HomeMy WebLinkAboutPackets - Planning and Zoning Commission (181)
AGENDA
ORO VALLEY PLANNING AND ZONING COMMISSION
SPECIAL SESSION
March 15, 2021
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SPECIAL SESSION AT OR AFTER 6:00 PM
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE
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SPECIAL SESSION AGENDA
1.DISCUSSION AND POSSIBLE ACTION ON THE PROPOSED STRATEGIC PLAN'S LAND USE
OBJECTIVES
PLANNING UPDATE (INFORMATIONAL ONLY)
ADJOURNMENT
POSTED: 3/12/2021 at 5:00 p.m. by pp
POSTED: 3/12/2021 at 5:00 p.m. by pp
When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours
prior to the 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.
In accordance with Amendment #2 of the Mayoral Proclamation of Emergency issued on March 27, 2020, the
following restrictions have been placed on all public meetings until further notice:
1. In-person attendance by members of the public is prohibited.
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meeting and participate via the on-line meeting application Zoom: https://orovalley.zoom.us/j/96453272092
or may participate telephonically only by dialing 1-669-900-6833 then enter Meeting ID: 964 5327 2092, prior to or
during the posted meeting.
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5. If a member of the public would like to submit written comments to the Planning and Zoning Commission for
their consideration prior to the meeting, please email those comments to jancona@orovalleyaz.gov no later than
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prior to the meeting.
If you have any questions, please contact the Commission's recording secretary at jancona@orovalleyaz.gov.
Planning & Zoning Commission Special Session 1.
Meeting Date:03/15/2021
Requested by: Bayer Vella, Community and Economic Development
Case Number: N/A
SUBJECT:
DISCUSSION AND POSSIBLE ACTION ON THE PROPOSED STRATEGIC PLAN'S LAND USE OBJECTIVES
RECOMMENDATION:
Staff recommends approval of the proposed strategic plan's land use related objectives.
EXECUTIVE SUMMARY:
The purpose of this item is to consider the proposed strategic plan's land use related objectives (Attachment 1).
Strategic plans are adopted by Town Council every two years to ensure current issues and the General Plan's
actions are addressed within the policy document's 10-year timeframe.
The Town Council will consider the proposed strategic plan this April. The Planning and Zoning Commission's role
is to review the land use related objectives in the proposed strategic plan (under Goals 1A, 1C and 5A). Key
considerations for review include consistency with outstanding items in the General Plan and Planning Division
Work Plan. The Commission may recommend changes and the focus should be on completing General Plan land
use actions.
The strategic plan is purposefully broad to allocate resources and be further refined through individual department
work plans for implementation. The General Plan, strategic plan and work plans must function together to deliver
the promises made to the community. As such, outstanding actions from the General Plan (Attachment 2),
previous strategic plan (Attachment 3) and work plans (Attachment 4) are utilized to create the proposed
strategic plan.
The Planning and Zoning Commission's purview are the proposed strategic plan's land use objectives listed below:
(Goal 1A) Review and propose changes to Town codes that assist local businesses in adapting to emerging
consumer buying habits.
(Goal 1C) Work with the owner of the Oro Valley Village Center to develop a multi-faceted, mutually
agreeable approach to attract and retain new investment and an expanded customer base to that complex.
(Goal 5A) Review and evaluate the effectiveness of the Environmentally Sensitive Land Ordinance (ESLO)
against the goals in which it was originally established, identify any unintended consequences, and
recommend improvements to the Planning and Zoning Commission and Town Council.
(Goal 5A) Conduct an analysis of Town codes and ordinances to ensure the design standards maintain the
unique character of Oro Valley while also providing for a variety of architectural concepts that integrate with
and enhance the community.
(Goal 5A) Conduct an assessment to determine the types of residential opportunities necessary to
successfully promote a thriving and diverse economic base.
(Goal 5A) Develop a Master Plan for the Rooney property that takes into consideration opportunities for
economic growth, retention of open space and potential future municipal uses
These objectives cover key outstanding land use items from the General Plan and current Planning Division Work
Plan. Specific tasks include:
Amending the lighting code to further dark sky conservation and parking requirements to meet evolving
business and user needs
Updating the design standards to enhance the community
Further analysis of the Environmentally Sensitive Lands Ordinance (ESLO)
Continued work with the owners of the Oro Valley Village Center
Conducting a housing assessment
Developing a Master Plan for a 108-acre, Town-owned site
Other remaining items from the work plan will continue as planned (e.g. several upcoming code amendments) and
conducted through routine operations. Therefore, staff recommends approval of the land use related items listed
above.
BACKGROUND OR DETAILED INFORMATION:
The General Plan, a 10-year policy document guiding Town departments and land
use decisions through 2026, established the strategic planning process to prioritize
actions and deliver on the promises made to the community.
Strategic plans are adopted by Town Council every two years to help ensure all the
actions are addressed over the General Plan's 10-year term. To date, two strategic
plans have been created based on this General Plan. Staff anticipates three more
Strategic Plans prior to 2026, the next one being considered by Town Council in
April 2021.
To deliver on the promises made to the community, the General Plan, strategic plan
and individual department work plans must function together. To accomplish this, the following components are
reviewed and incorporated into the strategic plan. More information about each component is provided below:
Outstanding actions from the General Plan1.
Previous strategic plan items still being processed2.
Remaining work plan items 3.
DISCUSSION/ANALYSIS:
1. General Plan (Attachment 2)
The General Plan includes 82 actions related to land use and zoning. As discussed during the 2020 General Plan
progress report 38 of these actions were outstanding items (highlighted in yellow in Attachment 2) and either in
progress or recommended for the proposed strategic plan. These included:
Code amendments to the lighting and parking code
Expanding the scope of the design standards amendment to include the non-residential standards as well to
produce a cohesive and comprehensive
Completion of a housing study
In addition to the outstanding land use and zoning actions, development of a Master Plan for the Rooney property is
included in the proposed strategic plan. The 108 acre Rooney property, located off Push View Lane and Oracle
Road was dedicated to the Town in late 2020. This is in conformance with Action 131 (reported as an ongoing task)
to create a Master Plan for properties over 40 acres to provide cohesive and comprehensive site design.
2. Existing Strategic Plan (Attachment 3)
The existing strategic plan (expiring in June) resulted in several code amendments to expand available land for
employers, revise noise and odor abatement requirements and update the sign standards. The following
outstanding items have been carried over to the proposed strategic plan and include:
Working with the OV Village (Marketplace) Center to increase the customer base and reinvestment into the
center - In conjunction with other departments, Planning staff have been working with the new property
owners of the commercial center. The timeline for completing this item is largely dependent on the private
developer.
Evaluating and updating the Environmentally Sensitive Lands Ordinance (ESLO) - Staff evaluated the
application of ESL and identified known gaps. Some gaps, such as proper transplant methods, will be
addressed through technical bulletins as permitted by code. Additional resources are needed to complete the
larger objective.
3. Planning Division Work Plan (Attachment 4)
The Planning Division Work Plan was adopted by Town Council in 2019. Items on the work plan were derived from
the General Plan, Strategic Plan and other needs identified by the Commission and Town Council. Work plans
typically include more work than staff can complete within 2 years; as development review and customer service will
always be the Division's top priorities. To date, progress on the current work plan's 24 items includes:
Completed/ Ongoing items: 10
Duplicate items from the strategic plan took precedence for completion. These include the previously
mentioned code amendments and several process improvements, such as increased coordination by
staff and electronic submittals.
The following items will continue to occur as part of staff's routine operations:
Utilizing an online platform and educational videos too make Community Academy more
accessible to snowbirds, young professionals and families.
Trainings for boards and commissions are routinely conducted as necessary.
Improvements for distributing land use related materials for easier access and use by the public
The General Plan progress report will occur on an annual basis
In progress/ recommended for future strategic plans : 14
Outstanding items included on both plans have been carried over to the proposed strategic plan.
These include working with the OV Village Center owners, updating the design standards and further
analysis of ESLO.
Specific amendments that are not on the proposed strategic plan but will continue to be processed
include:
Updating the zoning code for conformance with the General Plan and State law
Reducing inefficiencies in the development review process
Refining and expanding parking code requirements to reflect user needs
Code amendments which require consultants, such as form-based code or amendments previously
identified as a long-term priority (e.g. PAD/PRD standards) are recommended for future strategic plans.
These items will be completed as resources (including staff time) become available.
SUMMARY AND RECOMMENDATION
Adopted every two years, the strategic plan prioritizes the General Plan's action items to fulfill the community's
values and principles. This is important to ensure all actions are addressed within the General Plan's 10-year span.
Strategic plans are purposefully broad to allocate resources and be further refined through department work plans.
Upon review, staff finds the land use related objectives proposed for the next strategic plan (Attachment 1) include
key outstanding items from the General Plan and the Planning Division Work Plan. Other remaining items from the
work plan will continue to be worked on (e.g. several upcoming code amendments) and conducted through routine
operations. Therefore, staff recommends approval of all the land use related items listed below:
(Goal 1A) Review and propose changes to Town codes that assist local businesses in adapting to emerging
consumer buying habits. Working with the Town's economic development staff, this item includes the
updates to the design standards, lighting code and parking requirements.
(Goal 1C) Work with the owner of the Oro Valley Village Center to develop a multi-faceted, mutually
agreeable approach to attract and retain new investment and an expanded customer base to that complex.
(Goal 5A) Review and evaluate the effectiveness of the Environmentally Sensitive Land Ordinance (ESLO)
against the goals in which it was originally established, identify any unintended consequences, and
recommend improvements to the Planning and Zoning Commission and Town Council.
(Goal 5A) Conduct an analysis of Town codes and ordinances to ensure the design standards maintain the
unique character of Oro Valley while also providing for a variety of architectural concepts that integrate with
and enhance the community.
(Goal 5A) Develop a Master Plan for the Rooney property that takes into consideration opportunities for
economic growth, retention of open space and potential future municipal uses
(Goal 5A) Conduct an assessment to determine the types of residential opportunities necessary to
successfully promote a thriving and diverse economic base - This item expands upon the TOV Apartment
Study, published by the Real Estate Consulting Group to complete a study inclusive of all housing types.
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
The Planning and Zoning Commission may consider the following motions:
I MOVE to recommend approval of the proposed strategic plan's land use related items, finding it is in conformance
with the General Plan.
OR
I MOVE to recommend the following land use related actions be added to the proposed strategic plan:
__________________.
Attachments
ATTACHMENT 1 - PROPOSED STRATEGIC PLAN
ATTACHMENT 2 - 2020 GENERAL PLAN PROGRESS REPORT
ATTACHMENT 3 - EXISTING STRATEGIC PLAN
ATTACHMENT 4 - WORK PLAN PROGRESS REPORT
STRATEGIC LEADERSHIP PLAN
FY 21/22 - FY 22/23
ORO VALLEY TOWN COUNCIL
DRAFT
1
Oro Valley strives to be a well-managed community that provides all
residents with opportunities for quality living. Oro Valley will keep its
friendly, small-town, neighborly character, while increasing services,
employment and recreation. The Town’s lifestyle continues to be defined
by a strong sense of community, a high regard for public safety and an
extraordinary natural environment and scenic views.
INDEX
Overview 2
Economic Vitality 3
Culture and Recreation 5
Public Safety 6
Roads, Water
and Town Assets 7
Land Use and Design 8
Effective and Efficient
Government 9
Financial Stability and
Sustainability 11
OVERVIEW
ORO VALLEY’S VISION FOR THE FUTURE
The Council-adopted Strategic Leadership Plan for fiscal years 2021/22
through 2022/23 is the culmination of an extensive three-month process
involving Town Council and staff. Rooted deeply in the values and priorities
of the Your Voice, Our Future 10-year general plan, the two-year Strategic
Leadership Plan provides organizational direction in seven focus areas:
• Economic Vitality
• Culture and Recreation
• Public Safety
• Roads Water and Town Assets
• Land Use and Design
• Effective and Efficient
Government
• Financial Stability and
Sustainability
Within these focus areas are 16 goals and 48 objectives to guide everything
from budget decisions to municipal operations, providing the community with
a clear understanding of goals and expectations for the next two fiscal years.
YOUR VOICE, OUR FUTURE
2
OBJECTIVES
• Transition the OVSafeSteps initiative to ongoing business
support programs designed to help with post-pandemic
recovery.
• Review and propose changes to Town codes that assist local
businesses in adapting to emerging consumer buying habits.
OBJECTIVES
• Develop strategies to incentivize entrepreneurial
opportunities for start-up and home-based businesses,
business expansion opportunities and adaptive reuse of
vacant buildings.
• Evaluate the effectiveness of the 2019-2020 economic
development business attraction efforts and recommend any
improvements.
TOWN COUNCIL FOCUS AREA 1: ECONOMIC VITALITY
GOAL 1A:
Implement actions to support and assist
local businesses in navigating the current
and projected economic conditions.
GOAL 1B:
Implement strategies to attract, grow
and retain primary employers and
expand local job opportunities
3
4
OBJECTIVES
• Conduct an external retail market assessment by a qualified firm to
provide targeted data designed to assist the town in attracting and
retaining restaurant and retail establishments.
• Work with the owner of the Oro Valley Village Center to develop a
multi-faceted, mutually agreeable approach to attract and retain new
investment and an expanded customer base to that complex.
• Partner with the Greater Oro Valley Chamber of Commerce to convene an
annual business summit focused on increasing the Town and community’s
understanding of the challenges and opportunities associated with
operating a thriving business.
• Leverage the growing positive relationships with local businesses to
develop enhanced strategies that make Oro Valley more business friendly.
GOAL 1C:
Implement strategies to attract
and retain retail, restaurant
and hospitality investment and
expansion in commercial centers.
OBJECTIVES
• Partner with Visit Tucson to produce and begin implementation of a
robust Oro Valley-centric visitor attraction strategy.
• Partner with stakeholders to develop and implement actions and
strategies that highlight the Town’s flourishing arts and culture
opportunities to both visitors and residents.
GOAL 1D:
Identify strategies to entice area
residents and visitors to choose
Oro Valley as a premiere place to
dine, shop, play and stay.
5
GOAL 2A:
Invest in and maintain a high-
quality parks, recreation and
trail system that is accessible,
comprehensive, connected and
serves the community’s needs.
GOAL 2B:
Support recreational, cultural
and arts programs that provide
opportunities for residents to
connect with their community.
OBJECTIVES
• Implement the Town Council’s decision regarding the Pusch Ridge golf
course.
• Finalize a cost-effective plan and develop a corresponding
intergovernmental agreement with Amphitheater Unified School
District to utilize appropriate school facilities for community recreation
programs.
• Invest in the top priorities of the final Council-adopted Parks and
Recreation Master Plan.
OBJECTIVES
• Explore opportunities to create or expand multigenerational programs
and facilities.
• Establish a task force to review current senior recreation programming
and identify opportunities that will broaden and improve such
program access.
• Expand or reimagine programs that address community wellness
issues across all generations.
• Identify and implement expanded ways in which volunteers can help
effectively support and grow community programs and events.
TOWN COUNCIL FOCUS AREA 2: CULTURE AND RECREATION
6
OBJECTIVES
• Utilize data to enhance deployment strategies for High Visibility
Enforcement (HiVE) in high collision areas to address the increasing
volume of traffic and associated issues in and around Oro Valley
roadways.
• Develop an outreach and marketing campaign to effectively recruit
diverse and qualified officers, to include partnering with local
educational institutions.
• Develop and implement ways to expand drug free awareness
education and programming to area youth.
OBJECTIVES
• Work with local and regional partners to educate and address the
impacts mental health issues are having on public safety and the entire
community.
• Complete the Arizona Law Enforcement Accreditation Program
(ALEAP).
6
GOAL 3A:
Support strategies that continue
to ensure Oro Valley’s standing as
one of the safest communities in
Arizona.
GOAL 3B:
Support actions that maintain
and enhance the community’s
trust in the Oro Valley Police
Department.
TOWN COUNCIL FOCUS AREA 3: PUBLIC SAFETY
7
TOWN COUNCIL FOCUS AREA 4: ROADS, WATER AND TOWN ASSETS
OBJECTIVES
• Continue to invest in a pavement management program that results in an
Overall Condition Index (OCI) rating of 76 or better for all paved streets.
• Expand the Town’s community beautification program.
• Participate in and support the Regional Transportation Authority’s (RTA)
effort to facilitate voter reauthorization of RTA Next by ensuring Oro
Valley’s long-term transportation needs are fairly represented.
• Analyze the service and financial impacts of an RTA discontinuation
scenario and provide alternative options in addressing transit service
needs and future transportation infrastructure.
OBJECTIVES
• Implement a plan to further improve water infrastructure reliability,
maintenance and efficiency.
• Implement steps to ensure the Water Utility continues to supply water
to its current and future customers in an environmentally and financially
sustainable manner.
• Leverage technology to enhance customer support through improved
communication and expanded conservation opportunities.
OBJECTIVES
• Develop a comprehensive, organization-wide facility space plan that
maximizes efficiencies and reflects the best use of Town properties for
current and future needs.
• Determine the feasibility of expanding solar shade structures throughout
Town facilities and evaluate grant funding opportunities.
• Invest adequate resources to cost effectively maintain, repair and improve
aging Town facilities.
• Develop strategies to expand broadband services throughout the Town.
GOAL 4A:
Support investments and
strategies that result in a
quality transportation network
throughout the community.
GOAL 4B:
Deliver a safe, reliable and
sustainable water supply that
meets the long-term needs of the
community.
GOAL 4C:
Support investments and
strategies that ensure the effective
utilization of Town resources
in maintaining properties and
equipment.
OBJECTIVES
• Review and evaluate the effectiveness of the Environmentally Sensitive
Land Ordinance (ESLO) against the goals in which it was originally
established, identify any unintended consequences, and recommend
improvements to the Planning and Zoning Commission and Town Council.
• Conduct an assessment to determine the types of residential
opportunities necessary to successfully promote a thriving and diverse
economic base.
• Conduct an analysis of Town codes and ordinances to ensure the design
standards maintain the unique character of Oro Valley while also providing
for a variety of architectural concepts that integrate with and enhance the
community.
• Develop a Master Plan for the Rooney property that takes into
consideration opportunities for economic growth, retention of open space
and potential future municipal uses.
8
GOAL 5A:
Ensure quality development
with integrated architecture
and natural open space
while maintaining and
enhancing the character of the
community.
TOWN COUNCIL FOCUS AREA 5: LAND USE AND DESIGN
OBJECTIVES
• Foster a culture of continuous improvement through actions that
support, challenge and engage the employee at all levels.
• Continue to provide regular training to Town staff to enhance
process improvement proficiencies.
• Identify and implement ways in which Peak Performance teams
share their journey and successes within the organization.
OBJECTIVES
• Utilize creative methods to increase resident knowledge and
understanding of Town services, programs and facilities.
• Broaden the use of web-based tools and technologies to increase
community engagement and transparency.
• Evaluate the utilization of citizen volunteers on the Town’s boards
and commissions and make recommendations for improvements.
9
GOAL 6A:
Continue strengthening community
outreach, engagement and
transparency.
GOAL 6B:
Maintain and strengthen our culture
of continuous improvement to affect
an efficient and high-performing
organization.
TOWN COUNCIL FOCUS AREA 6: EFFECTIVE & EFFICIENT GOVERNMENT
OBJECTIVES
• Review and modify town policies to incorporate innovative and
effective workforce practices that remain viable post-pandemic.
• Ensure wellness and benefit programs are valuable, cost effective
and desired by employees and families to support wellness and
productivity.
• Conduct a comprehensive compensation evaluation to ensure the
Town remains competitive in recruiting and retaining employees.
GOAL 6C:
Attract and retain talented employees to
effectively carry out the Town’s mission.
10
OBJECTIVES
• Adopt a comprehensive plan for permanently addressing the Town’s
PSPRS unfunded actuarial accrued liability.
• Continue to pursue top priority annexations as identified in the Town
Council’s annexation policy.
• Develop a buildout analysis that projects short and long-term impacts to
Town service levels and provides potential mitigation options.
GOAL 7A:
Ensure the Town can financially
sustain expected levels of
service for current and future
residents.
TOWN COUNCIL FOCUS AREA 7: FINANCIAL STABILITY
AND SUSTAINABILITY
11
1
YOUR VOICE, OUR FUTURE GENERAL PLAN 2020 UPDATE
BRIEF SUMMARY
ACTION ITEMS ACCOMPLISHMENTS (71%) TASKS TO COMPLETE (29%)
Community actions (pg. 2) 123 Total tasks completed 84 Total tasks currently in progress 66
Environment actions (pg. 16) 116
Development actions (pg. 31) 71 Total tasks maintained through
ongoing operations
136 Remaining tasks to evaluate or
complete in the future
24
Total 310
2019 STATUS 2020 UPDATE ON THE 126 REMAINING TASKS
(PREVIOUSLY REPORTED AS IN PROGRESS OR FUTURE ITEMS)
Completed items 69 Completed items +15
Maintained items 115 Maintained items +21
In progress 73 In progress 66
Future items 53 Future items 24
General Plan
2016-2026
Strategic Leadership Plans
Town Department
Work Plans
Staff Resources/
Annual Budget
Purpose
The Your Voice, Our Future General Plan was ratified by the voters in November 2016. The General Plan
consists of the community ’s vision and goals for the Town and is used as a guide in long range decision -
making. The General Plan is a long-range 10-year policy document designed to guide the Town through
2026.
Implementing the General Plan
The community ’s vision and guiding principles provide the foundation, building the goals, policies and
actions in the General Plan. The actions fulfill the goals and policies of the General Plan and are
intended to be somewhat flexible as priorities and resources shift. The actions are prioritized every two
years through the Town Council’s Strategic Leadership Plan. These priorities are translated to individual
Town Department Work Plans for implementation.
As a commitment to the Town Council and Oro Valley residents, the following information provides an
update on the remaining 126 items to complete from the General Plan.
TOTAL TASKS CURRENTLY IN PROGRESS
REMAINING TASKS TO EVALUATE OR COMPLETE IN THE FUTURE
Key Points:
• 92% of the action items are complete, maintained or actively being worked on (compared to 83% in 2019)
• The Town is almost ½ way through the 10-year timeframe for the General Plan. Three more strategic leadership plans will be based on this
General Plan to prioritize and direct resources towards completing or evaluating the remaining items.
2
COMMUNITY ACTIONS
2019 SUMMARY 2020 UPDATE ON THE 52
REMAINING TASKS
ACCOMPLISHMENTS (70%) TASKS TO COMPLETE (30%)
Completed 23 Completed +6 Total tasks completed 29 Total tasks currently
in progress
34
Maintained 48 Maintained +9
In progress 43 In Progress 34 Total tasks maintained
through ongoing
operations
57 Remaining tasks to
evaluate or complete
in the future
3
Future items 9 Future items 3
ECONOMIC DEVELOPMENT- REMAINING TASKS
NO. TASK TIMEFRAME DEPT. STATUS COMMENTS SLP
2019 2020
4
Evaluate and increase the
community’s economic
opportunities while balancing
community needs and desires
through planning and
analysis measures that:
A. Modify land use
regulations as needed to
encourage new business
opportunities in
industrial, commercial
and mixed-use areas.
Medium TM,
CED
In Progress Complete • The Comprehensive Economic
Development Strategy (CEDS) was
adopted by Town Council in 2019. The
strategy identifies several barriers and
opportunities to expand economic
development in balance with the
community’s values.
• A study was completed in 2017,
identifying the lack of density in Oro
Valley as a barrier for retail
development. An apartment study was
completed in 2020 to further assist
decisions about higher-density housing.
• Several code amendments were
approved to address these items and
barriers identified in the CEDS plan,
which include:
o Expanding uses permitted in Tech-
Park and Commercial (C-1 and C-2)
zoning districts to support mixed
commercial and employment
centers.
1A
B. Change the Zoning Code
such that economic
opportunity both
increases and remains
equitable to the
surrounding community.
Short TM,
CED
In Progress Complete 1A
C. Highlight deficiencies and
barriers to economic
development in growth
areas and commercial
corridors.
Short TM,
CED
In Progress Complete 1A
1B
3
o Updating the scenic corridor
standards to apply the same
standards to both commercial and
employment centers.
o Gaining efficiencies for EEZ projects.
o Updating the noise and odor
requirements to set enforceable
standards.
5
Develop strategies and
resources to promote Oro
Valley, by identifying and
highlighting key assets such
as:
A. Its community gathering
places as premier
destinations for retail,
restaurants,
entertainment and public
art.
Medium TM,
CED,
I&T
In Progress Maintained • The Town currently promotes Oro
Valley’s assets and amenities on the
Town’s website, through social media,
print media and by partnering with Visit
Tucson and the Greater Oro Valley
Chamber of Commerce.
• These partnerships include a video with
Visit Tucson and promotion in Tohono
Chul Park’s Visitors Guide.
1E
6 Create private and public
sector partnerships and
programs for use,
beautification, art displays or
publicity on underutilized or
vacant employment and
retail centers.
Medium CED In Progress In Progress • The Town is currently working with the
new owners of the Oro Valley Village
Center (previously known as the Oro
Valley Marketplace) to create a
community gathering space in the
center.
1B
7 Develop strategies that
promote a range of retail
options, including regional-
serving, neighborhood-
serving and pedestrian-
oriented, at appropriate
locations.
Medium CED In Progress In Progress • The CEDS Plan was adopted in 2019,
which includes “retaining and supporting
retail” as a main priority.
• A study was completed in 2017,
identifying the lack of density in Oro
Valley as a barrier for retail
development. An apartment study was
completed in 2020 to further assist
decisions about higher-density housing.
• Staff is currently updating the Design
Principles and Standards but
recommends expanding the scope to
1B
4
include creating commercial nodes in
strategic locations throughout the Town.
8
Develop partnerships with
Pima Community College,
community organizations and
local businesses in order to:
A. Connect skilled workers
with targeted
employment sectors.
Ongoing CED In Progress In Progress • Through collaborations, the Town has
visited local businesses to initiate
conversations about current and future
workforce needs.
• The Town attends UA networking events
to educate students with high-level skills
about major employers in OV with
potential current or future workforce
needs.
1A
B. Identify needs for
workforce training for a
range of industries, such
as biotechnology,
technical education,
trades, aerospace and
clean energy
technologies.
CED In Progress In Progress • The Town works with multiple
organizations (Greater OV Chamber of
Commerce, Tucson Chamber of
Commerce, PCC, Pima County and NAU)
to identify the needs for workforce
training.
1A
C. Identify needs for higher
education in the
community.
Medium CED In Progress In Progress • Town officials remain connected to state
efforts to assess and identify regional
higher education needs.
1A
9
Develop partnerships with
local organizations and
businesses in order to:
A. Identify needs for
businesses which provide
quality, accessible
childcare, preschool,
special needs and
adult/elder care
options.
Medium CED Future Item In Progress • Town staff is working with the Oro Valley
Chamber of Commerce to create a plan
addressing these items.
B. Support and promote the
success of working
families.
Medium CED Future Item In Progress
5
COMPLETE COMMUNITY- REMAINING TASKS
10
Develop a plan for
designating areas in Oro
Valley that serve as the
community’s gathering places
and are envisioned to:
A. Reflect the character of
the Town.
Short CED,
P&R
In Progress In Progress • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
o Phase II is anticipated to go to
Council early 2021 for adoption.
• The Town is currently working with the
new owners of the Oro Valley Village
Center (previously known as the Oro
Valley Marketplace) to incorporate a
community gathering space in the
center.
2A
B. Include such amenities as
sidewalk cafes, outdoor
seating and desert
landscaping.
Short CED In Progress In Progress • The Town is currently working with the
new owners of the Oro Valley Village
Center (previously known as the Oro
Valley Marketplace) to incorporate a
community gathering space in the
center.
• Staff is currently updating the Design
Principles and Standards and
recommends expanding the scope to
include this item.
C. Emphasize the pedestrian
experience.
Short CED,
P&R,
PW
In Progress In Progress • All new public roadway projects require
a multi-use path.
• All private developments must have
pedestrian connectivity from roadways
to entry points and
courtyards/recreation areas. Staff is
currently updating the Design Principles
and Standards and recommends
expanding the scope to include this item.
11
Update existing Town
programs, plans and
Medium CED Future Item Future Item • The neighborhood commercial (C-N)
zoning district has standards for
6
regulations to create or
expand Oro Valley’s
community gathering places,
such as:
A. Development and zoning
regulations to include
new designations, such
as mixed-use zoning.
residential and commercial
developments. However, staff is
currently updating the Design Principles
and Standards but recommends
expanding the scope to include this item.
12 Develop public/private
partnerships in order to
create synergy and achieve
common goals and desired
improvements for Oro
Valley’s community gathering
places.
Medium CED,
P&R,
TM,
I&T
In Progress In Progress • The Parks and Recreation Master Plan
project will include partnership
opportunities, such as working with
Amphitheater Public School District.
• The Town continues to work with
Tohono Chul Park.
• The Town is currently working with the
new owners of the Oro Valley Village
Center (previously known as the Oro
Valley Marketplace) to incorporate a
community gathering space in the
center.
13 Creating development review
strategies for commercial and
retail areas that encourage
public spaces.
Medium CED In Progress In Progress • The code requires public spaces
(courtyards) for all non-residential
projects.
• Staff is currently updating the Design
Principles and Standards but
recommends expanding the scope to
include this item.
14 Develop strategies to
increase opportunities for
recreational and community
events by:
Streamlining the planning
and approval process which
may include designating
suitable locations, expediting
Short CED,
TM,
I&T
In Progress Complete • Events are temporarily on hold, due to
COVID-19 but the special event process
has been improved and related
amendments to Town Code Chapter
adopted by the Town Council.
7
permitting or making a
central calendar available.
16 Create a program that
promotes accessible,
convenient and age-friendly
design of public and private
facilities, services and
programs.
Medium CED,
PW
Future Item Future Item • This is recommended for a future
strategic plan.
19
Provide for Oro Valley’s
future education needs by
developing collaborative
measures with:
Colleges and universities to
explore growth opportunities
and attract new campuses.
Long TM,
CED
In Progress Maintained • The Town collaborates with the
University of Arizona. This partnership as
led to the UA Innovation Labs at Oro
Valley and new UA College of Veterinary
Science in the community.
23
Continue support of the Oro
Valley Public Library by:
A. Identifying collaboration
measures and continuing
service needs for the
community.
Medium TM in
partn
ership
with
Pima
Count
y
In Progress Maintained • The Town leases the library building to
the Pima County Library District and
works with them on supporting their
facility and parking needs.
• The Town assists the Friends of the Oro
Valley Library with construction projects
and leases storage space.
B. Taking an active role in
library planning with the
County.
Medium TM in
partn
ership
with
Pima
Count
y
In Progress Maintained • The Town attends applicable meetings
specific to the Town's location only and
not overall library planning.
27 Explore options for creating a
Town Senior Advisory Council
to direct priorities for senior
services in the community.
Long TM,
I&T
Future Item In Progress • The FY19/21 Strategic Leadership Plan
includes working with all age groups and
demographics. The Town is using social
media, video, FlashVote and the website
to engage residents of all ages.
28 Continue to provide Town
information through the
Ongoing CED,
P&R,
TM,
In Progress Maintained • Town staff launched the new website at
www.OroValleyAZ.gov and is now
working to refine and continuously
6A
8
Town's website, publications,
social media and local media
OVPD,
PW
improve the site. The new website has
multiple opportunities for residents to
engage with staff.
• An online engagement platform called
“Discuss” will become an additional
method of gathering community input
on a variety of topics. The feature has
been successfully launched, and next
steps include planning and rolling out
questions.
• The Town continues to utilize FlashVote,
the online survey tool to gather
community input.
• Communications has begun the process
of taking a cross-departmental look at
marketing and communications needs
(to include Parks and Recreation,
Tourism and Economic Development) as
well as a methods and tools assessment
with the goal of creating the Town’s first
Communications Strategic Plan. This
plan will directly support relevant areas
of the Council-adopted Strategic
Leadership Plan.
• Parks and Recreation hosts the Town's
Instagram page and has their own
Facebook page. Usage of the Facebook
pages is trending up.
• OVPD has a public information officer
and utilizes Facebook, Twitter, Instagram
and Nextdoor. They have 13,018
Facebook followers, 5,911 Twitter
followers and 1,354 Instagram followers.
PD also conducted various live or pre-
recorded media interviews.
• The use of video to communicate with
residents, including video messages from
9
the Mayor to address COVID-related
issues, videos explaining complicated
issues like Proposition 480 and the
development applications n, and videos
to connect with and celebrate residents
has dramatically increased. These
videos, specifically from the Planning
Department have generated more
engagement than in-person meetings.
• The Town Code continues to be updated
appropriately as amendments are
approved and for ease of use.
30
Continue support of the
Town's Public Art Program
by:
A. Developing an inventory
and maintenance
program, including
training for staff on
correct maintenance
procedures
Medium CED In Progress In Progress • A process improvement to create a well-
defined process for inspecting and
maintaining the quality of art on public
property (roadways, parks, Town owned
property) and art that is on private
property but part of the 1% program has
begun.
33 Assemble a team tasked with
pursuing grants and
alternative funding options as
a means to continue and
expand public art programs.
Medium F, TM,
I&T
Future Item In Progress • The Town continues to fund the
Southern Arizona and Arts and Cultural
Alliance (SAACA) to provide free public
art programs for residents and visitors.
34 Develop strategies to expand
outreach and information
regarding public art offerings.
Ongoing TM,
CED,
I&T
In Progress In Progress • The public art database was launched
and is viewable on the Town’s new
website.
• Public art tours are on hold due to
COVID-19 but will resume once safe.
• The Town continues to partner with
SAACA to communicate public art
offerings via their website and social
media.
10
37 Develop cooperative
agreements with public
school districts, private and
charter schools to share
school facilities for arts,
recreation and education
purposes.
Short P&R,
TM
In Progress In Progress • The Parks and Recreation Master Plan
project will include partnership
opportunities, such as working with
Amphitheater Public School District.
• Some agreements are already in place
but will be further developed through
the Master Plan. Additional agreements
will also be developed following the
adoption of the Master Plan.
• The Town Council chambers continues
to serve as a viewing location of student
art during the school year (temporarily
suspended due to COVID-19 but being
recognized virtually at Council
meetings.)
2A
38 Develop a strategy, including
potential financial incentives,
to encourage a public or
private entity to build or
remodel an indoor
auditorium to accommodate
performing arts based on
community needs and
feasibility.
Medium F,
P&R,
TM
In Progress Maintained • The Town partnered with Tohono Chul
Park on the new events pavilion and the
Gaslight Theater is also a performing arts
facility. There will be ongoing
opportunities for the Town to help
market both and participate in events.
• The Zoning Code permits performing art
facilities to satisfy a portion of the 1% for
Public Art requirement. The
amphitheater at Pusch Ridge Christian
Academy is an example of this.
39
Evaluate and address the
Town’s community park
system conditions and needs
by:
A. Identifying target
locations for needed
community recreational
amenities.
Maintained P&R In Progress Complete • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
o Connectivity analysis will be
included in the plan as well as
recommendations.
2A
11
B. Periodically reviewing
and updating the Parks
Master Plan.
Medium P&R In Progress In Progress o Phase II is anticipated to go to
Council early 2021 for adoption.
2A
C. Developing and
integrating strategies
that address park
shortages, preservation
needs and safety
upgrades into the Parks
Master Plan.
Medium P&R In Progress In Progress 2A
D. Creating an inventory
and maintenance plan for
existing parks and open
space in the community.
Medium P&R In Progress In Progress 2A
40
Study and plan for revenue
and funding needs for parks,
recreation and trails by:
A. Developing and
administering public
outreach efforts that
gauge public support of
future funding options to
support park
improvements.
Medium F,
P&R,
TM
In Progress In Progress • The Town launched FlashVote in the
beginning of 2019 to gauge public
support.
• Additional input was gathered and
identified in the Parks and Recreation
Master Plan, including the use of a
statistically valid survey.
• The budget includes periodically
revisiting membership / user fees, which
will be reviewed through the Parks and
Recreation Advisory Board.
2A
B. Increasing public
awareness of the cost to
acquire, build and
maintain public parks,
trails and recreational
facilities and to provide
programs.
Medium F,
P&R,
TM
In Progress In Progress 6A
C. Identifying potential
revenue sources.
Medium F,
P&R,
TM
In Progress In Progress 7A
41
Address the adequacy of
Town parks and recreation
programs and facilities by:
Ongoing CED,
P&R
In Progress Complete • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
2A
12
A. Periodically assessing the
availability of recreation
opportunities for all
residents within the
Town.
completed and presented to Council in
May 2020.
• Phase II is anticipated to go to Council
early 2021 for adoption.
B. Enhancing and
maintaining open space,
park and recreation
facilities and programs
through existing and new
resources, private and
public recreation
providers, partnerships,
volunteers and others as
appropriate.
Ongoing PW,
P&R
In Progress In Progress 2A
C. Considering the
affordability and
availability of existing and
future parks and
recreation programs to
residents.
Ongoing P&R In Progress In Progress 2A
43 Study and evaluate the
feasibility of the
development of additional
and improved public
recreation or community
education facilities in the
community.
Long P & R In Progress In Progress • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
• Phase II is anticipated to go to Council
early 2021 for adoption.
2A
44 Develop a strategy to acquire
property for larger
recreational and community
use of sufficient size and
location that access can be
shared equitably by multiple
neighborhoods and all
residents.
Long CED,
PW, F,
P&R,
TM
In Progress In Progress • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
• Phase II is anticipated to go to Council
early 2021 for adoption.
2A
13
45 Review opportunities to
repurpose land for small and
neighborhood parks by
acquiring land or partnering
with local stakeholders and
agencies.
Long CED,
F,
P&R,
TM
In Progress In Progress • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
• Phase II is anticipated to go to Council
early 2021 for adoption.
2A
46
Plan for future trail needs in
the community by developing
and adopting a trails plan
that:
A. Establishes long-term
strategies for trail
development, linkages,
management and upkeep
in cooperation with other
local jurisdictions
Medium CED,
P&R
In Progress In Progress • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
• Phase II is anticipated to go to Council
early 2021 for adoption.
• The Town continues to work with Pima
County in exploring ways to extend
paved paths. The County added an
extension north of the Oro Valley Village
Center (formerly the Oro Valley
Marketplace) and is exploring additional
Loop extensions.
2A
B. Links neighborhoods,
open space,
environmentally sensitive
lands and natural
resources.
Medium CED,
P&R
In Progress In Progress 2A
C. Integrates with the Parks
Master Plan and is
periodically updated.
Medium CED,
P&R
In Progress In Progress 2A
47
Create procedures, including
public and private
contributions, for integrating
signs into parks, trailheads,
trails and linear bicycle paths
and near natural areas that:
Inform users of site
information and regulations.
Medium CED,
P&R
Future Item In Progress • Sign are integrated in all these areas.
• The Zoning Code requires signs in all
private parks and for public trails on
private properties. Sings include
information and rules/regulations. The
trailheads also include wayfinding
signage.
• Staff is currently updating the Design
Principles and Standards but
recommends expanding the scope to
include this item.
14
Educate users about local
history and ecology.
Medium CED,
P&R
Future Item Future Item
48 Explore opportunities to
integrate family-friendly
amenities into the trail
system, such as areas for
play, rest, water, shade and
learning.
Long CED,
P&R
In Progress In Progress • Phase 1 (Needs Assessment) of the Parks
and Recreation Master Plan was
completed and presented to Council in
May 2020.
• Phase II is anticipated to go to Council
early 2021 for adoption.
PUBLIC FACILITES AND SERVICES –REMAINING TASKS
49
Pursuing grants to implement
conservation measures.
Medium WU Future Item Maintained • The Water Utility applies for grants as
they become available.
50 Develop a plan for long-term
municipal facilities that
considers overall community
needs and growth and that
addresses parking, facility
expansion, satellite offices,
central offices, maintenance
and fueling facilities and
operations.
Medium PW,
TM,
I&T
In Progress In Progress • The Town is creating a Town-wide
Facilities/space needs plan. This includes
an evaluation of existing and future
space needs through site visits,
reviewing previous documents, and
development of overall goals. The
donation of property on Oracle Road by
the Rooney family, and the impacts of
COVID-19 on teleworking have caused
staff to take a brief pause to ensure the
future analysis addresses these issues. A
concept plan will be discussed with
Town Council in late FY20/21 or early
FY21/22.
4A
SAFETY- REMAINING TASKS
52
Plan for the safety and
security of the community by
developing, implementing
and periodically updating
strategies and plans for:
A. Flooding.
Ongoing PW,
OVPD,
GRFD,
WU,
I&T
In Progress Maintained • Town departments have Continuity of
Operations Plan (COOP), which includes
both short and long-term
emergency/disaster guidelines. The
Public Works Division has a COOP that
addresses emergency response
situations.
• The Drainage Criteria Manual is geared
towards preventative measures to
4B
15
prevent flooding, and an update to the
manual is in the final stages of review.
60 Continue Town programs
that limit risk associated with
construction dust and the
spread of diseases.
Ongoing PW In Progress Maintained • The Town has standards to limit dust on
dirt roads.
• The Zoning Code requires dust control
on all clear or graded land. Dust control
measures (e.g. decomposed granite,
hydro seeding) continue to be reviewed
as new methods become available.
63
Address safety issues,
including stormwater, in
reviewing school and
development site plans
during the development
review process
Short/
Ongoing
CED,
PW
In Progress In Progress • Phase II, of updating the Town’s
Drainage Criteria Manual (DCM) was
initiated in July 2019 with Riley
Engineering and their sub-consultant,
Mike Zeller. A complete draft of the new
manual is under outside consultant
technical review. It is expected to be
accepted and implemented fiscal year
20/21.
5A
16
ENVIRONMENT ACTIONS
2019 SUMMARY 2020 UPDATE ON THE 43
REMAINING TASKS
ACCOMPLISHMENTS (74%) TASKS TO COMPLETE (26%)
Completed 30 Completed +7 Total tasks completed 37 Total tasks currently
in progress
15
Maintained 43 Maintained +7
In Progress 12 In Progress 15 Total tasks maintained
through ongoing
operations
50 Remaining tasks to
evaluate or complete
in the future
14
Future Items 31 Future Items 14
SONORAN DESERT RESOURCE- REMAINING TASKS
NO. TASK TIMEFRAME DEPT. STATUS COMMENTS SLP
2019 2020
66 Maintain the
Environmentally
Sensitive Lands
Ordinance (ESLO)
by:
A. Evaluating and
appropriately
updating the
ESLO for
effectiveness at
least every 10
years.
Medium CED In
Progress
In Progress • Staff evaluated the ESLO by reviewing the
related General Plan policies for guidance
review of all code requirements and plans
associated with open space conservation,
analysis of all subdivisions approved since
adoption of the ordinance and
identification of known gaps within the
code.
• Due to budgetary constraints caused by
the global pandemic, contracting a
biologist and habitat specialist has been
put on hold. However, staff is researching
additional standards for preservation,
health determination and transplant
potential for saguaros and ironwoods to
create policies to address many of the
known gaps.
5A
B. Updating
design
guidelines and
standards to
incorporate
best practices
Medium CED In
Progress
In Progress • Staff analyzed all the subdivisions
approved since adoption of the ordinance
to evaluate conservation subdivision
design. Due to budgetary constraints
caused by the global pandemic,
contracting a habitat specialist and
5A
17
on site and
building design
related to
environmental
conservation.
biologist to review staff’s findings has
been put on hold.
67 Reviewing and
amending the
Zoning Code as
needed.
Ongoing CED In
Progress
In Progress • Staff evaluated the ESLO by reviewing the
related General Plan policies for guidance
review of all code requirements and plans
associated with open space conservation,
analysis of all subdivisions approved since
adoption of the ordinance and
identification of known gaps within the
code.
• Due to budgetary constraints caused by
the global pandemic, contracting a
biologist and habitat specialist to assist
with amending the code has been put on
hold. However, staff is researching
additional standards for preservation,
health determination and transplant
potential for saguaros and ironwoods to
create policies to address many of the
known gaps.
5A
68
Connect
environmentally
sensitive lands,
which include
wildlife and plant
habitats, riparian
areas and
significant natural
resource areas by:
Identifying
preservation and
connection
strategies between
environmentally
Long CED In
Progress
In Progress • Staff evaluated the ESLO by reviewing the
related General Plan policies for guidance
review of all code requirements and plans
associated with open space conservation,
analysis of all subdivisions approved since
adoption of the ordinance and
identification of known gaps within the
code.
• Due to budgetary constraints caused by
the global pandemic, contracting a
biologist and habitat specialist to assist
with amending the code has been put on
hold. However, staff is researching
additional standards for preservation,
18
sensitive lands,
including Tortolita
Mountain Park,
Arroyo Grande,
Catalina State Park
and Coronado
National Forest, in
cooperation with
other agencies and
jurisdictions.
health determination and transplant
potential for saguaros and ironwoods to
create policies to address many of the
known gaps.
69
Protect significant
biological
resources,
including key
wildlife and plant
habitats and
special-status
species, to prevent
their loss or
degradation by:
A. Maintaining a
current and
accurate
database of
significant
biological
resources,
including maps
of their
locations.
Short CED,
IT
In
Progress
Maintained • The ESL map is up to date based on
current zoning and code requirements.
• Due to budgetary constraints caused by
the global pandemic, contracting a
biologist and habitat specialist to assist
with possible amendments to the
conservation categories has been put on
hold.
71 Conserve scenic
views of the
ridgelines, hillsides,
peaks and foothills
of the Santa
Catalina, Tortolita,
and more distant
mountain ranges
Medium CED Future
Item
Maintained • There are not standards specific to parks,
but the Zoning Code limits building height
along scenic corridors to protect the views
of the mountains. These standards protect
views from parks and other vantage points
in Town.
19
that contribute to
the Town’s valued
scenic character by:
A. Developing
land use
regulations
that require
development
proposals to
maintain
and/or
enhance the
quality of views
to and from
public parks.
B. Monitoring and
revising scenic
resource
regulations as
needed to
enhance
community-
wide goals.
Ongoing CED In
Progress
Maintained • A code amendment was approved to
revise the scenic corridor standards for
consistency between tech-park and
commercial uses. Additional amendments
may occur over time.
72 Maintain and
improve night sky
visibility by:
A. Updating
regulations to
incorporate
new
technologies
and best
practices that
minimize light
pollution.
Short CED,
PW
Future
Item
Future Item • Updating the lighting section of the Zoning
Code is on the Planning Work Plan
FY19/21. However, due to the budgetary
constraints from the global pandemic, a
consultant needed to complete these
updates has been put on hold.
B. Adhering to
regional dark-
skies initiatives.
Ongoing CED,
PW
Future
Item
Future Item
20
74 Develop and
implement the
Town’s Tree
Master Plan, which
considers the
benefits of trees in
relation to overall
community
welfare, while
making plans for
infrastructure,
facilities, new
development and
the conservation of
Oro Valley's scenic
views.
Medium CED,
PW,
P&R
Future
Item
Future Item • This is recommended for a future strategic
plan item.
75 Periodically review
and update the
Town's Save-A-
Plant program in
order to protect
healthy, native
vegetation.
Medium CED Future
Item
Maintained • Before COVID-19, the Town’s Save-A-Plant
program was promoted to developers.
Logistics are updated accordingly on a
case-by-case basis. For instance, due to
the topography of the site, Nakoma Sky
hosted a Save-A-Plant table at the
Farmer’s Market during 2nd Saturday at
Steam Pump Ranch.
76 Evaluate the
effectiveness and
provide
appropriate
support to
programs or groups
that strive to
reduce invasive
species and the
replanting of native
species.
Ongoing CED,
PW
Future
Item
Maintained • Invasive plant species are identified and
removed during the development process.
• The Town periodically reviews and
updates the approved Native Plant list,
which requires low-water native plants for
all new developments and list of
prohibited plants in the Zoning Code.
• The Town utilizes volunteer assistance for
invasive species eradication along some
key roadways.
77 Develop measures
that encourage
private property
Short CED Future
Item
Future Item • Invasive plant species are identified and
removed during the development process.
21
owners to assist in
invasive species
removal.
The Zoning Code also includes a list of
prohibited species (Addendum E) available
to the public.
WATER CONSERVATIO- REMAINING TASKS
82
Reduce
dependence on,
use and
diminishing of the
groundwater
supply by:
A. Exploring the
expanded use
of stormwater
harvesting and
recharge areas.
Medium WU Future
Item
Future Item • This is recommended for a future strategic
plan item.
83 Expand
infrastructure and
facilities that
provide for a
diverse water
supply portfolio,
including Central
Arizona Project
water and the use
of reclaimed water
for irrigation and
other purposes.
Long WU In
Progress
In Progress • The Water Utility is expanding and the
North West Recharge and Recovery
Delivery System (NWRRDS) will be online
in 2024, allowing for the delivery of
additional CAP entitlements for use in the
community.
4B
84
Develop plans,
create partnerships
and, where
appropriate,
incentives that
increase use of
alternative water
sources for potable
and non-potable
uses, including:
A. Graywater.
Long WU Future
Item
Complete • In FY 19/20 the Water Utility partnered
with a consultant to review and update
the Utility’s reclaimed water rate structure
and rate setting methodology. The work
resulted in an updated rate setting
methodology to ensure that the cost of
providing reclaimed water was equitable
to all customers while incentivizing the
use of reclaimed water.
22
B. Passive and
active
stormwater
harvesting.
Long WU Future
Item
Complete • Rainwater harvesting is required for all
new developments. Although there are no
official incentives for homeowners, the
Water Conservation Specialist provides
programs and consultation to assist with
Stormwater harvesting. Additionally, the
Town does not collect a conservation fee.
88 Explore the
feasibility, value
and public interest
in fluoridation of
Oro Valley's water
supply.
Short WU Future
Item
No Further
Action
• This item has been evaluated and is not
being pursued at this time. A very small
amount of disinfectant (Sodium
Hypochlorite) is added to the water to
ensure the water system is free of any
waterborne diseases such as cholera,
dysentery and typhoid.
• Adding fluoride to water for the sole
purpose of preventing tooth decay (a non-
waterborne disease) may be considered a
form of medical treatment and is not
necessary in a system that already
contains naturally occurring fluoride.
89
Provide resources
for water course
management
including:
Channelizing to
minimize safety
threats.
Long PW Future
Item
In Progress • A complete draft of the new Drainage
Criteria Manual is under outside
consultant technical review. It is expected
to be accepted and implemented fiscal
year 20/21.
93
Put in place plans,
resources and
requirements to
manage
stormwater runoff
in order of:
A. Increase
infiltration into
the
groundwater.
Short PW Future
Item
In Progress • A complete draft of the new Drainage
Criteria Manual is under outside
consultant technical review. It is expected
to be accepted and implemented fiscal
year 20/21.
23
97 Develop and
implement a public
education program
regarding ways to
minimize negative
environmental
impacts of
stormwater caused
by development.
Short PW In
Progress
Complete • The Town has a formal public outreach
program, which was documented on the
latest audit from ADWR.
98 Study options and
provide
opportunities for
development or
redevelopment to
design for, capture
and manage
stormwater in
facilities having
multiple benefits,
such as stormwater
management,
recreation, wildlife
habitats and
groundwater
recharge.
Short CED,
PW
In
Progress
In Progress • Phase II, of updating the Town’s Drainage
Criteria Manual (DCM) was initiated in July
2019 with Riley Engineering and their sub-
consultant, Mike Zeller. A complete draft
of the new manual is under outside
consultant technical review. It is expected
to be accepted and implemented fiscal
year 20/21.
100 Evaluate
stormwater
management
policies, practices
and work programs
and align with
water conservation
strategies when
appropriate.
Medium PW,
WU
Future
Item
In Progress • A complete draft of the new Drainage
Criteria Manual is under outside
consultant technical review. It is expected
to be accepted and implemented fiscal
year 20/21.
CULTURAL RESOURCE- REMAINING TASKS
101
Preserve and share
significant cultural
Medium CED,
P&R
In
Progress
In Progress • The following documents identify and
inventory cultural resources in the Town.
24
resources of Oro
Valley with the
community by:
A. Identifying
significant
cultural
resources,
including
people, events,
places and
activities in an
inventory that
is periodically
updated.
o Rock Art, Ranch, and Residence:
Cultural Resources in the Town of
Oro Valley
o The Oro Valley Cultural Heritage
Preservation Plan: Developing and
Sustaining a Community Sense of
Place
• In 2021, the Historic Preservation
Commission will be reviewing the
Preservation Plan in terms of identifying
accomplishments as well as areas to
continue their work.
B. Collecting oral
histories from
key persons
related to Oro
Valley history.
Medium CED,
P&R
Future
Item
In Progress • Key people have been identified and some
oral histories have been collected. A
session in Community Academy is about
the history of Oro Valley.
•
C. Creating and
executing a
plan for the
placement of
interpretive
elements
related to
cultural
resource sites
in existing and
planned Town
facilities and
properties with
the assistance
of outside
funding.
Medium CED,
PW,
P&R
Future
Item
Future Item • This is recommended for a future
strategic plan item.
CLEAN ENVIRONMENT- REMAINING TASKS
25
109
Provide and
support safe and
convenient waste
disposal options for
the community by:
A. Exploring the
creation of a
Town-wide
recycling
program for
municipal,
commercial
and residential
uses.
Medium PW,
OVPD,
TM
Future
Item
Future Item • There is no external community wide
program. Private companies such as
Waste Management offer services to
their clients.
B. Collaborating
with the
private sector
to offer
recycling
stations and
clean
composting
sites
throughout the
Town.
Medium PW,
OVPD,
TM
Future
Item
Maintained • The Town will continue to partner
with the City of Tucson and recycling
organizations to provide events
throughout the town.
C. Establish
hazardous
waste
collection and
storage
facilities in Oro
Valley.
Medium PW,
OVPD,
TM
Future
Item
Maintained • The Town conducted two hazard
waste events in partnership with City
of Tucson.
D. Implementing
programs that
demonstrate
best practices
in recycling,
waste
Short PW,
OVPD,
TM
Future
Item
In Progress • Constituent Services Coordinator has
met with City of Tucson regarding
recycling.
26
minimization
and disposal
programs.
110
Promote
sustainable
practices in the
private sector by:
A. Developing an
Oro Valley
awards
program to
recognize these
practices.
Medium CED,
WU
Future
Item
No Further
Action
• The Town of Oro Valley defers to
national programs such as LEED that
are used throughout the industry to
recognize these efforts.
• This is recommended for a future
strategic plan item.
B. Establishing
development
incentives for
projects
demonstrating
an exemplary
commitment to
sustainability.
Medium CED,
WU
Future
Item
Future Item
C. Partnering with
local
businesses to
create
incentives for
the education,
purchase
and/or
installation of
resource
conservation
products.
Medium CED,
WU
Future
Item
Future Item
113
Promote energy
efficiency by:
A. Reviewing,
identifying and
addressing
Medium CED,
PW
Future
Item
Future Item • This is recommended for a future
strategic plan item.
27
Town policies
and ordinances
that enhance
renewable
energy
production,
efficiency and
conservation.
B. Conducting an
assessment of
emerging
renewable
technologies
for potential
application in
the
community.
Medium CED,
PW
Future
Item
Future Item
114
Support the use of
alternative energy
to reduce
emissions and air
pollution and to
enhance
environmental
quality by:
A. Creating
programs that
incentivize and
reduce barriers
to the use of
clean
alternative
energy in
business,
institutional
and residential
settings.
Medium CED,
TM
Future
Item
Future Item • This is recommended for a future
strategic plan item.
28
B. Exploring
opportunities
to encourage
private
industry to
develop and
maintain
convenient
alternative fuel
stations.
Medium CED,
TM
Future
Item
Future Item • Recommended for future strategic
plan/work plan item.
115 Create energy
efficiencies in Town
operations by:
A. Investigating
the feasibility
of converting
Town vehicles
and negotiating
agreements
with other
large fleet
organizations
to utilize
“green fuel.”
Medium PW,
WU
Future
Item
No Further
Action
• This has been evaluated this item and
all vehicles would need to be updated
for this to be economical. This may be
reevaluated in the future but is also
not practical for every department.
4A
117 Work
collaboratively with
regional partners
to create and
maintain web-
based information
portals such as
Solar One Stop,
uniform renewable
energy standards,
inspection
procedures and
submittal
requirements, and
Medium CED,
PW,
I&T
In
Progress
In Progress • The Town will be implementing new
permitting software in the FY 20/21 to
address this item.
• Electronic plan review and permitting
is done with all developments and the
Community and Economic
Development Department went
“paperless” in July 2020.
29
provide for
electronic
permitting.
119
Create programs to
enhance air quality
by:
A. Controlling
construction
dust and
exploring the
requirement of
reclaimed
water use to do
so.
Long PW Future
Item
Complete • Where available, reclaimed water is
used to support earth working
projects as well as control
construction dust.
• Construction dust is regulated by the
Pima County Department of
Environmental Quality (PDEQ).
B. Encouraging
the use of
natural gas,
multimodal
transportation,
rideshares and
renewable
resources.
Long CED Future
Item
Future Item
120
Pursue
sustainability and
environmental
conservation in
development by:
A. Periodically
updating
existing low-
impact
development
regulations.
Medium CED In
Progress
In Progress • Staff analyzed all the subdivisions
approved since adoption of the
ordinance to evaluate conservation
subdivision design. Due to budgetary
constraints caused by the global
pandemic, contracting a habitat
specialist and biologist to review
staff’s findings has been put on hold.
5A
B. Including
sustainable and
environmental
development
practices in
Medium CED In
Progress
In Progress 5A
30
Town
development
review.
31
DEVELOPMENT ACTIONS
2019 SUMMARY 2020 UPDATE ON THE 31
REMAINING TASKS
ACCOMPLISHMENTS (65%) TASKS TO COMPLETE (35%)
Completed 16 Completed +2 Total tasks completed 18 Total tasks currently in
progress
17
Maintained 24 Maintained +5
In progress 17 In Progress 17 Total tasks maintained
through ongoing
operations
29 Remaining tasks to
evaluate or complete in
the future
7
Future items 14 Future Items 7
LAND USE AND DESIGN- REMAINING TASKS
NO. TASK TIMEFRAME DEPT. STATUS COMMENTS SLP
2019 2020
125
Maintain the unique character of
Oro Valley by studying and
updating:
A. Site design standards.
Medium CED In
Progress
In Progress • Staff is currently updating the Design
Principles and Standards but
recommends expanding the scope to
include creating commercial nodes in
strategic locations throughout the Town.
5A
B. Land use regulations that
define and incorporate
effective compatibility
standards.
Medium CED In
Progress
In Progress 5A
C. Regulations that enable a
variety of architectural
colors and textures,
especially for commercial,
that integrate with the
community and don’t
emphasize sameness.
Medium CED In
Progress
In Progress
128 Develop detailed planning for
designated neighborhood-scale
growth areas at prominent
intersections.
Long CED In
Progress
In Progress • Staff is currently updating the Design
Principles and Standards but
recommends expanding the scope to
include creating commercial nodes in
strategic locations throughout the Town.
129
Create development standards,
policies and provisions and make
Long CED In
Progress
In Progress
32
available in appropriate locations
for:
A. Form-based code.
• Staff is currently updating the Design
Principles and Standards but
recommends expanding the scope to
include using form-based code for
commercial nodes, mixed use zoning
and transit-oriented development.
B. Transit-oriented
development.
Long CED Future
Item
Future Item
C. Mixed-use zoning. Long CED Future
Item
Future Item
130
Update development regulations
of Master Planned communities
to:
A. Incorporate land uses
consistent with surrounding
development and residential
acceptance.
Medium CED Future
Item
Future Item • This is recommended for a future
strategic plan item.
132
Plan for the growth of the
community through annexations
by:
Creating an annexation strategy
that reflects sound financial
planning.
Long CED,
F, TM,
I&T
In
Progress
Complete • A comprehensive annexation policy was
adopted by Town Council in July 2020.
1C
133 Investigate the annexation of
county islands and peninsulas to
facilitate infrastructure expansion
and improve operational
efficiencies of municipal services.
Long TM,
I&T
In
Progress
Complete • A comprehensive annexation policy was
adopted by Town Council in July 2020.
1C
134 Hold periodic “energy summits”
by bringing together providers,
key landowners, businesses and
Town staff to identify and resolve
issues and discuss plans for future
growth.
Long CED,
TM
Future
Item
Future Item • This is recommended for a future
strategic plan item.
135
Respond to and plan for the
present and future housing needs
of the community, while
considering changes in
demographics and overall growth
by:
Medium CED Future
Item
In Progress • A market study was completed in 2017,
which included a housing component.
• Town staff began updating and adding
more specific information for this item
by commissioning a third-party
33
A. Developing a housing plan,
that addresses the needs of a
diverse community.
consultant to complete an apartment
study. The apartment study only
represents one component of the larger
housing study, which include all housing
types.
• Once the housing study is complete, a
housing plan and zoning strategies will
be developed.
B. Developing zoning strategies
that implement the housing
plan.
Medium CED Future
Item
In Progress
INFRASTRUCTURE- REMAINING TASKS
137
Develop a plan for new
development and infrastructure
that:
A. Identifies funding methods
and techniques.
Medium PW, F,
I&T
In
Progress
In Progress • New Impact Fees were adopted in 2020
that go into effect in July 2022.
• Regionally, work is being done to create
a new iteration of the RTA – to be called
RTA Next, a new 20-year regional
transportation program to start in 2026.
141 Coordinate infrastructure
expansion and future utility
services in Innovation Park and
other key employment and
commerce sites.
Ongoing CED In
Progress
In Progress • This is an identified strategy in the CEDS
plan to be implemented within the next
5 years.
1A
142
Increase opportunities for
telecommunications and
broadband services in the
community by:
A. Identifying community needs
and suitable providers.
Long CED,
I&T,
TM
In
Progress
In Progress • The Comprehensive Economic
Development Strategy (CEDS) identified
a need for telecommunications and
broadband services.
• The Chief Information Officer is working
on evaluating opportunities to increase
broadband services that will be
presented to Town Council.
1A
B. Assessing suitable locations
and the impact on current
infrastructure.
Long CED,
I&T,
TM
Future
Item
In Progress 1A
TRANSPORTATION/CIRCULATION- REMINAING TASKS
146 Re-examine Zoning Code parking
ratios as part of overall
transportation planning in areas
where transportation options
Medium CED,
PW
In
Progress
In Progress • Updating the parking code requirements
is on the Planning Work Plan for
FY19/21. Research is currently
underway.
34
other than the automobile are
available.
147 Create a complete streets design
manual that considers means to
calm traffic, traffic safety,
neighborhood aesthetics,
stormwater management, access
management, public health,
safety and community vitality.
Short CED,
PW
In
Progress
Future Item • Preliminary work to update the Town’s
Subdivision Street Standards has been
conducted. It is recommended for a
future strategic plan item to direct
further resources needed to complete
this task.
148
Complete long-range planning for
the roadway network that
addresses:
A. Proper capacity (20-year
traffic volume projection) to
serve traffic generated by the
land uses depicted on the
General Plan Land Use Map.
Medium CED,
PW
Future
Item
In Progress • This is being addressed by several
efforts. First it was reviewed as a 5yr
window with the latest update of the
Impact Fees. Then it is being constantly
monitored by the Town Engineering
staff and PAG as a part of the federally
mandated R-MAP process.
• Lastly it is being addressed within the
RTA Next efforts. Within the proposed
projects is the extension of La Cholla
Blvd. north to Oracle Junction.
B. Future transportation needs,
access and development on
major roadways.
Medium CED,
PW
Future
Item
In Progress
C. Fostering alternative routes
to Oracle Road in order to
alleviate congestion.
Medium CED,
PW
Future
Item
In Progress
150
Coordinate with the state to
develop detailed planning for
Oracle Road that identifies
partnerships, funding options and
agreements in order to allow for:
A. Diverse development.
Medium CED,
PW
In
Progress
In Progress • The Town is currently working with the
new owners of the Oro Valley Village
Center (previously known as the Oro
Valley Marketplace) to revitalize the
center.
• A code amendment was approved
allowing more employment uses in
commercial zones, including those along
Oracle and updating the scenic corridor
standards to utilize the same standards
for both commercial and employment
centers.
4A
35
B. An upgraded visual quality. Medium CED,
PW
In
Progress
In Progress • Through Street Operations, The Town
has a landscaping IGA and subsequent
license agreement with ADOT to
maintain the vegetation on the Oracle
Rd. shoulders.
• The IGA could be extended to include
maintenance and lane closure permits,
as well as identify the resources needed
to conduct this body of work.
4A
151
Re-evaluate roadway design
standards, especially for arterial
and collector roads, to include
methods for:
A. Reducing fuel consumption,
congestion and the number
of vehicles starts and stops.
Medium PW,
OVPD
In
Progress
Future Item • Preliminary work to update the Town’s
Subdivision Street Standards has been
conducted. It is recommended for a
future strategic plan item to direct
further resources needed to complete
this task.
B. Improving the attractiveness
of roadways, including public
art, landscaping and
decorative light poles.
Medium CED,
PW
In
Progress
Maintained • All public roadway projects include art
and landscaping as standard elements.
159
Encourage walkability and safe
routes to destinations through
the community by:
A. Identifying locations where
pedestrian facilities and
connections need to be
upgraded along major
roadways.
Short PW,
OVPD
In
Progress
Maintained
B. Developing an assessment
process for walkability
standards to be used during
development review.
Short CED,
OVPD
Future
Item
Future Item • Walkability and ADA standards are part
of development review. However, a
protocol to assess walkability has not
been created yet.
160
Develop a plan for future transit
needs that includes:
A. Safe, attractive, efficient
transit shelters that enhance
the community's character.
Medium PW Future
Item
Maintained • In conjunction with the Pima Association
of Governments (PAG), shelters are
updated as finding becomes available.
36
B. Pullouts for buses. Medium PW Future
Item
Maintained • All new road construction projects
include this item.
C. Efficient transit routes which
allow for coordination of trips
to common destinations and
regional connections.
Medium PW Future
Item
Maintained • The Transit Division (Public Works)
provides constant updates, which have
become more effective with the new
Trip Spark scheduling software.
Department abbreviations:
CED- Community and Economic Development Department
F- Finance
GRFD- Golder Ranch Fire District
I&T- Innovation and Technology
OVPD- Oro Valley Police Department
P&R- Parks and Recreation
PW- Public Works
TM- Town Manager’s Office
WU- Water Utility
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
Planning Division Work Plan Progress Report : FY 19/20 - FY20/21
TIMEFRAME TOTAL ITEMS COMPLETED ONGOING IN PROGRESS FUTURE ITEMS NO FURTHER
ACTION
Short-term 11 5 2 4 0 0
Mid-term 6 0 2 3 1 0
Long-term 7 1 0 1 4 1
Total 24 6 4 8 5 1
FOCUS
AREA
NEED PROPOSED SOLUTION PRIORITY SOURCE STATUS COMMENTS
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-FY19/20 SLP: Goal
1A
YVOF:
Community
Complete A zoning code amendment
to address this item was
approved by Town Council
in July 2020.
Update the zoning code to permit
“shovel-ready” sites for properties
located in the Economic Expansion
Zone (EEZ) only.
1-FY19/20 Complete A zoning code amendment
addressing this item was
approved by Town Council
in September 2020. 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-FY19/20 SLP: Goal
5A
YVOF:
Community
Complete Zoning code amendments
addressing noise and odor
abatement were approved
by Town Council in July
and October 2020.
Review and recommend updates to the
design standards.
4- FY19/20 In progress and
included on the
proposed
FY20/21 –
FY22/23
strategic plan
Gaps and minor changes to
be addressed have been
identified Staff recommends
expanding the scope from
the existing SLP, to include
non-residential standards
as well.
Review and recommend updates to the
grading ordinance section
5- FY20/21 Initiation by
Town
Council or
PZC
In progress Internal review with all
applicable departments has
been conducted. Additional
work will be completed for
presentation to the
Commission in 2021.
Explore design standards for custom
built homes
3- FY19/20 In progress
This will be completed with
the design standards
update.
PROCESS IMPROVEMENTS Improve
efficiency in the
development
review process
Identify inefficiencies and solutions
within the planning and permitted
procedures.
7- FY19/20 SLP: Goal
1D
YVOF:
Economy
Complete Several inefficiencies have
been resolved through
weekly coordination
meetings with all applicable
departments, electronic
submittals and new
processing software. Staff
will continue resolve issues
as they arise.
Complete the transition to electronic
plan submittal and review
6- FY19/20 Complete The Community and
Economic Department
(CED) went paperless in
July 2020.
Update the zoning code to establish a
more efficient development review
process.
8- FY20/21 In progress This zoning code
amendment will be
presented for consideration
to the Planning and Zoning
Commission and Town
Council in 2021.
Increase
efficiency and
effectiveness of
boards and
commissions
Train new Commission and Board of
Adjustment members
2- FY20/21 Ongoing Trainings through study
sessions, invitations to
conferences and more are
held throughout the year
when requested or as
needed.
Uphold fulfilling
the community’s
vision as a top
priority
Provide an annual update of the Town’s
progress for completing the General
Plan’s action items.
Annual SLP: Goal
6B
YVOF Plan
State Law
Ongoing Presentations to
Commission/ Council occur
every December. 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
2- FY19/20 SLP: Goal
1B
YVOF:
Community
In progress and
included on the
proposed
FY20/21 –
FY22/23
strategic plan
Staff will continue to work
with the private property
owners through the
development review
process. The timeline for
this item is largely driven by
the applicant.
Update the zoning code standards for
parking in anticipation of future
transportation needs.
5- FY20/21 In progress Preliminary work has been
conducted to refine and
expand the parking code
requirements to meet users’
needs.
Use form-based code to create public
spaces in existing commercial activity
nodes
6- FY20/21 Recommended
for future
strategic plans
Staff recommends this item
for a future strategic plan.
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.
1- In
progress
(FY20/21)
SLP: Goal
5A
YVOF:
Environme
nt
In progress and
included on the
proposed
FY20/21 –
FY22/23
strategic plan
Staff evaluated and
identified gaps with regard
to plant treatment. Some of
these gaps will be
addressed through
technical bulletins, as
permitted by code. This
item is also recommended
for the next strategic plan to
complete the larger
objective. 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
Ongoing The Town launched a new
website in May 2020. As
part of this launch, the
Planning project’s page
(OVprojects.com) was re-
created using a map
system. Additionally, an
updated zoning map was
launched to include more
zoning information on one
map. Additional updates
are planned to occur in
FY20/21.
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
Ongoing The Rancho Vistoso and La
Reserve PADs were
converted to HTML to
increase user friendliness.
Additional code
amendments and PAD
conversions will occur; as
applicable. 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:
Developme
nt
No further
action
This project will be led by
the Town Engineer.
Planning will work closely
with key staff members on
this project at a future time. LAND USE AND DESIGN Update zoning
code standards
that may be
outdated
Evaluate and review the following code
sections for potential updates:
Lighting code
2- FY20/21 included on the
proposed
FY20/21 –
FY22/23
strategic plan
Code amendments to
address various legal
requirements took
precedence. These include
updates to the variance
findings, a separate yet
associated amendment for
setback reductions and
preparation for recreational
marijuana.
Accessory use standards Recommended
for future
strategic plans Site delivered homes definition and
standards
PAD/PRD standards
Zoning in conformance with the General
Plan
In progress Updating the code for
conformance with the
General Plan and State law
will be presented to the
Commission in Spring
2020. 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 Completed To respect current safety
protocols, Community
Academy was held virtually
in February 2021. Staff
recorded videos and used
functions in Zoom to
maintain a high-level of
engagement.
Town staff will continue to
explore ways to make
Community Academy more
accessible.