David Andrews was born in Freeport, Texas, the youngest of nine children, and grew up in Tyler, Texas, where his stepfather taught him the home building trade at an early age.
David worked his way through college and graduated from Stephen F. Austin State University in Nacogdoches, Texas, with a Bachelor of Business Administration degree as an accounting major with almost enough semester hours to earn a minor in Spanish.
David’s first job after college was in Odessa, Texas, as a tax auditor with the Texas Comptroller of Public Accounts. He then moved his young family to Austin and became a budget analyst for a defense contractor, Tracor Aerospace Austin. The company’s most profitable segment was the manufacturing of chaff and flair for military aircraft, including fighter jets. That experience gave David the ability to integrate private-sector best practices into public sector execution.
At the time, David’s mother-in-law was the director of the Travis County Housing Authority, and she shared her knowledge and enthusiasm for local government. She suggested that David get his master’s degree in public administration. He moved to Tucson, Arizona to attend graduate school at the University of Arizona. David matured tremendously during this period and realized that he had a passion and knack for local government, as evidenced by earning his Master’s degree in Public Administration with a 4.0 GPA.
David started his municipal career with the City of South Tucson, Arizona. Because it’s a small city, he gained significant experience in municipal finance and federal programs, such as community development block grants. David served on the City’s small business loan committee, which used a revolving loan fund to make redevelopment loans to small businesses for building façade and signage improvements.
The next 18 years of David’s career were with the fast-growing Town of Oro Valley, Arizona, as its finance director, assistant town manager, and town manager. During that time, Oro Valley’s population grew 621%, from approximately 6,600 residents to approximately 44,000 residents. David learned a tremendous amount over that period including regional leadership, strategic planning, financial management, economic development, water and wastewater, municipal operations, and organizational development. He also gained a tremendous amount of experience and knowledge in land use planning, including comprehensive plans, development standards, transit-oriented development, and annexations.
David was the finance director for Oro Valley between November 1991 and March 2005, and continued with oversight responsibility while assistant town manager and town manager. His financial statements were Awarded the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association every year from 1991 through 2009, and the Distinguished Budget Presentation Award for fiscal year 2008-09. David worked directly with the town council, staff, community leaders, the regional transportation authority, the state department of transportation, and developers to address complex policy issues such as service-level demands and infrastructure needs. He issued over $100M in municipal and improvement district bonds for the acquisition of three private water companies and land as well as the development and construction of parks, libraries, municipal buildings, roadways, and water system improvements.
In 1995, David assisted the Town of Oro Valley with the acquisition of two private water companies and the initial formation of the town’s water utility. In order to meet the state’s assured water supply laws, the town formed several regional partnerships. They built a reclaimed water system for turf irrigation users, and converted golf courses from groundwater to treated effluent. They partnered with Pima County and the City of Tucson to purchase treated effluent from the city and county’s treatment plants and deliver the water for retail distribution within Oro Valley’s reclaimed water system. Oro Valley has the second largest reclaimed water system in Pima County, supplying approximately 2300 acre-feet per year for irrigation water. This is more that 20% of Oro Valley’s water deliveries to its customers.
During that period, David was responsible for the town’s economic development activities. He developed the town’s first Comprehensive Economic Development Strategy. The town’s General Plan (also known as a comprehensive plan or land use plan) was also updated three times during that period including 1995, 2000, and 2005. Economic development and financial sustainability were important components of those plan updates to ensure the adequacy of appropriately zoned commercial properties for job creation and revenue generation.
David worked with infrastructure and policy-related issues such as roadway system capacity improvements, water system expansions, annexations, development agreements, and tax incentive agreements. He met regularly with residential and commercial developers, small business owners, industry leaders, the local chamber of commerce, homebuilders’ association, commercial developers’ association, regional economic development agencies, the convention and visitors bureau, the state commerce department, the local school district, and higher education system representatives. Some examples of policy and land use issues included development rights, re-zonings, overlay districts, riparian habitat protection and landscaping ordinances, community facilities districts, and development impact fees. He also helped form a couple of improvement districts for roadway system improvements in commercial business districts.
Oro Valley’s current General Plan focuses the community’s economic development efforts towards tourism, retail services, and research and development firms. During David’s tenure as assistant town manager and town manager, the community saw the construction of about 1.1 million square feet of new retail development, with another 600,000 square feet planned for the future. This 1.1M square feet of retail included one power center and a large community center. The town worked closely with its commercial developers to fast track their projects through the development review process, including expedited plan reviews and on-site building inspectors. The town council also approved sales tax sharing agreements for these two centers.
In terms of tourism, the town is home to a resort hotel and also has two others for a total of 625 rooms. The town has partnered with the resort hotel on several projects and issues. Development plans were approved for four more hotels with a total of 600 rooms.
Oro Valley had great successes in the bio-medical industry. The town is home to Ventana Medical Systems, which was acquired by Roche Pharmaceuticals, and sanofi-aventis, a French-based pharmaceutical firm. Combined, these two firms employ about 900 people and they completed about 250,000 square feet of new research and development facilities in 2009. That same year, the town council approved a master development plan for Ventana Medical Systems that is projected to add over 800,000 square feet of new facilities and 1,800 employees over the next ten years.
David and his staff worked closely with the upper management of both of these biomedical industry firms to address diverse issues such as development fast- tracking, economic incentives for LEED certified facilities, and the quality of the local education system.
When David became the town manager of Oro Valley in 2006, he worked closely with the Council and staff to develop a strategic plan that identified five focus areas including Financial Stability, Quality of Life, Environmental and Cultural Assets, Economic Development, and Leadership and Communication. The strategic plan serves as a guide to develop the town’s annual budget and five-year financial outlook. To achieve results and ensure accountability, he then developed performance goals for himself and all department managers that were consistent with the strategic plan. Department heads received their performance evaluations based on their achievement of the focus areas and goals that were identified in the strategic plan. The strategic plan was updated in 2009.
David and his staff worked with the Arizona State Land Department on the annexation of 9,150 acres of state trust land on Oro Valley’s northern boundary. As part of the conceptual development plan for this area, we negotiated a “village center” concept that incorporates transit-oriented development. There will be approximately 600 acres of campus park industrial zoning, surrounded by pedestrian, bicycle, and transit-friendly, mixed-use retail and residential development.
Oro Valley also worked with the regional transportation authority to significantly increase public transit in the town and established a park-and-ride facility near the terminus of the regional system.
For two consecutive years while David was town manager, Moneymagazine named Oro Valley as one of the best places to live in America. In March 2008, Fortune Small Business magazine named Oro Valley #44 on its list of “100 Best Places to Live and Launch” a business. The August 2008 issue of Family Circle magazine featured Oro Valley as one of the top ten best towns for families in America. David had the enjoyment of working directly with the reporter fromFamily Circle on that designation.
In 2009, David worked with Oro Valley’s Town Council and staff to implemented several conservation measures related to water and wastewater, including mandatory pre-plumbing for residential gray water and mandatory water harvesting for commercial properties. Gray water is wastewater that originates from a clothes washer, bathtub, shower, or bathroom sink and does not include sewage. The gray water ordinance requires the installation of gray water stub-outs for clothes washers, lavatories, showers, and bathtubs. The current ordinance encourages the use of gray water, which further reduces demands for water and wastewater treatment. The town’s Commercial Rain Water Harvesting Ordinance achieves water savings through a comprehensive revision of the landscape code, including a plant palette limited to native species, reduced trees in buffer yards, water budgeting, and water harvesting requirements.
In March 2009, David went to Washington DC along with two Oro Valley council members to meet with Senators John McCain and Jon Kyl, Representative Gabrielle Giffords and others to request an appropriation for the preservation of Oro Valley’s historic Steam Pump Ranch. Discussions also included the preservation of funding through the federal Bureau of Reclamation for design of a Central Arizona Project water storage reservoir. The delegation also met with representatives from the Department of Justice concerning COPS grant funding for police officers.
Since March 2010, David has served as the Assistant Town Manager and Finance Director for the Town of Paradise Valley, Arizona. Paradise Valley is the home of eight resort hotels and its economy is driven by resort sales and bed taxes. Paradise Valley works very closely with the local convention and visitors bureau to promote tourism. David’s primary responsibilities include strategic planning and operations analysis; managing federal, state, and regional intergovernmental relations; and directing financial and information technology services. David is also responsible for administrative oversight of the town’s contract fire services and emergency medical services.
In his capacity as a public lobbyist for Paradise Valley, David has worked successfully with state legislators for positive amendments to legislation for political signage, traffic cameras, and changes to the Public Safety Retirement System.
In Paradise Valley and in Oro Valley, David developed five-year financial and economic models to proactively address long-term financial sustainability, including evaluations of all financial policies, practices, service levels, revenue sources, capital infrastructure requirements, and operating costs. This approach helped Oro Valley to close a $5.2M (16%) revenue shortfall in FY 2009-10, and helped Paradise Valley reduce operating expenses by almost 8% in FY 2011-12.
David has extensive skills in strategic planning and broad, comprehensive knowledge of city government and growth management. As an indicator of his commitment to leadership and seeking consistent professional improvement, he is recognized as an International City/County Management Association Credentialed Manager (ICMA-CM), one of only 1,215 in the world, and one of only 34 in Arizona.
David’s experience includes exploring innovative technology to provide greater transparency and efficiency. In Oro Valley, he managed municipal web site upgrades, including live streaming and archived audio and video of public meetings. During this time period, David also oversaw the town’s transition to an Enterprise Resource Planning system, program-based budgeting, and performance measurement systems. In Paradise Valley, he worked with council on paperless agendas and other materials to achieve greater efficiency.
Philosophically and in practice, David has promoted a management style that uses persuasion and effective delegation, and he has demonstrated skills in developing and mentoring staff in a positive, customer-oriented work environment. His management style is flexible, collaborative, and communicative. David has been successful at effectively delegating authority and responsibility while maintaining appropriate levels of operational control. He values employees at all levels of the organization and strives to continuously communicate in all directions with all kinds of people and groups. David maintains and promotes to staff a professional work ethic at all levels within the organization. Finally, he strives to practice humility and serve without a personal agenda or inflated ego.
David’s colleagues describe him as honest, outgoing, candid, dynamic, participatory, and approachable, among other qualities. He has a reputation for maintaining effective channels of communication with the council, staff, and residents and conducting municipal business in an open, transparent manner with consistent application of policies. David has extensive experience in communities with highly involved citizens and volunteers, and in establishing cooperative, productive relationships with external organizations. That experience has helped him to develop effective communication, collaboration, and team-building skills, and the wisdom to be tactful, discreet, and diplomatic. Being truthful, ethical, and acting with integrity are important to him.
Because of his passion for local government, David truly enjoys the civic engagement and community interaction that municipal management provides. He strives to be a visible leader, and he’s able to forge relationships with the Mayor and Council Members, city staff, and the community, along with regional, state-wide, and national leaders. David has worked extensively with neighborhood associations, non-profit agencies, chambers of commerce, regional economic development and tourism agencies, school districts, legislators, and state agencies to name a few. Policy issues have included transportation, state shared revenues, education, water and sewer services, land use, tourism, business recruitment and retention, human services, visual and performing arts, historic preservation, and the operations of a regional library district.
David enjoys running and hiking with his wife and two rescued dogs. David and Salette also enjoy strength training, golf, kayaking, and country and western dancing. They have three grown children: a daughter who is a veterinary technician in Tucson, a son in the financial services business in Scottsdale, and a daughter who is studying for the bar exam in New York.
For more information, see David’s web site.