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AGENDA
HISTORIC PRESERVATION COMMISSION
REGULAR SESSION
November 4, 2019
HOPI CONFERENCE ROOM
11000 N. LA CAÑADA DRIVE
REGULAR SESSION AT OR AFTER 5:00 PM
CALL TO ORDER
ROLL CALL
CALL TO AUDIENCE - at this time, any member of the public is allowed to address the Commission on any
issue not listed on today’s agenda. Pursuant to the Arizona open meeting law, individual Commission
members may ask Town staff to review the matter, ask that the matter be placed on a future agenda, or
respond to criticism made by speakers. However, the Commission may not discuss or take legal action on
matters raised during "Call to Audience." In order to speak during "Call to Audience", please specify what
you wish to discuss when completing the blue speaker card.
COUNCIL LIAISON COMMENTS
INFORMATIONAL ITEMS
1. Current information for Historic Preservation Commissioners
2. Report from the Oro Valley Historical Society President
3. Report from Gail Munden, HPC Liaison to the Oro Valley Historical Society
REGULAR SESSION AGENDA
1.DISCUSSION AND POSSIBLE ACTION REGARDING THE PLANNING DIVISION WORK PLAN FOR FY
19/20 - FY 20/21
2.REVIEW AND APPROVAL OF THE OCTOBER 7, 2019 REGULAR SESSION MEETING MINUTES
3.DISCUSSION AND POSSIBLE ACTION ON THE PUBLIC PRIVATE PARTNERSHIP FOR THE
RENOVATION OF THE PROCTER LEIBER HOUSE
4.REPORT PROVIDING MORE INFORMATION ON LAST MONTH'S CALL TO THE AUDIENCE
COMMENT FROM TRACEY ALEXANDER
5.DEPARTMENT REPORT BY MS. LYNANNE DELLERMAN
FUTURE AGENDA ITEMS
The Historic Preservation Commission may bring forth general topics for future meeting agendas. Discussion must
be limited to clarification. The next Historic Preservation Commission meeting tentatively scheduled for Monday,
December 2, 2019 to begin at 5:00 p.m.
ADJOURNMENT
POSTED: 10/29/19 by pp at 5:00 p.m.
When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours prior
to the Commission meeting in the Town Clerk's Office between the hours of 8:00 a.m. – 5:00 p.m.
The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs
any type of accommodation, please notify the Town Clerk’s Office at least five days prior to the Commission meeting
at 229-4700.
INSTRUCTIONS TO SPEAKERS
Members of the public have the right to speak during any posted public hearing. However, those items not
listed as a public hearing are for consideration and action by the Commission during the course of their
business meeting. Members of the public may be allowed to speak on these topics at the discretion of the
Chair.
If you wish to address the Commission on any item(s) on this agenda, please complete a blue speaker card located
on the Agenda table at the back of the room and give it to the Recording Secretary. Please indicate on the
speaker card which item number and topic you wish to speak on, or if you wish to speak during “Call to
Audience,” please specify what you wish to discuss when completing the blue speaker card.
Please step forward to the podium when the Chair announces the item(s) on the agenda which you are interested in
addressing.
1. For the record, please state your name and whether or not you are a Town resident.
2. Speak only on the issue currently being discussed by the Commission. Please organize your speech, you will only
be allowed to address the Commission once regarding the topic being discussed.
3. Please limit your comments to 3 minutes.
4. During “Call to Audience”, you may address the Commission on any issue you wish.
5. Any member of the public speaking must speak in a courteous and respectful manner to those present.
Thank you for your cooperation.
“Notice of Possible Quorum of the Oro Valley Town Council, Boards, Commissions and Committees: In accordance
with Chapter 3, Title 38, Arizona Revised Statutes and Section 2-4-4 of the Oro Valley Town Code, a majority of the
Town Council, Board of Adjustment, Historic Preservation Commission, Parks and Recreation Advisory Board,
Stormwater Utility Commission, and Water Utility Commission may attend the above referenced meeting as a
member of the audience only.”
Historic Preservation Commission
Meeting Date:11/04/2019
Requested by: Lynanne Dellerman, Parks and Recreation
Submitted By:Maritza Valenzuela, Parks and Recreation
SUBJECT:
INFORMATIONAL ITEMS
1. Current information for Historic Preservation Commissioners
2. Report from the Oro Valley Historical Society President
3. Report from Gail Munden, HPC Liaison to the Oro Valley Historical Society
RECOMMENDATION:
This item is informational only.
EXECUTIVE SUMMARY:
N/A.
BACKGROUND OR DETAILED INFORMATION:
N/A.
FISCAL IMPACT:
N/A.
SUGGESTED MOTION:
This item is informational only.
Attachments
Nov 2019 Information & Education HPC
Information for The Oro Valley
Historic Preservation Commission
November, 2019
What is the National Register of Historic Places?
The National Register of Historic Places is the official list of the Nation's historic places worthy of preservation.
Authorized by the National Historic Preservation Act of 1966, the National Park Service's National Register of
Historic Places is part of a national program to coordinate and support public and private efforts to identify, evaluate,
and protect America's historic and archeological resources.
Downtown Plainfield Historic District– Courtesy of the Illinois State Historic Preservation Office
What We Do
Review nominations that Americans believe are worthy of preservation submitted by states, tribes, and other
federal agencies and list eligible properties in the National Register
Offer guidance on evaluating, documenting, and listing different types of historic places through the National
Register Bulletin series and other publications
Help qualified historic properties receive preservation benefits and incentives
Your House Is In A Historic District: Does That Raise Or
Lower Its Value?
Paul Whaley of Boston’s Coldwell Banker Residential Brokerage speaks for a lot of the real estate industry
when he voices his feelings about historic districts. “I think buyers see a property in a historic district as a
negative because it restricts what they can do,” Whaley says. “Investors don’t like it either as it takes longer for
approvals. In general, I think it depresses the value of a property.”
There are more than 2,300 local historic districts in the United States. The first one was created in 1931, in
Charleston, South Carolina, followed as few years later by the second, in New Orleans. In 1966, the Department
of the Interior established the National Register of Historic Places. And, while a National Register listing is an
honorary designation, those local historic districts are the ones with teeth. Most issue design guidelines that
control changes made to the properties within the district.
“People are afraid that being in a historic district will disable them from making changes,” says
architect Christopher Dallmus, principal and president of Design Associates of Cambridge, Massachusetts. The
firm has worked in historic districts from Nantucket to Colorado. “The purpose of a historic district is not to
make it impossible to make changes; it is to make sure that the change is appropriate.”
“If an area has caught the attention of a community so that it gave it historic district protection, it must be
special already,” says Bruce Irving, a realtor and home renovation consultant based in Cambridge,
Massachusetts. “The value goes back to before it was a historic district; the district was put in place because
people saw something special, and this is another level of control and input by the community.”
He believes historic districts enhance property values. This is borne out by an analysis real estate values in
historic districts conducted by economist Donovan D. Rypkema, of Washington, D.C. "The results of these
studies are remarkably consistent: property values in local historic districts appreciate significantly faster than
the market as a whole in the vast majority of cases, and they appreciate at rates equivalent to the market in the
worst case. Simply put – historic districts enhance property values."
A 2011 study of Connecticut historic districts and property values found that property values in every local
historic district saw average increases in value, ranging from 4% to over 19% per year. In New York City
between 1980 and 2000, local historic district properties on a price per square foot basis increased in value
significantly more than non-designated properties.
“You can lose the things that attract people,” Irving says. “It is also important for homeowners to remember that
the purview of the historic district commission is those things that can be seen from a public way. It has nothing
to do with the interior.”
But it will preserve the historic charm that attracted people in the first place. “When you buy into a historic
district, you can rest assured that, in 30 years, it will tend to look very much the same” says Dallmus.
Regina ColeContributor
I think old houses, and the people who love them, are fascinating.
I learned about historic houses from the best: owners who lovingly preserved and restored them, and
preservationists who shared their knowledge. When I first began to write about old houses, I depended on the
generous help of people who care about the past, and about how we can learn from it. They taught me the
difference between timber and balloon framing, Greek Revival and Italianate house styles, and the unrivaled value
of old-growth wood. That led to a career as a freelance design writer with a specialty in historic architecture and the
history of the American and European decorative arts. After two decades of writing about historic architecture for a
number of publications, I have yet to be bored, either by old houses, or their owners.
Save America's Treasures Grants
The Federal Save America's Treasures grants program began
in 1999 and helps preserve nationally significant historic
properties and collections that convey our nation's rich heritage
to future generations of Americans. Since 1999, there have
been almost 4,000 requests for funding totaling $1.54 billion. In
response to these requests, $340,000,000 was awarded to
more than 1,300 recipients.
The National Park Service (NPS) announces availability of $13
million in Historic Preservation Fund grants for the Save
America's Treasures (SAT) program. SAT grants provide
preservation and/or conservation assistance to nationally
significant historic properties and collections.
Grants will be awarded through a competitive process and
require a dollar-for-dollar, non-Federal match, which can be
cash or documented in-kind. Grants will be administered by the National Park Service in
partnership with the Institute of Museum and Library Services (IMLS), the National Endowment
for the Arts (NEA), and National Endowment for the Humanities (NEH). The Catalog of Federal
Domestic Assistance number for this grant program is 15.929.
What’s In Your Cup, Chaco?
Chocolate history runs deep at famous New Mexico historical site
By Julie Ann Grimm & Katherine Lewin
One thing that your insulated mug of hot cocoa says about you on a
cold day is that this drink is for you as an individual, and that you're
autonomous. For the people using the very first jars to drink hot
chocolate found at Chaco Canyon in New Mexico around 875 AD, it
was more like a party, according to southwest archaeologist Patricia
Crown. We interviewed her and a Santa Fe chocolate expert and took a trip to Chaco Canyon
ourselves to see what it was like for the first cocoa-lovers. Subscribe to the Podcast Reported
Podcast: Interview with Filmmakers behind “Common Ground” Documentary on Bears Ears
Carl Moore of PANDOS, a Utah-based native and environmental rights organization, joined Chris and Nell to talk about
their work and the film “Common Ground: The Story of Bears Ears.” The film aims to humanize this very polarizing
issue through interviews with people of all perspectives. http://bit.ly/2Jb0W1W – This Green Earth, KPCW (NPR)
Trailer and information about the film: http://bearsearsdocumentary.com/
Take the Arizona State Parks & Trails 2020 Planning Survey
Arizona State Parks & Trails provides grants that support new and existing trails across the state. This Trails Plan will
provide priorities for trail management and funding. To better manage trail support in Arizona, we need your help! By
taking our survey before November 8, you’ll provide valuable feedback on your trail use habits.
http://trails.guide/survey1
Book Release and Lecture Opportunity, Tucson AZ
On November 19, at 6:00 p.m., at the Loft Cinema, 3233 E. Speedway Blvd., join author and photographer Jonathan
Bailey for an exploration and discussion of Utah’s Molen Reef, following the release of his latest book, Rock Art: A
Vision of a Vanishing Cultural Landscape. Through stunning photography and thoughtful research, Jonathan helps
highlight ancient and delicate traces from lives lived long ago, as expressed through rock art carvings in some of the
Southwest’s most culturally rich—and continually threatened—landscapes. http://bit.ly/2MQkWIp
Lecture Opportunity, Tucson AZ
Archaeologist David Greenwald presents “The Archaeological Significance of Creekside Village” for Old Pueblo
Archaeology Center’s November 21, 6-8:30 p.m. Third Thursday Food for Thought dinner at U-Like Oriental Buffet,
5101 N. Oracle Rd., Tucson. Archaeological investigations in south-central New Mexico show that the Jornada
Mogollon people undertook intensive agriculture and possessed a much more complex social and ritual structure than
previously recognized. No entry fee. Guests may purchase their own dinners. Reservations required before 5 p.m.
November 13: 520-798-1201 or info@oldpueblo.org.
Historic Preservation Commission 1.
Meeting Date:11/04/2019
Requested by: Bayer Vella, Community and Economic Development
Submitted By:Milini Simms, Community and Economic Development
SUBJECT:
DISCUSSION AND POSSIBLE ACTION REGARDING THE PLANNING DIVISION WORK PLAN FOR FY 19/20 -
FY 20/21
RECOMMENDATION:
Staff recommends approval.
EXECUTIVE SUMMARY:
The purpose of this item is to consider the Planning Division Work Plan for FY 19/20 - FY 20/21 (Attachment 1).
The previous work plan was adopted in June 2017 and expired in July 2019. Work plans are compiled every two
years to implement key goals of the Your Voice, Our Future General Plan, Strategic Leadership Plan and other
adopted policies. Specifically, it is used prioritize key projects above the day-to-day operations of the Planning
Division.
Work plan items are derived from the Your Voice, Our Future General Plan, Town Council's Strategic Leadership
Plan and other needs identified by Town Council. The General Plan is a 10-year policy document with numerous
goals, policies and actions to guide all Town departments. Town Council prioritizes these items through the
Strategic Leadership Plan, which is the primary source for detailing work plan items. Items in the proposed work
plan are divided by timeframe for completion (short to long term) and prioritized based on the Strategic Leadership
Plan, complexity of the project and the amount of resources needed for completion.
Per code, input and a recommendation is requested from the Historic Preservation Commission, specifically for
review of applicable cultural resource items, to be forwarded to Town Council for action. It is at the discretion of the
Historic Preservation Commission to recommend planning and zoning related items to the work plan. However, any
additional items should be supported by the General Plan or Strategic Leadership Plan. Specifically, General Plan
Action Item 108 relates to both planning and zoning and cultural resources. It includes the following tasks:
Requiring the preparation of cultural resource assessments by a qualified archeologist or historian for new
development projects
Consulting with the State Historic Preservation Office or other appropriate agencies as needed
To meet these actions, the code currently requires all new development projects to complete a cultural resource
assessment by a qualified expert and if any artifacts are found, a treatment plan must be provided. In summary,
staff finds the proposed work plan is in conformance with the General Plan and Strategic Leadership Plan and
therefore recommends no additional zoning related cultural resource items to the work plan.
BACKGROUND OR DETAILED INFORMATION:
The Planning Division Work Plan is typically created every two years. The previous work plan was adopted in June
2017 and expired in July 2019. The purpose of the work plan is to implement key goals of the Your Voice, Our
Future General Plan, Strategic Leadership Plan and other adopted policies. The work plan helps allocate staff time,
funds and other resources beyond the daily operations of the Planning Division. Per code, the work plan requires
consideration by the Historic Preservation Commission, specifically to review applicable cultural resource items
(Section 21.9.B).
The main purpose of the work plan is to implement the Your Voice, Our Future
General Plan. The General Plan includes the goals, policies and actions that will
fulfill the community's vision and guiding principles. The General Plan was ratified by
the voters in 2016 and has since been used to guide for all Town departments and
land use decisions. The goals and policies in the General Plan are prioritized every
two years through the Town Council's Strategic Leadership Plan.
The current Strategic Leadership Plan was adopted by Town Council in March 2019
(Attachment 2), which focuses on seven key areas. The areas pertinent to the work
plan are economic vitality and land use and design. As such, the primary source for
determining work plan items was the Strategic Leadership Plan.
A. Proposed Work Plan (Attachment 1)
The Planning Division work plan identifies key projects for staff to complete over the next two years. The work plan
items are aligned with the Strategic Leadership Plan, the General Plan and incomplete yet relevant items from the
previous work plan.
Items in the proposed work plan are divided by timeframe for completion (short to long term) and prioritized based
on the Strategic Leadership Plan (SLP), complexity and the amount of resources needed to complete each project.
Please note, these projects are in addition to the daily duties and functions of the Planning Division. Customer
service and development plan review will continue to occur. As such, the items prioritized last may not be
completed within the two-year timeframe. The complete work plan is included in Attachment 1.
Per code, input and a recommendation is requested from the Historic Preservation Commission, specifically for
review of applicable zoning related cultural resource items. The input and recommendation will be forwarded to
Town Council for action. It is at the discretion of the Historic Preservation Commission to recommend planning and
zoning related items to the work plan. However, any additional items should be supported by the General Plan or
Strategic Leadership Plan. Specifically, General Plan Action Item 108 relates to both planning and zoning and
cultural resources. It includes the following tasks:
Requiring the preparation of cultural resource assessments by a qualified archeologist or historian for new
development projects
Consulting with the State Historic Preservation Office or other appropriate agencies as needed
To meet these actions, the zoning code currently requires all new development projects to complete a cultural
resource assessment by a qualified expert and if any artifacts are found, a treatment plan must be provided.
Therefore, staff recommends no additional cultural resource zoning provisions to the work plan.
SUMMARY AND CONCLUSION:
Every two years, the Planning Division creates a work plan with the main purpose of implementing the Your Voice,
Our Future General Plan. The primary source for work plan items is the Town Council's Strategic Leadership Plan,
which provides further direction for implementing the General Plan. The proposed work plan (Attachment 1)
includes significant projects for the Planning Division to complete, in addition to the division’s daily functions (I.E.
customer service and development review).
The work plan is structured by timeframe and priority based on the time and complexity needed to complete each
project. It is being presented to the Historic Preservation Commission for feedback and recommendation that will be
forwarded to Town Council for action. In conclusion, staff finds the proposed work plan is in conformance with the
General Plan and the Strategic Leadership Plan and therefore recommends approval.
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
I MOVE to recommend no additional cultural resource items related to zoning to the Planning Division Work Plan
for FY19/20 - FY20/21.
OR
I MOVE to recommend the following cultural resource items related to zoning to the Planning Division Work Plan
for FY 19/20- FY 20/21: _____________.
Attachments
ATTACHMENT 1 - WORK PLAN
ATTACHMENT 2- STRATEGIC LEADERSHIP PLAN
Planning Division Work Plan: FY 19/20- FY20/21
FOCUS
AREA
NEED PROPOSED SOLUTION PRIORITY SOURCE SHORT- TERM ACTION ITEMS ECONOMIC VITALITY Develop strategies to expand
available properties for primary
employment
Update the zoning code to allow low impact, primary
employment uses (Tech-Park uses) in commercial
zones.
1 – In progress SLP: Goal 1A
YVOF:
Community
Update the zoning code to permit “shovel-ready” sites
for properties located in the Economic Expansion Zone
(EEZ) only.
1- In progress LAND USE AND DESIGN Ensure quality development while
maintaining and enhancing the
character of the community
Review and recommend updates to noise and odor
abatement sections of code.
1- In progress SLP: Goal 5A
YVOF:
Community
Review and recommend updates to the design
standards.
3- FY19/20
Review and recommend updates to the grading
ordinance section
5- FY20/21 Initiation by
Town Council or
PZC Explore design standards for custom built homes PROCESS IMPROVEMENTS Improve efficiency in the development
review process
Identify inefficiencies and solutions within the planning
and permitted procedures.
4- FY19/20 SLP: Goal 1D
YVOF: Economy
Complete the transition to electronic plan submittal and
review
2- FY19/20
Update the zoning code to establish a more efficient
development review process.
6- FY20/21 MID -TERM ACTION ITEMS ECONOMIC VITATLITY Anticipate needs for redevelopment of
commercial centers
Work with the owner of the Oro Valley Marketplace to
revitalize center by creating spaces and uses to gain a
critical mass
1- FY19/20 SLP: Goal 1B
YVOF:
Community
Update the zoning code standards for parking in
anticipation of future transportation needs.
5- FY20/21
Use form-based code to create public spaces in existing
commercial activity nodes
7- FY20/21 LAND USE DESIGN Review and evaluate the
effectiveness of the Environmentally
Sensitive Lands Ordinance (ESLO)
Update the zoning code to address any unintended
consequences of ESL and require best practices for
conservation and plant protection.
2- FY20/21 SLP: Goal 5A
YVOF:
Environment PROCESS IMPROVEMENTS TS Increase access to zoning information
commonly requested from
constituents
Work with the IT Department to review new software to
implement a new online map system for retrieving
information both externally and internally
3- FY20/21 SLP: Goal 6B
Update the zoning code to be more
user-friendly for all audiences
Review the zoning code for uniform language and
graphics. Amend the code as needed to reduce
confusion.
4-FY20/21 SLP: Goal 6B
ATTACHMENT 1
Increase efficiency and effectiveness
of boards and commissions
Train new Commission and Board of Adjustment
members
6- FY20/21 LONG -TERM ACTION ITEMS ECONOMIC VITALITY Increase pedestrian activity Create a transportation plan to include complete street
elements and anticipate future transportation needs
throughout the Town.
3- FY20/21 YVOF:
Development LAND USE AND DESIGN Update zoning code standards that
may be outdated
Evaluate and review the following code sections for
potential updates:
Lighting code
Accessory use standards
PRD and PAD standards
Site delivered home definition/allowance
2- FY20/21 PROCESS IMPROVEMENTS Increase accessibility of the
Community Academy for all members
of the community.
Research different technologies or methods to expand
the Community Academy program online or more often,
throughout the year.
1- FY20/21
STRATEGIC
LEADERSHIP PLAN
Oro Valley Town Council
FY 19/20 - FY 20/21
1
Oro Valley strives to be a well-managed community that provides all
residents with opportunities for quality living. Oro Valley will keep its
friendly, small-town, neighborly character, while increasing services,
employment and recreation. The Town’s lifestyle continues to be defined
by a strong sense of community, a high regard for public safety and an
extraordinary natural environment and scenic views.
Left to right:
Bill Rodman Councilmember
Steve Solomon
Councilmember
Rhonda Piña
Councilmember
Joe Winfield
Mayor
Melanie Barrett
Vice Mayor
Josh Nicolson
Councilmember
Joyce Jones-Ivey
Councilmember
INDEX
Overview 2
Economic Vitality 3
Culture and Recreation 5
Public Safety 6
Roads, Water
and Town Assets 7
Land Use 8
Effective and Efficient
Government 9
Town Finances 11
2
OVERVIEW
ORO VALLEY’S VISION FOR THE FUTURE
The Council-adopted Strategic Leadership Plan for fiscal years 2019/20
through 2020/21 is the culmination of an extensive four-month process
involving Town Council, Town staff and the Oro Valley community. Rooted
deeply in the values and priorities of the Your Voice, Our Future 10-year
general plan, the two-year Strategic Leadership Plan provides organizational
direction in seven focus areas:
• Economic Vitality
• Culture and Recreation
• Public Safety
• Roads Water and Town Assets
• Land Use
• Effective and Efficient
Government
• Town Finances
Within these focus areas are 15 goals and 58 objectives to guide everything
from budget decisions to municipal operations, providing the community with
a clear understanding of goals and expectations for the next two fiscal years.
YOUR VOICE, OUR FUTURE
3
OBJECTIVES
• Develop and present a business incentive program to Town Council.
• Analyze and develop strategies to expand available properties for primary
employment.
• Support local and regional collaborative initiatives that help attract and grow start-up
businesses in key target sectors within Oro Valley, including an incubator/accelerator at
Innovation Park.
• Explore the feasibility of a town-owned fiber optic network to minimize reliance on
third party carriers and increase technology capabilities at Town facilities.
• Identify ways in which the Town can support collaborative efforts between
educational institutions, business, government and non-profit organizations to
continue improving student knowledge, skills and abilities in preparation for
workforce entry.
OBJECTIVES
• Conduct an external retail market assessment by a qualified firm to provide targeted data
designed to assist the town in attracting and retaining retail.
• Work with the owner of the Oro Valley Marketplace to develop a multi-faceted, mutually
agreeable approach to attract and retain new investment and an expanded customer
base to that center.
• Analyze current and projected vacancies at major commercial centers and develop policy
options that could facilitate reinvestment and long-term sustainability.
• Develop and begin implementation of a robust economic development marketing
strategy that provides targeted and expected information for business and retail
prospects.
• Partner with the Greater Oro Valley Chamber of Commerce to convene an annual
business summit focused on increasing the Town and community’s understanding of the
challenges and opportunities associated with a thriving retail and restaurant market.
TOWN COUNCIL FOCUS AREA 1: ECONOMIC VITALITY
GOAL 1A:
Implement strategies to
improve opportunities
to attract, grow and
retain primary employers
and expand local job
opportunities.
GOAL 1B:
Implement strategies
to attract retail and
restaurant investment
and expansion in primary
commercial centers within
the community.
4
OBJECTIVES
• Analyze unincorporated areas within the Town’s growth
boundary and develop a written policy that contains a set
of criteria, priorities and strategies with which to proactively
consider annexation opportunities that are beneficial to the
community.
GOAL 1C:
Develop a comprehensive annexation
blueprint to guide the Town’s strategic
growth and economic expansion.
OBJECTIVES
• Analyze current tourism investment, trends and economic
impacts within the community and region and identify
visitor categories that could be more effectively attracted.
• Develop and implement a more robust visitor attraction
strategy that builds upon the Town’s strengths, amenities
and visitor data.
• Evaluate the estimated economic impact (EEI) of current
special events in Oro Valley and develop a strategy to
support, grow and attract those with positive EEI.
GOAL 1E:
Identify opportunities to increase
sustainable tourism investment in the
community.
OBJECTIVES
• Complete transition to electronic plan submittal and review.
• Benchmark similar planning and permitting processes and
procedures in highly successful local governments, prioritize
improvements and implement improvement plan.
GOAL 1D:
Improve Town responsiveness to
commercial investments that better
correlate to the speed of business.
5
GOAL 2A:
Invest in and maintain a high
quality parks, recreation and
trail system that is accessible,
comprehensive, connected and
serves the community’s needs.
OBJECTIVES
• Conduct a comprehensive, community-wide needs assessment for parks
and recreation amenities and programs, including such things as sports
fields and courts, play structures, water/splash features and community
space, to help inform future investment decisions and plans.
• Implement the Town Council’s decision regarding the Town’s golf course
property and Community Center.
• Install a new playground and related amenities (e.g. shade structure,
parking lot and lighting) at Naranja Park.
• Explore opportunities to partner with the Amphitheater Unified School
District to utilize school amenities within the Town limits and expand
the intergovernmental agreement as appropriate.
• Using the needs assessment information, develop a comprehensive,
Town-wide Parks and Recreation Master Plan with input from the
community, including individual plans for the Community Center, James
D. Kriegh Park, Riverfront Park and Naranja Park.
• Review the Steam Pump Master Plan and Needs Assessment and
reprioritize capital investments and programming opportunities
consistent with community and Town Council input.
TOWN COUNCIL FOCUS AREA 2: CULTURE AND RECREATION
6
OBJECTIVES
• Implement officer training in Interdiction for the Protection of Children,
with a focus on applying to the Oracle Road corridor to protect
endangered children.
• Provide Rescue Task Force (RTF) training to partnering fire departments
and continue regional approach to Active Shooter preparedness.
• Explore the expansion of the Police Department’s body camera program
to all officers.
• Explore the feasibility of establishing a “Drug Court” within the Town’s
Municipal Court to provide opportunities for individuals convicted of
certain crimes to address substance abuse issues.
• Deploy the High Visibility Enforcement (HiVE) in high collision areas to
address the increasing volume of traffic and associated issues in and
around Oro Valley roadways.
• Adopt new businesses as they open to create positive relationships and
educate them on safety trends locally and regionally.
• Analyze Police call, response and service trends/data and develop
a responsible short and long-term plan to ensure the community
continues to receive high quality public safety services.
6
GOAL 3A:
Support strategies that result
in a safe community with low
crime, safe neighborhoods and
positive relationships between
law enforcement and community
members.
TOWN COUNCIL FOCUS AREA 3: PUBLIC SAFETY
7
TOWN COUNCIL FOCUS AREA 4: ROADS, WATER AND TOWN ASSETS
OBJECTIVES
• Maintain an Overall Condition Index (OCI) rating of 76 for all paved streets.
• Develop a comprehensive, organization-wide facility space plan concept
that maximizes efficiencies and reflects the best use of Town properties
for the future.
• Integrate the capital asset replacement and maintenance plan into the
Town’s capital improvement program.
• Explore the feasibility of partnering with the Arizona Department of
Transportation to improve Oracle Road pavement conditions and traffic
signal coordination.
• Partner with the Regional Transportation Authority (RTA) in evaluating
long-term transportation needs for future RTA continuation, ensuring Oro
Valley’s needs are fairly represented.
• Identify ways in which the Town can further reduce its consumption of
energy and water.
OBJECTIVES
• Reduce groundwater pumping to further preserve groundwater
supplies by maximizing Central Arizona Project (CAP) water deliveries
with existing infrastructure.
• Expand education and outreach programs to communicate with
residents and businesses about incorporating effective water
conservation strategies at home and at work.
• Align the Town’s water code with regional and state drought
contingency plans and other best management practices and present
to the Town Council for adoption.
GOAL 4A:
Support investments and
strategies that maintain and
enhance a quality, integrated
and connected transportation
network for the community.
GOAL 4B:
Provide a high quality, safe and
reliable water supply that meets
the long-term needs of the
community while considering
the natural environment.
OBJECTIVES
• Review and evaluate the effectiveness of the Environmentally Sensitive
Land Ordinance (ESLO) against the goals in which it was originally
established, identify any unintended consequences, and recommend
changes to the Planning and Zoning Commission and Town Council.
• Review and recommend to the Planning and Zoning Commission and
Town Council updates of Town Codes in the following key areas: signs
in the public right-of-way; residential design standards; noise and odor
abatement; and the Economic Expansion Zone (EEZ).
• Update the Drainage Criteria Manual in the Town’s Stormwater Code and
Floodplain Ordinance to incentivize commercial property maintenance of
drainage facilities and minimize pollutant runoff.
8
GOAL 5A:
Ensure quality development
with integrated architecture
and natural open space
while maintaining and
enhancing the character of
the community.
TOWN COUNCIL FOCUS AREA 5: LAND USE
OBJECTIVES
• Leverage technology to broaden electronic access to information
and data on town finances and contracts.
• Develop and implement a town-wide performance management
dashboard system to keep the community informed of progress on
key strategic objectives and other major performance goals.
OBJECTIVES
• Develop and implement a strategy to enhance Town Council
interaction with residents.
• Design and begin implementation of a multi-faceted strategy to
more effectively seek citizen input, especially underrepresented
segments of the community.
• Effectively maximize the use of communication tools such as social
media, the town website and other marketing avenues to keep
residents informed of Town services, programs and events.
• Develop and implement a community outreach strategy for
Census 2020 to ensure maximum resident participation.
• Work with the Town Council to develop and implement strategies
to enhance Council engagement with and utilization of Town
Boards and Commissions.
• Explore options for creating effective community input
opportunities to help recommend programs and investments
that meet the needs of different demographic groups in the
community.
• Increase resident understanding of the Town’s financial structure,
including revenue sources, operational costs and programs,
facilities, and capital investments.
9
GOAL 6A:
Strengthen community
engagement and citizen outreach.
GOAL 6B:
Enable greater transparency and
more efficient community access to
town information and performance.
TOWN COUNCIL FOCUS AREA 6: EFFECTIVE & EFFICIENT GOVERNMENT
OBJECTIVES
• Expand employee training and use of process
improvement tools through the Town’s internal OV Peak
Performance initiative.
OBJECTIVES
• Benchmark workforce policies and practices and
recommend and implement sustainable changes to the
Town’s Personnel Policies and internal procedures as
appropriate.
• Develop a robust on-going training program that
supports delivery of quality services, strengthens
employee engagement and builds leadership skills.
• Update and implement an effective employee
onboarding program that builds employee knowledge
of and connection with Town practices and supports a
positive organizational culture.
10
GOAL 6C:
Identify internal efficiency opportunities
for continuous improvement to effect a high
performing organization and culture.
GOAL 6D:
Recruit and retain talented employees to
effectively carry out the Town’s mission.
OBJECTIVES
• Align capital investments with the Town Council’s Strategic Leadership
Plan and financial policies.
• Explore opportunities to broaden revenue diversity to improve the
Town’s long-term financial stability.
• Adopt and implement a long-term strategy to adequately fund the
Town’s Public Safety Pension Retirement System (PSPRS) liability.
• Continue to align the annual budget and associated work plans with
conservatively forecasted revenues.
11
GOAL 7A:
Ensure the Town’s financial
future remains stable.
TOWN COUNCIL FOCUS AREA 7: TOWN FINANCES
Historic Preservation Commission 2.
Meeting Date:11/04/2019
Requested by: Maritza Valenzuela, Parks and Recreation
Submitted By:Maritza Valenzuela, Parks and Recreation
SUBJECT:
REVIEW AND APPROVAL OF THE OCTOBER 7, 2019 REGULAR SESSION MEETING MINUTES
RECOMMENDATION:
Staff recommends approval.
EXECUTIVE SUMMARY:
N/A.
BACKGROUND OR DETAILED INFORMATION:
N/A.
FISCAL IMPACT:
N/A.
SUGGESTED MOTION:
I MOVE to approve (approve with changes), the October 7, 2019 meeting minutes.
Attachments
10-7-19 Draft Minutes
MINUTES
HISTORIC PRESERVATION COMMISSION
REGULAR SESSION
October 7, 2019
HOPI CONFERENCE ROOM
11000 N. LA CAÑADA DRIVE
REGULAR SESSION AT OR AFTER 5:00 PM
CALL TO ORDER
Chair Huff called the meeting to order at 5:00 p.m.
ROLL CALL
Present: Michael Wilson, Commissioner
Dan Huff, Chair
Dan Biel, Vice Chair
Timothy Bohen, Commissioner
Steve Hannestad, Commissioner
Gail Munden, Commissioner
Absent: Susan Kalasunas, Commissioner
Staff Present:Lynanne Dellerman, Recreation & Cultural Resources Manager
Tobin Sidles, Town Attorney
Steve Solomon, Council Liaison
CALL TO AUDIENCE
Oro Valley resident Paul Loomis spoke regarding last meeting's minutes.
Oro Valley resident and Tracey Alexander spoke regarding the zoning variance required for the
Thomas Gist house, and asked the board for support with the variance.
COUNCIL LIAISON COMMENTS
No comments at this time.
INFORMATIONAL ITEMS (this item is for report/comments only, no discussion is allowed)
Current information for Historic Preservation Commissioners1.
Report from Oro Valley Historical Society President2.
Report from Gail Munden, HPC liaison to the Oro Valley Historical Society3.
Ms. Dellerman informed the commission members that meeting agenda packets will be available online for
all commission members to download.
Ms. Dellerman reviewed the Rehablitation Tax Credit with the commission and provided information on
how the commission could benefit from this tax credit. Ms. Dellerman informed the commission of the
upcoming events partaking at the Steam Pump Ranch.
Ms. Dellerman reported on the Monster Mash event, the Haunted Hayrides, and her attendance in the
Ms. Dellerman reported on the Monster Mash event, the Haunted Hayrides, and her attendance in the
International Festival and Events Conference.
Oro Valley Historical Society President Roxy Johnson reported the following:
Oro Valley book Author Jim Williams will be hosting a Hike to Romero Ruins
Jim Click raffle fundraiser will run through the next two months and the prize drawing will take place
in December
The planting for the Heritage Garden will be in stock tanks due to rodent problems.
The Historical Society will be selling Christmas items at the Second Saturday even at Steam Pump
to raise money for the ranch, beginning November 9.
Jim Skalaky took over the Historical Society newsletter and the first newsletter was sent out this
week
Quarterly informational meetings every second Wednesday of the month starting at 2 pm for those
who are interested in becoming docents.
Gail Munden asked for confirmation on the utilization of the $100,000 allocation to the fire suppression
system and security system for the Pusch House will be used for that purpose. Oro Valley resident Paul
Loomis lobbied for an additional $50,000 added to the already $50,000. Commissioner Munden would
like an accurate estimate to when that project will be complete. Due to the surplus in the Town's
budget, Gail asked if a large sum of that amount can be allocated for the restoration for the Steam Pump
Ranch, due to it being a vital part of Arizona and Western History.
REGULAR SESSION AGENDA
1.REVIEW AND APPROVAL OF THE SEPTEMBER 9, 2019 REGULAR SESSION MEETING MINUTES
Chair Huff requested that the September 9 minutes be modified to reflect the correct agenda topic for item
number 3. Chair Huff also asked that his vote be corrected to approve.
Motion by Commissioner Gail Munden, seconded by Commissioner Steve Hannestad
Vote: 6 - 0 Carried
2.DISCUSSION ON THE POSSIBILITY OF A PUBLIC-PRIVATE PARTNERSHIP TO REPAIR THE
PROCTER LEIBER HOUSE
Vice Chair Biel provided a timeline of the history between the Town of Oro Valley and the Procter Lieber
house. Vice Chair Biel shared that the Procter Lieber house is considered a historical piece by the state of
Arizona. Vice Chair Biel stated that a private-public funding is a potential solution to the rehabilitation of the
house. Vice Chair Biel stated that the Town would still have control of the restoration. Vice Chair Biel
stated that brining in the private sector assists with relieving the funding responsibility. Vice Chair Biel
stated that this rehabilitation process would begin through Request for Proposal.
Ms. Dellerman stated that this would be a multiple proposal process.
Commissioners Wilson & Bohen asked what the time frame would be for the completion of the proposal
process would be.
Town Attorney Sidles stated that this would be a very lengthy process.
Chair Huff stated he is excited for the possibilities and the big potential that the private-public partnership
may bring.
3.DISCUSSION ON THE STEAM PUMP RANCH MASTER PLAN RELATED TO STABILIZING THE
INTERIOR OF THE LEIBER HOUSE
Ms. Dellerman presented the original master plan of the Procter Leieber house and informed the
Ms. Dellerman presented the original master plan of the Procter Leieber house and informed the
commission that several changes to the plans have occurred since. Ms. Dellerman also reviewed the 2015
assessment report.
Ms. Dellerman reported that rodent extermination occurred on the property.
4.DISCUSSION ON FUNDS GENERATED FROM EVENTS HOSTED AT STEAM PUMP RANCH
Ms. Dellerman informed the board that there are funds specifically set for repairing the Steam Pump
Ranch. Ms. Dellerman informed the board that the board can request the monies.
Commissioner Hannestad asked Ms. Dellerman to elaborate on the fund's purpose. Ms. Dellerman
clarified that the funds can be accessed by the board, however, the appropriate policies and procedures
need to be followed.
Commissioner Bohen asked Ms. Dellerman for the amount that was revenued during the monster mash.
Ms. Dellerman stated that an approximate amount of $8,000 was generated.
FUTURE AGENDA ITEMS
The Historic Preservation Commission may bring forth general topics for future meeting agendas. Discussion must
be limited to clarification only. The next Historic Preservation Commission meeting is tentatively scheduled for
Monday, November 4, 2019 at 5:00 p.m.
The following items were requested by the Commission:
Update on the public-private partnership
Discussion on the Town's financial priorities of Steam Pump Ranch
Discussion on possible support for Oro Valley resident Tracey Alexander
Discussion on the funds that were generated during the Monster Mash event
Discussion and recommendation to the Town for a budget increase for Steam Pump Ranch
ADJOURNMENT
Motion by Commissioner Timothy Bohen, seconded by Vice Chair Dan Biel
Vote: 6 - 0 Carried
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the regular session of the
Town of Oro Valley Historic Preservation Commission of Oro Valley, Arizona held on the 7th day of October, 2019. I
further certify that the meeting was duly called and held and that a quorum was present.
Dated this 21st day of October, 2019.
___________________________
Maritza Valenzuela
Senior Office Specialist