal and paint entry awnings on both buildings
o Install security lighting on impound yard perimeter wall
Oro Valley Aquatic Center
o Facility painting
Oro Valley Police Main Station
o Security enhancements
2021-2022 Recommended Budget 80 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Fleet & Facility Management
Window security screen covers
Installed concrete masonry block perimeter wall
Metal cladding added to vehicular gates
o Male and female locker room refresh
o Soffit repair
o Entryway stucco repair and paint
Tangerine Police Substation, Emergency Operations Center
o Back-up power generator installation
Town Hall
o Hardscape and wayfinding design
o Administration building backup power generator design
o Basement sump cleanout and repair
Expenditure and Staffing Changes
Personnel:
Personnel increased 22% due to the addition of a new Fleet Attendant position for FY21/22
Operations & Maintenance:
O&M budget increased 41% due to insurance and utility increases
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Facilities Maintenance Super.1.00 1.00 1.00 1.00 -
Facilities Maint Crew Leader 1.00 1.00 - (1.00)
Facilities Maint Technician 3.00 3.00 3.00 3.00 -
Fllet Maint Supvervisor - - 1.00 1.00 1.00
Fleet Maint Mechanic III 1.00 1.00 1.00 1.00 -
Fleet Control Specialist 1.00 1.00 1.00 1.00 -
Fleet Attendant - - - 1.00 1.00
Total FTEs 7.00 7.00 7.00 8.00 1.00
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 502,767$ 514,299$ 422,814$ 626,397$ 21.8%
Operations & Maintenance 1,463,451 1,885,750 1,760,059 2,048,750 8.6%
Capital Outlay 13,359 - - - 0.0%
Total Expenditures 1,979,577$ 2,400,049$ 2,182,873$ 2,675,147$ 11.5%
2021-2022 Recommended Budget 81 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Highway Fund
OVERVIEW
Within the Highway Fund, Public Works is responsible for managing the design and construction of roadway
projects, issuing right-of-way permits, developing annual and long term schedules for surface treatments
on town streets, as well as maintaining and operating the Town's traffic signs, striping, intersection signals
and lights. In addition, Public Works is responsible for street maintenance, including landscape
maintenance, pavement repair, storm readiness and clean-up.
2020-2021 MAJOR ACCOMPLISHMENTS
Between transportation and streets maintenance, over 2,370 (updated 4/1/2021) tasks were completed,
including:
• The La Cholla Boulevard roadway widening project.
• The La Cañada Drive Leman safety improvements.
• Applied a Tire Rubber Modified Surface Sealer on the recently completed Tangerine Road RTA
project.
• Started Lambert Lane Paved Shoulders project.
• Oro Valley Market Place multi-use path reconstruction.
• Over 144 sidewalk and curb repairs.
• Annual crack sealing of over 18.71 lane miles.
• Annual main line striping.
• Achieved a pavement overall condition index (OCI) of 78.75 (as of 4/1/2021).
• Annual neighborhood and arterial sweeping.
• Maintained essential service levels for street repair through the COVID-19 pandemic with loss of
two Arizona Department of Corrections crews, equivalent to 8 full-time employees.
• Addressed all non-ADA compliant parking signs within the Town’s parking lots.
2021-2022 Recommended Budget 82 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Highway Fund
FY 2020 FY 2022
Actual Budget Projected Budget
27.75 15.00 15.00 12.00
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Transportation Engineering 3,864,642 3,512,881 3,319,776 3,766,525 7.2%
Street Maintenance 246,348 348,220 348,220 324,000 -7.0%
4,110,990$ 3,861,101$ 3,667,996$ 4,090,525$ 5.9%
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
HURF Gas Taxes 3,694,044$ 3,458,929$ 3,560,200$ 3,614,922$ 4.5%
Licenses and Permits 50 25,000 28,050 25,000 0.0%
State Grants 259,121 210,000 - - -100.0%
Interest Income 23,560 5,000 8,800 6,000 20.0%
Miscellaneous 86,968 2,000 2,000 2,000 0.0%
4,063,743$ 3,700,929$ 3,599,050$ 3,647,922$ -1.4%
Revenue Sources
FY 2021
Total FTEs
FY 2021
Expenditures by Program
FY 2021
2021-2022 Recommended Budget 83 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Transportation Engineering
OVERVIEW
Transportation Engineering is responsible for managing the design and construction of roadway projects.
While most large projects are designed by consultants, Public Works has a small, in-house design team for
smaller projects. Transportation Engineering also issues permits for all activity within the Town's right-of-
way, develops annual and long-term schedules for surface treatments on Town streets, and maintains and
operates the Town's traffic signals, roadway signs and pavement markings.
Expenditure and Staffing Changes
Personnel:
Personnel costs decreased by 13% due to the elimination of three temporary positions associated with
the La Cholla widening CIP project which is now complete
Capital Outlay:
Capital costs increased 24% due to an increased pavement preservation program for FY21/22
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Engineering Division Manager 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 -
Senior Civil Engineer Tech 3.00 3.00 3.00 3.00 -
Civil Engineer/Project Manager 1.00 1.00 1.00 1.00 -
Civil Engineer Designer 1.00 1.00 1.00 1.00 -
Senior Traffic Technician 1.00 1.00 1.00 1.00 -
Traffic Technician 1.00 1.00 1.00 1.00 -
Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 1.00 -
Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 -
Construction Inspector 3.00 3.00 3.00 - (3.00)
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 15.00 15.00 15.00 12.00 (3.00)
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,389,143$ 1,387,651$ 1,238,755$ 1,208,870$ -12.9%
Operations & Maintenance 270,608 294,730 250,521 292,655 -0.7%
Capital Outlay 2,204,891 1,830,500 1,830,500 2,265,000 23.7%
Total Expenditures 3,864,642$ 3,512,881$ 3,319,776$ 3,766,525$ 7.2%
2021-2022 Recommended Budget 84 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Street Maintenance
OVERVIEW
Street Maintenance is responsible for maintaining the Town's streets and drainage ways. Beginning FY
19/20, personnel associated with this division have shifted to Administration.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Operations & Maintenance 244,251 348,220 348,220 324,000 -7.0%
Capital Outlay 2,097 - - - 0.0%
Total Expenditures 246,348$ 348,220$ 348,220$ 324,000$ -7.0%
2021-2022 Recommended Budget 85 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Transit Services
OVERVIEW
Transit Services facilitates partnerships and coordinates transportation services among public and private
agencies, serving Oro Valley to improve mobility for community residents. Transit Services has developed a
long-term partnership with the Regional Transportation Authority (RTA) to improve the transportation
network and maximize transportation options available to the community at the lowest possible cost.
Transit Services is proud to operate the regional Sun Shuttle Dial-a-Ride service under contract with the
RTA and is committed to providing high quality transit alternatives and planning for the future.
2020-2021 MAJOR ACCOMPLISHMENTS
• Partner with the RTA in evaluating long-term transportation needs for future RTA continuation,
ensuring Oro Valley’s needs are fairly represented.
• Successfully maintained transit services through the COVID-19 pandemic to reduce and increase
services based on utilization. Employee’s acceptance of reduced hours of work in 2020 due to the
pandemic was critical for the system to stay whole.
• Developed and implemented a transition plan to increase operators and transit services as ridership
bounces back to pre-pandemic levels.
• Successfully awarded state grant ADOT 5310 program funds to reimburse COVID-19 cleaning and
safety improvement protocols and procedures.
• With the support of the Innovation & Technology Department, improved functionality of in-vehicle
tablets with upgrades that improved:
o The on-line/on-tablet accident reporting process.
o The on-line/on-tablet pre-trip and post-trip inspection process. This includes retention of
reports, which saves hours of work managing the Federal Transportation Authority
mandated retention of inspection reports.
• With the support of the Facilities Management Division, increased safety by improving bus yard
lighting.
• With support from the Procurement Division, implemented a new vehicle maintenance contract.
• Ensured that our transportation remained safe with proper PPE, social distancing and regular vehicle
disinfection.
2021-2022 Recommended Budget 86 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works – Transit Services
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 46% due to anticipated insurance premium increases
Capital Outlay:
Capital increased 60% for a potential Park n’ Ride facility funded by the RTA
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Senior Transit Crew Leader 1.00 1.00 1.00 1.00 -
Transit Crew Leader 1.00 1.00 1.00 1.00 -
Transit Specialist 1.11 1.11 1.11 1.11 -
Dispatcher 2.11 2.11 2.11 2.11 -
Driver 19.71 19.71 19.71 19.71 -
Office Assistant 0.96 0.96 0.96 0.96 -
Total FTEs 25.89 25.89 25.89 25.89 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,051,033$ 1,150,182$ 828,131$ 1,184,386$ 3.0%
Operations & Maintenance 59,411 51,946 35,112 75,569 45.5%
Capital Outlay 9,231 16,800 5,442 26,800 59.5%
Total Expenditures 1,119,675$ 1,218,928$ 868,685$ 1,286,755$ 5.6%
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Actual Budget Projected Budget to Budget
RTA Reimbursement 1,150,233$ 1,380,000$ 725,000$ 1,166,500$ -15.5%
Farebox 110,310 121,500 660 72,410 -40.4%
Total Revenues 1,260,543$ 1,501,500$ 725,660$ 1,238,910$ -17.5%
Revenue Sources
2021-2022 Recommended Budget 87 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works - Stormwater Utility
OVERVIEW
The Stormwater Utility enterprise is a division within the Public Works Department. The Stormwater Utility
is responsible for federally mandated compliance with the Clean Water Act, meeting all surface water flow
quality and quantity issues, including the Town's stormwater management plan, floodplain and erosion
hazard management and support of all other Town programs that are impacted by storm events. The
Stormwater Utility also coordinates with federal, state and local government agencies with regard to
floodplain issues and storm preparedness of this community.
2020-2021 MAJOR ACCOMPLISHMENTS
•Updated the ten-year old Drainage Criteria Manual, including:
o Town Code Chapter 17 revisions.
o Developed regional consistency for drainage modeling and design.
•Improved floodplain information request process by developing:
o A virtual GIS data and map layout lookup portal.
o An online Laserfiche form and public access request process for floodplain status requests.
•Participated in Big Horn Fire regional agency coordination and assisted with citizen outreach and
education.
•Enhanced the automated stormwater billing process and public outreach messaging and access.
•Undertook regional watercourse modeling and mapping in partnership with:
o Pima County Regional Flood Control District on the following projects:
North Ranch Wash Watershed
Carmack Wash Watershed
Highlands Wash Watershed
Big Horn Fire impacted watersheds
o FEMA on the following projects:
La Cholla Wash Watershed
Mutterer/Pusch/Rooney Wash Watersheds
•Secured Department of Emergency and Military Affairs funding to deliver Lambert Phase 2 drainage
improvement.
•Submitted FEMA Building Resilient Infrastructure and Communities (BRIC) Grant application for
Highlands Wash.
2021-2022 Recommended Budget 88 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Public Works - Stormwater Utility __________
Expenditure and Staffing Changes
Capital Outlay:
Capital increased 407% due to planned CIP projects for FY21/22
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Assistant Public Works Director 0.25 0.25 0.25 0.25 -
Stormwater Utility Division Mgr 1.00 1.00 1.00 1.00 -
Senior Stormwater Engineer 1.00 1.00 1.00 1.00 -
Streets & Drainage Op. Supervisor - 1.00 1.00 1.00 -
Stormwater Field Superintendent 1.00 - - - -
Stormwater Utility Project Manager 1.00 1.00 1.00 1.00 -
Stormwater Inspector Designer 1.00 1.00 1.00 1.00 -
Stormwater Utility Analyst 1.00 1.00 1.00 1.00 -
Heavy Equipment Operator II 3.00 3.00 3.00 3.00 -
Office Specialist - 1.00 1.00 1.00 -
Office Assistant 1.00 - - - -
Stormwater Intern - - - 0.48 0.48
Total FTEs 10.25 10.25 10.25 10.73 0.48
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 763,646$ 830,507$ 830,507$ 862,098$ 3.8%
Operations & Maintenance 505,852 440,243 420,250 440,935 0.2%
Capital Outlay 11,033 169,000 144,000 857,374 407.3%
Total Expenditures 1,280,531$ 1,439,750$ 1,394,757$ 2,160,407$ 50.1%
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Actual Budget Projected Budget to Budget
Charges for Services 1,443,576$ 1,438,000$ 1,443,000$ 1,440,100$ 0.1%
State Grants - - - 300,000 0.0%
Miscellaneous 40 - 29 - 0.0%
Interest Income 23,148 1,000 7,190 1,500 50.0%
Total Revenues 1,466,764$ 1,439,000$ 1,450,219$ 1,741,600$ 21.0%
Revenue Sources
2021-2022 Recommended Budget 89 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Water Utility
OVERVIEW
The primary function of the Water Utility is the protection of public health and safety through the production
and efficient delivery of water that meets and/or exceeds water quality standards. Responsibilities include:
regulatory compliance, customer service, promoting water conservation, generating customer billings,
collection of utility revenues, efficient use of available water resources, planning for future water resource
requirements, and coordination with the development community.
2020-2021 MAJOR ACCOMPLISHMENTS
• Delivered a combined total of 3.15 billion gallons of water to customers.
• 46% of the total deliveries were water supplies other than groundwater, including:
o 820 million gallons of CAP water
o 639 million gallons of reclaimed water
o 1.70 billion gallons of groundwater
• Utilized full allocation of 10,305 acre feet of CAP water for potable use and recharge.
• Took 3,462 water quality samples with all results meeting regulatory requirements.
• 400 new metered connections for an estimated total customer base of 20,861 connections.
• Developed new Water Utility Welcome Guide for new customers.
• Developed and delivered the first issue of a quarterly newsletter titled Behind the Meter.
• Began implementation of a Potable Water Advanced Metering Infrastructure Data Analytics
Evaluation Model.
• The WaterSmart customer portal has 6,300 registered users and has provided over 8,000 leak
alerts directly to our customers.
• Constructed a new 500,000 gallon potable water reservoir.
• Began implementation of a new Customer Information System.
WATER UTILITY DIRECTOR
ADMINISTRATION ENGINEERING &
PLANNING OPERATIONS
2021-2022 Recommended Budget 90 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Water Utility
FY 2020 FY 2022
Actual Budget Projected Budget
39.48 40.48 40.48 40.48
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Administration 14,439,016$ 13,562,571$ 12,954,832$ 13,693,579$ 1.0%
Engineering and Planning 853,343 3,472,841 3,462,256 1,877,837 -45.9%
Operations 5,201,841 4,693,383 4,693,383 5,195,624 10.7%
20,494,200$ 21,728,795$ 21,110,471$ 20,767,040$ -4.4%
FY 2020 FY 2022 Variance
Actual Budget Projected Budget to Budget
Charges for Services 3,224,065$ 3,086,500$ 3,081,000$ 3,255,000$ 5.5%
Interest Income 378,089 75,000 80,000 100,000 33.3%
Miscellaneous 5,068 - 15,000 - 0.0%
Bond Proceeds - 2,942,995 2,542,995 - -100.0%
Water Sales 13,764,702 13,078,000 14,175,000 13,974,000 6.9%
17,371,924$ 19,182,495$ 19,893,995$ 17,329,000$ -9.7%
FY 2021
Total FTEs
FY 2021
Expenditures by Division
FY 2021
Revenue Sources
2021-2022 Recommended Budget 91 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Water Utility – Administration
OVERVIEW
The Administration Division is responsible for the overall management of the Utility, including customer
service, water utility billings, collection of water revenues, administration of the department's budget,
implementation of water rates, fees and charges, water conservation, water resource planning and strategic
planning.
Expenditure and Staffing Changes
Other Financing Uses:
Other Financing Uses decreased 20% due to budgeted transfers between the Water and Water Impact
Fee funds.
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Water Utility Director 1.00 1.00 1.00 1.00 -
Water Utility Administrator 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 -
Water Utility Analyst 1.00 1.00 1.00 1.00 -
Customer Service Specialist 4.00 4.00 4.00 4.00 -
Customer Service Representative 0.48 0.48 0.48 0.48 -
Water Conservation Specialist 1.00 1.00 1.00 1.00 -
Total FTEs 9.48 9.48 9.48 9.48 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 938,559$ 827,256$ 827,256$ 866,369$ 4.7%
Operations & Maintenance 7,766,109 5,604,539 5,600,000 5,981,899 6.7%
Capital Outlay 1,323 150,000 150,000 150,000 0.0%
Debt Service 5,730,553 4,775,055 4,775,055 4,932,909 3.3%
Other Financing Uses 2,472 2,205,721 1,602,521 1,762,402 -20.1%
Total Expenditures 14,439,016$ 13,562,571$ 12,954,832$ 13,693,579$ 1.0%
2021-2022 Recommended Budget 92 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Water Utility – Engineering and Planning
OVERVIEW
The Engineering and Planning Division is responsible for providing engineering support for the Operations
Division as well as managing the capital improvement program. Additional responsibilities include new
development plan review, construction inspection and regulatory compliance, and the maintenance and
updating of GIS.
Expenditure and Staffing Changes
Capital Outlay:
Capital decreased 61% due to planned CIP projects for FY21/22
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Engineering & Planning Manager 1.00 1.00 1.00 1.00 -
Project Manager 1.00 - - - -
Senior Engineering Associate - 2.00 2.00 2.00 -
Engineering Design Reviewer 1.00 - - - -
Construction Inspector 2.00 2.00 2.00 2.00 -
Civil Engineering Technician 1.00 1.00 1.00 1.00 -
Total FTEs 6.00 6.00 6.00 6.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 505,906$ 591,256$ 591,256$ 615,286$ 4.1%
Operations & Maintenance 156,228 210,585 200,000 212,551 0.9%
Capital Outlay 191,209 2,671,000 2,671,000 1,050,000 -60.7%
Total Expenditures 853,343$ 3,472,841$ 3,462,256$ 1,877,837$ -45.9%
2021-2022 Recommended Budget 93 of 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2021-2022
Water Utility - Operations
OVERVIEW
The Operations Division oversees the operation and maintenance of all potable and reclaimed water
production and distribution facilities, to include wells, boosters, reservoirs, metering stations, water mains,
fire hydrants and valves. Additional responsibilities include meter installations, commercial meter testing,
water quality testing, backflow prevention, construction of minor water main projects and oversight of the
Advanced Metering Infrastructure system, disinfection systems and security systems.
Expenditure and Staffing Changes
Operations & Maintenance:
O&M increased 10% due to increased water testing and equipment repair and maintenance
Capital Outlay:
Capital increased 45% due to the purchase of a valve truck as well as increased meter purchases
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Personnel Actual Budget Projected Budget to Budget
Water Operations Manager 1.00 1.00 1.00 1.00 -
Water Distribution Superintendent 1.00 1.00 1.00 1.00 -
Water Control Systems Super.- - 1.00 1.00 1.00
Prod. & Meter Ops. Superint.1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 3.00 3.00 3.00 3.00 -
Instrumentation & Control Tech.- 1.00 1.00 1.00 -
Electric & Control Technician 1.00 1.00 - (1.00)
Meter Operations Supervisor 1.00 1.00 1.00 1.00 -
Water Utility Operator III 8.00 8.00 7.00 7.00 (1.00)
Water Utility Operator II 4.00 4.00 5.00 5.00 1.00
Water Utility Operator I 4.00 4.00 4.00 4.00 -
Total FTEs 24.00 25.00 25.00 25.00 -
FY 2020 FY 2021 FY 2021 FY 2022 Variance
Expenditures Actual Budget Projected Budget to Budget
Personnel 1,979,544$ 2,076,843$ 2,076,843$ 2,180,562$ 5.0%
Operations & Maintenance 2,824,137 2,228,918 2,228,918 2,453,412 10.1%
Capital Outlay 398,160 387,622 387,622 561,650 44.9%
Total Expenditures 5,201,841$ 4,693,383$ 4,693,383$ 5,195,624$ 10.7%
2021-2022 Recommended Budget 94 of 116
Capital Improvement Program (CIP) Overview
Overview
Providing infrastructure is a primary function of local governments. Maintaining public safety, Town services,
parks and recreation facilities, adequate transportation systems, and the community’s quality of life are all
heavily dependent on how the Town handles infrastructure issues.
The Capital Improvement Program (CIP) is a comprehensive, ten-year plan of capital projects that will
support the continued growth and development of the town. The CIP is used in implementing the General
Plan and supporting the Town’s adopted Strategic Leadership Plan by developing a prioritized schedule of
short-range and long-range community capital needs, evaluating projects, and analyzing the community’s
ability and willingness to pay for them in the most cost-effective way. The Town uses the CIP as its method
in determining future infrastructure requirements and planning the financing of facilities and equipment to
maintain the service levels provided to town citizens.
The Town identifies capital projects as those which:
• Cost $50,000 or more;
• Have an expected useful life of five or more years; and
• Becomes, or preserves, an asset of the Town
Although facility repair and maintenance, as well as fleet replacements, do not meet the definition of a
capital project, they are a significant expense for the Town, and thus are included in the CIP for planning
purposes.
The Town uses the Capital Improvement Program as an avenue of communication to the public. Through
the CIP document, residents and businesses are provided with an accurate and concise view of the Town’s
long term direction for capital investment and the Town’s need for stable revenue sources to fund large
multi-year capital projects.
CIP projects funded in FY 2020-21 total $22,839,463. The table below shows this breakdown by Fund:
Fund Amount
General Fund $1,257,600
Capital Fund $6,386,490
Highway Fund $2,251,000
Community Center Fund $2,790,000
PAG/RTA Fund $1,375,000
Roadway Development Impact Fee Fund $200,000
Stormwater Utility Fund $803,373
Water Utility Fund $1,626,000
Water Impact Fee Fund $6,150,000
Total All Funds $22,839,463
Please refer to the comprehensive ten-year CIP schedules and the project descriptions for additional detail
on all projects.
2021-2022 Recommended Budget 95 of 116
Town of Oro Valley 10-Year Proposed Capital Improvement Program
CIP Project Listing by Funding Source Fiscal Year
FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 Grand Total
Capital Fund 6,386,490 3,614,000 2,223,000 1,789,000 1,989,250 1,289,250 1,289,250 1,189,250 1,201,500 1,201,500 22,172,490
680 Admin Building Remodel 102,000 102,000
680 Maintenance Bay 150,000 150,000
Computer Aided Dispatch (CAD) Replacement 450,000 450,000
James D Kreigh Park 320,000 320,000
Moore Road Asphalt Overlay - La Cholla Blvd to La Cañada Dr 527,000 527,000
Naranja Park Improvements 195,000 195,000
OVAC Pump Room Upgrades 247,000 247,000 247,000 741,000
OVAC Water Sanitization Project 115,000 115,000
Park Master Plan Amenities 1,500,000 1,500,000 3,000,000
Pavement Preservation Program Non-Roads 97,000 97,000 97,000 97,000 97,000 97,000 97,000 97,000 97,000 97,000 970,000
Permitting Software Replacement 178,409 178,409
Police Command Post 275,000 275,000
Red Dot Systems for Duty Handgun Use 126,681 126,681
Replacement Phone System 300,000 300,000
Server OS Upgrade 60,000 60,000
Steam Pump Ranch BBQ and Bunk House Renovation 480,500 480,500
Steam Pump Ranch Garage 300,000 300,000
Steam Pump Ranch Improvements 500,000 500,000 500,000 100,000 100,000 1,700,000
Town Generator Replacements 220,000 75,000 295,000
Town Hall Campus Security Screen Window Coverings 110,000 110,000
Town Hall Data Center Migration 300,000 300,000
Town Hall Parking Lot 184,000 184,000
Townwide IT Security Enhancements 50,000 50,000 50,000 150,000
Traffic Camera Video Recording System 50,000 50,000
Transit software replacement 200,000 200,000
Upgrade Desktop Operating System 200,000 200,000
Vehicle Replacement Program 1,279,900 945,000 945,000 945,000 1,092,250 1,092,250 1,092,250 1,092,250 1,104,500 1,104,500 10,692,900
Community Center Fund 2,790,000 1,870,000 485,000 2,485,000 2,090,000 9,720,000
Community Center Improvements 2,000,000 2,000,000 4,000,000
Community Center Parking Lot 395,000 395,000 790,000
Golf Course Irrigation 2,700,000 1,705,000 4,405,000
Pusch Tennis Roof Repair 75,000 75,000
Tennis Court Resurfacing 90,000 90,000 90,000 90,000 90,000 450,000
General Fund 1,257,600 250,000 360,000 255,000 255,000 275,000 275,000 275,000 280,000 285,000 3,767,600
Facility Maintenance Program 1,257,600 250,000 250,000 255,000 255,000 275,000 275,000 275,000 280,000 285,000 3,657,600
MOC Perimeter Fence 110,000 110,000
2021-2022 Recommended Budget 96 of 116
Town of Oro Valley 10-Year Proposed Capital Improvement Program
CIP Project Listing by Funding Source Fiscal Year
FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 Grand Total
Highway Fund 2,251,000 3,613,724 2,672,500 2,279,280 2,055,266 2,091,971 2,069,410 2,087,598 2,156,550 2,206,281 23,483,581
Illuminated Street Signs 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 495,000
La Canada Bridge Deck Repair 425,000 425,000
Lambert Lane Pavement Overlay - La Cholla to West Town Limit 343,724 343,724
Lambert Lane Pavement Overlay to La Cholla 575,000 575,000
Pavement Preservation Program 1,600,000 1,680,000 1,764,000 1,799,280 1,835,266 1,871,971 1,909,410 1,947,598 1,986,550 2,026,281 18,420,357
Planned Heavy Equipment Replacement 410,000 425,000 165,000 165,000 105,000 85,000 115,000 125,000 1,595,000
Rancho Vistoso Blvd Bridge Deck Repair 528,500 528,500
Rancho Vistoso Blvd. Street Lights 325,000 325,000
Shannon Road - Lambert to Naranja Drive 700,000 700,000
Vehicle Replacement Program 76,000 76,000
PAG/RTA Fund 1,375,000 75,000 75,000 75,000 75,000 1,675,000
500 W Magee Resurfacing 50,000 50,000
First Avenue Bridge Deck Repair 425,000 425,000
PAG TABY Grant 75,000 75,000 75,000 75,000 75,000 375,000
Planned Heavy Equipment Replacement 325,000 325,000
RTA Wildlife Fencing 500,000 500,000
Road Dev Impact Fee Fund 200,000 900,000 1,100,000
La Cholla and Moore Intersection Improvement 900,000 900,000
La Cholla Blvd. Phase II 200,000 200,000
Stormwater Utility 803,374 200,000 500,000 385,000 385,000 2,273,374
Catalina Ridge Alt 200,000 200,000
Gravel Mine Wash - Channel Reconstruct 417,374 417,374
Mutterer's Construction 500,000 500,000
Sierra Wash at Naranja Drive Drainage Improvements 386,000 385,000 385,000 1,156,000
2021-2022 Recommended Budget 97 of 116
Town of Oro Valley 10-Year Proposed Capital Improvement Program
CIP Project Listing by Funding Source Fiscal Year
FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 Grand Total
Water Utility 1,626,000 973,000 1,558,000 1,941,000 1,253,000 50,000 50,000 50,000 50,000 50,000 7,601,000
Allied Signal Reservoir Replacement 175,000 175,000
Asset Survey Management Equipment 40,000 40,000
Booster Rehab (2-Boosters - Study/Design/Construct)50,000 20,000 400,000 400,000 870,000
Countryside Generator Auto Transfer Switch 50,000 50,000
El Con/Cmo Diestro Main & Valve Replacement 200,000 200,000
Hilton Main Replacement (Design)75,000 75,000
Hydropneumatic Tank Replacement (1-Tank at Booster)150,000 150,000 150,000 150,000 150,000 750,000
Hydropneumatic Tank Replacement (1-Tank at Well)100,000 100,000 100,000 150,000 150,000 600,000
Instrumentation and Control 200,000 200,000
Main Valve Replacements 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 450,000
Moore Rd F Zone Interconnect Design 60,000 60,000
Palisades C-Zone Storage Tank and Pipeline 500,000 500,000
Palisades Neighborhood Pipeline Redundancy 50,000 470,000 520,000
Pusch Ridge Estates Main Replacement (Design)75,000 75,000
Reservoir Relining 175,000 175,000 175,000 525,000
SCADA Equipment 200,000 200,000 200,000 200,000 800,000
Utility Billing Software 150,000 150,000
Wall Upgrades 100,000 100,000
Water Utility Facility security 100,000 100,000
Water Utility Vehicle Replacement 141,000 38,000 38,000 76,000 38,000 331,000
Well D-8 Replacement Drill & Construct 100,000 100,000
Well Rehabilitation (2-Wells)150,000 150,000 150,000 240,000 240,000 930,000
Water Impact Fee Fund 6,150,000 1,670,193 12,770,000 20,590,193
La Canada E-F & E-G Booster Design and Construct 600,000 600,000 1,200,000
Moore Road "F" Zone Interconnect 750,000 750,000
Nakoma Sky Replacement Well 600,000 600,000
NWRRDS - Independent 1,200,000 330,193 11,100,000 12,630,193
NWRRDS - Partnered 3,200,000 740,000 920,000 4,860,000
Steam Pump Well Drill and Construct 550,000 550,000
Grand Total 22,839,463 13,090,917 20,643,500 9,134,280 8,102,516 3,706,221 3,758,660 3,601,848 3,688,050 3,817,781 92,383,237
2021-2022 Recommended Budget 98 of 116
CIP Project Descriptions
General Fund Related Projects
PROJECT TITLE:Facility Maintenance Program
FY 21-22 PROJECT BUDGET: $1,257,600
PRIMARY FUNDING:ARP Act - $800,000
ADDITIONAL FUNDING: General Fund - $457,000
PROJECT DESCRIPTION: Maintenance and rehabilitation of Town owned facilities
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: No changes in operating costs anticipated
PROJECT TITLE:680 Admin Building Remodel
FY 21-22 PROJECT BUDGET: $102,000
PRIMARY FUNDING:General Fund - $102,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: No changes in operating costs anticipated
The following are detailed descriptions of all of the recommended CIP projects for Fiscal Year 2021-2022.
Discussion includes potential operating impact to the Town (if known and identifiable at this time) as well as
indicating any additional funding the Town will receive to complete the project.
Project will be done in tandem with the addition of a third maintenance bay. Currently operations staff
work from the third bay area. This remodel will allow staff to continue to have access to office space
after a third maintenance bay is created
Annual repair and maintenance of Town owned facilities and assets are crucial to maintain and extend
the useful life of the asset
Remodeling of interior admin building to support the Public Works operations staff
2021-2022 Recommended Budget 99 of 116
CIP Project Descriptions
PROJECT TITLE:680 Maintenance Bay
FY 21-22 PROJECT BUDGET: $150,000
PRIMARY FUNDING:General Fund - $150,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Reconfigure the third maintenance bay at 680 from office spaces into a drive-through work bay
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Anticipated reduction of future ongoing operating costs
PROJECT TITLE:James D Kreigh Park
FY 21-22 PROJECT BUDGET: $320,000
PRIMARY FUNDING:General Fund - $320,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Moore Rd Asphalt Overlay - La Cholla Blvd to La Canada Dr
FY 21-22 PROJECT BUDGET: $527,000
PRIMARY FUNDING:General Fund - $527,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Non anticipated
Improves and updates existing playground as well as adds accessibility and landscaping
Existing structures are over 20 years old. Project will improve safety and accessibility
Current pavement edges have fractured due to inadequate paved shoulder and lateral support. Entire
roadway will receive a 2-inch overlay
Reconfiguring the bay will enable the Town to preform more preventive maintenance activities
internally which will increase quality of inspections and decrease ongoing costs
Increase roadway width by adding 4-foot wide paves shoulders and applying a 2-inch asphalt overlay
2021-2022 Recommended Budget 100 of 116
CIP Project Descriptions
PROJECT TITLE:
FY 21-22 PROJECT BUDGET:
PRIMARY FUNDING:
ADDITIONAL FUNDING:
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PROJECT TITLE:OVAC Water Sanitization Project
FY 21-22 PROJECT BUDGET: $115,000
PRIMARY FUNDING:General Fund - $115,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PROJECT TITLE:Park Master Plan Amenities
FY 21-22 PROJECT BUDGET: $1,500,000
PRIMARY FUNDING:General Fund - $1,500,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Capacity to begin identified projects in the Parks & Recreation Master Plan
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Unknown at this time
Upon adoption of the Parks & Recreation Master Plan, this will provide funding to begin specified
projects
Project consists or replacing and upgrading existing water treatment equipment that is aging and in
need of repair
Anticipated reduction in pool maintenance costs
Replacement of current water treatment systems will result in a higher water quality for users as well as
reduce the cost for chemicals
Naranja Park Improvements
$195,000
General Fund - $195,000
N/A
Project will improve the slope area between the two rectangle fields and will include walking path,
turf, benches, tables, water fountains and shade trees
Continued improvement of Naranja Park is a Town objective
Unknown at this time
2021-2022 Recommended Budget 101 of 116
CIP Project Descriptions
PROJECT TITLE:Pavement Preservation Non-Roads
FY 21-22 PROJECT BUDGET: $97,000
PRIMARY FUNDING:General Fund - $97,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Permitting Software Replacement
FY 21-22 PROJECT BUDGET: $178,409
PRIMARY FUNDING:Carry Over - $178,409
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replacement of the Town's permitting system
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Unknown at this time
PROJECT TITLE:Police Command Post
FY 21-22 PROJECT BUDGET: $275,000
PRIMARY FUNDING:General Fund - $275,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Unknown at this time
Replacing the current permitting and code enforcement software will allow growth with Oro Valley's
technical needs
Project will preserve the Town's assets and extending useful life
Outfitted trailer and tow vehicle to establish mobile command post on scene
Mobile command post will increase efficiency and safety of Oro Valley Police department, and allow
department to respond to a multitude of events
Surface treatment to Town parking lot facilities and multi-use paths
2021-2022 Recommended Budget 102 of 116
CIP Project Descriptions
PROJECT TITLE:Red Dot Systems for Duty Handgun Use
FY 21-22 PROJECT BUDGET: $126,681
PRIMARY FUNDING:General Fund - $126,681
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Minimal assumed
PROJECT TITLE:Server OS Upgrade
FY 21-22 PROJECT BUDGET: $60,000
PRIMARY FUNDING:General Fund - $60,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Steam Pump Ranch BBQ and Bunk House Renovation
FY 21-22 PROJECT BUDGET: $480,500
PRIMARY FUNDING:General Fund - $480,500
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Preservation and restoration of BBQ and Bunk house building on Steam Pump Ranch property
PROJECT JUSTIFICATION: Preserve and restore two buildings in need of repair
ANNUAL OPERATING IMPACT: Potential for reduced maintenance costs as building are repaired
Project would entail trading in and replacing all department issued handguns with the same platform
modified to accept miniaturized electronic sighting systems
Transitioning to an optical sighting system will increase officer proficiency, enhance officer confidence,
and reduce the force liability to the Police department and town
Upgrade all Town server operating systems to a supportable Microsoft version.
Microsoft Server 2012 will no longer be supported by Microsoft in 2023
2021-2022 Recommended Budget 103 of 116
CIP Project Descriptions
PROJECT TITLE:Steam Pump Ranch Garage
FY 21-22 PROJECT BUDGET: $300,000
PRIMARY FUNDING:Carry Over - $300,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Restoration of historically significant building at Steam Pump Ranch
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Slight increases to annual operating costs
PROJECT TITLE:Town Hall Generator Replacements
FY 21-22 PROJECT BUDGET: $220,000
PRIMARY FUNDING:General Fund - $220,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replace aging backup generators
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Town Hall Campus Security Screen Window Coverings
FY 21-22 PROJECT BUDGET: $110,000
PRIMARY FUNDING:General Fund - $110,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Install security screens on Town Hall facility exterior windows
PROJECT JUSTIFICATION: Security screens will harden the Town Hall facilities against vandalism and forced entry
ANNUAL OPERATING IMPACT: Non anticipated
Project will allow Recreation & Culture division to move to Steam Pump Ranch and allow facility to be
open six days a week. Project will add indoor recreation space
Current generators at Town Hall have questionable reliability in event of prolonged power outages.
Replacement will allow town to maintain continuity of operations when power is interrupted
2021-2022 Recommended Budget 104 of 116
CIP Project Descriptions
PROJECT TITLE:Town Hall Data Center Migration
FY 21-22 PROJECT BUDGET: $300,000
PRIMARY FUNDING:General Fund - $300,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Migrate the Town data center and facilities to the Police facility building
PROJECT JUSTIFICATION: Data center at the Police facility is more appropriate from a security and reliability perspective
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Vehicle Replacement Program
FY 21-22 PROJECT BUDGET: $1,496,900
PRIMARY FUNDING:General Fund - $1,279,900
ADDITIONAL FUNDING: Highway Fund - $76,000
Water Utility - $141,000
PROJECT DESCRIPTION: Annual replacement of vehicles across Town departments
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Reduced maintenance costs as aging fleet vehicles are replaced
Replacement of aging fleet helps control vehicle repair and maintenance costs. Vehicle reserves are set
aside annually to fund replacements
2021-2022 Recommended Budget 105 of 116
CIP Project Descriptions
Community Center Projects
PROJECT TITLE:Golf Course Irrigation
FY 21-22 PROJECT BUDGET: $2,700,000
PRIMARY FUNDING:Community Center Fund - $2,700,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Irrigation system improvements to the 18-hole Conquistador golf course
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: $25,000 decrease in annual irrigation costs
PROJECT TITLE:Tennis Court Resurfacing
FY 21-22 PROJECT BUDGET: $90,000
PRIMARY FUNDING:Community Center Fund - $90,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Crack repair, resurfacing and repainting of asphalt tennis courts at Oro Valley Community Center
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Avoidance of future costly reconstruction and potential liability
Council direction to start golf course irrigation improvements in May 2021 on the Conquistador course
Prevent further degradation, which creates tripping and hazards and results in more costly repairs in the
future. Ensures courts are maintained for enjoyable use by public
2021-2022 Recommended Budget 106 of 116
CIP Project Descriptions
Highway Fund Projects
PROJECT TITLE:Lambert Lane Pavement Overlay to La Cholla
FY 21-22 PROJECT BUDGET: $575,000
PRIMARY FUNDING:Highway Fund - $275,000
ADDITIONAL FUNDING: Highway Fund Carry Over - $300,000
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Minimal increases anticipated with addition of multi-use paths
PROJECT TITLE:Pavement Preservation Program
FY 21-22 PROJECT BUDGET: $1,600,000
PRIMARY FUNDING:Highway Fund - $1,600,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Perform annual roadway and multi-use path surface treatments per the Town's
pavement preservation and management program
PROJECT JUSTIFICATION: Enhances and improves the roadway system, maintains current overall condition index (OCI)
rating, meeting key elements of the General and Strategic Plans
ANNUAL OPERATING IMPACT: Maintaining adequate funding for this program prevents future costly roadway
reconstruction and rehabilitation
This section of Lambert Lane has several distressed pavement sections that need to be removed and
replaced, and there are no paved shoulders between Lambert Lane Park and the new La Cholla
Boulevard project
Construct 5 foot multi-use paved shoulders, apply a stress absorbing membrane and 1.5 inch asphalt
overlay between Lambert Lane Park and La Cholla Boulevard
2021-2022 Recommended Budget 107 of 116
CIP Project Descriptions
PAG/RTA Related Projects
PROJECT TITLE:500 West Magee Resurfacing
FY 21-22 PROJECT BUDGET: $50,000
PRIMARY FUNDING:PAG/RTA Fund Balance - $50,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Remove and replace asphalt pavement on alleyway of 500 W Magee
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated at this time
PROJECT TITLE:First Avenue Bridge Deck Repair
FY 21-22 PROJECT BUDGET: $425,000
PRIMARY FUNDING:PAG/RTA Fund Balance - $425,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated at this time
PROJECT TITLE:Planned Heavy Equipment Replacement
FY 21-22 PROJECT BUDGET: $325,000
PRIMARY FUNDING:PAG/RTA Fund Balance - $325,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replacement of aging wheel loader and vibratory roller
PROJECT JUSTIFICATION: Current equipment is near end of life
ANNUAL OPERATING IMPACT: Decreased costs associated with equipment maintenance
Provides secondary access to the OVPD building. Pavement is beyond service life and needs to be
replaced
Partial-depth bridge deck repair on the North Westbound First Avenue bridge over CDO wash
Work consists of removing the upper portion of the concrete deck and replacing ie with high strength
concrete
2021-2022 Recommended Budget 108 of 116
CIP Project Descriptions
PROJECT TITLE:Transportation Art by Youth (TABY) Project
FY 21-22 PROJECT BUDGET: $75,000
PRIMARY FUNDING:TABY/PAG Grant - $75,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Estimated decrease in maintenance costs as vehicle would be new and with warranty
PROJECT TITLE:RTA Wildlife Fencing
FY 21-22 PROJECT BUDGET: $500,000
PRIMARY FUNDING:RTA Wildlife Grant - $500,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Unknown at this time
Oro Valley has an ongoing commitment to create beautiful surroundings that enhance the quality of
life for all who live, work and play in the town. This program allows us to use outside funding to support
our Public Art program
Design and construct public art with the Town's right-of-way by local youth
Install wildlife fencing near the SR 77 right-of-way to funnel wildlife to the crossings previously built
Additional fencing is needed at strategic locations along the corridor to funnel wildlife to the crossing
structures
2021-2022 Recommended Budget 109 of 116
CIP Project Descriptions
Roadway Development Impact Fee Projects
PROJECT TITLE:La Cholla Blvd. Phase II
FY 21-22 PROJECT BUDGET: $200,000
PRIMARY FUNDING:Carry Over Road Impact Fees - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None at this time
Stormwater Related Projects
PROJECT TITLE:Gravel Mine Wash Channel Reconstruction
FY 21-22 PROJECT BUDGET: $417,374
PRIMARY FUNDING:Stormwater - $417,374
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None at this time
PROJECT TITLE:Sierra Wash at Naranja Drive Drainage Improvements
FY 21-22 PROJECT BUDGET: $386,000
PRIMARY FUNDING:Stormwater - $386,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None at this time
Add final pavement seal and landscape establishment to La Cholla
A final seal after the pavement has had time to settle is needed to preserve useful life
Repair and reconstruct failing shotcrete lined channel downstream of Lambert Lane
Sizeable cracking of existing shotcrete. If not addressed, there is potential for complete bank failure
Reconstruction of riprap apron extension at the outlet of Naranja Drive conveying Sierra Wash
Current erosion at this location is placing the roadway and utilities at risk for failure
2021-2022 Recommended Budget 110 of 116
CIP Project Descriptions
Water Related Projects
PROJECT TITLE:Northwest Recharge & Recovery Delivery System - Independent Portion
FY 21-22 PROJECT BUDGET: $1,200,000
PRIMARY FUNDING:Water Impact Fees - $1,200,000
ADDITIONAL FUNDING: Water Utility Fund
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PROJECT TITLE:Northwest Recharge & Recovery Delivery System - Partnered Portion
FY 21-22 PROJECT BUDGET: $3,200,000
PRIMARY FUNDING:Water Impact Fees - $3,200,000
ADDITIONAL FUNDING: Water Utility Fund
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT:
PROJECT TITLE:Steam Pump Well Drill and Construct
FY 21-22 PROJECT BUDGET: $550,000
PRIMARY FUNDING:Water Impact Fees - $550,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Well equipping and system tie-in for replacement of retiring wells
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Replacement well; none anticipated
Capital investment of water infrastructure for system reliability
Northwest Recharge & Recovery Delivery System (NWRRDS) - Pipeline, easement acquisition, forebay
reservoir & booster station
Project supports providing an additional 4,000 Acre-ft. per year of CAP water to the Oro Valley Water
Utility Service Area
Operating costs expected to increase with the addition of new infrastructure. Accurate estimates to be
determined during construction and testing
Northwest Recharge & Recovery Delivery System (NWRRDS) - Consultant transmission main & reservoir
design
Project supports providing an additional 4,000 Acre-ft. per year of CAP water to the Oro Valley Water
Utility Service Area
Operating costs expected to increase with the addition of new infrastructure. Accurate estimates to be
determined during construction and testing
2021-2022 Recommended Budget 111 of 116
CIP Project Descriptions
PROJECT TITLE:Country side Generator Auto Transfer Switch
FY 21-22 PROJECT BUDGET: $50,000
PRIMARY FUNDING:Water Utility - $50,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Moore Road F Zone Interconnect Design
FY 21-22 PROJECT BUDGET: $60,000
PRIMARY FUNDING:Water Utility - $60,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Allied Signal Reservoir Replacement
FY 21-22 PROJECT BUDGET: $175,000
PRIMARY FUNDING:Water Utility - $175,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Replacement of Allied Signal Reservoir to serve La Reserve Service area
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
Capital infrastructure investment for a more reliable and efficient distribution system
Capital infrastructure investment for a more reliable and efficient distribution system
Auto Transfer Switch for the Country Side Generator
Design portion of interconnect along Moore Road
Inspections of the reservoir revealed serious structural issues that would eventually lead to reservoir
failure. Reservoir rehab costs 80% of reservoir replacement and is the most economical solution over
time
2021-2022 Recommended Budget 112 of 116
CIP Project Descriptions
PROJECT TITLE:Booster Rehabilitation
FY 21-22 PROJECT BUDGET: $50,000
PRIMARY FUNDING:Water Utility - $50,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Project will extend the facility's service life
PROJECT TITLE:Water Utility Facility Security
FY 21-22 PROJECT BUDGET: $10,000
PRIMARY FUNDING:General Fund - $100,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Improve access control and cameras at Water Utility facilities
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:El Con & Camino Diestro Main and Valve Modification and Replacement
FY 21-22 PROJECT BUDGET: $200,000
PRIMARY FUNDING:Water Utility - $200,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
Design work of header and pump efficiency evaluation. Construction in FY2021-2022
Re-design a portion of the distribution system entering El Conquistador to create added redundancy
and reliability to system
Current security systems at water facilities are old and no longer supported. Project will establish
centralized recording of events and Town access control
Reinvestment in capital for continued system reliability
Capital infrastructure investment for a more reliable and efficient distribution system
2021-2022 Recommended Budget 113 of 116
CIP Project Descriptions
PROJECT TITLE:Hydropneumatic Tank Replacement at Booster
FY 21-22 PROJECT BUDGET: $150,000
PRIMARY FUNDING:Water Utility - $150,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: The existing tank is not certified by the American Society of Mechanical Engineers
or National Board registered; ultrasonic thickness gauge measurements indicate corrosion
inside the tank. Capital reinvestment for system reliability
ANNUAL OPERATING IMPACT: $500 decrease in maintenance costs due to new tank
PROJECT TITLE:Hydropneumatic Tank Replacement at Well
FY 21-22 PROJECT BUDGET: $100,000
PRIMARY FUNDING:Water Utility - $100,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: The existing tank is not certified by the American Society of Mechanical Engineers
or National Board registered; ultrasonic thickness gauge measurements indicate corrosion
inside the tank. Capital reinvestment for system reliability
ANNUAL OPERATING IMPACT: $500 decrease in maintenance costs due to new tank
PROJECT TITLE:Nakoma Sky Replacement Well
FY 21-22 PROJECT BUDGET: $600,000
PRIMARY FUNDING:Water Impact Fees - $600,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION:
PROJECT JUSTIFICATION: Replace lost well capacity; maintain healthy groundwater capacity during periods of increased
summer demand and in the event of CAP water outage as a redundant system
ANNUAL OPERATING IMPACT: Replacement well; none anticipated
Complete the equipping of a new well at the Nakoma Sky development at First Ave. and Lambert Lane
Rehabilitation of Hydro Tank coating, complete refabrication to comply with American Standard of
Mechanical Engineers Certified Tank
Rehabilitation of Hydro Tank coating, complete refabrication to comply with American Standard of
Mechanical Engineers Certified Tank
2021-2022 Recommended Budget 114 of 116
CIP Project Descriptions
PROJECT TITLE:Well Rehabilitation
FY 21-22 PROJECT BUDGET: $150,000
PRIMARY FUNDING:Water Utility - $150,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Rehabilitation of Well D1/CS1 to increase useful life
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: None anticipated
PROJECT TITLE:Utility Billing Software
FY 21-22 PROJECT BUDGET: $150,000
PRIMARY FUNDING:Water Utility - $150,000
ADDITIONAL FUNDING: N/A
PROJECT DESCRIPTION: Procurement and implementation of a new water utility billing software
PROJECT JUSTIFICATION:
ANNUAL OPERATING IMPACT: Annual Software costs are unknown at this time
Purchase and implementation of a new water billing software to expand business module and customer
account information
Video log assessment, brush bail, pump efficiently evaluation/replacement to provide system reliability
and efficiency
2021-2022 Recommended Budget 115 of 116
FY 2021/2022 Town Manager’s Recommended
Budget
1
OVERVIEW
Overview and timeline of budget study sessions:
Budget timeline and adoption process
Budget overview
Department budget presentations
Capital Improvement Program
2
FY 21/22 BUDGET TIMELINE
DECEMBER
Preliminary CIP
discussion &
evaluation
Senior Management
Team budget
preparation
JANUARY
Initial revenue
estimates
Senior Management
Team budget
preparation
FEBRUARY
Council planning
retreat to identify
priorities and
formation of Strategic
Leadership Plan
MARCH
Department budget
requests due and
review
CIP and operating
budget carry-over
requests due
APRIL 16
Manager’s
Recommended Budget
delivered to Council
JUNE 16
Public Hearing -
Adoption of
Final Budget
APRIL/MAY
Individual Council
budget meetings
JUNE 2
Public Hearing –
Adoption of
Tentative Budget
MAY 5, 6, 19*
Budget Study
Sessions
* Optional
3
Budget Overview
FY 2021/2022 Town Manager’s Recommended
Budget
4
OVERVIEW
Synopsis of Recommended Budget
Financial overview
Economic conditions and revenue projections
Expenditure highlights
Notable budget items
5
FY21/22 RECOMMENDED BUDGET SNAPSHOT
$0
$20
$40
$60
$80
$100
$120
$140
FY 20/21
Budget
FY 21/22
Recommended
Budget Comparison
Contingency
Debt Service
Capital
O&M
Personnel
$105.4M
$134.4M
MillionsRecommended Budget totals $134.4 M
Represents a $29.0 M or 27.5% increase from
the current year budget
Budget is structurally balanced with ongoing
revenues dedicated towards ongoing costs, and
one-time revenues dedicated towards one-time
costs
General Fund is 26.3% more than last year
General Fund ending fund balance is $15.3 M
(28.7% of budget), leaving $2.0 M above Town
Council 25% reserve policy
$5.0 M in contingency included in the General
Fund
6
FY21/22 BUDGET SNAPSHOT
Personnel: 5.5% increase due primarily to
steps & merits and grant related overtime
O&M: 90.2% increase mainly due to ARPA
and PSPRS payment
When factoring out stimulus funding and other
one-time programs ~ $2.6 M increase
Ongoing O&M ~ $220,000 higher than pre-
pandemic figures
Capital: Majority of capital related to CIP
program. Potential for changes before
final budget
Debt Service: 20.3% increase attributable
to estimated $1.3 million payment on
pension obligation bonds
$0
$10
$20
$30
$40
$50
$60
Personnel O&M Capital Debt Service
$35.5 $30.6
$22.7
$6.5
$37.5
$58.1
$22.7
$7.8
FY 2021 Budget FY 2022 Budget
Millions5.5%
0.1%
90.2%
20.3%
7
FY21/22 RECOMMENDED BUDGET BY CATEGORY
Personnel
$37.5M
28%
O&M
$58.1M
43%
Capital
$22.7M
17%
Debt Service
$7.8M
6%
Contingency
Reserves
$8.3M
6%
8
FY21/22 RECOMMENDED BUDGET BY CATEGORY
General Fund
$58.1M
43%
Highway Fund
$4.3M
3%
Community Center Fund
$8.8M
7%
Misc Funds
$0.4M
1%
Debt Service Funds
$19.6M
15%
Impact Fee Funds
$7.8M
6%
PAG/RTA Fund
$1.5M
1%
Capital Fund
$6.6M
5%
Grants &
Contributions
$1.1M
1%Benefit Insurance Fund
$4.5M
3%
Water Utility Fund
$19.5M
14%
Stormwater Utility
Fund
$2.4M
2%
9
FY21/22 KEY BUDGET FACTORS –GENERAL FUND
Economic Conditions/Revenue Projection
Highlights
FY21/22 local sales tax revenues $2.3 M (12.8%)
higher than adopted FY20/21 budget
State Shared Revenues $535,000 (4.1%) higher
Budgeted increases in state shared sales taxes and VLT
Budgeted decreases in state shared income taxes
Charges for services $148,000 (6.6%) higher
Bulk of increase related to increased administrative
services charges to utility funds
Licenses and permit revenues $257,000 (16.1%)
higher than adopted FY20/21 budget
275 SFR permits budgeted in FY21/22 vs. 225 SFR
permits budgeted in FY20/21
Commercial permitting relatively flat
Category FY20/21
Budget
FY21/22
Recommended $ Change % Change
Local Sales Taxes $18,128,304 $20,457,632 $2,329,328 12.8%
State Shared Revenues 13,194,438 13,729,923 535,485 4.1%
Charges for Services 2,239,675 2,387,776 148,101 6.6%
Licenses & Permits 1,592,500 1,849,000 256,500 16.1%
Federal Grants 5,790,969 5,990,290 199,321 3.4%
All Other *2,404,500 2,078,500 (326,000)-13.6%
TOTAL GENERAL FUND
REVENUE $43,350,386 $46,493,121 $3,142,735 7.2%
* Includes Transfers In
10
FY21/22 KEY BUDGET FACTORS –GENERAL FUND
Expenditure Highlights
Personnel figures include the addition of six new
positions, elimination of other positions and
various position reclassifications
Steps and merit increases included
Operations and maintenance (O&M) budget
$10.3 M (89.9%) higher than FY20/21
Includes $10.0 M payment from reserves to PSPRS
Capital includes non-CIP minor capital items
Transfers out $4.8 M (186.1%) higher than
FY20/21
Budgeted transfer for debt service and CIP items
$5.0 M General Fund contingency included
Category FY20/21
Budget
FY21/22
Recommended $ Change % Change
Personnel $28,976,810 $30,785,876 $1,809,066 6.2%
O&M 11,451,081 21,746,773 10,295,692 89.9%
Capital 1,558,000 555,100 (1,002,900)-64.4%
Transfers Out 2,589,520 7,408,264 4,818,744 186.1%
TOTAL GENERAL FUND
EXPENDITURES $44,575,411 $60,496,013 $15,920,602 35.7%
11
FY21/22 NOTABLE BUDGET ITEMS
American Rescue Plan Act
Nearly $11.0 million over two years
Issuance of $17.0 million of pension obligation bonds and a $10.0 million payment
from General Fund reserves for PSPRS liability
Current Recommended Budget does not include recent annexations
Tentative Budget will bring forward all Council recommended changes addressed
tonight/in upcoming budget study sessions
Recent annexations will be included with Tentative Budget
5-year financial forecast to be presented alongside Tentative Budget
12
Public Works
FY 21/22 Budget Recommendations
13
Major Accomplishments
CURRENT BUDGET REVIEW
La Cholla Completion
Pavement Preservation
La Canada Safety Improvements
OVMP MUP Reconstruction
Limewood Dust Abatement
Drainage Criteria Manual
Big Horn Fire Response
Public Floodplain Inquiry
Major Wash Mapping
Partnering w/FEMA, DEMA & ADOT
Facility Security Enhancements
COVID Mitigation for Facilities & Transit
COVID Flexibility in Staffing & Resources
ADA & Code Retrofits
Roof Replacements
Back-up Power Generators
14
Highlights over the past year
CURRENT BUDGET REVIEW
O&M goals met in most areas
Fleet/Facility and Street maintenance continued and completed as budgeted
Street OCI remains at 76+ and off pavement work addressed shoulders, sidewalks, curbing, signing & striping
Street vegetation maintenance and crack sealing most challenging
Managed the impacts of COVID w/o losing most service capabilities
Loss of ADC resource, supplemented with outside landscape vendors
Reacting to varying public demands on staffing –maintaining Transit capabilities
Implemented a hybrid of teleworking and field services while maintaining staff health & safety
Procured high demand and hard to obtain cleaning and sanitizing materials
Project, Asset & Material Impacts
Construction costs escalation and contractor availability issues
Starting projects later than usual –causing some rollover
Some basic materials were periodically not available –asphalt/concrete
Some replacement vehicles not available this year
15
Highlights by Fund
RECOMMENDED BUDGET
General Fund
PW Administration and Street Operations personnel will continue from this fund. Creates flexibility of resources
Increased costs in O&M related to general liability insurance and utility increases
Highway Fund
Personnel cost decreases due to elimination of temporary La Cholla Inspector positions
O&M remains flat
Major expenditure increase is in Capital Outlay with increased Pavement Preservation and Lambert Lane CIP
HURF revenue not keeping up with future maintenance needs
Stormwater Fund
Remains flat except for added projects this year
No change required with Utility rate, provided outside funding continues
16
Highlights by Fund (cont.)
RECOMMENDED BUDGET
Townwide Roadway Development Impact Fund
Only using for final elements of La Cholla –$200K post construction surface treatment and watering
vegetation to establishment
Ending fund balance of $2.0 M to be applied to future IIP projects
PAG/RTA Fund
Exists due to savings on past projects as well as specific pass-thru project funding
Restricted funding –being used for 3 CIP projects and streets equipment replacement in Capital Outlay
Funding La Cholla Wildlife Linkages within O&M
This is the funding source for the TABY project
17
Key Budget Elements
RECOMMENDED BUDGET
Facilities $800K focused on ADA compliance and safety
Restroom upgrades for Town Hall and complete replacement of campus hardscape
Facilities $450K Building Repair & Maintenance
Increasing Facility regular maintenance to $450K to meet ongoing demands. From thermostat repair to
dumpster gates to painting to electrical repairs to small ADA compliance retrofits to lighting to ………
680 Maintenance Bay Remodel
Expanding Fleet maintenance capabilities via process improvement analysis of adding third repair bay
and increasing personnel and decreasing outside shop work. Goal is annual $18,000 savings
680 Administration Building Remodel
This is needed to improve operations by moving the Streets Operations Personnel from the Fleet
Maintenance Building, in order to reestablish the third vehicle maintenance bay
18
Key Budget Elements (cont.)
RECOMMENDED BUDGET
Town Hall Campus Security & Generator Replacement
Based on success of PD installation, continue window security covering throughout Town Hall Campus
Main generator replacement to have the ability to power the entire Administration building
Lambert Lane overlay
Will also include a contiguous MUP connection between La Cholla and La Canada
Moore Road pavement overlay
This is needed now just to hold the current road surface together
Operations & Maintenance
Cost of gasoline was increased to $2.50/gal, diesel to $2.70/gal, will need to continue to monitor
increasing fuel costs
To maintain the street OCI of 76+, greater investment is needed within pavement preservation as
streets age. Bridge deck repairs are needed as the bridge system ages
19
Police Department
Kara Riley, Chief of Police
20
FY20/21
MAJOR EVENTS -POLICE
COVID-19
Implemented a COVID-19 rapid diagnostic testing cycle for staff. The results provided command staff
critical information enhancing operational readiness while helping to mitigate potential exposures
Continued excellent service while keeping employees safe with mitigation and working from home
Bighorn Fire
Implemented COOP and collaborated with fire officials
Civil Unrest
Reassurance to the community through continued community engagement, transparency and
professionalism
21
FY20/21
MAJOR ACCOMPLISHMENTS -POLICE
“The Safest Cities in Arizona”
#1 by Safehome.org
#2 by Homesnacks.com
#3 by Alarms.org
The Department was accepted into the Arizona Association of Chiefs of Police accreditation program
Implemented a full-time officer to assist with the mental health crisis facing the nation
Implemented Blue Teams, a “red flag” warning system for the Office of Professional Standards
Implemented the National Incident Based Reporting System
22
FY20/21
MAJOR ACCOMPLISHMENTS CONTINUED -POLICE
Developed and implemented the Oro Valley Safe Return Program
OVPD Public Safety Telecommunicators exceeded national quality assurance expectations, with a yearly average score of 97.6%
Implemented the TEXT911 program
Continued to promote traffic safety through various strategies
Received $31,000 grant from the Attorney General’s Office for body-worn cameras and personal protective equipment
Chief Kara M. Riley was recognized as Best in the Northwest by Tucson Local Media
23
TOWN COUNCIL FOCUS AREA 3: Goal 3A
STRATEGIC PLAN AND PUBLIC SAFETY
Support strategies that continue to ensure Oro Valley’s standing as one of the safest communities in Arizona.
Utilize data to enhance deployment strategies for High Visibility Enforcement (HiVE) in high collision areas to address the increasing volume of traffic and associate issues in and around Oro Valley roadways.
Allocate and deploy officers to efficiently and effectively manage and reduce crime utilizing current crime trends.
Develop an outreach and marketing campaign to effectively recruit diverse and qualified officers, to include partnering with local educational institutions.
Develop and implement ways to expand drug free awareness education and programming to area youth.
24
TOWN COUNCIL FOCUS AREA 3: Goal 3B
STRATEGIC PLAN AND PUBLIC SAFETY
Support actions that maintain and enhance the
community’s trust in the Oro Valley Police
Department.
Work with local and regional partners to
educate and address the impacts mental
health issues are having on public safety and
the entire community.
Complete the Arizona Law Enforcement
Accreditation Program.
25
Police Department
FISCAL YEAR COMPARISON
FY 20/21 FY 21/22
Personnel $16,855,642 $17,133,365
O &M $704,192 $1,531,108
Capital $192,500 $40,000
Totals $17,752,334 $18,704,473
26
DEPARTMENTAL APPROACH, FUTURE GOALS
Implementation of Health & Wellness
Mental, physical and nutrition
Policing with a purpose
Statistically driven deployment
Recruitment and retention
Continue to focus on diversity
Develop space needs strategies
Expand regional opportunities and collaboration
Growing epidemic reference, the use of illicit substances and the impacts of the legalization of recreational marijuana
Police Department
27
Oro Valley Water Utility
FY 2021-22 Recommended Budget
28
Our Mission
The Oro Valley Water Utility is committed to the long-term sustainable production and delivery of water resources that meets or exceeds all water quality standards in a cost-effective environmentally responsible manner
The Water Utility is an Enterprise fund
Funded solely from water sales, fees and charges
Not dependent on the Town’s General Fund
Administrative services provided by the Town are paid to the General Fund
THE ORO VALLEY WATER UTILITY
29
FISCAL YEAR 2020-21 ACCOMPLISHMENTS
100% utilization of the Utility’s CAP allocation:
2,600 AF used for CAP Delivery
5,105 AF used for aquifer recharge
2,600 AF saved in aquifer storage facilities
Collected 3,462 water quality samples:
All federal & state safe drinking water standards met
Expanded customer communications:
“Behind the Meter” quarterly newsletter
“Water Wisdom” video series“This is Oro Valley” podcast and video series
Infrastructure reinvestments:
Well, reservoir & booster station rehabilitations
30
RECOMMENDATION ON WATER RATES
An annual water rate analysis is required by the M&C Water Policy
A public hearing on the proposed water rates will be held during the June 2, 2021 Council meeting
2021 financial scenario proposes:
Increase in potable water base rates
Increase in potable water commodity rates
Increase in reclaimed water commodity rate
No other changes are proposed
31
OPERATING FUND BUDGET
32
OPERATION & MAINTENANCE EXPENSES
33
CAPITAL PROJECTS & IMPACT FEE FUND
34
Questions?
35
Parks & Recreation
Inspire Connection Through Recreation
Fiscal Year 2021/2022
Budget Presentation
36
Commitment to the General Plan
BIG PICTURE
Community Goals
A high-quality parks, recreation and open space system that is accessible, comprehensive, connected and
serves the community’s needs.
Diverse, enriching and quality education opportunities, arts and culture experiences and amenities accessible
to all residents.
Promote Oro Valley as an ideal destination for economic activity, tourism, shopping, cultural attractions,
research and development.
Environmental Goals
The protection and preservation of significant cultural sites, properties and resources that enhance
community character and heritage.
37
STRATEGIC PLAN IMPLEMENTATION
•Focus Area 2: Culture and Recreation
•Goal 2A
•Invest in and maintain a
high-quality parks,
recreation and trail
system that is accessible,
comprehensive,
connected and serves the
community’s needs.
•Goal 2B
•Support recreational, cultural
and arts programs that provide
opportunities for residents to
connect with their community.
38
Divisions
PARKS & RECREATION DEPARTMENT
Administration
Aquatics
Community Center
Park Management
Recreation and Cultural
Golf
it’s in our nature
39
ADMINSTRATION DIVISION
Master Plan implementation
Amphitheater School partnership
Marketing and promotions
Develop an in-house produced trails plan
Strategic Plan Focus
•Goal 2A
•Goal 2B
40
AQUATICS DIVISION
Lifeguard recruitment and retention
Swim meets, Synchro meets, and Triathlons
Improved water quality and filtration system
Multigenerational programming
Strategic Plan Focus
•Goal 2A
•Goal 2B
41
COMMUNITY CENTER
Community and Membership events
Community wellness programming
Improved facility security
Shade/protection for pool mechanical system
Strategic Plan Goals
•Goal 2A
•Goal 2B
42
RECREATION & CULTURE
Strategic Plan Goals
•Goal 2A
•Goal 2B
Community events
Local Historic Registry
Steam Pump Ranch programming
Volunteer program implementation
Senior recreation programming task force
43
PARK MANAGEMENT
Naranja Dog Park expansion
Lighted walking path at Riverfront
Continue overseed program
Coordinate field-days with youth sport organizations
Strategic Plan Goals
•Goal 2A
44
Comparison FY20/21 to FY21/22
DEPARTMENT COMPARISON
Adminstratin Aquatics Community Center Recreation and Culture Park Management
$-00
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY20/21 FY21/22
45
INDIGO GOLF PARTNERS
Strategic Plan Goals
•Goal 2A & 2B
Operational focus on 45-holes of golf
Retain loyalty base (membership and mobile app)
New customer acquisition
New PGA 17 & under league
Focus on community outreach events
46
EL CONQUISTADOR 36-HOLES
36 Hole Course Open July 1, 2021 through April 30, 2022.
18 Holes Open May 1, 2022 through June 30, 2022 with irrigation project on
Conquistador Course.
Membership Levels remain stable at 290 Full Time Golf Memberships.
Demand for golf remains flat to a slight decrease in play levels.
Staffing model remains the same for all departments with no anticipated
increase in minimum wage.
47
FOOD AND BEVERAGE
Restaurant operation increase of revenue as pandemic restrictions
gradually eased back.
Expansion of restaurant hours during peak season (January through April).
Staffing model remains the same.
48
PUSCH RIDGE 9-HOLES
Open November 1, 2021 –April 30, 2022; 7 day per week operation; closed
Thanksgiving, Christmas and New Years Day.
Assume 35 rounds per day based on cart fleet of 28 carts.
Golf Operations based out of tennis facility.
49
EL CONQUISTADOR GOLF (36-HOLE) REVENUE
El Conquistador -36 hole FY19/20 FY20/21 FY21/22
Actual Forecast Budget
Rounds 60,802 81,240 69,175
Green Fee Revenue $1,233,679 $1,779,375 $1,520,500
Cart Fees $227,823 $248,042 $232,270
Driving Range $72,426 $46,973 $49,000
Pro Shop Sales $178,717 $164,615 $198,000
Other Revenue (club rental, locker)$70,435 $9,600
Clinic / School Revenue $10,630 $22,941 $11,000
Membership Fees $872,545 $1,007,806 $957,000
Other Amenities $11,723 $6,166
Total Revenue $2,607,543 $3,346,353 $2,977,370
Cost of Goods Sold $129,567 $144,097 $146,400
Gross Income (Rev-COGS)$2,477,976 $3,202,256 $2,830,970
50
EL CONQUISTADOR GOLF (36-HOLE) EXPENSES
El Conquistador -36 hole FY19/20 FY20/21 FY21/22
Actual Forecast Budget
Golf Ops Labor $296,202 $298,135 $318,499
General and Administrative Labor $218,142 $131,499 $138,650
Golf Course Maintenance Labor $630,140 $693,220 $734,145
Sales and Marketing Labor $56,118 $75,421 $69,555
Total Direct Labor $1,200,602 $1,198,275 $1,260,849
Payroll Burden (Taxes, Benefits, WC)$291,138 $279,597 $294,141
Total Labor Expense $1,491,740 $1,477,872 $1,554,990
Golf Operations Expense $82,377 $81,277 $57,130
General & Administrative Expense $117,537 $181,271 $122,429
Golf Course Maintenance Expense $606,481 $570,345 $465,102
Sales and Marketing Expense $96,524 $22,700 $20,875
Management Fees $120,000 $120,000 $122,400
Leases $427,790 $181,833 $150,950
Utilities $1,052,518 $1,080,649 $1,179,802
Insurance -P and C $1,218 $58,190 $39,600
Total Other Operational Expenses $2,504,445 $2,296,265 $2,158,288
Total Expenses $3,996,185 $3,774,137 $3,713,278
EBITDAR ($1,518,209)($571,881)($882,308)51
FOOD AND BEVERAGE–REVENUE AND EXPENSES
Food and Beverage FY19/20 FY20/21 FY21/22
Actual Forecast Budget
Projected F&B Revenue $554,336 $388,768 $471,665
Expenses
F&B Payroll $347,266 $193,250 $216,391
F&B Benefits and Payroll Taxes $91,582 $20,291 $20,557
Total F&B Labor $438,848 $213,541 $236,948
F&B Operating Expenses $57,120 $31,116 $61,145
Cost of Sales $204,890 $127,274 $147,348
Capital $0 $0
Projected Expenses $700,858 $371,931 $445,441
EBITDA ($146,522)$16,837 $26,224
52
PUSCH RIDGE GOLF (9-HOLE) REVENUE
Pusch Ridge -9 Hole FY19/20 March 1, 2021 FY21/22
Actual Initial Estimate Budget
Rounds 3,878 6,675 6,675
Green Fee Revenue $95,473 $164,475 $164,475
Pro Shop Sales $0 $3,600 $3,600
Other Revenue (club rental, locker)$2,843 $3,475 $3,475
Membership Fees $0 $0 $2,500
Food and Beverage $0 $1,800 $1,800
Total Revenue $98,316 $173,350 $175,850
Cost of Goods Sold $2,820 $2,820 $2,820
Gross Income (Rev-COGS)$95,496 $170,530 $173,030 53
PUSCH RIDGE GOLF (9-HOLE) EXPENSES
Pusch Ridge -9 Hole FY19/20 March 1, 2021 FY21/22
Actual Initial Estimate Budget
Golf Ops Labor $18,110 $33,900 $33,900
Golf Course Maintenance Labor $36,323 $45,062 $45,062
Total Direct Labor $54,433 $78,962 $78,962
Payroll Burden (Taxes, Benefits, WC)$10,415 $7,951 $7,951
Total Labor Expense $64,848 $86,913 $86,913
Golf Operations Expense $6,600 $6,600 $6,600
Golf Course Maintenance Expense $55,223 $47,466 $47,516
Sales and Marketing Expense $0 $0 $2,000
Leases $26,822 $20,004 $28,004
Utilities $140,265 $146,960 $146,960
Total Other Operational Expenses $228,910 $221,030 $301,080
Total Expenses $293,758 $307,943 $317,993
EBITDAR ($198,262)($137,413)($144,963)54
Connections
Thank You!
55
Community and Economic Development
Department
Paul Melcher, Community and Economic Development Director
56
COMMUNITY AND ECONOMIC DEVELOPMENT (CED) DEPARTMENT
Essential functions for Oro Valley
Implementing the Your Voice, Our Future General Plan
Planning,permitting, inspections and monitoring of
construction projects
Protection of property and public health via review and
approval processes
Business retention, expansion and attraction programs
Creation of new primary and secondary employment
opportunities
Expansion of sales tax base to generate new financial
resources for the community
57
CED MAJOR ACCOMPLISMENTS
Primary Employer Incentive Program adoption
Arizona Center for Innovation at Oro Valley opening
Tech Park, EEZ, Code Enhancements
Westward Look Project
OVSafeSteps/Hardship Grant Support: Over 216
businesses and $809,770!
FY21 YTD: 422 SFR permits, 2,318 permits; 112 zoning
related applications, and 30,000 inspections
FY21 YTD: 13 neighborhood meetings and seven project
videos
58
45 public
meetings
23
pre-
apps.
5 site
plans
CED BUDGET AND STRATEGIC RELATIONSHIPS: PRIMARY EMPLOYER MARKETING
Site Selector Trips
$7,500
$13,000
Video and Digital Marketing OV Experience Tours
$2,500
59
CED BUDGET MAJOR REQUESTS: REALLOCATED FUNDS
Pre -SLP Reallocated Funding:
•Environmentally Sensitive Land Ordinance ($30,000)
•Industry-Specific Marketing Tools ($25,000)
60
CED BUDGET MAJOR REQUESTS: ADMIN & PLANNING DIVISION
•Rooney Property Master Plan ($35,000)
•Housing Assessment ($20,000)
•Dark Sky Code Updates ($10,000)
•Design Standards Updates ($12,000)
61
CED BUDGET MAJOR REQUESTS: PERMITTING
•Outside Plan Reviews ($8,000)
•TIA Reviews ($2,000)
•Credit Card Fees($45,000)
•3rd Party Reviews: COMM ($50,000)
62
CED BUDGET MAJOR REQUESTS: INSPECTION & CODE COMPLIANCE
•Printing and Binding ($2,000)
•Uniforms ($2,250)
•Field Supplies ($1,000)
•OVERTIME: $10,000
63
Town Administration
Chris Cornelison, Assistant Town Manager
64
FY 20/21
MAJOR ACCOMPLISHMENTS –ADMINISTRATION
Aligned capital investments with Council’s Strategic Leadership Plan and financial policies
Projected to absorb financial impact from COVID -19 pandemic, ending FY20/21 on budget
in General Fund
Conducted August 4, 2020 primary election; Prop 480 –Permanent Base Adjustment was
approved; Voter turnout -54.96%
Adapted operations in creating new protocols and policies, including federal and state
policy implementation, related to COVID-19
Created Zoom Town Council meetings increasing community engagement
Developed and implemented OVSafeSteps
65
MAJOR ACCOMPLISHMENTS–ADMINISTRATION (CONT.)
Initiated volunteer advertising and recruitment on the Town’s Job Opportunities webpage
Established COVID Response Team
Realized cost savings of $64,395 related to Peak Improvement Projects
Oro Valley’s self-response rate for 2020 Census was 78.2% and #2 in the State of Arizona
Developed and created podcast series titled, “This is Oro Valley,” to help area residents
learn more about their local government
Negotiated and brought forward a successful annexation of the Westward Look Resort for
Town Council’s consideration
66
STRATEGIC LEADERSHIP PLAN GOALS
Goal 1A: Implement actions to support and assist local businesses in navigating the current
and projected economic conditions.
Goal 1D: Identify strategies to entice area residents and visitors to choose Oro Valley as a
premiere place to dine, shop, play and stay.
Goal 3A: Support strategies that continue to ensure Oro Valley’s standing as one of the safest
communities in Arizona.
Goal 3B: Support actions that maintain and enhance the community’s trust in the Oro Valley
Police Department.
Goal 6A: Continue strengthening community outreach, engagement and transparency.
Goal 6B: Maintain and strengthen our culture of continuous improvement to affect an
efficient and high-performing organization.
Goal 6C: Attract and retain talented employees to effectively carry out the Town’s mission.
Goal 7A: Ensure the Town can financially sustain expected levels of service for current and
future residents.
67
BUDGET COMPARISON
* Includes contingency amounts
Department FY 20/21
Budget
FY 21/22
Recommended Variance
Town Clerk $428,524 $383,833 (44,691)
Finance $832,888 $979,655 +146,767
Human Resources $457,347 $535,390 +78,043
Information Technology $3,944,198 $4,346,583 +402,385
Town Manager’s Office $1,028,734 $1,115,224 +86,490
Town Council $197,019 $188,720 ($8,299)
General Administration *$13,980,986 $26,693,248 +12,712,262
Legal Services $870,592 $902,754 +32,162
Magistrate Court $864,826 $928,512 +63,686
Total $22,605,114 $36,073,919 +13,468,805
68
Accounts for overhead, non-departmental costs, community partnerships and transfers to other funds
GENERAL ADMINISTRATION
Budget highlights
Children’s Museum support -$75,000
Music & Dance Academy –OV Kids’ Concert Series -$4,000
Visit Tucson -$250,000
Greater Oro Valley Chamber of Commerce -$40,000
SAACA -$25,000
UA Center for Innovation -$30,000
Includes $10 million one-time PSPRS payment
69
GENERAL ADMINISTRATION
Budget Highlights (cont.)
Regional Pre-School Initiative $100,000
OVNextSteps Program $200,000
Conservation Fund $50,000
ADOR $119,000
Veterans Court $11,000
Pima County jail costs $125,000
Pima Animal Care Center $142,250
Budgeted contingency reduced from $6.14 million in FY 20/21 to $5.0 million for FY 21/22
70
Self-funded Medical (United
Healthcare) –PPO and HDHP
Self Insurance Benefit Fund reserves projected
for FY end $2,271,165
No Premium Increase for employees,
dependent care at 75/25 split for PPO, moving
toward for HDHP
Dental (Delta Dental) –Low and High
plan
Slight rate increase of 5%
TOWN BENEFITS OVERVIEW
Employee On-Site Clinic
Provided OVPD COVID 19 Antibody testing,
providing OV employee/family COVID 19
antigen testing
Healthcare for employees and dependents
participating in TOV plans
Increased clinic hours; total of 2,659 encounters
Value on investment of $4.23 for ever $1
invested in the clinic
Will assume Smoking Cessation program at no
cost in FY21/22
71
Town Manager’s Office
OVNextSteps
Robust visitor attraction and marketing
strategy
MAJOR INITIATIVES FOR FY21/22
Human Resources
Comprehensive compensation evaluation
Employee benefits survey
Update Town Personnel Policies
Supervisory training -focusing on core
skills
72
Magistrate Court
Transition the Court to paperless
Continue expanding Resolution Court
Legal
Work with Police, County Attorney’s Office
and Magistrate Court on continued
application of Diversion Court(s)
MAJOR INITIATIVES FOR FY21/22 (CONT.)
Finance
Bond financing in accordance with PSPRS
pension policy and Council direction
Complete migration to Wells Fargo
Payment Manager program
Implement Munis Procurement module
Bond financing, as needed, for parks
projects and golf course improvements
73
Innovation and Strategy
Continue Peak Performance improvement
efforts
Highlight Town’s flourishing arts and
culture opportunities
Pursue top priority annexations
Innovation and Technology
Information Technology
Implementation of software improvements
MUNIS System Refresh and Upgrade
GIS Field Map Implementation
Data Center Consolidation
Water utility facility security
enhancements
MAJOR INITIATIVES FOR FY21/22 (CONT.)
74
Capital Improvement Program (CIP)
FY 2021/22 Recommended Budget
75
CIP OVERVIEW
Ten -year plan
Year one is budgeted in the FY21/22 Recommended Budget
Years two through ten are placeholders
Fluid document subject to shifts, changes, deletions and additions
Projects included in the plan reflect the goals and strategies of the Council-
adopted Strategic Leadership Plan
76
FY21/22 RECOMMENDED CIP: $22,839,463
Streets/Roads,
$4,049,000
Other Public
Facilities,
$1,493,952
Water System,
$7,901,648
Parks &
Recreation,
$5,700,500
Stormwater,
$803,374
Technology,
$588,409
Vehicle
Replacement,
$1,680,900
Public Safety,
$621,681
77
FY21/22 RECOMMENDED CIP FUNDING SOURCES :$22,839,463
General Fund,
$1,257,600
Highway Fund,
$2,251,000
Capital Fund,
$6,386,490
PAG/RTA Fund,
$1,375,000
Roadway Impact
Fee Fund,
$200,000
Community Center
Fund, $2,790,000
Water Impact Fee
Fund, $4,390,000
Ground Water Fee,
$1,760,000
Water Utility Fund,
$1,626,000
Stormwater Utility
Fund, $803,374
78
10 YEAR RECOMMENDED CIP: $92,383,237
Streets/Roads,
$26,309,581
Other Public
Facilities,
$4,203,600
Water System,
$27,670,193
Parks &
Recreation,
$16,571,500
Stormwater,
$1,773,374
Technology,
$1,578,409Vehicle
Replacement,
$13,019,900
Public Safety,
$1,256,681
79
STREETS & ROADS
Lambert Lane Pavement Overlay –La Cholla to West Lambert Lane Park
$575,000
Asphalt overlay with 5-foot paved shoulders and MUP on south side
Pavement Preservation Program
$1,600,000
Annual program to maintain current OCI rating
First Avenue Bridge Deck Repair
$425,000
Partial-depth bridge deck repair on First Avenue bridge over CDO wash
Moore Road Asphalt Overlay –La Cholla Blvd. to La Canada Dr.
$527,000
Asphalt overlay with 4-foot wide paved shoulders
80
WATER & STORMWATER INFRASTRUCTURE
Northwest Recharge Recovery Delivery System (NWRRDS)
$4,400,000
Easement acquisition, transmission main, reservoir, and booster station
Nakoma Sky Well Equipping
$600,000
Replace lost well capacity and maintain groundwater capacity
Steam Pump Well Equipping
$550,000
Well equipping and system tie-in for replacement of retiring wells
Gravel Mine Wash
$417,374 (pending outside agency funding)
Repair and reconstruction shotcrete lined channel downstream of Lambert Ln.
Sierra Wash Drainage Improvements
$386,000 (pending outside agency funding)
Reconstruction of riprap apron extension at outlet of Naranja Dr 81
PARKS & RECREATION
James D. Kreigh Park
$320,000
Improvements and replacement of existing playground structure and increased accessibility
Steam Pump Ranch BBQ and Bunk House Renovation
$480,500
Preservation and restoration of BBQ and Bunk house building
Steam Pump Ranch Garage
$300,000
Carry-over project from FY 20/21
Naranja Park Improvements
$197,000
Improvements include walking paths, turf, benches, tables, water fountains
Master Plan Amenities
$1,500,000
Provide funding to begin specified projects in adopted Master Plan 82
PUBLIC SAFETY, TECHNOLOGY, PUBLIC FACILITIES, & OTHER
Police Command Post
$275,000
Outfitted trailer and tow vehicle to establish mobile command post on
scene
Data Center Migration
$300,000
Migrate the Town data center and facilities to a Police facility building
Facility Maintenance Program
$1,257,600
Includes $800,000 in anticipated ARP Act funding
Annual repair and maintenance of Town owned facilities and assets
Planned Vehicle and Equipment Replacements
$1,680,900
Includes all Police, Streets, Water, and heavy equipment replacements
83
ANTICIPATED PROJECT CARRYOVER
Project Name Carryover Source Projected Carryover
Amt.
Total FY21/22
Project Budget
Permitting Software Replacement Capital Fund $178,409 $178,409
Steam Pump Ranch Garage Capital Fund $300,000 $300,000
Vehicle Replacement Program Vehicle Reserves $300,000 $1,821,900
Golf Course Irrigation Community Center Fund $900,000 $2,700,000
Lambert Ln. Pavement Overlay Highway Fund $305,000 $575,000
La Cholla Blvd. Phase II Roadway Impact Fees $200,000 $200,000
Steam Pump Well Drill & Construct Water Impact Fees $550,000 $550,000
84
QUESTIONS?
85