Town Manager's Performance Goals

STRATEGIC POLICY GOAL

Develop long-term financial sustainability and stability for the Town. This may be achieved by activities that focus on the following policies and practices:

• Analyses of existing and potential revenue / funding sources
• Improvement of operational efficiencies through procurement, cost-benefit analysis, performance measures and enhanced program based budgeting
• Enhanced and more frequent financial monitoring and reporting

Financial Stability

1. Enterprise Resource Planning System – Phase III is a continued partnership between Information Technology, Human Resources, and the Finance department.  This Phase will entail implementation of the MUNIS Employee Self Service module and enhanced usage of the Project Accounting module.
2. Update Parks & Recreation User Fees – Finance staff, working together with Parks and Recreation staff, will prepare an analysis showing current cost recovery percentages of Oro Valley Parks and Recreation programs and facility usage.  This data will be presented to the Town Council at a Study Session on September 10, 2008, together with a recommended Parks and Recreation User Fee Policy to provide guidance and structure for establishing and updating parks and recreation user fees.
3. Employee Classification Plan – Human Resources will update the classification plan by creating job families and conducting a salary survey to evaluate proper pay ranges. The Classification plan will be presented to the Mayor and Council for review and approval in spring 2009 as part of the budget planning and approval process for FY 2009-2010.
4. Update Development Review Fees – Finance staff, working together with Public Works and Development Services staff, will propose revised development review fees for Town Council consideration that will address improved cost recovery and provide an incentive for developers and their consultants to submit better quality plan documents to the Town.
5. Business Disaster Recovery Plan – Develop a comprehensive plan for recovering data and critical operations software in the event of a catastrophic loss of data center hardware.  This plan shall inventory and evaluate all Town hardware and software programs for mission critical Town operations.
6. Procedures and Guidelines for Alternative Project Delivery Methods -  Draft procedures and guidelines for use of Alternative Project Delivery Methods (APDMs) for construction projects – Construction Manager at Risk (CMAR), Design Build (DB) and Job Order Contracting (JOC).

Quality of Life/Protection of Environmental and Cultural Assets

7. Steam Pump Ranch – Emergency stabilization and clean up efforts will take place throughout the year. In addition, staff will seek funding through Heritage and Transportation Enhancement grants for restoration of the 1870s house and the pump house.
8. Steam Pump Ranch Historic Gardens – Work with the community to re-create Historic Gardens at the Steam Pump Ranch.
9. Pavement Management Program – Finance staff, working together with Public Works staff, will analyze and evaluate the use of debt financing to address the roadway improvement needs of the Town given our limited revenue sources in this area.
10. CAP Water – Complete 3rd year milestones of the CAP Water System Delivery project. These milestones include, working with NW Water Providers to execute an updated Memorandum of Understanding, continuing to develop alternatives and cost analyses for CAP Water delivery, and preparing a draft intergovernmental agreement regarding governance, construction, financing and operations for CAP Water.  Continue to a support federal funding of a NW reliability reservoir.  Develop a public education process regarding CAP Water delivery.  Develop a firm timeline for CAP Water delivery.
11. Building Security Project – Install external security hardware on all Town buildings and design ID/Access badges for all employees.
12. Tucson Museum of Art – Staff is currently working with the Tucson Museum of Art to determine the feasibility of relocating the museum to Oro Valley.
13. RTA Transit Element – Develop and/or help define transit services for the Oro Valley area. The Town will work to:
    
• Design and Build the Park-and-Ride Facility
• Assist in the implementation of the Oro Valley Sun Tran Express services
• Work with PAG/RTA to develop a feasible circulator implementation plan through a combined public outreach program
• Work with PAG/RTA to regionalize the delivery of ADA para transit service.

Economic Development

14. Shop Locally Program – The Economic Development Division will develop and launch a Shop Oro Valley Campaign in November 2008.
15. Signature Community Event – Work with the community to develop a signature community event; or, enhance existing programs and events to continue to develop Oro Valley as a tourism destination.

Leadership and Communication

16. Strategic Plan Update – Update the Town’s 2007 Strategic Plan to reflect the goals and focus areas of importance to the Town Council.  The Strategic Plan should be linked to the Town’s budgeting process, and more specifically to enhanced program based budgeting.
17. Indexing of Historical Periodicals Related to Oro Valley – The Clerk’s Office will coordinate the indexing of historical periodicals in conjunction with the Planning and Zoning Director and the Historic Preservation Commission.
18. Public Participation Program – Develop procedures and guidelines for a pilot public participation program that would use citizen volunteers to help educate the community on the Town’s land-use decisions.
19. Oro Valley Legislative Process – Pursue a legislative program which strengthens local government, promotes Town goals and defends the Town against legislative actions by state and federal governments that would weaken local government and/or take away traditional revenue sources.
20. Police Department Mentoring Program –The Police Department will develop a Mentoring Program designed to help new officers make a seamless transition to police work and provide the necessary support to offer the best opportunity for success in our organization.
21. Boards and Commissions Training – Evaluate training opportunities, including the Citizens Planning Institute, to develop and implement an ongoing formal training program for all boards and commissions members.
22. Town Manager – Training & Professional Development – Actively pursue training and professional development opportunities to enhance Town Manager’s knowledge, skills and abilities through participation at conferences and seminars offered by the International City / County Management Association  and Arizona City / County Management Association.

Stretch Goals

23. Arroyo Grande – Staff will work to complete the General Plan Amendment with provisions for wildlife linkages and open space preservation. The pre-annexation development agreement will be drafted. Also, Planning and Zoning staff will complete an ESLO study of the area and related codes.
24. Naranja Town Site – Develop a design and construction implementation plan in the event that the ballot question passes in November of 2008.
25. Municipal Operations Center (MOC) – Conduct a concurrent procurement process for an architect and construction manager at risk and work on the schematic design for the site.  The MOC will strive to achieve the LEED silver and possibly gold standards during design and construction.
26. Environmental Sustainability Plan – Based on a resolution of the Town Council, Town staff has formed a Green Team that will look at ways to adapt our current infrastructure and buildings to become more sustainable.  Buildings will strive to achieve the LEED silver and possibly gold standards.  In addition, the Green Team will develop a sustainability action plan that will guide the Town’s environmental sustainability efforts over the next 3 to 5 years.  This action plan may use the Pima County Plan as a preferred model; and, will also explore the use of alternative fuels for Town vehicles.