HomeMy WebLinkAboutPackets - Council Packets (1653) AGENDA
ORO VALLEY TOWN COUNCIL
STUDY SESSION
NOVEMBER 20, 2000
TOWN COUNCIL CHAMBERS
11,000 N. LA CANADA DRIVE
ORO VALLEY, ARIZONA
STUDY SESSION
CALL TO ORDER —AT OR AFTER 7:00 PM
ROLL CALL
1. Administration Building Expansion Project — Review of Project Estimated
Costs compared to budget.
2. Town owned Property Information
3. Save-A-Plant Program Policy
4. Office of Professional Development— Chief Sharp Proposal
ADJOURNMENT
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 Oro Valley Town Clerk at 229-4700.
POSTED: 11/17/00
4:30 p.m.
lh
Revised First Page for
Item #1
TOWN OF ORO VALLEY
.t?r .:Mit i�_��is E CA)
COUNCIL COMMUNICATION STUDY SESSION DATE: November 20, 2000
TO: HONORABLE MAYOR& COUNCIL
FROM: William A. Jansen, P.B., Town Engineer
SUBJECT: Expansion of the Town's Administration and Court Buildings
Summary:
In the Town's FY 00/01 Budget, the Council approved funding in the amount of$300,00 for the
expansion of the Town's Administration Building and $274,000 for the expansion of the Legal
Services/Court Building. In July of this year, a purchase order was issued to Sakellar Associates
Architects and Planners to develop a programming report and a schematic design for the
expansion of these buildings. Since July 2000, several meetings have been held between staff
and the architect to review office space requirements for the present staff and projected staff
expansion over the next five years. These meetings also investigated the feasibility of relocating
the Town Attorney and his staff to the Administration Building in lieu of expanding the Court
Building. The relocation of the Town Attorney's office proved to provide a substantial cost
savings over the expansion of the Court Building. It was the consensus of staff that the
relocation of the Attorney's staff and the interior remodeling of the court building to
accommodate the needs of the Magistrate was the recommended course of action.
The review of the projected 5-year staffing levels for the Departments impacted by the proposed
expansion cannot be accommodated within the amount of funds approved by the Council for the
project. The approved funding is estimated to provide a 2,350 square foot expansion to the
Administration Building and remodel the interior of the Court Building. The space needed to
accommodate the 5 year projected staff levels including office space for a potential seven
member Council and administrative support is 6,300 square feet. The following table illustrates
the space that can be provided by the existing funding and the additional funding.
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1
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION STUDY SESSION DATE: November 20, 2000
TO: HONORABLE MAYOR& COUNCIL
FROM: William A. Jansen, P.E., Town Engineer
SUBJECT: Expansion of the Town's Administration and Court Buildings
Summary:
In the Town's FY 00/01 Budget, the Council approved funding in the amount of$300,00 for the
expansion of the Town's Administration Building and $274,000 for the expansion of the Legal
Services/Court Building. In July of this year, a purchase order was issued to Sakellar Associates
Architects and Planners to develop a programming report and a schematic design for the
expansion of these buildings. Since July 2000, several meetings have been held between staff
and the architect to review office space requirements for the present staff and projected staff
expansion over the next five years. These meetings also investigated the feasibility of relocating
the Town Attorney and his staff to the Administration Building in lieu of expanding the Court
Building. The relocation of the Town Attorney's office proved to provide a substantial cost
savings over the expansion of the Court Building. It was the consensus of staff that the
relocation of the Attorney's staff and the interior remodeling of the court building to
accommodate the needs of the Magistrate was the recommended course of action.
The review of the projected 5-year staffing levels for the Departments impacted by the proposed
expansion cannot be accommodated within the amount of funds approved by the Council for the
project. The approved funding is estimated to provide a 2,350 square foot expansion to the
Administration Building and remodel the interior of the Court Building. The space needed to
accommodate the 5 year projected staff levels including office space for a potential seven
member Council and administrative support is 6,300 square feet. The following table illustrates
the space that can be provided by the existing funding and the additional
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In addition to office space needs, both building concepts include conference rooms, file
storage, restrooms and public areas.
The following is the comparative cost estimate between the two proposed building
expansion schemes. The cost estimates below contain a 10% contingency.
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Construction & $502,297 $1,186,600 $684,303
Improvements
Architectural, $68,640 $162,152 $93,512
Engineering,
Permit fees,
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Furnishings and $45,500 $93,000 $48,000
Telephone
Total $616,437 $1,441,752 $825,315
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Funding Alternatives Analysis
Scheme A
This option includes 2,350 square feet at an estimated total cost of$616,437. The
Town's FY 2000/01 Budget includes $574,000 for these expansion projects. Should
the Council give direction to pursue Scheme A, staff recommends that the additional
$42,437 in funding be provided by the General Fund's cash contingency.
Scheme B
This option includes 6,300 square feet at an estimated total cost of$1,441,752. The
expansion projects would require $868,000over the $574,000 amount included in the
budget. Staff has developed three funding alternatives should the Council give
direction to pursue Scheme B.
Option I — 100% cash financing with no borrowing. The General Fund's cash
contingency reserves could absorb the additional $868,000 within existing Town
budgetary policy.
Option II — Combination cash ($574,000) / debt financing ($868,000). In
addition to the $868,000 approximately $12,000 in issuance costs would be
incurred. The annual debt service on an $868,000 note would be $90,000 with
payback over a 15 year period at 6% using an annual appropriation lease.
Option III — 100% debt financing. In addition to the $1,442K project cost
approximately $58,000 would be incurred in issuance costs. The annual debt
pp Y
service would be about $147,000 with a 15 year payback period at 5.25% with
an excise tax pledge.
The full amount could also be included in the library/water rates debt issuance
scheduled for January 2001. The costs of issuance would be $13,000 which
would save about $45,000 in costs of issuance and lower the annual debt
service to $142,000.
Funding Recommendation
Should the Council pursue Scheme B, staff recommends a combination cash/debt
financing. The amount to be financed could be secured later next calendar year via a
separate annual appropriation lease or included in the January 2001 library/water rates
issuance.
IL)
D . m=ntHead
Town Maria::
2
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION MEETING DATE: November 20, 2000
TO: HONORABLE MAYOR & COUNCIL
FROM: Steven Faaborg, Civil Engineering Technician
SUBJECT: Presentation on Oro Valley owned properties
SUMMARY:
The Oro Valley Department of Public Works, Planning and Zoning and Water Utility staff
has conducted a review of parcels of land owned by the Town. Parcels were identified by
information obtained from the Pima County Assessor's office and incorporated into a GIS
map of the Town. A total of 74 parcels were identified. The parcels were then reviewed
and categorized by usage. Those categories are as follows:
• Water Utility Parcels 34 parcels were identified as properties related to the Water
Utility. These parcels are spread throughout the Town and are typically small in area.
In most cases these are properties that were obtained by the Town along with the
purchase of the Rancho Vistoso and Canada Hills water companies. Well sites,
pumps, booster stations and other water facilities are located on these parcels. The
Water Utility staff has identified 6 parcels that do not appear in the county's records,
including parcels recently acquired from Metro Water. Additionally, the Water Utility
has several parcels in the Countryside area outside of the Town of Oro Valley
boundaries.
• Right-of-way acquisitions 12 Parcels were rights-of-way acquired by the Town.
These are streets that were previously private and have now been dedicated to the
Town.
• Drainage or Riparian areas 12 Parcels were determined to be drainage or riparian
areas owned by the Town. In most cases these are parcels obtained by the Town to
protect and maintain the drainage functions or to serve as a buffer between the area
and residential or commercial development.
• Parks and Trails 11 parcels are either existing or future parks and trails.
• Slope protection 3 parcels have been identified as slope protection including 2
lots along Big Wash adjacent to Sun City and 1 parcel west of La Canada on the
south side of Lambert Lane.
• Town buildings and facilities 2 parcels contain existing or future Town
facilities. These include the property at 680 W. Calle Concordia containing offices for
the Parks and Recreation Department, Public Works and Water Utilities Operations as
well as the Public Works maintenance yard and the site of the future library north of
the Town Hall Complex. The parcel containing the Town Hall Complex is listed by
county records as belonging to Valley National Bank of Arizona Trust under an
agreement dated December 1, 1989.
Ap resentation will be made demonstrating the locations of the various parcels.
D 4ent He. •
41.4A- _ Agarol .
r -
own Manager
3
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION STUDY SESSION DATE: November 20,2000
TO: HONORABLE MAYOR& COUNCIL
FROM: Melissa Shaw, AICP, Planner II
Louise Harrison, Volunteer Coordinator
SUBJECT: SAVE-A-PLANT PROGRAM POLICY DISCUSSION
SUMMARY:
Town staff is proposing a new policy regarding the Save-a-Plant program. Initiated in 1997, the Program was
designed to compliment the existing zoning code requirements by creating an innovative opportunity to bring
together developers, citizens, neighborhood groups and other organizations to salvage excess native plants from
development sites. The program is based entirely on the.concept of volunteerism. Interested individuals, non-
profit community based groups or Homeowners Associations (HOA's), who might not otherwise be able to
afford landscaping plants, are able to carry out a salvage and then re-plant in common or public areas.
Since its inception, the program has grown considerably, largely due to the efforts of committed volunteers.
The program's Volunteer Coordinator, Louise Harrison, has coordinated the salvage process for over a year,
volunteering an average of ten hours each week to the program. Working within the Planning & Zoning
Department, she coordinates the salvage process with property owners and developers to identify salvage sites
and organize salvages. Approximately one to five regular staff hours are required per week to oversee the
program.
Publicity of the program has generated interest from Homeowners Associations and property owners outside of
the Town who are interested in both salvaging plants and offering plants for salvage. Although large in impact,
the program's daily operation remains small, and the actual salvages have been easily coordinated with the part-
time volunteer. To date, there have been no conflicts requiring a need to prioritize groups wishing to salvage
plants. In fact, the opposite is occurring. There are simply too many plants left on most sites. Our supply of
potentially salvageable sites exceeds the demand indicated by our participants.
Over time, several issues involving organizing and prioritizing salvages, how we work with organizations and
HOA's from outside the Town and how we train volunteers have arisen. Staff wishes to formulate a policy to
help provide direction. Information presented at the study session will be used to present a draft policy to Town
Council. Specifically, Staff seeks direction on the following;
1. Overall coordination and prioritization of salvages. •From the beginning, staff has maintained a listing of
HOA's and other groups interested in participating in salvages. The list includes notations regarding the
needs of the groups and contact persons. Currently, when a site becomes available, Staff reviews the listing
and uses a simple process to organize volunteers. The first stage is to match the type of plants available
with the plants that an organization has indicated a need for. The relevant organization(s) is then contacted,
beginning with those within the Town to find out if they are interested and can organize volunteers to meet
the developer's timeframe. Generally, a site will support at least two salvages and we have never had a
situation of too many organizations wishing to salvage. However, should the situation arise, we would look
to make available some plants to as many organizations as possible or look at past activities, giving priority
to those groups who have not had the opportunity to salvage before.
Is the current method of organizing and prioritizing salvages acceptable? If yes, are there additional
considerations required? If no, can another method be suggested?
2. Out-of-town users/donators All Town-wide HOA's were notified of the program in a mass-mailing to all
HOA's, after State legislation was changed to permit salvages without urchasing of permits. They were
also automatically included in Resolution (R) 00-56, passed June 7t 2000, along with several other
organizations from outside the Town who had already participated in the program. Updating the salvage
listing is an ongoing process and requires an amendment to the original Resolution. We work to maximize
each salvage opportunity, and when Town organizations/HOA's are not available, we contact other groups
on our listing to encourage salvage. Because the program receives publicity across Tucson, we are
occasionally approached by outside groups and also offered plants on sites outside of the Town. Staff
requires direction from Council regarding our activities with the program outside the Town and the extent to
which we become involved. If we are to permit out of town users/donators, then there are two homeowners
associations who have recently expressed an interest in the program, Ponderosa HOA (Limberlost & Stone)
and North Ranch HOA (Thornydale & Lambert)to add to the list.
Should out-of-town organizations and/or donations be part of the Program? If yes, what limitations,
if any, should apply?
3. Training of Volunteers. Save-a-Plant is not only about salvage. It is an educational tool that promotes an
understanding of the ecology of the Sonoran desert. Staff recommends that we continue our current training
approach with groups and look to formalize it in the future. This will be achieved possibly through funding
from an Environmental Protection Agency Grant (applied for November 2000 with results due Spring
2001), securing sponsorship for funding or securing volunteer training services. A copy of the Grant
Proposal is attached for your information.
Should the educational aspect of the program continue?
Should we look to obtain sponsorship? If yes, should this be directed specifically through Economic
Development?
Staff suggests the above policy issues, when determined, may be formalized and addressed in an Amendment to
Resolution No. (R) 00-56
Planning and Zoning Administrator
Community Develop - Director
AL.
1 AI
Town Manager
F:\INDIVID\MJS\save-a-plant\SAP LEGISLATION\study session.doc
TOWN OF ORO VALLEY 4
COUNCIL COMMUNICATION MEETING DATE: November 20, 2000
TO: HONORABLE MAYOR& COUNCIL
FROM: DANIEL G. SHARP, CHIEF OF POLICE
SUBJECT: PROPOSAL FOR OFFICE OF PROFESSIONAL DEVELOPMENT
SUMMARY:
Attachment "A" is a proposal for the Office of Professional Development, which is a program to provide
members of the Oro Valley Police Department with state-of-the-art services related to individual and
organizational health and well being.
ATTACHMENTS:
Attachment A
41 I
11- ' 1
07- 41111
•e,.rt ent Hea', /
o n Manager
Attachment A
Proposal for Office of Professional Development
Purpose
The purpose of this program is to provide members of the Oro Valley
Police Department with state-of-the-art services related to individual and
organizational health and well being. By establishing an Office of Professional
Development, Oro Valley will be a leader in law enforcement with innovation
relative to the overall health and development of its employees.
Background
Individuals who are in professions that assist others during traumatic or
stressful events are themselves exposed to the cumulative effects of that stress.
In fact, it has been recognized that the high incidence of suicide, divorce and
alcoholism among police professionals is directly related to stress disorders.
Additionally, police professionals suffer from a higher rate of stress related
illnesses such as hypertension and heart attacks. As a result of these factors,
progressive police agencies are adopting strategies to assist their employees in
coping with the stresses of the job.
The benefits from programs aimed at dealing with stress-related issues
are obvious when discussing the individuals involved. Inoculation and early
intervention can be key factors in maintaining emotional and mental health of our
employees; however, there are other benefits to the organization and the
community. A healthy employee will use less sick leave and be more productive
while at work. In the police profession, where shift work is the norm, adequate
staffing is essential. Lost time due to illness can be costly to cover and tragic if it
is not. Long-term consequences of stress-related illnesses are disability and
death. Additionally, the aspect of employee retention is a key component when
discussing stress-related issues. Studies have shown that employees who are
exposed to traumatic events (officer involved shootings, death of a child, multiple
fatality accidents) will leave their employment within five years if there is no
meaningful intervention. The financial impact of issues associated with stress is
far-reaching.
The establishment of an Office of Professional Development will address
the broad spectrum of issues that are inherent in the police profession, both
internally and externally.
Rationale
There are key areas that must be addressed in order to provide for the
overall health of a police organization. The Office of Professional Development
will be responsible for coordination and delivery of those essential services. The
main areas of focus are: Peer support and Critical Incident Stress Management,
Family Support, and Education.
Peer support and critical incident stress management (CISM) are valuable
tools in the prevention arena. This program will assist the employees in stress
reduction and problem solving. This is of particular importance within the police
culture given the higher levels of stress and exposure to traumatic events. (A
recent double murder/suicide had far-reaching implications for the Oro Valley
Police Department and virtually all of its employees. A CISM approach to
assisting the Department was implemented and helped a number of the affected
staff). A traditional complicating factor in the police culture is the idea that "cops
won't talk" unless it is with another cop. Many officers have the mindset that
there are no legitimate outlets and will not talk to family, friends or even other
officers when they are struggling. There is tremendous stigma attached for
asking for help when it is the officer, him or herself, who is trained to be the
independent problem solver and rescuer. A peer support program provides
valuable education about these very normal reactions, as well as the availability
of a less threatening resource to deal with them. Ultimately, the employee is kept
healthy and therefore more effective and productive.
When dealing with CISM, many departments have and continue to learn
through recognizing the problems when it too late. As a result, there are
increasing numbers of medical retirements associated with stress-related
disorders. It is believed that police agencies bear some responsibility for these
situations, since the conditions have been defined and remedies available. In
short, there is liability to the Town if we are not proactive in dealing with these
types of issues. CISM recognizes the need to defuse trauma throughout the
course of one's career. Although a singular event may be devastating, there is
also the importance of cumulative stress and trauma in law enforcement. A
CISM Program will significantly reduce the likelihood that an officer will develop
full blown Post Traumatic Stress Disorder (PTSD), as well as educate people
about the effects of stress and offer healthy coping strategies. CISM and PTSD
are areas where very few mental health professionals have training or expertise.
Another area the Office of Professional Development would focus on is
Family Support. This is a critical, but often overlooked area when discussing
stress in law enforcement. The law enforcement family has a number of unique
stressors and is significantly impacted by the career. As a result, there are a
number of organizations within the community that provide support and this
Office would be a resource and liaison for these groups.
The third area the Office of Professional Development would be
responsible for is Education. In addition to the education related to stress
management and peer support, areas such as anger management, career
development, retirement planning, time management, etc., will be addressed.
Education can be a key component to a healthy, productive employee. The
result will be better service to the community and more efficient utilization of
personnel assigned to the Department.
Staffing and Budget
The Police Department intends to utilize anti-racketeering funds to create
this office by employing one full-time project manager to form and oversee a peer
support group, provide training and act as a peer counselor under the
supervision of Dr. Sarah Hallett (also Reserve Officer Hallett). Additionally, this
person will act as a liaison between local providers, support groups and the
Town's EAP. The person will have extensive background in police supervision
and peer support. Additionally, the person selected will have a training
background and be able to coordinate a variety of training providers as well as
present material.
The Office of Professional Development Administrator will be responsible
for identifying and obtaining grants that relate to the mission of the Office. After
one year, the program will be evaluated for effectiveness to determine if it should
be revised, continued or discontinued.
The pay range for this position would be commensurate with the range of
a sergeant, which approximates Range 49. The pay would be dependent upon
experience, but anticipated to be around the mid-point of the range. The
potential budgetary impact of this program would be approximately $75,000.
This will include salary and benefits, training, equipment and office related
expenses.