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02/09/2010 Specail Council Meeting Agenda Packet
~~~ ~~~~ ~~~~ *Amended on 2/04/2010 at 11:20 a.m. -SPECIAL COUNCIL MEETING NOTICE AND AGENDA 11555 W. Civic Center Drive, Marana, Arizona 85653 Council Chambers, February 9, 2010, at or after 6:00 PM Ed Honea, Mayor Herb Kai, Vice Mayor Russell Clanagan, Council Member Patti Comerford, Council Member Carol McGorray, Council Member Jon Post, Council Member Roxanne Ziegler, Council Member ACTION MAY BE TAKEN BY THE COUNCII. ON ANY ITEM LISTED ON THIS AGENDA. Revisions to the agenda can occur up to 24 hours prior to the meeting. Revised agenda items appear in italics. As a courtesy to others, please turn off or put in silent mode all pagers and cell phones. Meeting Times Welcome to this Marana Council meeting. Regular Council meetings are usually held the first and third Tuesday of each month at 7:00 p.m. at the Marana Town Hall, although the date or time may change, or Special Meetings may be called at other times and/or places. Contact Town Hall or watch for posted agendas for other meetings. This agenda may be revised up to 24 hours prior to the meeting. In such a case a new agenda will be posted in place of this agenda. Speaking at Meetings If you are interested in speaking to the Council during Call to the Public, Public Hearings, or other agenda items, you must fill out a speaker card (located in the lobby outside the Council Chambers) and deliver it to the Town Clerk prior to the convening of the meeting. All persons attending the Council meeting, whether speaking to the Council or not, are expected to observe the Council Rules, as well as the rules of politeness, propriety, decorum and good conduct. Any person interfering with the meeting in any way, or acting rudely or loudly will be removed from the meeting and will not be allowed to return. Accessibility To better serve the citizens of Marana and others attending our meetings, the Council Chambers are wheelchair and handicapped accessible. Any person who, by reason of any disability, is in need of special services as a result of their disability, such as assistive listening devices, agenda materials printed in Braille or large print, a signer for the hearing impaired, etc., will be accommodated. Such Special Council Meeting -February 9, 2010 -Page 1 of 117 special services are available upon prior request to the Town Clerk at least 10 working days prior to the Council meeting. Agendas Copies of the agenda are available the day of the meeting in the lobby outside the Council Chambers or online at www,marana.com, by linking to the Town Clerk page under Agendas, Minutes and Ordinances. For questions about the Council meetings, special services or procedures, please contact the Town Clerk, at 382-1999, Monday through Friday from 8:00 a.m. to 5:00 p.m. Posted no later than Monday, February 08, 2010, 6:00 PM, at the Marana Municipal Complex, the Marana Operations Center and at www.marana.com under Town Clerk, Agendas, Minutes and Ordinances. SPECIAL COUNCIL MEETING CALL TO ORDER AND ROLL CALL PLEDGE OF ALLEGIANCE/INVOCATION/MOMENT OF SILENCE APPROVAL OF AGENDA CALL TO THE PUBLIC At this time any member of the public is allowed to address the Town Council on any issue not already on tonight's agenda. The speaker may have up to three minutes to speak. Any persons wishing to address the Council must complete a speaker card located outside the Council Chambers and deliver it to the Town Clerk prior to the commencement of the meeting. No electronic capability will be provided by the town beyond existing voice amplication and recording (for DVD, CD Rom, USB drives, etc.) Pursuant to the Arizona Open Meeting Law, at the conclusion of Call to the Public, individual members of the council may respond to criticism made by those who have addressed the Council, may ask staff to review the matter, or may ask that the matter be placed on a future agenda. PROCLAMATIONS MAYOR AND COUNCIL REPORTS: SUMMARY OF CURRENT EVENTS MANAGER'S REPORT: SUMMARY OF CURRENT EVENTS PRESENTATIONS P 1: Presentation: Relating to the Imagine Greater Tucson update and process (Kevin Kish) P 2: Presentation: Relating to Economic Development; discussion and possible action regarding the Marana Economic Roadmap strategic plan (Josh Wright) P 3: Presentation: Relating to Finance; FY 2010 Revenue Update and FY 2011 Preliminary Revenue Projections (Erik Montague) Special Council Meeting -February 9, 2010 -Page 2 of 117 P 4: Presentation: Relating to the Budget; presentation on the FY 2011 Budget Process Framework (Gilbert Davidson) CONSENT AGENDA The Consent Agenda contains items requiring action by the Council which are generally routine items not requiring Council discussion. A single motion will approve all items on the Consent agenda, including any resolutions or ordinances. A Council Member may remove any issue from the Consent agenda, and that issue will be discussed and voted upon separately, immediately following the Consent agenda. LIQUOR LICENSES BOARDS, COMMISSIONS AND COMMITTEES COUNCIL ACTION A 1: Resolution No. 2010-16: Relating to Personnel; approving and authorizing staff to implement the Separation Incentive Plan (SIP) for fiscal year 201 l; and declaring an emergency (Suzanne Machain) A 2: Resolution No. 2010-17: Relating to Personnel; authorizing staff to implement a sabbatical program for fiscal year 2011; and declaring an emergency (Suzanne Machain) A 3: Resolution No. 2010-18: Relating to Personnel; approving and adopting amendments to the Worker Recession Assignment Program (WRAP); and declaring an emergency (Suzanne Machain) ITEMS FOR DISCUSSION/POSSIBLE ACTION D 1: Legislative Issues: Discussion/Direction/Action regarding all pending bills before the Legislature (Steve Huffman) EXECUTIVE SESSIONS E 1: Executive Session pursuant to A.R.S. §38-431.03 (A)(3), Council may ask for discussion or consultation for legal advice with the Town Attorney concerning any matter listed on this agenda. E 2: Executive session pursuant to A.R.S. § 38-431.03(A)(4) to discuss and consult Added Late with the town's attorneys regarding the proposed Legacy Apartments project and the Town's fees applicable to Section 36 of Dove Mountain .FUTURE AGENDA ITEMS Notwithstanding the mayor's discretion of what items to place on the agenda, if three or more council members request an item to be placed on the agenda, it must be placed upon the agenda for the second regular town council meeting after the date of the request (Marana Town Code, Title 2, Chapter 2-4, Section 2-4-2 B) ADJOURNMENT Special Council Meeting -February 9, 2010 -Page 3 of 117 ~~~ ~~ ~~~ u. ~;R.~ 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item P 1 From: Kevin Kish ,General Manager, Development Services Strategic Plan Focus Area: Community Building Subject: Presentation: Relating to the Imagine Greater Tucson update and process Discussion: Keri Silvyn, from Lewis and Roca, and Michael Guymon, from the Metropolitan Pima Alliance, will provide a presentation on the work being done by the Imagine Greater Tucson regional visioning project. The Imagine Greater Tucson's overall goal is "to create a shared vision and clear action for the Tucson region that will make our community a healthy and vibrant place to live, work, learn and play for current and future generations of all ages." ATTACHMENTS: Name: Description: Type: ~ F.AQs...pdf Frequently Asked Questions Backup Material Staff Recommendation: Presentation only. Suggested Motion: Presentation only. Special Council Meeting -February 9, 2010 -Page 4 of 117 Frequently Asked Questions What is this visioning project? Imagine Greater Tucson (IGT) is a collaborative process that is being formed to guide the development of a broadly and publicly supported strategy for our future - a vision to enhance/promote Southern Arizona's environment, economic strength, and quality of life for generations to come. It is a broad-based commitment from the entire community. What are we trying to accomplish? To create a shared vision and clear action for the Tucson region that wil! make our community a vibrant and healthy place fo live, work, learn and play far current and fro€ure generations of all ages. To enhance our qualify of life; develop economic strength and protect Southern Arizona's environment. We are also seeking to learn how to work together as a community in order to coflaborafivelyeolve existing and future community challenges. Why is this necessary? Why now? In 2008, Pima County's population reached 9,000,000 residents and by the year 2055, is expected to add a million more residents, Where wit! they live? Will there be enough water? How are we going to pay for fhe necessary infrastructure improvements to accommodate our fufure population? How will we maintain the same qualify of life that we have today, in forms of air qualify, access to employment and amenities, and protection of the Sonoran desert, when we double in population? In order to answer these ques#ions, we must work together to enhance our quality of life in Southern Arizona. Where are we in the process? IGT is still in its infancy. /t is ah important project that should not be rushed but yet must maintain the momentum to get to the finish line. We are currently in the research phase looking at a variety of visioning processes .undertaken within the region and other areas of the country. IGT is identifying the stakeholders from throughout the community, looking. to identify resources for the process, and developing a communications strategy. We are hopeful to launch in mid to late 2090. Haw did it get started? Its early roots can be traced 1~ack to the Tucson Regional Town Hatt wherein 9 &0 community leaders were brought together for four days in May, 2007, to address some of the most pressing challenges and opportunities facing the Tucson region (www.#u=~son~wrzhalJfc~ /n December, 2008, the Urban Land Institute put on a program entitled "Crafting Tomorrow's Built ~nvirorrmenfx which was attended by a group of over 400 individuals representing a wide range of interests. In addition, the Initiating Team has been interviewing individuals who were involved in past and present Tucson visioning efforts to learn from these efforts and help wifh fhe process design. More recently, fhe "Communities fQr All Ages" effort initiated by the Junior League of Tucson and Pima Council on Aging has been incorporated into the visioning process, What are the desired o~tcames? The visioning process wilt include an exploration of community values, scenarios analysis, research and public involvement in order to bring the topic of planning and preparing for our community's future to the forefront of fhe public mind. With the help of fhousands of Southern Arizona residents, !GT will develop a quality strategy for our future that will help preserve critical lands, promote water conservation and clean air, improve our region-wide transportation systems, provide housing options for all residents, improve access to health, social services and education and implement other priorities identified through the process. Special Council Meeting -February 9, 2010 -Page 5 of 117 Who is participating in designing the process? The !GT lnitiating Team consists of a diverse, non-partisan cross-section of tha community. Representafives from business, non-profits, government, education, health care, neighborhood groups and conservation organizations al! have a seat at the fable. What are the specific committees the members of the Initiating Team are sitting on? There are currently eight task groups working on a variety of aspects of fhe initial IGT process. Specifically, the task groups are: Stakeholder Outreach (ensurr`ng diverse groups, organizations and individuals are involved at the ground level); Resource Identification (determining where fhe financial and in-kind resources will come from and preparing a budget); Survey Design (creating the survey that will help to inform fhe visioning process); Public Engagement Design (creating the pubtic engagement process that is fair and inclusive); Public Launch Design (creating the communicafions and pubtic relations strategy for the mid to fate X0)0 official launch of the process); Communications (developing the public relations strategy and managing the website); Youth Engagement (creating the strategy to ensure youth involvement in the process); and, Elected Official Engagement (reaching out to elected officials throughout the region for guidanceladvice)_ Where are the resources coming from? Regional visioning projects in other areas of the country have varied in size and scope but they all have had funding sources to get them going and sustain them over time. Af fhis point, we are determining the extent of resources (monetary, data, expertise, in-kind assistance). that will be required for IGT. However, when the resources have been determined, we are conftdenf that (here will be broad support to contribute to the effort. What are the models that we are using so we're not reinventing the wheel?' The lnitiating Team has conducted an immense amount of research identifying successful visioning processes in other cities and regions around the country including: Utah, Portland, Tulsa, Chattanooga, Charlotte, Flagstaff, Denver, Sacramento, Central Texas, Central Florida, Houston, Pittsburgh, and Calgary. The lnitiating Team is also researching past efforts in the Tucson area (such as Livable Tucson and Tucson Tomorrow) to determine what has and iias not worked in our community. How does this differ from and build upon past efforts such as Tucson Regional Town Ha11, TREt? Blueprint, and the Sonoran Desert Conservation Plan? The. Tucson Regional Town HaO, TREO Blgeprint and SDCP are examples of important tools for advancing priority issues for the community. IGT is broader in scope and is not intended to replace ofher efforts. In fact, li,T is examining what's been done in these and other previous efforts and integrating key findings h~to fhe design of the visioning process.. How aan 1 get involved? If you are looking far an active role, there are many different ways for members of the community to become involved. We suggest that everyone who is interested should contact us (see below) to learn more about who we are, what we are trying to accomplish, and what has. been accomplished to this point. After getting caught up to speed, and if you want to do more, you can attend one of the initiating team meetings. Anyone interested in partcipatirn,~ on the initiating team is expected to offend monthly meetings and participate on a task group fhat meets regularly and works in support of the larger effort. Once IGT is officially launched, a stakeholder group will be formed, and regular updates will be sent to interested individuals and organizations. How do I get more information? if you want to learn more about Imagine Greater Tucson, please sand us an email imaginegreafertucson c(~gmail.com. Special Council Meeting -February 9, 2010 -Page 6 of 117 ~~ ttMeF C~.r. Nk1Ya.~a4 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council From: Josh Wright ,Assistant to the Town Manager Strategic Plan Focus Area: Commerce Item P 2 Strategic Plan Focus Area -Additional Information: Completion of the Marana Economic Roadmap is the first initiative identified in the Commerce section of the Marana Strategic Plan. Subject: Presentation: Relating to Economic Development; discussion and possible action regarding the Marana Economic Roadmap strategic plan Discussion: The Marana Economic Roadmap is the Town of Marana's strategic plan for economic development. The plan, developed over the course of eight months with a group of over 20 regional stakeholders, primarily covers three elements of Marana's overall economic development strategy: industries that should be targeted for relocation to or expansion in Marana, geographic locations where those industries could be suitably located, and specific policies and procedures that should be implemented to increase Marana's competitiveness in the economic development arena. Staff coordinated two open houses for the Roadmap in January 2010, one each in southern and northern Marana. Attendees at these open houses were given the chance to explore various elements of the plan and make suggestions on its content. An online suggestion form on the Town's website was also available for citizens to make comments on the plan. All comments collected during the public comment period, which ends February 5, 2010, will be summarized for Council's review and direction at this study session. Staff will use Council's comments and direction in developing the final draft plan, which will be presented to the Town's Business & Economic Development Citizen Advisory Commission (BEDAC) for consideration on February 16, 2010. The BEDAC will then forward the plan to Council with any final comments for consideration at the Council's March 2, 2010, regular meeting. ATTACHMENTS: Name: Description: Type: ~ Marana,_Economic Marana Economic Roadmap draft plan Backup Material Roadmap Draft_01.051._0 Special Council Meeting -February 9, 2010 -Page 7 of 117 SMALL.pdf (] Marana Economic Roadmap Exec Summary. Roadmap executive summary brochure Backup Material Brochure.pdf Staff Recommendation: Staff seeks Mayor and Council comments regarding the Marana Economic Roadmap draft plan and direction to return to the Mayor and Council at its March 2, 2010, regular meeting for consideration of the final plan. Suggested Motion: I move to direct staff to incorporate comments discussed at tonight's council meeting into the Marana Economic Roadmap draft plan and return with a final draft for consideration by the Mayor and Council at its March 2, 2010, regular meeting. Special Council Meeting -February 9, 2010 -Page 8 of 117 C A-® ~4 Draft Plan Special Council Meeting -February 9, 2010 -Page 9 of 117 Table off Content I. Introduction .................................................................................................. 2 A. The Planning Proeess ..........................................................................................4 B. Plan Overview ....................................................................................................5 C. Marana's Economic Vision and Economic Development Definition ....................5 I1. Target Industry Opportunities ......................................................................7 A. Initial Targets .......................................................................................................7 B. Emerging Opportunities .......................................................................................8 111. Economic Activity Centers .........................................................................10 A. Activity Center Locations ...................................................................................1 l B. Integration of Target Industries and Activity Centers ........................................I6 IV. Roadmap Focus Areas ..............................................................................18 V. Marana's Economic Roadmap Action Plan ............................................... 20 Focus Area 1: Business Attrac#ion, Retention and Expansion .......................................20 Focus Area 2: ResourcefBusiness Support ....................................................................21 Focus Area 3: 1Norkfarce Development .........................................................................22 Focus Area 4: Tourism and Visitor Experience ............:................................................23 Focus Area 5: Community and Infrastructure Development .........................................24 V. Impiementation .......................................................................................... 26 A. Implementation Check List .......................................................................................26 B. Implementation Partnerships ....................................................................................27 C. Roadmap Updates ....................................................................................................29 Acknowledgements ............................................................................................. 30 Special Council Meeting -February 9, 2010 -Page 10 of 117 Marana Economic Roadmap i)rafi Pfau ©105) 0 ~t~ 7h~; Tew~n of l~arrsne~ ar~d ~~~ ~eaderr3~i~ €are caan~~rifted to huildit~~ c~ s~staina#~ ~;cartamu~~it~y c~nd %i~h-~erf+arrnin~ ~~°~c~nE~cst~~r~. 1~~ ~cP~i~v~ this ~§~j~e~Yavg a ~#r~t~~c~i~~ ~~€~~~~ti~r~ ~~~r€~~e€~ has ~~~ irrm~lerrrenfed tc~ t~ddr~ess crI! facets ~~ the ca~~zr~~t~trit}~. (n fall 2C?~~~ the Tav~en austd! ta~~~d nianac~errient stcsff z;Crrrt~~t~d ~~ visi~aninc~ anti strategic plc~:+r7irtg ~rc~cess that resulted iE~ the Marcrna treategic F'lesr~. This Flan icl~ratifies five Focus Ar~cas ,vher tl~e Tavvn's effcsrts anc! resources should ~e dirt'cted. Tie ~trutegic €~IcarE reer~c~nizes ~e ir~~c~rtance of and ~-•c~vid~s ~alic~ ctirectic~n $or~ 1ulc~rarrc~ to tal;~ steps to k~uild a diverse and thriving (acal and rec~ic~nal ecr~nc~rrry that ~'sli gr~:c~te car~er~c~rientec~ ~raE~s and carnrnunity uaecalth. The crecrtiarr crf this dc~currerrt, the IJ~arar~a Eebrresmte f2acrdr»a}~ (Mereincrfter referred t€a as ~acxc~rrrafi~~P is cane of the initiatives ~rithin the fV`i~Frana trt~tegic F~Ican ~r~rnerce tenter Focus Area.: I-lerwever, the Strategic ~'Iczs~'s ether four F€acus Areas ~xre directly related to the Rr~acfrr~csp cxnd play an integral rase in tine success of its irn}~lerrtent+~ticrn ~resna~ Strtei is Face r~:+~. ~s~srcerte ~ert~ee ~aa9; l3uilel u~e~ the uniga~e caan~4~ir~aticar~ of assets tca attr~c~ct cznd ~aintca'sr~ cerr~:er-~ariented L~rrlrt3~'r~e. °i'i°re R+~adrrsa~ was err identified irriticrtive v~ititirl Phis Feaeus Ar-ecr. The a~;active is t=~ devela t~tcrrar~rr as tr ~^~arld~dass c~arnn~erce ar~d Eausiness center tt,at creases a mange cif high c~v€ality ernpiayrnent e~a~scarfunities. The Rc~s~a'r»cap is intended to ~r~vide the strategy to a~#aieve this c~~jective. ~+~r++cprtc+ ~tr~lt~tc Ittn ~~c~as ;rerr; ~~a~~urrit~ ~vil~in Baal. create ra sa~€e cr~rnrriunity v,~i~ra a Strang s~n~s~ crf ialace vrhere diverse pee~ie are rnc~tivated to be invalved ertrd fees ct~rrr~ecteci, needed and er~rprecierte~Ea i3usiness c.~r~d invFSStrr~~;s~t pare crttrcrcter~ to cc~rrrrrr€ar~ities ~r~it sand infrrastruct~rr~- c~sad relierbie~ }aic~iaagual€ty services cavl~.aled ~rifkr crn engaged citixc:nr°~~ ~ccanc~nric c,~rm~r~t~r is ~tsrs det~encient era heal#~~ cares r~ ranee of hesusinc~ d~t~icesa and the ecirrr€~u~aity's c~ahesiven~ss, isscres that arm ~:xil addressed in this Faces Area of tlae ~ilarantr Strcatet~ic 4'iean0 i~rnct tr~sf~:i~ an ~°~e~a r~ress ~ ~rrr~ati~r~ ~a~sl: Faster an c~~e~~~ atrnc~s~here that err races ehcange, crecrtiv€ty~ irrna~~at~ c:nd calcula~~= d~ rise I~it~r€~r~ra stri~~es fear ccarrtirra~a3 c~€saiity i~pre~veraterat thrc~u~ih cre~tti~Fity anti innavatian. ~`rsday~s business dirr°scrte deas~ds the scsrrre fr~arn t`ne ~rivata nectar. ~usirresss gill ~~~: laal~ing far c~ara~rrturaities that ~~}ic~n Frith t#ais catrnas~ires~•e of {~re~greas and inr~avati~an to ,. _ srid daar~e. ~: ~~,=~c €~r aa~ Ar~€a: ~~ r:~E,i~r- that Tf ~. ~ ova t t ~~ .. ..~_~~ aal~ ~'~ rn nt;~ir~ a sense of carrrr~unity chcrrc~cter ~y iinl~i€ac~ the iaast, present crud ~ft~tvre, Special Council Meeting -February 9, 2010 -Page 11 of 117 ~~z~C~I~tt ~~3t~r~~8~' f~~YC r . .,, t,f:? { ` ~; ; i i .j The Marano Economic Roadmap recognizes that economic success is dependent on maintaining the uniqueness and quality of life of a community. Marano has a rich and diverse history that, if showcased properly, can position it to become a visitor destination that wilt attract business growth and development. Marana's heritage will also continue to be a point of pride and unifying community force. Marano Strategic Plan Focus Area: Recreation Capita) of Arizona Goal: Showcase the unique Sonoran Desert environment by providing diverse recreational opportunities that create economic benefits and accommodate a healthy lifestyle. High quality recreational opportunities are not only important to bring visitors to the community but more and more firms are looking #or locations where employees can lead an active and healthy Lifestyle. Developing Marano as a recreation center will provide signi#icant positive economic impacts. A successful economy depends on so many factors within a community, all of the Focus Areas and Goals are addressed in the Roadmap as they relate to strengthening the local and regional economy. Marano is also in the heart of the Sun Corridor; one of 20 megapoiitan areas identified across the United States by demographers as areas where the majority of growth w':Il occur in the future. The Sun Corridor is projected to combine to form one of the 10 "megaregions" where the Metropoii#an Institute at Virginia Tech University expects that the next 100 million U.S. residents will live. The Sun Corridor Megapolitan region stretches from the Prescott area to the border of Mexico including the I-17, I-] 0, and I-] 9 corridors. This offers Marano tremendous opportunities but also many challenges. 1Vlarana's Economic Development Sasics The importance of building a diverse and vibrant economy in Marano cannot be overstated. Without importing wealth and revenues #o the community with the ability to retain them, the Town's aspirations for the future will no# be met. This can be explained very simply as creating a "basic" and "non-basic" balanced economy. Basic economic activity is the process of bringing new dollars into the community. This activity can come in a wide range of forms from a tourist staying at a local hotel to a manufactured product made in Marano being sold to a business half-way around the world. In either case, money has come into the community that was not there before which creates jobs and wealth. Non-basic activity is the process of keeping dollars already in the local economy in Marano. The longer that dollar stays in the local economy, the more jobs and businesses it creates and maintains. Since the Town of Marano depends heavily on locally generated sales tax revenues to provide infrastructure, amenities, and services, Coca! basic and non-basic economic activity is critical. Some activities can be both basic and non-basic in nature and occur simultaneously. Arestaurant could be serving a meal to a visitor {basic) right next to a table of local residents (non-basic). In any case, it is necessary for Marano to have a balance of both activities to achieve economic success. Special Council Meeting -February 9, 2010 -Page 12 of 117 Marano Economic Roadmap Draff Pfan 0 i OS f 0 ~~ ~~x ,aF, i~ << ~„«.~~. ~L`k'? t~lii £3 ii }} ~'g'_ ;i'i' i E' ' - ~,. tonFr~... ... .. ~ E 4; art ..~;'"' r.. I~ ~ ~ ] pi ~. J,. ..k ~ ~` in aciciition to the ~rc~~ic ecc~narr~ies, ~her~. are nurrsero~s gttt~li~y of life lss~s~a i~-n~aca~Ped key the loci( ~:epnc~mq. ~r~c~finn I~#~s ~lo~e to whr~ fvterrsr~~a's r~aicf~n~s live gill be e~~n rt~€~re ir-npor4~rlt ir€ ~~e fulc~re. Tl~~ un Corraclor i~ xp~~:c4~ed 1~ corttc€n avert ~} rnillior~ ~o~ale by tine year 2C13C7 ~~nci rn~vir~n ~~ec~~lc ~ssd no~c4s ~hro~sn$~c~ut will lie fiver- rr~ore chc~lEer~c:::.inn an~i cx.~ensiu~. I°~csvirtc~ ea fvl! ~~rvi~ c~rr~rr~vrt~y ~~°sll ct~i ciowr~ tin ct~a~~mu~e 1'sr~i~s ~~r~~4 %~~t<• ;~~t~,uri~~n t~trzr~r~~'s r+~sicl~nts ~o sp~rr€~ rr~ore 1~ime ertjc~yi€~t~ their fc~mili~s c~nd c~sl~rriur~ity -~ cancl k~ ~,~:~l~~.: cioll~rs i~er~. Low~:r commute dis~rsnces wili c~tsc~ pos"stively im~c~ r~i~• ~v~ziiSy. ~r~~-atinn c~xreer~c~ri~nle~1 e~}~toyrnen~ 4vi#I ~l~o all©~ t~t~rc~et~t'~ resi~icn~~ tca stay in the ~c~rnrrrs.~s~i~y ~~ their skills c~ro+nE. A, non-;~~~~~;i~ n~ ~®g~~ ~•~tir+~ provides ~ ~en~e of errnc~nence ~~rar :~ _.:~^.ful ~~snrr~~€~ities strive for. T~~nr~ir~n r~~es~ Tl~~ ~c~o~trrt~~a ~evelx~~~~~ent r~acess was Iecf key o T€:ehr~icesfi A~vis~r~ on~rr~it7ee ~T~i} ~c~nsistir~n of re~resetttativ~s from i~accsl ~usiness~s, utiii~~ i~roviders~ reicrrrc~# ~ce~nornic c#evela{a~»er~~ entities, rho Tc~v~n's ~~siness ~n~ ~+~r~~a~~ic L~~veit~~rner~t ~c~(ui~or~ :~+rnrnissiors~ ~o~~r~ c~~ncil ~nci ~e~ t~~n stiff, ~ list of T~ ~ff~~bers sin l°~~; fz~c~i~d ors ti~~a ~~i~nc~~rl~:c§~~mn~~ ne~c~~, The ~',~~ m~# ~€~ #i~~~s €srinnn tt~ ~~ ; - ..,,. ; . r;= ~ ~w~ss facilit~ti~€~ ~~ ~ t~cnic~l €:or~s~3t~~t siaeciali~inn in ~-~~n-rr~«iry Special Council Meeting -February 9, 2010 -Page 13 of 117 and economic development strategic planning. The consultant was also responsible for drafting all materials and this document. B. Plan Overview This document has been developed to complement and support the Marano Strategic Pian. Like that plan, the Roadmap contains an Action Pian that contains Focus Areas, Goals, Initiatives and Action Strategies. The Roadmap's Focus Areas are: ® Business Attraction, Retention and Expansion • Resource/Business Support • Workforce Developri~ent • Tourism and Visitor Experience • Community and Infrastructure Development In addition to the Action Plan, the Roadmap contains two other key components: Target Industries and Activity Centers. Target Industries are defined as potential businesses or industries that might choose to locate in Marana because of its economic or geographic assets. Target industries were identified in order to avoid taking a "shotgun" approach to business developmenfi. While Marana will gladly welcome any business that complements the community's vision and values, there are limited resources available to proactively develop new employment opportunities. Marana's existing and potential assets were carefully examined in order to define its competitive advantage. Only those business segments or target industries where Marana can be most successful will be aggressively pursued through the allocation of resources. Activity Centers are defined areas of current or future concentrated development that offer unique economic development opportunities. Activity Centers were identified in order to focus resources and provide special areas where different types of economic opportunities can be targeted and accommodated. Marana has myriad assets from the high Sonoran Desert setting to the high intensity 1-i 0 corridor. While very different, both provide a unique platform for economic opportunities. One of the key elements of Marana's economy that is not specifics!#y addressed in this plan is the retai{ and service sector of the economy. As mentioned earlier, this is an essential sector not only to service the population and visitors but to provide revenues to the Town. Since the location decisions for these types of businesses are typically made by analyzing population and number of households, it was determined that this sector would develop proportionally as the community grows without a proactive attraction approach. I# is the Town's responsibility through its planning and zoning processes #o ensure that there are plentiful attractive and accessible sites for these business activities throughout the community. C. Marana's Economic Vision and Economic Development Definition Econorrtic Vision Following are the characteristics of Marana's economy if the community were successful in implementing the Roadmap. These desired future conditions, or economic vision Special Council Meeting -February 9, 2010 -Page 14 of 117 Marana Economic Roadmap Draft P-an Q J 05 J 0 components, were not only used in the development of the Roadrrlap but will also be used to evaluate success. • Connectivity and accessibility between quality jobs and residential areas • Education that drives the economy and produces a strong labor pool • Multi-generationai/diverse- Marana provides opportunities for all stages of life • Recognized as a premier destination • The Marana Regional Airport is a focal point of the economy • Marana maintains a strong vision and tlear sense of place • The community has an economic identity and reputation for supporting business • The economy is diverse and not dependent on one business sector • Marana has taken full advantage of its transportation assets • There has been a focus on developing community amenities to attract businesses, investment and visitors Economic Development Definition Economic development in Marana consists of the building of public~privpte sector partnerships to attract and retain a diverse business and employment base, support new total businesses, develop amenities and attractions to create a world class destination and provide a high quality workforce, al! of which will move the community toward its vision. Special Council Meeting -February 9, 2010 -Page 15 of 117 Maranp Eranamic Roadmap Draft Pfan lJ l OS i` 0 e Target Industry app®rtunities The Roadmap planning process included a comprehensive SWOT Analysis that identified Marana's internal Strengths and Weaknesses and external Opportunities and Threats. Other economically successful communities in Arizona were also analyzed. Extensive research and analysis of regional assets and potential economic development opportunities was recently completed by Tucson Regional Economic Opportunities (TREO). TREO is a non-profit organization funded by local governments and businesses and is responsible for providing research, marketing, and business recruitment services to grow the regional economy. The results of their research were outlined in the TREO Economic 8fueprint, which identifies targeted industries that offer the Tucson area the most potential and match regional assets. Building upon all of this information, Marana identified the following industries to target thafi best match the community's assets and align with its vision. ^ Environmental technology (focusing on solar industry) ^ Bio- and medical sciences ^ Analytital Instruments (medical devices) ^ Advanced services (including transportation logistics) ^ Education (including voce#ional training) ^ Tourism (entertainment, retail, etc.) ^ High-Technology (engineering, electronics, optics, semiconductors, aeronautics, defense, etc.) An additional opportunity identified for Marana is to meet the supplier needs of existing industries. Severe) large firms within the region must purchase supplies or send work to out of state firms because the products or services they need are not locally available. To capitalize on this business leakage, Marana will target companies that can provide support to existing regional industries. A Regional Industry Cluster Support target was created that Marana can begin to promote immediately. The remaining industries were all considered important and offered potential future opportunities for Marana, but should not be the immediate focus for the community's efforts. A. Initial Targets Transportation Logistics Transportation Logistics is defined as businesses that move and store goods for distribution to regional, national, or international markets. TR£O has identified 150 firms in the transportation and logistics 'sndustry within the Tucson region in its recent Tucson Regional Inland Port Strategic Implementation Pian published in March 2009. These types of businesses look for multiple transporta#ion options, convenient access to markets, and system reliability. Marana has many assets such as its rail and highway infrastructure, airport options, and favorable weather to offer this industry in addition to its geographic location close to the Tucson, Phoenix, California and Mexico markets. Special Council Meeting -February 9, 2010 -Page 16 of 117 Marana Economic Roadrnap DraiO Plan Q i' Q5 ~ •fh~se types ~~ ~, ~i~ ;~i<~ ®ften rac~uir~ lar~ pcar~els of land ~ cad~3`stic~~r~ to ti°rc: trarzspc~rtatlort irrtrestrvtiur. lc~y l~~arir~~€-s iar ~ar•e~~r.ia,c~ filrs's rrrcarEc~:~t wlil be tlrc ~.ri~c~t ~p~srtr~ler~t caf ~€°r~ras~sc~r~dii~~~ (,~C~~T}~ ~ri~c~r~t~ ~tc~~w ~.~r~c~ €~~~e~r~m-~~r~t (,~~~€~~, ~~~€a~~ Pcre.ific ~cailr~;+~d, ~lracsl ,~airpc~rlZ tend T~C~. ~'a~rri~rr~ cs~€~ ~i~itr rier-ce Irr the heart r~r the ~anc~rcra~ Les~r~t u,~ith recreatic~raal amenities anti world class resart fpcilities~ ta€arisrr~ is a racaturcal tearc~et fc~r f~araraa. ~i s~t~~essful to~ris~n aria` ~~isi#ar e~perienee effcart f~rirrs new ci~lEars tca fhb ccsr~'rr~nunlty. It akso e~~;i~c~sas the cornrnunity to prosp~et°sve n~v~~ husir7esses cxrrd E~~sir~ess owners. The Tpwn's focus oar E~einc~ "~'he ~~cra€~tian capital of ~teixar7rx~' and ifa ermpl~csais ©n he~it~c dev~Eoprr~~nt wiil posltiorl ~carar~€a as a di~~rse ~risltor cl~stincaiiora wifi>lt n~aany opticsns that v~rill appeal to ca wide audience. Tc~da}~'s trc~ refers are lar~lcira~ fvr rrarar~ than jvst c~r~od weeather -they wart tc~ be active and learn. hey ~ygrteters will incl~rde the Ntcaresr~a htarrrfser ca~f ~arnrrrerc~, ~etrapcaiitan Tuesc~n ~.C1nlfeti'~FC3Yf sand visitors ~ur~:cxu, ree~iortal arescticsns, anci the l~aspi~~ality industry, l~~~i©rt~~ ~rr€~ustry l~~tr Sc~~ac~rt T'h~ er~rc~spcxce, a>~iatic~r~ services and defense iridustrias have a strong pr~serace in the •1'veson rec~lorr and speciflcalEy lr~ the l~icrranca araca, t~thi#~ cat the ~aresent ti€~~~F Mcarean€a does na# h€sve tho fcaundcstlons in plaea {e<c~., infrastrttcturat can irsdustria€ pcar~, etc.) to justify o~laandinc~ res€~~€rces tca t~ctive{y pursue these types of prln~ary emg~loyers~ them are siga~ifietrr~t opprrt~rniti~s far support busines~as carz~ suppliers to ~e rattr~acted to N~aran~, The fours of this target is fc~ reduce: the need for' €acc~[ businesses to seep cr~ntractars car suppliers far c~cxads ur ser~~ic~s from cut of the regi~an cand~c~r stag firms. ~ttrtactlnc~ these suppliers to t~aranca will crecat~ j~o~is iocal(y crud deep dalCars irr the crr~ca. fey p~rtrt~rs will ir7slud~ the Marana ~hcs~€~ar of ~a:~rnerce tend ~3r~ca ~amr~unity ~oll~~etc~ prcwide business easslstcarsce sand trainlr,t~, TR~C~, arrd e~istir~~ l~c,l caa~d rec~ia~nal businesses to pfrrficipcrtr? in deve$apir~a the srrppiy chcsin, a tr~r~x~ ~port~rn~#i:.< ~`~hiie ~'ciurisrrr and Visltar ~perienc~, 1`r°ansportatlan Co~isties anc4 i2ec~ic~nal lradustry luster u~aptart were ctocr~rly ti~~: hest current c~ppcartunitiosx This does t rnecsr, other inelrastri~c will rst~t ~~ pursued ~~r w~lcor~a~d x~ P~~csraraa. ~e`it§~ 1'srraited res~ crrc~s It f~ ~riticeat fcir the T~vrr~ of t~harrana to act sfr'at~ictally era focus its efforts. Thr: dev~lc~psnant of t~ucxlity ~rn~alayrr~e€rt oppc~rtur~itiesr rreatec~ by busl:~~sses lhat cali~n iuith ecan~r~ur~ity values is the ultit~cat oa9o Thy fc~liavrira~i bassir~ss tapg~c~rtunities will rer~t~sre that N~aran~s trakca sups tc~ pcasition the cornr~nunity t€~ be car~'€petltiue befare justlfyin e~p~ndln~ rasotorreas to initiate a proactive busln~ss a•~:crtritrraent st€atc:~y. Tyre ~nvircarrtt~entaE T€-=chnaloc~y irxclustry~ focuses ors l~~rsi~-resfi~s that cc~nserv~ rs~avrc~s, r~:duca ~vast~, arad cleaer up the ~rtulrc;nrn~rrt. ~alar iracfustrias +x~re d~ternritted to Dave the rrsc~st i~c~terrtlcad based ra;~ t~arana`s laccatlara aid the cua'rertt focus cif state and fociereal gc~~rernrraer~t f~r€~grz~rns t€~ prarnate alter°~ativ enemy sour°ces. l~t ~vae t3eterrrriel thz~t Special Council Meeting -February 9, 2010 -Page 17 of 117 r~~~arcrrr€s ~`~c~~~r~ic ~~rr~u rf fra 1 ' ~ Marano may no# be the best place for generation of solar power due to the large land area required for solar fields, but equipment manufacturing and testing could be opportuni#ies. There may also be opportunities to partner with The University of Arizona, TREO, Trico Electric Cooperative and Tucson Electric Power related to current research initiatives. Bio-and Medical Sciences/p.nalytical Instruments (medico! devices, etc.) As the population ages and medical technology advances, this industry is expected to continue to grow. There is already quite a bit of activity in these industries in the Tucson area. There are opportunities to complement this industry where it is already established in Oro Valley. The University of Arizona has also developed facilities and support systems to attract companies that specialize in these industries. Workforce development is essential #o this industry. Businesses within this industry require highly skilled workers that typically are between the ages of 35 and 45 with advanced degrees. These types of workers are attracted by to a community because of quality public schools, availability of medical services, active lifestyle and a fun, interesting downtown. if concepts identified in Marana's community vision and Strategic Plan are achieved, this will result in a community that is desirable for these types of firms. The Town must continue to build the foundations that will at some point position Marana to aggressively pursue business development within this specific industry. Special Council Meeting -February 9, 2010 -Page 18 of 117 Marano Economic Roadmap Arplt Plan 0105) 0 9 dui f+a fh~ ~r~~i~u~ ~:hsa~aef~ris~i~s +~~it~~ir~ ~€~~ r'~t~F-~~~t~ €'i~~r-~it~y ~~~€~~ nir~ ~~~r~c~r~ie ~eFiuify ~:~,fir~~ h~sv~ k~~~~ ichrtfifi~d, eactl ~~vin~ ifs ~~rt~ s~f r~fi ~ip~~rf~nlfi~.s ~r~~4 ~h~~l~n~i~.~o 1~his I~v~i €~~ ~a~~r~h~~si~r~ ~lc~nr~inc~ ~li~w~ fi,~ °~~awr~ f~ f~a~u~ ifs i~a~~fs~~k'~t ~~~I r~sc~csr~c~s QF~ er~p~i~q c~ ~~~i~fy ~~ ~ni~u~ ~~~c~~ ff*c~t will t~ff~°r~cf t;~~rii~~~~ cint~ ~can~rnic ~ctivifi~5. T1~~ irsf~f ~ t~~ ~ct'st~ify ~enf~r cc~r~~~pf is fry f~rc~~~f s~~ci~i~ tau~i~~~ss~s ter' ~ric~ura~~ c~p~~rr~~sri~f~; fyg~~ ~f ~v~l~crprrri~r~f tai I~~c~f~ in c~ s~~e%ii~ ~~fi~~ify ~nf~r~ ~"h~ vtfi4nat~: ~attf~t~rn~ is f17~ t~ls€lif}~ ~~~ J~tc~r~s~~ f~ ~r~afa e~ w~llwrot~rtd~s~ ~c~mmur~if~ wifi~ a~p~r~~rit~~e iu~~sfirsr~s f~ su~~c~~ w~~~°i~f~ c~~ ~~c~rE~mi~ ~vadQprn~~f r~~a~a~rrfur~ifi~:& f~3~f a~~ ~~~~~fil~lc: wifl~ purr®~ne~it~a~ lcar~d uses ~n~f I~~v~ fP~~ ~~e~sscary it~$rL~slruCfur s~r~pt~rl. ~~~i~ a~ •the fi~~tivif~ ~~n~~s wiil r~~Uir~ ~c~r~ s~~cifi~ ttr~es ~te~nniri~ fc~ c~~{cir~ss $c~nd s~s~s, zanin~ c~nd irr~rr~sfrucfur~ cl~veltaprri~r~~. Thy ~cfivity ~~~t~~~ wilP n~~~ f~ b~ ~ri~riki~e~f ~~ ~Ilc~c~f~ re~i~~+re~s fo irn~sl~m~nt fhb s~~cifi~ plpnni€tc~ presc~sss. ~, ~ s, >y > .~~ ~r ,} 1 z .l . i ~~r P ~ ~n3 y ri ~ 1 ~~~ ~ S~ ~ y f Y "1 ~ l €~~Z i 3 ! C ,, ._. 1~.. ~'.' t E,, ,~ ~ ~~, r ~: ~ , s. . f ~ ~; v ~ w r r.~ f j t~~ t '»i_~ x. .~~ i` x 3 ~ ~~ as ~' ~~ _i 2a ~ .° 1 ~r=. fly {'~ ~~. ~~~~: l i.; t ;t ;<" ' ~ - 'f'~ ` , Special CounGl Meeting -February 9, 2010 -Page 19 of 117 ~, cti~i~~, enfi~r ~o~~ti~t~s i`%~ foiiowin~ is ~ defiail~e! ciescri~tie~e~ c~n~4 ioccatit~n nia~ fr~r ouch ~~ tho rrin~ acti~ii~ cantors icl~nfifietl. ~ctivrifi ~~ter 1 ~ t~~r~t~€~ ~~rD$e~' Thy f3 cacro l-{ea~ificac~~~ i'rerk sorv~s cis ti7e foccai ~c~irat fc~r showccasisa~ fihe rc~t~ior,'s rich i~erita~e c~r~d history. ~ iraii sysfier~i conat~ctir~~ ~rc~ricrus is~teri~retivo o~hiE~ifis c~lon~ th+;~ river ~rili ~sro~tid~ ese~ e~cifira~ carsd inforr~ati~o eco- c€nc~ h~ritae- torarisrrr axperiar~coa ~far'sous adclifiioncal irstor~rolive sifios s}~owc~sing tho araa's heritage wiii c~iso bo distrilauted thr®u~houfi #~,~ corrar~unity. ~~s conjuracfiian with fihe F~iorita~~ F'arls and ~athor- ~ar~eniii~s c~lc;k~rating h~arcana's cot~t,uries of cac~re~ricat~ history, local grovrar~s` ~roduc+~ will be sold fihr+~argh local Farrn~rs' ~~ar}cets sand evenfis. '~ =: }a 97ta2~k e ~',. ~' a~ AeaiviS~ Gft~'1tE°F . ~° ~ n 1+ C, ?r T~d~nic}u~s shoulc! be ex{~iorod (~,c~,, sigrtc~go cae~d design standsards~ to idonfii~y this a~r~s~ cis N~arc€nt~'s h~{eritr~g~ ~ontor fihe~t a~€rcacts visitors tc~ the coa~rraunity b€at also servers to brine the cosne7iunity togeti~c:r nerd crecatos o sense of iaride for residents and fihe F~t~siness communitya a~~a~~i~ ~~rat>~r o ~~~ ~o~et#e~irx area This ~~ciivity tenter- is interacted tc~ bo ~ worlei~eir~ss destination offering tc~t~ris and ex~eriertee c~~portunities with its resort focus. The crre~a curren~t~ includes qucslity resie#enfiial deveio~sti~er~t which is ~ - ,_ .. ex~ect~c4 to cor~tin+~~ < ln~~roved access i. neet#ed with tie ~ ox~acansiorr of Tangerine £~ocrd cas can east-we~tccarrictor sand ~r~ntin€~ de t~kc~rcra~cl crs a rrarth-sc~ufih i €c~rridor. tvtuch cif the pr~ca is ctrrrent6y ur~c3evetc~~ec3 and p~a~ovides ae'a o~laaartur~ity to create the t`i'e of deveio~r~ent ctrnsisfient with fihc~t wi7ic#~ krus alro~dy c~cc~srred. s Thy Sonaran C~eserfi or~,,<_.e~i~ once will ~ are ir~te~reai c€~e~sonent of the i ~~, ~~ .~_,,,~~ de~e9oi~rrrer~fi ~~i~ir~ tine ~sve ~ l~~ouratai=~ area ,~ctivify ~~rrter. "Chic ~ ,~ _. activity ~:errter will continue to Special Council Meeting -February 9,.2010 -Page 20 of 117 t~'a€a~ ;r~~ ,a~a~ ,.,.. ,~ , ~ ft ~ (, ~°,'~~rr C,a~t~ S ~ i 1 develops high gva[it~ r•esc~rts c~r1d reir~ted he~s~itcxlity ir~dustr°y~ ~~sr~rrl~rco th~rt is r~ilectivo ~~ the r~tural setting. The I~ouo tuiot~ntair~ aroa is urn`€€~~~ ira ~4pli~rt,~E-~ exr-,d lhis devolopr~ient s~~c~r~dard sh~~uid be s#ror~gl}~ roflect~:d~ f"+sturo ~ianninc~ ~uMr ensure that there e~r~ a€~eguc~te resid~~nti~af services aid a rni~ ~~ activilies that will a~ecai to visitors {~:.~. r€it~htti~re r~ctiu6t'res, unit~ue shoia~ir~g z~nd en4~rtc~inrner,t o}~~csrtunities~. ~si~r€ c~uir<lelines shcu(~E be _ _. _ _ ., ... _ ..._ . _ . _ ___.. ., enforced to onsur that the ncrturai ane€ Built enviror~r~~ent txr~e integr~rted r~r~d enharr~e the ~rea'c visual a~~~:arctneee olirsboratis~n with ~riztarrcr ~tc~te l.a~d ~e~artr~erat (t~~~~P which hales r~~uch c~~ tiae lard can the 7csngerine orridr~r, will Fie essential. ~~ivit~ Ceraterr 3: crrtgeri~~ ~a r1 4«i U ~ new i-14 irit~rdlange that addresses the railr°c~ac3 ~rossir~g issre {at-grclr~e rail crcrssittt~ adja~orlt to €r~terchc~nge) is esser~Tial fr~r this ~~tivit}~ enter to reoeh its #~©te~~ti~i. Flans to k~utid the +~~~~ interchange crre corrr~ic:~P~d ar~d furrdir~g fc~r Phis ~ra~ect shts~ld ct~ntinue to k~ pursued. 'his area of€ers rrri~ed-use ss~a~sor~tunities that include resid~ntiat, cornn~ercial and ~~talc~~rrr~rrt aria dewelc~~rrient. Vv'atc:r, sewer and at6~er infrastr~reture should be pignn~ci, ~ro~rammed and inst~slled ire ct~ardinc~tian wifh the interchcsnc~e recorastruetiarr. ~cti~/i~~ Cer~fer : ~arlc~erir"r ae °i°e~€~r~c~lcr~~ ~.catrri~r This area glc~nc~ T~tr~gerir~e load laetwoen the Cr~ive r~~tountcsin and Tc~rrgerine Roar! and i-i ~ /~~fivi~t~ renters will servo as a I~e~ 4c~ccatt~n ~c~r hig}~ tchnolc~~~ l~usinessc-s r:rr~€i lousiness l~c~rk d~velomarrt4 Thy ~orric3ar ruilf b~ sonsitivl}~ ianneef with set~c~cks and clustered drbue(oprrrent sa cis rat tca develop irr cs hnee~r~ strip ~;rsmm~rd~a€wtylao t~ crtt~ rn. Thia area will also serve: as ~s `°transiticara ~orridc~r" €aetweer~ tl~e ernlaloyrrrr~t confer d~uofomarrt ire the T'ar~~€~rin~ k~a~td and i~7 ~~#€vity ~entar c~r~d the recreatian, resort crnd tourism €~rt~enities in the [roue ~~ ~ ~ _ ,~auntain f~Ctivit~j Center - ev~lo~n~rertt Qf E~crsic csr~d tele~Qrr~municatiorr infrastruct€~r~ 4vil! lie reuir~d c~lorrg the I~rrgtlr o~ the cc~rridrsr tea er~sur~: that the ~c~w~•r~€ carp rt,axirxtize: c~cc~narni~ ol~~c~rtur~itaes. Special Council Meeting -February 9, 2010 -Page 21 of 117 t~ssrc~rr~~r ~c~ri~ariic: ~~tr€~~~ ;> ~J.-~ ~~ ~°Isir, ~.~ = Ct t ~ "? ~cfl~rt ~~1ic:r ~: Iirtc~e~€r~ ~irp+~r~ Thy ~car€~na Airpc~rf ,~~iivity tenter is ar~chcsr~:c; }~ ~~~~ ~rlar•~sr~a ~it~pc~rt at~sd ifs ~a,~f~E~ foot ;~tair~ runwcs}~, It is a tres•nenc~cas~s cosset ft~r- t~c:rana e~rtcf a rna;ar ~i~:ce cif fhe Trar~spa~rtation lao~istics sfre~te~~. It offers eapparf€~nities fear rnartufe~cturir~c~ anr~ e~isfr~rvfic~n and is ~Srslsed to became t~ center far corpcarc~~te csr~d e~ctafive tr~xvel. l~°npro~er»er~tsin bas€~ infrastr~tctur'e are needed ar~cl much of the laid around the airport Is r~ana~~ b~ ,~,5~~1. ~Icsse ecallabcartrtlon with ASLIB will ~erec~~tired to ensr~re that the ,~etivif}~ Cenfer reaches ifs potential. t)evelepine~ rrrc~~e-innread~ builclln~s of the air-part Y~ili place ~4ar£9~EC3 csi the forefro~rt of t~ttrc~cfinc~ que~lity firms that cannot wait f~ bullet fhelr sawn fc~e'slifi~s. .e~}3btt ~ix~k.~ti,i ~~nt~r _ A~Ivlf~r Cer:t~r ~a: [itarct~~a s~tart~r~a ~reatir~cl es fhrivir:g ~activit~ enfer css tt~e eor~ e~f the carntnvnity is crificcxl for establls$~in~ a sfron~ cor~~rYUnity i€fe~tity cancl suste~inabie ecanar~ic base. The heart of Marar~a #~istari~ally eras ~vhre f•e~iana( farm~:rs carne ta~etber trs share ir~farrnatian ar,c} sell gac~ds. It prrwlded~ fhe sense of ea~r~rrur~ity within a vasf c~~rlcultura! urea. stablishir~~ apes capturing. this sfron~ sense of ~l~rce is ca~ifiecal far tl~~arancr resicfenfs as well. as for vlsitnrs. The municipal cornpieac c~r-~d healtE~ centes• are the firsf ta°rcajor in~r~sirnents in Gtawntawn t~iarana. Idia~crr In~rastr~cfure upgrades are needed and imprcaved caecess frr~r~ 4-1 ~ rnusf be d~v~€~Icipec3. The cxrea has multiple lanclcawners tF~t~t will play a~~ irnpcar•#anf rs~le in the irt~plerr~~nt~~fi~sn cif fie ~ ~ ~xl~iaer for C~~awt~tawn ~~ar~sna. Successful t` clcawr~tourr~s need rnc~re than infresstrvcturet they ~ i need ea Ie, The Lowntown AetlKit enter vrlll ~ I p l~ Y ~ ' i-"r ~ : ~'M-' ' i ir:elude c~ strar~g resider~tlcal ea~~-~ptanenP that ~.~ill creafe ~~~~' aefivity tlttatwiil help laccal ~ J businesses s~~ccaeei, C~aw~tc~wn A~arar~c: r~s curr~t~°rly ta~risiranec~ is a large f~~fi~it~ erfero Thls rsrea ear# Inciucla a <<csriet~ s~f clev~l~sgarnent c~rec~s tied ta~f9~e~• ~vlt•l~ um~if`yintl design features and sz rr~~slti€n~aclal frc:nspartatit~n netrvcarE~ that rr~ic~ht inel~,d a ~ralle~ ar ctlaer form a,rranslt and ~ecl~strian s~sfet-r~. ~orr~~rehensi~=e ~lanr~ie~ at~d creatC~re fwcftnief~aes will need to i~a er~plo~ed to c~c~3av~ `walk-csbilif~" and c: unlfieel design Theme, ;'~ ~ _ .<~ • '~ • . ,. 4 • ~; ~~tF~r Special Council Meeting -February 9, 2010 -Page 22 of 117 t~9~r~€~ f'co~soraai~ cae~€~r-ra~fa f~r~ff i~f~ t~11 ~ud1 ~~ ihis ar~c~ was t~~ilfi €~af~sr~ b~iri c~n~~~x~d Eay fi}~~ Ts~ti~r~ ~~ tvlargr~c~ rn~i is sr~m~ cif the ~Id~st d~:v~lopr~er~fi irY the cc~r~~nur~ify. ~?v~~° tirr~~, phis ~i~tivi~y ~~~~~r will n~~d rc~§~rr~ishir~~ #~ r~r~~c~i~~ cs~rr~l~a~itiva witty new sha~g~in~ ar~d aetivi~y ~~r~as ~ein~ d~~~i~~~d iF~ o~lt~r iac~rfis of ~ha ~~r~turi~y arrd r~c~ic~rs. A~~~~raF~rigfe r~d~velo~r~ient will ensvrc: th~~t new ar~td existirtc~ buiit~in~s ar•~ d~v~(op~d gar r~d~~~l©ia~d accardin~ ~a the T~wa~ ref tvtctrancl's cc~d~s c~l~d sfia€~clards. Thy ~r°~c~ past crf I~1 C? t~r~tinu~s tc~ s~„~~~ ~~~~~,~ ~ ;~~ • '~ ~ ~ ~ ~C`ctb~i~~ 4~~ti~4YY ~ ~n~ay a ~r~rr~~r~dat~s at~~utx1 cz#' :; >. ~ ~>°~ frr~fFie a~s~ ~~trirr»t~~~. There's aiso .~ _.. ' '~~ ~'~' a successful la~rsir~ess iaark ~ _ _ _ _ .:~~.. ,~~~_- devela~rt~ertf west of l~l C~. Saurh t~s~rar~a attd f#~~ "~ol€~en 1`rit~r~~l~'~ area irsclude ~ mix ~~ retrail ar~d cc~rr~mercial ~usit~esses that has his~~rically served as the k~t~sirgss h~E~ ~~ the ~er~herr~ Tucser~ r~~e~r~ape€#~ctn area. I~ order i® ~~sure ca~tinuec~ de~elc~~rner,~ acid rdevelt~rr~er~~, irr~i~re~va~~e~ts 1t~ lr~c~ ~ac~d will ~ re~uie-ed. (~ will be critical fie irrt~r~av~ circulaf`sc~ti fac~tter~s in the tsr~;~s ar~d ~o E~ecru~lfy ;he cerridcsr ~~ s~~~r cadditiQZ~aE private s~:ct~r invesfsxret~t. ~~~i~i~~ er~t~r ~; Tip F~ta~ r~ter~h=~®: f~ It~y et~SPawesi' rac~dway canne~ticar~ will kae c~n~~leted vrhe~ ~e Twin ~ec~l~s Ir~tc~rch~~n~e ~are~~eet is finished (~~~ected late '?~1 U}. 'his irr~ia~rtan# ~car~~~e~tit~n ~,vii$ serve as a catalyst fc~r rs~;w develt~~anent. There has bea~~ cansideraE~le intPr~at in t~uslness~s l~cc~tir~g in th'ss ~en~ral area. This ~c3~ivity enfi:":r alret~dy has sc~rn~ industrial ~s~tivities z~n the ,vest side of lA]C~ and offers re~ali and resider~i~i devalc~~rn~s~t €~~ae~rttrni#ies an the ~Ct51 side ref in ~ ~. ~n~e additi~ni tr~~isia~rrfc~~tirn '._'~ r< irn~rcav~;ments pare ~~tt~pleted~ mare ~ar< <~I~ ~ ~~ .~~ ~, will l~a~e cscr.~ss and ca€~ be dev~ie~ed< They°~ is a nt~ed fir ~vcster ar~d s~rar ~~~, . ~.<<. _~ ~ ~~:~ ~: in~rC~St°rtJ~ttdt-~ c~r~ 3h west side ~f !~1 ~~ .~ _ ~~ ~` ,' ,~ - ~ ... Special Council Meeting -February 9, 2010 -Page 23 of 117 Prr~rzrr~ ~t~r~csrs~a~ F;'cc ~ -~r ,€t ~l€ ,; ~T ~~# ~ i~ti~~fiy ~er~~ee ~t ~`rc~ns~aaresti~~ ~c~c~~ti~ ~41~11~ currently C~t~1 b~ bite ffTYICi'S ~or~~sr e~te ~IC791tSt $}°tlS ~~~}~i vi?y ~et~I~Y~~ {Sr~S~tillt~y ~~ ia~ ~1 i~inal /~tr~arF: at~d ~Sit7t3ned rt~ili Sy5t~i7T frnl~revernen#5 ~rc~ul~l~s t r~Enend~us ~~~74~Yt1~€'IIt3~,a der Etlter{YIC~C~C~I tr{~ClS~tJrtCi$It~Y1~ #~t~t5t1"S t'9~i~ ~€'~tG,J~it cactlvitie5. ~1~~ ~tk~UT'~ ~c~terrtlr~i (T~ th6S - » ~ct~v~ty Center rr~ay hinc~c; up~ar~ the ' I ~'. ~<. ~~.~ ~ .n ~~ i S de~r~len tt) annex and !t5 ~+~vJ~B ! , ti~'F :x~~c~ all car dart c~~ the n~ Su~~e55 ~n c~r~ '..;~ ~. y ( c~rer~. [»ver~ ~3 td~~s {c~r~.r~ ~3o~.sJ nos. t ~ ~ ~ .r3 ~~ 4. ~d ~ .} ~7Fa.CQ~T[~ ~7~lrt +~i tl~e ~E~Y/tl Ol ~1L'~r~~j~p j~$~ ~ ' ~ ;Y _~ ' ~ u the rec~lenc~l 1t7i~3a~tS ®( successful ,~k ..» ~~~ r . .aa~a ' . n ~ '~"'~~ ~ ~~, ~ develcrprn~nt its this 1~ctivity Center ,: ~; ~c~ulc! ,~ very positive fr~r ~h~rartiaT f ~«~ ~~~ , w ~ ,,j 3 ~ It IS ltn~Qrtant that th15 CtreG (3~ 1= ~., ' i ' Manned ccsrefully fo ensure c~ ~_ .~ ~ : _ ~ ~om~satil~l~ Itlntl use pcttfi~;rn. ~ ~' ~ranS~CJrtptiC3n ~s5~t5tT~S tirE: ty~tcc~liy ~ ~ ~ ~ ~ .. s ~ i - ~ ~ ~ heavy industrial CJSE:S c~nd `.`. ~~ ~,, '3 z ~.. x'=~'. ? - ineomisc~tible land arse patterns such ~ ~ . ~s + . ~~~ ~~,~~ ~~~. _ css r~5~de~~t~al rreigi~~rarhac~ds or ~f~r~~.:,~~.~s~~~~~~ t,r n C r e H # . ~r ~~ ~;~. schools r°rriht jeopardize the r y e a c I sa _'~~_.~' e~~nerr~l~ development potentit~i ~,~ ~ _ - _ ~~. _ _ ._.._~-~' this Activity Center. `~f~is tyt e of e~a~~~rrrrs~ develc~pmer~t ta'~~s c~ Icing tun e to occur and tl~e s~rea must be ~rc~te~te~! €rc~rn ir~~c~~rti~otible Icanc! uses. Special Council Meeting -February 9, 2010 -Page 24 of 117 ,lC~d't#F2~ ~~~isP€i:'i3tG ~d"8F~F~3 ~r~t€sr ~~I-;~ #'t{d~~,i, ~~ ies~~e~reti•~n ~s~ €~ru~~ ia~~s~~r~~ r~ ~i€~p€ ;€i;,'~>r Sig car~ir ~~ 1€~ f~~,~fh~:~ t~~ Tc~rc~~t tn~lus~ry af~~ ~~4ivit~ ~n~~r ~.car~~~g~~~,~ i# i~ i€~pc~rts~r~s~ ~a i~rt~i~}~ ~rhse#~ e,~ ti7~ ~tfivi,;~ ~~n~~rs ter curr~n~ly ~r cc~ui~ tx~ i~r~~ar~i tc~ ~~ k~~s~ suifi~:~i ors hc~~~ ~~ ~ar~~t incluslris. 'i"her ft~~l~~ia~ tr~e~firi~ ~r~au~€~~s ~lia~~~~3e~r€ ~~r l~a~afiin~ #~~ ~'~r~~t Irzd~~~ri~s vri~hin the vc~riovs ,'-ctivf~t~ ~cr~fi~:rs. Th~a~ reea~n~~r~c#~d iacrsfii~ans (ini~at~~# in ~res~1~~} anti fh~ n~i:~s fcst 1h~ ~art~~i ine~ttsiri~s sf5c~u2d k~ r~c~niz~d e~~ fl~~ sp~ifi~ aria iaianrgin ~e~r ~a~h r~~fiYi~}r ~~r~t~r- is gar+E~el ra«t. ~~6 i~afi4li' T~~ ~[~:ritat~~, ~~n~~~ ~anc~ C~av~ M~~rn~s~in ~~~a h~1i~rlf~ f.~nt~rs ~rr~ ~~~s~~t~~ ~ ~ Tc~urisre~ anti i~isi~c~~ x~a~ri~nc~ fQ~vse~. Uti ~~ ~~~ i~r~i?c~rtanc~ ~~ ~h~y 'i'c~ng~ri€~~-~ iir~c~ afaci 1;-1 ~3 inl~rcEtang~ ars~# 4{~~ a~t~ii~sk~iSiP,- va~ar~~ ian~i, a r~~i~ a~ uses i^. at~ti~i~cri~:~. ~i~ ~`ar~~~ran h~a~ ~`~~i;,:.al~~~ G~ ~ ~',,- .~, <:~.r~~i~i~a~atc~r~ ~~ ~~ ~~s~~~~-~~~~~~~ ~;~n~xlo~,,rv,~~~ facc~~ci Special Council Meeting -February 9, 2010 -Page 25 of 117 ® in addition to Transportation Logistics, the Marana Airport Activity Center provides opportunities for Regional Industry Support in the aerospace sector. ® The Downtown Marana Activity Center offers Tourism and Visitor Experience opportunities and there is po#ential in the Bio- and Medical Sciences industry sector in conjunction with the medical center. ~ South Marana - As the retail and service sectors expand in the community, some of the retail stores and shopping centers may be available for employment uses providing new employment opportunities. ® The Twin Peaks interchange Activity offers mixed use employment opportunities in addition to commercial and retail uses serving adjacent residential areas. The Transportation Logistics Activity Center could provide Regional Industry Cluster Support opportunities in addition to transportation related activities. Special Council Meeting -February 9, 2010 -Page 26 of 117 Mamna Economic Roadmap Draft Plan OJASIQ i7 !V. Roadmap Focus Areas To organize the actions and activities that will be required to expand Marana's economy, Focus Areas were identified to provide the framework for the Action Plan. Focus Areas are defined as strategic initiatives that Marana will address to assist in implementing the economic development vision. The five Focus Areas identified are: 1. Business Attraction, Retention and Expansion 2. Resource~l3usiness Support 3. Workforce Development 4. Tourism and Visitor Experience 5. Community and Infrastructure Development Within each of the Focus Areas a goal is identified. The goals describe the ultimate desired outcome for Marana. Focus Area ~ : business Attraction, Retention and Expansion The goat of this Focus Area is to "bring new businesses and jobs fio Marana while supporting the existing base of sustainable and thriving firms." This will take a collaborative local and regional effort utilizing all of Marana's partners. While pursuing new businesses to locate in Marana is an important part of the overall strategy, focus should not be lost on providing assistance and a sound business climate for those firms that have already chosen Marana. It is much easier and economical to help-existing firms expand and create jobs than to compete to attract new firms. focus Area 2: Resource/i3usiness Support The goal of this Focus Area is to "position Marana as the region's leading, proactive business partner." Marana wants to be known as the place to be from a regional business perspective. To attain #his, the community will need to build a reputation for providing superior services, support, and assistance and be able to partner with businesses to find innovative solutions to complex issues and challenges. Focus Area 3: Workforce Development The goal of this Focus Area is to "work with local and regional partners #o maintain a highly qualified and diversified workforce tailored to the target industries and local business activities." Marana desires to ensure that its residents are qualified to take jobs being created through the Roadmap's implementation. There is also a need to have the workforce evolve and adjust to change and new technologies. Due to advancements in telecommunication, many businesses can locate just about anywhere. Cost, proximity to markets and access to resources used to be the key business location factors. Today, it is the quality of the workforce and the opportunities available to improve it. In addition, businesses are looking for locations that provide a comprehensive, sound education system for families and young people. Special Council Meeting -February 9, 2010 -Page 27 of 117 Marana Fronomic Raaclmap Draff Plan 0105 FO 1 ~ Focus Area 4: Touristm and Visifor Experience The goal of this Focus Area is to "be the region's premier leisure, recreation and group meeting destination." Attracting tourists and visitors to Marana is critical to the focal economy. They bring basic dollars to the community without having to provide full time infrastructure and services. A high quality tourism destination also brings business owners, executives, and investors to the community. Showcasing Marana to these decision makers will pay dividends in the business retruitment area. Focus Area 5: Community and fnfrastruc~vre ®evelopment The goal for this Focus Area is "within the purview of municipal government, provide quality services to support economic development efforts," Basic infrastructure and services are expected by business and without them the community is at a disadvantage. The lifecycle of innovation has become much shorter and firms need to be nimble and able to move quickly. The Town will need to identify a systematic funding program to proactively develop and expand its basic infrastructure and services. Special Council Meeting -February 9, 2010 -Page 28 of 117 Marana Economic Roadmap Draft Plan Q105i'0 19 !/< il~arana's Economic Roadtv~ap l~etion Pian Each locus Area contains initiatives that are defined as broad tasks that need to be accomplished to assist in the pursuit of the related goal. Action Strategies are then presented with those in bald print being steps that can be undertaken immediately with minimal direct costs to set fine foundation for the plan's implementation. Focus ~-rea 1 a Business ,4ttrac~ion, Reten#ion and Exfaansion C~oai: Bring new businesses and jobs to Marana while supporting the existing base of sustainable and thriving firms. !ni#iative 1.1 Develop and implement basic tools to market the community and provide assis#ance to existing businesses. Action S#rateaies• 1.1.1 Work collaboratively and explore partnership opportunities with other regional entities for business attraction. 1.1.2 Develop a community brand and marketing plan for business attraction, retention and expansion. 1.1.3 Develop and implement a formal business retention and expansion program. lnitiafive 1.2 Create a culture that encourages local businesses to be involved in community initiatives and events. Action St~ateaies: 1.2.1 Maintain an aggressive communications and promotion program with local businesses. 1.2.2 Develop an approach to attract corporate headquarters to Marano. Initiative 1.3 Identify and enhante a variety of places to locate new businesses. Action Strategies: i.3.i Work with the local real estate community to maintain a eurren# database of available sites and buildings for locating companies. 1.3.2 Devise and implement a Town land acquisition strategy to provide key locations that may facilitate appropriate business development projects. Special Council Meeting -February 9, 2010 - a e 29 117 /4~9a~ana ~conomic Roadmap Urafa• Plan 0 t05I0 20 1.3.3 Comprehensively plan the nine identified Activity Centers to accommodate new and expanding businesses. Initiative 1.4 Maximize economic opportunities presented by the community's major transportation infrastructure {Interstate, railroad, airport} to attract business and jobs. Action Strategies: i.4.i Ensure long term viability of the Marano Airport through infrastructure investment, land use planning, zoning decisions and promotion to prospective developers that may be influenced by airport operations. 1.4.Z Work closely with regional partners {e.g., Union Pacific Railroad, Arizona Department of Transportation, Regional Transportation Authority} to upgrade transportation facilities and improve regional connections. i.4.3 Through the General Plan, reserve large parcels of land to develop Transportation Logistics #ypes of projects. 1.4.4 Develop a Transportation Logistics marketing plan. 1.4.5 Develop an intermodal strategy that integrates the movement of freight (i.e. ground, rail and air). Initiative i.5 Maximize economic opportunities to attraet business suppliers to support regional industries. Action Strategies: i.5.i Interview exisfing regional businesses to understand supplier and service needs that are currently being ovisourced to other regions. The result of these interviews will be an . analysis identifying service and supply chain gaps. 1.5.2 Develop a Regional Industry Cluster Support recruitment strategy. focus ~--rect 2a Resource/Business Support Goal: Position Marano as the region's leading, proactive business partner. Initiative 2.i Maintain policies, resources and tools that promote economic development. Action Strateaies: 2.i.i Maintain equitable and business-friendly tax policies that balance competitiveness with revenue generation. Special Council Meeting -February 9, 2010 -nTC~ranatclor~omic Roadmap Draft Plan 010510 21 ' 2.1.2 Maintain a streamlined development review and approval pracess {includes fast traeking plans and permits}. 2.1.3 Maintain a competitive development fee structure. 2.1.4 Maintain an up-to-date portfolio of business incentives and policies and provide clear guidelines for their use. 2.1.5 Implement a land acquisition strategy (land banking) to provide key locations that could facilitate implementation of desired projects. 2.1.6 Maintain a package of available tools and research best practices to identify new business assistance options. 2.1 J Maintain an awareness of business needs (e.g., financing, training, services) and facilitate methods to address them. 2.1.8 Use all legislative resources available and collaborate with other entities to lobby for the preservation of existing business attraction incentive programs and the development of new ones. 2.1.9 Develop a policy and funding source to assist with employee relocation expenses for companies that bring high-wage jobs to Marana. Focus Area 3: Workforce ®evelopment Goal: Work with local and regional partners to maintain highly qualified and diversified workforce tailored to the target industries and local business activities. Initiative 3.1 Support loeal education service providers to expand the capabilities of the workforce. Action Strategies: 3.1.1 Flold periodic meetings with local and regional education servicee providers to discuss issues and opportunities far Marana to achieve economic development goals. 3.1.2 Working with local schools, develop and implement a community mentoring program (apprenticeships, school-to-work). 3.1.3 Work closely with Pima Community College and The University of Arizona to develop curriculum and training programs tailored to Iota) needs and businesses. Special Council Meeting -February 9, 2010 -Page 31 of 117 Marana Economic Roadmap Draft Alan 0I051U 22 initiative 3.2 increase focus and investment in workforce development. Action Strategies: 3.2.1 Maintain a Workforce Development and Job Training Council {identified as Science and Technology Council in the Strategic Plan) that will hold regular meetings wi#h the intent to match major employers with education partners to create workforce solutions. 3.2.2 Develop a Town of Marano dedicated funding source for job training. initiative 3.3 Attract additional educational and training institutions to Marano. Action Strategies: 3.3.1 Develop a marketing strategy for attracting education and training institutions. 3.3.2 Working with area businesses, develop and maintain a current education and training needs assessment and include in the marketing strategy. 3.3.3 Identify potential locations for campuses and training centers and work with private and public sector entities to provide appropriate infrastructure. Focus ,4.rea 4: Tourism ttnd Visitor Experience Goal: Be the region's premier leisure, recreation and group meeting destination. initiative 4.1 develop Marana's tourism and visitor experience "product." Action Strateaies: 4.1.1 Establish a local "Tourism Team" to carry out specific tasks and to represent Marano in coordinating with regional state tourism promotion entities. 4.1.2 Work with and support groups and organisations (e.g. non-profits and historical sacietyj to expand heritage tourism. 4.1.3 Develop a community "brand" for Marano. 4.1.4 Work with the Chamber of Commerce and local hospitality industry to develop a tourism and visi#or experience marketing strategy. 4.1.5 Integrate heritage information and heritage-related activities and events throughout the community. Special Council Meeting -February 9, 2010 -Page 32 of 117 Marano Economic Roadmap Araff Plan 01Q510 23 Initiative 4.2 i$evelop community amenities and facilities that make Marana attractive to visitors while enhancing the resident experience. Action Strategies: 4.2.1 Capitalize on opportunities to jointly develop recreation facilities with private seetor partners and other agencies. 4.2.2 Improve bicycle and pedestrian facilities and amenities. 4.2.3 Upgrade the community's parks and recreation facilities. 4.2.4 Create a unique Downtown as an amenity for residents and a destination for visitors to shop and attend entertainment venues that generate revenues for the Town. 4.2.5 Become a destination for trade shows, conferences and other similar major events that will bring visitors to Marana. 4.2.6 Complete the Heritage Tovrism Park and associated Santa Cruz River shared use path for use by residents and visitors. 4.2.7 Complete the Tartolita Mountain/northeast Marana trail system (extending through both Pima and Pina[ counties) to be used as a major tourism and recreation attraction. focus Area 5: Communjty and tnfrasfrucfure ®evefopmen4 Goal: Within the purview of municipal government, provide quality services to support economic development efforts. .Initiative 5.1 Systematically identify, prioritise, fund and implement infrastructure projects that support economic development goals. Action Strategies: 5.1.1 Maintain planning policies to ensure utility easements are preserved and protected. 5.i.2 Maintain a capital improvements plan for each of the nine identified Activity Centers. 5.1.3 Maximize state and federal funding and loan programs for infrastructure development. initiative 5.2 wild partnerships with regional and state infrastructure entities. Special Council Meeting -February 9, 2010 -Page 33 of 117 Marana Economic Roadmap Draft Plan 0105 t 0 24 Action Strateaies 5.2.1 Actively participa#e in efforts to enhance the regional transportation system. 5.2.2 Collaborate and strengthen partnerships with private utility providers to meet Marana's economic development goals. 5.2.3 Improve relationships with other governmental entities to facilitate joint infrastructure development projects. Initiative 5.3 Maintain lotal contro! of public utility resources where possible and logics! to ensure an efficient development process and support community gams. Action ~lt~ategies: 5.3.1 Secure an adequate water supply and improve the Marano water distribution system. 5.3.2 Perform a comprehensive analysis of all utility services provided to determine ways to gain more local control and influence. Initiative 5.4 17evelop a strong community foundation that will result in a quality business climate. Action Strategies: 5.4.1 Maintain high-quality public safety services. 5.4.2 Collaborate with regional partners #o mciintain air and water quality. 5.4.3 Implement a community beautification program. Special Council Meeting -February 9, 2010 -Page 34 of 117 IVI arana Economic RoadmaP Araft Plan O i 0510 25 ~~a ~ . -rn.<~ ~. ~~ne~rnic ~3~ulca~~v~~r7~ is r~~t eT sham t~r~ ~f~cart, Ufa€~y r~j~eYs ~i~E t~k~ ~~c~r~ i~ r~~t ~eaeJ,:~ iii et~r~t~~i~t~e Attraetir~ the €ic~€~~ kir~~ of j~ka~ e~r°ad ec~r~~~~~~ i~ ivtararra ~vi19 ~~~~ pcati~ne~, cean°rt~itr~~r~fi, ~t~savran~~ e~ne4 rho e~Eatie~a~ wi[3 ~~ r~e~~ as~~~strr~~rfs chest rr,ay r~e~t E~~ear ~ifi c~ar~ sn+~n~ y~txr~ ear ~c~litiecti t~rrr~s. ~nsrar•ir~r~ the~t fhe Re~c~efrYra~ is in-t~~~rr~~n~~ei is e~le~a~nc~~nt u~~rt the id~nti~i~~;1iQn and Ss,~~~t~rf of ~ €~~s~c~r~si~~l~ ~nrit; ;~r ~eztito-~s tc~ e~rrry ~s~t ifis ~~ir€,e~tives. ~delitie~netlt~, a ~3~e9ieg~t~~1, ~ttzE~le, ler~~~ t~;€~rn ~~nc~i~~ source; f~ ectr€=y a>~t t€~~ Raaei~na~'~ ir~~l~n°r~titestit~n i~ r~citsir~cl~ Thy it~~I~r~antaPion e~~ fh~ ~2aadrr~ap pan E~~ eaehi~v~~ 1hr~ugh n~rrs~r~us di~~~r~nw stru~tur~s anti rr~~fF~c~ds. ~~e~liocestEon eaf eurr~>-rt stc~~~, ar~r~iti~n ~,~ ra~~v sfes~~, ~r~atinc~ a n~~ ei~~esrt~~nt, €sr the $~rrrtert's©rr cif a nc~n~~re~fit earpo~r~ti~r~ eir~ aEl ®tiarts ~~ ~ ~~nsicl~r~€~. stn iner~rrs~ntal c~s~~arva~h ~rsirs~ s~v~rai o~ thas>»: c©nc~pfi~ ~v~r tir>~~ sF°~a~Ee~ ~aisa ~~ cansi~i~r~:c3. ,~. ~1~~s~t~ti~ra ~~ list ~h€~t~v~r 1h~ u{tit~~ts= struePur~, 2hr~ ~ar~ sv~rt~[ cr~~t~E~iliti~ , ~~nctie~t~s ern ae~l~e~ns tt~rat wi~i k~ €~~eessary tc~ suce~s~fu(i~ impi~r~c~r~t ~h~ ~'acsel~c~~a. Th~s~ arm ~~nlain~~ in the lr~~al~rrs~ntesti~s~ Cheep List. ~ (s~r~niify to ~ne~~nrledc~ec~bl~ exn~ exp~:ri~s~c;~d ~ac?in# c~€ corrtc~ct far ~ec~r~c~rrsie ~~a~~that ~eil# r~~r~~~nf fih~ T~swn ttn~ ~~ t-~s~r~z~si#~I~: fir cc~r~pilit~~ cxne~ c1~ss~rnine~tirrc~ ir~$arrrsc~Yien anc# Berta. F~rovie3a r~snuree~ ~c~ tkaafi a~~urert~ anei tir~r~~(y in~orr~n~iiarr is erNai~r~k~~~. ~' ~sfa~lish a ~casiti~r~ ~f esutharit~ ~itd~ el~ssic~t~art7a6tir~ e€~ailify try ~rrs~lem~nt ee©~e~rrric ~ev~io~tnf actian strr~t~~i~s. ~! ~~serrrl~i~ a-~ c~an~rr~i~ t~~v~:9es~r~°s~i~t r~s~~ns~ te~tt~ ca»-~~ris~~f a~ ~~prt~ es~sd ra~resenkafives ~rc~m sta~~ anel ~ritntax}F a~~ ~ s~ceinc3€~r~ imp~F~~Em..nteatir~n pe~rtn~rs bess~e~' < ;~ the n~~ds ref the ~rc~jett. ~ IViesintain €~ str~~ar~~lia~~d ~3~v~tei~rrae~t re~ie;~r e~r~e~ a~~r-e~ue~~ ~rc~~es5e *~ L~~~~elo~ t~ g~r~~ce~s tea t<vrsi+~z~te~ t4~,carctr~a's ~~~r~ea~ eivelt~~r~a~ursfi ~~~~r~s~ ~~,~~ ~nsssr~ea ace:Qr~ntahility. ~ t~tpi« a (tang-t~rrri ~inancicst aneW4 c~rani~~t€~ncaD ~c~rrurratr~7+~nf to ~ar~a~nt~ ~ev~6~~rn~~#. C;~~sic~nata c~ "(<~~;~iar" e~f ~%~~ ~sxrt~r~c~ ~cc?r~er»+~ ~vele>pmer~f ~cxc{rne~~ tc~ g~reavit~~: caversit,~.hi c~nei ~r~sur~ ~~e~t it is ir7~~ai~r~rtt~c~. *~ ~~tr~blish naf~v~~srles t© eff~c#ivel~ e~lla~.~~r~~t~ ~it~ r~git7n~~l partners. ~ t~f#~r-an~~+ine~ educc~Pic~rr to ~h~: puka#i~ err the ~p~rtat~e~a~ ~ear~c~rnie e~~a~l~p~e>~t. ~' ~rrstar~; trc~ns~e~epar-tm~rtts~4 ~n~~c~~ues~nnt thra~4~ tr~rirsin~ ~a~car irrf~rtrratic~r~ pr~~rarr~s. +~ efin~* us~ci sc~li~3i~y r~latit,rsships tin ~~~~. f~~t~e~r~s ~vit~~ T~: s~n~ the 6~ietrapc~i6#r~rt T~~s _;;~. Ccrnv~nfi[can and Vi~i~~r>•s i3u7~e=eau. ~~ ~`re~s~nf tl~ Re~e~drr~ep tz~ a!i ~tir~ary anc~ ~Krp ~..,;;;~ E ~~,~_ rya#iar€ I'csrt~~~rs urr~~4 ih~s~, ~rau{~s c~ne4 E;ttti4T~s sha>.r1~ !~~ cara~r~~ur~ieat~~ with an ~, r~~c,~~ir~r (~rsstsa Special Council Meeting -February 9, 2010 -Page 35 of 117 B. Implementation Partnerships in addition to the Town's efforts, many other entities play key roles in the Roadmap's successful implementation. Some entities and organizations will play a major role (Primary Implementation Partners) white others will play a supportive role (Support Implementation Partners) in implementation. Primary Implementation Partners Roles and Responsibilities Primary Partners will be actively involved in the plan's implementation on a regular basis. They will be counted on to provide information, support, knowledge and expertise. Marano Business and Economic Development Commission ^ Serve as the keeper of the t=conomic Development Roadmap through identifying priorities, ensuring accountability and measuring success. ^ Assist in implementing all Roadmap Focus Areas. ® Lead the periodic Roadmap update process. ° Provide a citizen and local business perspective an the Town's economic development efforts. ^ Educate and inform the public on the importance of economic development. Marano Chamber of Commerce Educa#e and inform the public on the importance of economic development. ® Serve as the local small business advocate and liaison. Serve as the initial point of contact for small businesses considering the community. We}come and provide community information to new businesses to Marano. ^ Serve as a resource center for small businesses. ^ Participa#e in promoting Marano. ° Participate in implementing the Tourism and Visitor Experience Focus Area. Participate in implementing the Business Attraction, Retention and Expansion Focus Area Tucson Regional Economic L}pportunities (TREO) ° Support the implementation of the Business Attraction, Retention and Expansion Focus Area. Provide regional marketing and promotion. Develop and disseminate in-depth employment and industry data. ^ Provide professional economic development expertise. ° Assist in recruiting new businesses. Work to strengthen regional relationships. ® Serve as lobbyist for regional economic development efforts. • Flost best economic development practices tours. ® Support the implementation of enterprise and empowerment zones, workforce development and foreign trade zones. Local and Regional Utility Providers Support the implementation of the Community and Infrastructure Development Focus Area. ° Provide basic infrastructure support and information. ° Serve as a collaborative economic development partner. ° Share information with perspective businesses. Special Council Meeting -February 9, 2010 -Page 36 of 117 Marano Economic Roadmap Draft Plan O i' 05 7 0 27 ^ Provide infrastructure planning expertise. ^ Serve as a lobbyist for regionat economic development efforts. Metropolitan Tucsan Convention and Visitors t3ureau (MTCV$} ^ Support the implementation of the Tourism and Visitor Experience Focus Area. ^ Implement marketing strategies of Marana assets ^ Recruitment/bookings for conferences and meetings to be held in Marana. ^ Regional promotion as a visitor destination. ^ Support the expansion of tourism and visitor experience venues and activities. Secondary and Tertiary Education (vocational and training, community college, university) ^ Support the implementation of the Workforce Development Focus Area. ® Provide quality basic education services. ^ Develop curriculum and degree programs to meet local economic development needs. ^ Coordinate with the Town, Coca! businesses and other enti#ies to provide education and training programs. Participate in mentoring and apprenticeship programs within Marana. Support Implementation Partners holes and Respansibiiities Support Partners will provide support for plan implementation. Depending an the project or initiative, their involvement level could change significantly. Pima and Pinal Counties ' Provide planning and regulatory functions and basic infrastructure and services. ' Provide support to Marana's economic development effort. ' Collaborate on mutually supportive community and economic development projects. Primary Education Providers ' Provide quality local primary education. Regional Tourist Attrattians ' Provide venues to expand the tourism and experience industry. ' Participate in joint promotional opportunities. Surrounding Municipal Governments ' Support Marana's community and economic development efforts. ' Participate in mutually beneficial joint venture opportunities. Tucson International Airport and Pinal Airparlc ' Coordina#ion to ensure long term viability of air commerce in the region. Arizona State land Department ' Successful coordination and faint planning of State Trust lands within the Marana Planning Area will be necessary to produce win-win projects. Arizona Department of Transportation ' Continued improvements to the I-10 corridor. ' Irriprove airport planning and development. Special Council Meeting -February 9, 2010 -Page 37 of 117 Marana Economic Roadmap Araff Pfan Oi'05IU 28 ~ MpXimiZe the State'S rgll assets. Other State and Federal Agencies ~ Depending on the issues being addressed, various state and federal agencies will require communication and collaboration activities. Pima Association of Governments (PAG) 8 Support Marana's community and ecanomic development efforts. Central Arizona Association of Governments (CRAG) '~ Support Marana's community and economic development efforts. Financial and Real Estate Sectors Ensure availability of financing for business activities. : Support business development and Marana's economic development efforts. Institutes and Foundations Organizations such as Sonoran Institute and other specific issue advocacy groups can be important advocates and supporters of Marana's economic development efforts. C. Roadmap Updates In order to remain relevant and effective in a rapidly changing environment, this Roadmap will need to be periodically updated. At the direction of the Town Council, the Marana Business and Economic Development Commission will be responsible for working with Town Staff to update the Roadmap. As appropriate, Marana's Implementation Partners should also be involved or consulted during the update process. The update process should take into consideration the following factors: Changes to the Marana Strategic Pian and its direction ~ Updates and changes to other key planning documents e New research Demographic and/or socio-economic changes ~ Completed tasks • Challenges and difficulties identified g Regional, statewide, national, and international trends New opportunities Special Council Meeting -February 9, 2010 -Page 38 of 117 Marana Economic Roadmap Araft Alan D 14S 10 29 ACt{t~OWLE®C E~iEi~TS The town of Marana would like to recognize and thank the following participants in the development of the Marana Economic Roadmap. Teehnical Advisory Committee Steve Cheslak, Town of Marana Planning Donald Crow, Caca-Cola Enterprises Anthony Cvaron, Town of Marana Utilities Bob Delaney, CB Richard Ellis Charlie Emerson, TRICO Electric Cooperative Tim Healy, CB Richard Ellis Gary Hudman, Town of Marana Technology Services Steve Huffman, Town of Marana Intergovernmental Affairs George Kennedy, Marana Chamber of Commerce Jana Kooi, Pima Community College-Northwest Campus Kelle Maslyn, Comcast Communications Art McDonald, Tucson Electric Power Company Carol McGorray, Marana Town Council Bill Park, Big Sky Autobody Jon Post, Marana Town Council Walter Richter, Southwest Gas Amber Smith, Marana Business and Economic Development Commission Jennifer Treese, Town of Marana Regional Airport Jonathan Walker, Metropolitan Tucson Convention and Visitors Bureau David Welsh, Tucson Regional Economic Opportunities Dr. Doug Wilson, Marana Unified School District , Josh Wright, Town of Marana Manager's Office Consultant Team Partners for• Strategic Action, Inc. Curt Dunham AICP Peggy Fiandaca AICP Audra Koester Thomas Chris Garbo Special Council Meeting -February 9, 2010 -Page 39 of 117 Marana Economic Raadmap Draff Plan Q i 05) 0 3 0 °~ as z3 vs -o a~ m ca~aa~c~ ~ a ; €~ c'~ - ~c uc~ ~ €z ~ -~ :~ .~ cs- ,~ -~ ~ ~ `- `~ ;~; ~ U~p ~~~~vs ~ " c~ a~vi ~ ~ ~} """ s- QJ C? 43 ~ CCS N > ~ ~ ~ C4S ! C 8 _ _ ' KD CtD ~ Cll Cll 4 C€J ~ C~ ~ ~ Q1 Q3 ~ ~iT -C3 TJ ~ {i1 U N ~ Q? `~."' U ~ ;,.... ~} ~ t!f ~ to L~ ~ ~ ~ ~ ~ ~ f ~ U ~ ~ -~ tLF ~ ~ Q fry ~ ~ t~.> ~N rl~ ~ p ~ ~ ~ Q ~ C3 ~.+ €~ s ~ ~ "L3 L '~ ~ O ~ ® ;a ~~ ~ 4 ~ ~ ss11~~ ~ ~- i CL4 ~ L ~ "' CTS ~ °- (} ' L11 fll U sm ~ i ZS C~ ~ ~ ~ ~ Q3 ~ ?' ~ ~ C? ~ f.2 LTS ., ~ .~}"._ CS) O O .,.., ~ ~ ~ N ~ Ua t7 C3 q3 f t O as ~ •~ us a •- c ~ _ .,.. 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'~.a ~~ ~ . ~.=~~. ~.a o ~.: 0 a 0 0 z LL „~ } %` r' ~ Q s ~ ~ ~^ ~ c i CU .~ o~ -~-+ ,;~ N {/ g p~~~_ ~ '~' d"m = rt V ~~ ~ _ ~~~ ° ~ ~ ~ Q ®~.•~ ~'- ° ~ us ~~o ~ css ~~ '~-~ax ~ ~ ~ .- o~ ~ ~g~ ~ ~ ~ ~c~ o? ~ ° ~ > o ° `~ '~ ~ a ~ ~~ o H ~~~`, ~~~~ ~~ 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item P 3 From: Erik Montague ,Finance Director Strategic Plan Focus Area: Commerce, Community Building, Heritage, Progress and Innovation, Recreation Subject: Presentation: Relating to Finance; FY 2010 Revenue Update and FY 2011 Preliminary Revenue Projections Discussion: Staff will present a summary of the Town's financial status (General Fund) for the first half of the FY 2010 fiscal year (July through December). A General fund summary for FY2010 is attached to this item. Staff will also present the preliminary revenue outlook for the FY 2011 budgetary process and discuss options. The preliminary FY 2011 General Fund revenue summary is attached. Financial Impact: Presentation only. ATTACHMENTS: Name: Description: Type: ^ 2010 Summary Status through December General FY2010 Financial Summary through December_General Fund Backup Material Fund,pdt ^ 2011 Preliminary Revenue Summary General Fund.pdf 2011 Preliminary Revenue Summary_General Fund Backup Material Staff Recommendation: Presentation only. Suggested Motion: Presentation only. Special Council Meeting -February 9, 2010 -Page 42 of 117 General Fund Financial Position Summary through December 2009 Fiscal year 2009-2010 FY2010' Current Status Revenues Sales Tax Revenues Other Agency Revenues Licenses, Fees & Permits Charges for services Fines and forfeiture Grants and contributions Investment Income Miscellaneous revenues FY2010 Budget $ 20,595,960 6,635,335 1,624,450 903,300 820,075 319,840 151,260 798,175 Total Revenue Expenditures 2 Personnel & Benefits Costs Services Commodities Capital Outlay Transfers Out Total Expenditures Over/(Under) Through December 2009 $ 9,109,053 3,221,599 740,839 694,096 283,651 103,376 39,223 146,248 31, 848, 395 14, 338, 085 20,875,907 5,197,910 3,013,506 1,385,353 2,885,368 $ 33,358,044 10,156,836 2,307,443 983,871 476,876 1,209,184 $ 15,134,210 $ (1,509,649) $ (796,125) (17,510,.310) Note 1-Incorporates estimated accruals Note 2 -Significant expenditures and other financing uses for December include: Transfers out of $1,209,184 for January 2010 debt payments on 1997, 2003, 2004 and 2008 Bonds Payment of $250,000 to United Fire for partial payment of settlement ($375,000 due in July 2010) Special Council Meeting -February 9, 2010 -Page 43 of 117 % 44% 49% 46% 77% 35% 32% 26% 18% 45~ 49% 44% 33% 34% 42% 4596 Printed on 2/1/2010 at 5:31 PM 2010 Summary Status.xls O O O O O O O ~ r-I I~ Ol 11l M l0 ~ L!1 ~ ~ ri ' N N ~ ~ ' U M I~ M 11'1 N O Lf1 00 M N ~ ~ Ch lD ~ 00 01 M ~ O Dl l~ N ~ Ql 1~ c-1 lf~• ~ u1 O d' d' N v M O O N ~ -I c-i N d' t ~ ~ v N~ U .... ~' t/1~ ~ 00 m u~ ~ O ~n 1~ N ~ O m ~n t~ ~n ~t M N (~ Ol l0 1~ l0 lfl CF N O u1 lf1 O In ~ O M l0 cl' N I~ ~ ~ O ri al ~ M lf1 I~ O 00 M r-1 t11 r-I O N } ih X L C~ CC C Y Q~ m f6 .~ .~ a` 0 N O 111 O O lf1 ~ O O t!1 u1 ~ Q1 l0 +, 01 M M ~f1 d' O M I O ct l0 I o0 N r-I M ~ l11 I!) ~ M O Dl ci 00 ~ ~ ~ ~ rn N m ~ ~ o O m O l0 r-I M O r-I ~ O n ~ LL V t/~ o v O m L a d ° +~ N y ~ m ~ ~ ~ ~ 3 M L N C ~ L ~ ~ v L ~ C ~ N N ~ L.L V1 a-+ . ~ N d y ~ + i C C ~ c0 0 ~ ~ • ~ ~ ~ N ~ N ~ ~ ~ O O C ~ OJ C N ~_ ~ OJ T m H 4 - C ~ N f' L d X ~ ~ tlD Q ~ - N ~ ~ ~ ~ ~ ~ ~ v o ~ ~ ~ OJ 41 ~ L ( 0 of C U a N ~ ~ N (p +-+ V .~ C ~ ~ ~ C v C C7 N ~ N O ~ U ii C7 ~ ~ F~ n a` General Fund 2011 Preliminary Revenue Adjustments Primary Revenue Sources Sales Tax Mining Construction Manufacturing Utilities Wholesale Retail Restaurant Real Estate Hotels Service All Others Sales Tax Audit Category State Shared Sales Tax Urban Revenue Sharing Auto Lieu Tax Total 2010 Budget 2011 Budget $ Change % Change $ 10,750 $ 5,000 $ (5,750) -53% 3,560,150 2,299,880 (1,260,270) -35% 179,340 161,435 (17,905) -10% 2,724,400 2,985,495 261,095 10% 401,220 323,370 (77,850) -19% 8,281,115 8,349,335 68,220 1% 1,510,700 1,590,065 79,365 5% 808,320 765,802 (42,518) -5~0 1,811,045 1,363,045 (448,000) -25% 841,470 974,175 132,705 16 117,450 178,115 60,665 52% 350,000 350,000 - 0~ 20,595,960 19,345,717 (1,250,243) -6% 2010 Budget 2011 Budget $ Change $ Change $ 2,054,630 $ 1,808,074 (246,556) -12% 3,450,275 2,601,507 (848,768) -25% 1,099,830 1,116,327 16,497 1 $ 6,604,735 $ 5,525,908 $ (1,078,827) -16% Category 2010 Budget 2011 Budget $ Change $ Change Licenses & Permits $ 1,624,450 $ 1,770,633 146,183 9~ Primary Revenue Total 28,825,145 26,642,258 (2,182,887) -8% Special Council Meeting -February 9, 2010 -Page 45 of 117 Printed on 2/1/2010 at 5:35 PM Prelim Adjs «.~` =~~~ ~~ ~~~ 14.wy ai xar~aa 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item P 4 From: Gilbert Davidson ,Town Manager Strategic Plan Focus Area: Progress and Innovation Subject: Presentation: Relating to the Budget; presentation on the FY 2011 Budget Process Framework Discussion: At Council's January 12 special session, staff facilitated a discussion about the "Values" that Council wished to use as a decision tool to identify priorities for the FY 2011 Budget. Earlier this evening, Finance Director, Erik Montague provided the Council with an update on the status of FY 2010 revenues through December 31, 2009, and a discussion of preliminary revenue projections for FY 2011. The item before you now is designed to tie all of this information together. Staff will make a brief presentation on the FY 2011 Budget Process Framework and how all of these separate pieces will fit together into one cohesive process (summarized in the attached document). This evening we will cover the Service Level Option process and the Budget Building Blocks, including a discussion of the administrative savings ("green building block") identified to date by the Town Manager to effect additional expenditure savings, both in FY 2010 and FY 2011. Following this presentation, Human Resource Director, Suzanne Machain will be asking for Council's approval of three Voluntary Salary Option programs for FY 2011. These programs are included in a "yellow" building block and are integral to defining available salary savings in FY 2011. Any remaining deficit for FY 2011 after the strategies contained in the green and yellow building blocks have been invoked may then be addressed through one or both of the "red building blocks," which include Mandatory Salary Options (layoff, furlough, etc.) and Service Level Choices. Also attached to this item as a reminder is the budget calendar for the Council. This was previously distributed and is provided here as a focal point for the timing of future discussions and decision points for the Council. ATTACHMENTS: Name: Description: Type: ~ Budget Framework.pdf Budget Framework Backup Material ~ Councl__Budget_Meetng Schedule.pdf FY 2011 Council Budget Calendar Backup Material Staff Recommendation: Special Council Meeting -February 9, 2010 -Page 46 of 117 Request council's affirmation of the proposed FY 2011 Budget Framework. Suggested Motion: I move to direct staff to proceed with the FY 2011 Budget Framework as discussed this evening. Special Council Meeting -February 9, 2010 -Page 47 of 117 ~! W ~ `~-+ W G:-; Q MJM Y~ r1 "~/ M w x~~ ._. a te=a C1? ~" v ~ ~ Y ~ ~~.1 ~ 5 ~-~ ~ ~ ~" ~ !v ~ `~' ~: ~.~ v ~' 'C9 .,-.. i~ ~' :% s~ ~ ~-, ~' • r ~ ti ( .u' ~ ~ ~ ~' ! ~ '~ r' ~, 1 ~ti r ' ~. . ~ r 1 \.J J J ~~ J `~ /-1 ' r !v ~ rte-, -J \\ ~ t ~ J ~ .--~ ~', X11 ~, c~ ~ ~ \ e ~y ~` > Yp iG( r' . ,~. .? C~: ... ~ J .~ J.~ .~ v r-. 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Q. o v ~ ~ 0 0 0 ~ ~ ~ ~ ~ ~ O O O O G~ •VI •v~ 'in •~ ~ N ~ ~ ~ N ~ ~ ~ ~ C~ •U •~ v] C~ U C~ •U C~ •U ~ Q. "~ O Q, Q.. S], U N ~ •U •U •U ~ 'O ~ ~ ~ ~ U ~ci, U U U O O ~ O y COY '--+ N '--+ O N N _O O O O '--~ N A N ~~ N N ~ ~ N M ~ ~ M '--a '-+ ~ N M M n 0 w v d rn a 0 0 N t6 2 s d LL c .~ ~U C 7 O U m ~U Q N o p" U ~_ y O~ T3 ~~ o 3N ~, w c ~ ~ ~ ~ ~ o ~ ~ ~ ~ ~ a -~ ~ 0 o ~ U ~ U ~ U GG ~ ' ' ' U U U ~ U ~ U ~ ~ ~ U U U ~ U ~+ O ~ ~ ~ ~ ~ ~ ~ N ~ ~ ~ ~ w ~ ~ ,~..yy 0 i4 n,_, ti /'-' ~1 ~"" ~ O N•o ~~ ~~ ~ ~ ~ `~ c ~ ss, ~ ~ w o ~°° ~'' '~ U ~ O ~ U ~,°° on 'Y ~'- .. o ~ ~ a 3 ~ ~ ~ ~ a ~ -d C o U F., C1~ ~, ~G ,,~/ z~ .~ d ~ ~ I ~ I ~ ~ " U t CC ~V1 ~ ~ ~ w , C/~ ~H w , ~ . . ~, ~ ~ ~ ~ ~ ~ ~ ~ O .~ V Q ~ N p~ p 0 ~ 0~ 0 0 a~~ arxar~ d ~Od d • • • • • • • ~ ~ ~ ~ ~ ~ E"' ~. ~. r~. z~, a ° ° ° ° ° o o o o o ~c O O O O O H ~ ~ N ~ N ~ N ~ N ~ ~ ~ ~ ~ ~ C7 .. 'U 'v ~ ~ U U ~ ~ N ' . ,--i .. ' U U ~ ~ U U ~ ~ ~ ~ U U U U U O O O O ~ N N N O N ~ v~ ~ ~ ~ ~ ~ 0 0 a~ rn a 0 0 N m a N LL rn c .~ ~_ ~U C 7 O U m ~U G. ~~~t-~ ~~ 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item A 1 From: Suzanne Machain ,Human Resources Director Strategic Plan Focus Area: Progress and Innovation Subject: Resolution No. 2010-16: Relating to Personnel; approving and authorizing staff to implement the Separation Incentive Plan (SIP) for fiscal year 2011; and declaring an emergency Discussion: On tonight's agenda, Mayor and Council are being asked to consider budget reduction program measures in preparation of the FY 2011 budget process. Similar to last year's budget reduction options, the Separation Incentive Plan is being offered again for the coming fiscal year for employees who wish to voluntarily resign or retire from Town employment. The plan incentives are similar to those in last year's plan with a few exceptions, including a longer election period (giving employees more time to think about electing this option), a longer period in which to separate, and a reduced incentive package for those who elect to separate in the latter part of the program. A summary of the key features of the SIP follows: 1. Employees must declare their intent to participate in the program during the election period running from March 1 through April 30, 2010. 2. Employees will be required to submit a written notification of their decision to retire or resign stating they will leave Town employment in either one of two time periods. Those who elect to separate employment from July 1 through September 30, 2010, will receive the full incentives associated with the SIP as described below. Those who elect to separate from employment October 1 through December 31, 2010, will receive 50% of the incentives associated with the plan. SIP Incentives For Separations July 1 -September 30, 2010 * 50% payout of the employee's unused sick leave balance. * Town-provided life insurance at no cost to the employee for one year at one times the employee's annual salary. * $150 per month subsidy for up to six months to offset the costs of COBRA medical coverage or medical coverage under one of the Town's retirement plans. (Under current Town policy and federal law, employees may elect COBRA to continue their medical benefits for.up to 18 months.) * Severance pay at 1.5 to 2% per year for each year of Town employment prorated to the pay Special Council Meeting -February 9, 2010 -Page 51 of 117 period, not to exceed $50,000. The percentage of base salary that will be used to calculate an employee's severance pay will be based upon the employee's years of service to the Town, as follows: 0 to 10 years = 1.5% >10 to 15 years = 1.75% > 15 years = 2.0% SIP Incentives For Separations October 1 -December 31, 2010 * 25% payout of employee's unused sick leave balance. * Town-provided life insurance at no cost to the employee for six months at one times the employee's annual salary. * $75 per month subsidy for up to six months to offset the costs of COBRA medical coverage or medical coverage under one of the Town's retirement plans. * Severance pay equal to 50% of the severance formula described above, not to exceed $50,000. The SIP program outline is attached to the Resolution for this item. ATTACHMENTS: Name: [~ R..eso re. SI_P approval_for FY 2011_t00019119~.DOC D EX A SIP_FY 201.1. Program_ Outline _(000191.46.-. 2). D..O..C. Description: Resolution SIP Outline and Sample Agreement 2011 Type: Resolution Exhibit Staff Recommendation: Staff recommends that the SIP be approved as presented and that staff be authorized to implement the SIP as set forth in the program outline. Suggested Motion: I move to adopt Resolution No. 2010-16, approving and authorizing staff to implement the Separation Incentive Plan for fiscal year 2011; and declaring an emergency. Special Council Meeting -February 9, 2010 -Page 52 of 117 MARANA RESOLUTION N0.2010-16 RELATING TO PERSONNEL; APPROVING AND AUTHORIZING STAFF TO IMPLEMENT THE SEPARATION INCENTNE PLAN (SIP) FOR FISCAL YEAR 2011; AND DECLARING AN EMERGENCY WHEREAS the Town Council is authorized by A.R.S. § 9-240 (A) to control the finances of the Town; and WHEREAS the Town Council finds that authorizing staff to implement the Separation Incentive Plan (SIP) for fiscal year 2011 as described in the SIP program outline is in the best interests of the Town and its residents. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, AS FOLLOWS: SECTION 1. The Town of Marana hereby approves the Separation Incentive Plan (SIP) for fiscal year 2011 as described in the SIP program outline, attached to and incorporated by this reference in this resolution as Exhibit A. SECTION 2. The Town's Manager and staff are hereby directed and authorized to undertake all other and further tasks required or beneficial to implement the Separation Incentive Plan, to include the execution of separation agreements in compliance with the provisions of the Separation Incentive Plan as described in the SIP program outline. SECTION 3. Since it is necessary for the preservation of the peace, health and safety of the Town of Marana that this resolution become immediately effective, an emergency is hereby declared to exist, and this resolution shall be effective immediately upon its passage and adoption. PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, this 9th day of February, 2010. Mayor Ed Honea ATTEST: APPROVED AS TO FORM: Jocelyn C. Bronson, Town Clerk Frank Cassidy, Town Attorney Special Council Meeting -February 9, 2010 -Page 53 of 117 {00019119.DOC /} EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 SEPARATION INCENTIVE PLAN (SIP) PROGRAM OUTLINE FISCAL YEAR 2011 The purpose of the Separation Incentive Plan (SIP) is to facilitate reductions to the Town's FY 2011 budget during the current economic crisis by providing incentives to retirement-eligible and other employees who wish to voluntarily separate their employment with the Town. The SIP, as described in this program outline, shall apply through FY 2011 only, subject to the timelines described herein. Eligibility This program applies to all Town departments and to all classified and unclassified employees who are retirement-eligible in either the Arizona State Retirement System or .the Public Safety Personnel Retirement System and to all benefit-eligible classified and unclassified employees who elect to resign. Definitions 1. Benefit-eligible-regular full- and part-time classified and unclassified employees. Part-time employees must have a normal schedule that is at least 20 hours but less than 40 hours per week. 2. ASRS-Arizona State Retirement System 3. COBRA~onsolidated Omnibus Benefits Reconciliation Act provides that covered employees and their qualified beneficiaries may continue health insurance coverage under the Town of Marana's health plan when a qualifying event such as loss of employment would normally result in the loss of eligibility. 4. Election Period -March 1, 2010 through Apri130, 2010 5. FY 2011 July 1, 2010 through June 30, 2011. 6. Incentives~ne-time financial assistance to support the retirement-eligible or resigning employee in his or her transition. 7. PSPRS-Public Safety Personnel Retirement System. 8. Retirement-eligible employees~mployees who have accumulated the necessary credited service in a public entity retirement system or in the military service and/or attained the necessary age to qualify for ASRS or PSPRS retirement. This applies to both early and normal retirements. 9. Timeline the dates within which retirement-eligible and resigning employees must notify the Town of their decision to retire and/or resign. Policies and Procedures Election 1. Employees who decide to separate their employment and take advantage of this program must notify the Human Resources Department of their decision to elect retirement or to resign. 2. The Human Resources Department must receive the notification during the election period and no later than close of business (5:00 p.m.) April 30, 2010. The retirement or resignation must be effective no later than December 31, 2010. 3. An employee's election to resign or retire is irrevocable as of the close of business (5:00 p.m.) Apri130, 2010. {OOO~~g~b~~ Meeting -February 9, 2010 -Page 54 of 117 EXHIBIT A TO MARANA RESOLUTION N0.2010-16 4. The Human Resources Department will respond to all employees who elect to participate in this program and may contact ASRS or PSPRS if requested by the employee. Incentives Employees who separate between July 1 and September 30, 2010 will receive 100% of the incentives. Employees who separate between October 1 and December 31, 2010 will receive 50% of the incentives. • Incentives if Separating July 1-September 30, 2010 1. Sick-Leave Payout. Participants will receive a payout at 50% of their accrued sick leave balance. 2. Life Insurance Continuation. Participants will remain on the Town's basic life insurance plan at the Town's expense at one times their salary for one year. 3. Medical Plan Subsidv. This subsidy will be available to the participant only if the participant is (a) eligible for COBRA coverage or the ASRS or PSPRS retirement health care coverage and (b) elects coverage under COBRA, ASRS or PSPRS during the election period. Eligible participants will receive a subsidy of $150 per month for up to six months following their separation to offset the costs of COBRA continuation coverage or coverage under the participant's retirement health care plan. This subsidy shall be payable directly to the participant's health care plan. The Town will not pay the subsidy for any other type of health insurance coverage. The Town will pay the subsidy only for those months that the participant elects COBRA, ASRS or PSPRS health care coverage, for a maximum of six months. If the participant discontinues COBRA, ASRS or PSPRS health care coverage for any reason before the end of the six-month period, the Town will discontinue payment of the subsidy as well. This subsidy does not take the place of any subsidy offered directly by the retirement plan, but is in addition to any such subsidy. 4. Severance Pav. Participants will receive severance pay in an amount equal to a percentage of the participant's annual base salary multiplied by the participant's length of service with the Town. The percentage of base salary that will be used to calculate a participant's severance pay will be based upon the participant's length of service with the Town and the date of separation as elected by the participant as follows: Length of Service % of Annual Base Salary 0 to 10 years 1.5% >10 to 15 years 1.75% > 15 years 2.0% Examples: • $40,000 annual base salary, 5 years of service: $40,000 x .015 = $600 x 5 years = $3,000 severance pay • $40,000 annual base salary, 11 years of service: $40,000 x .0175 = $700 x 11 years = $7,700 severance pay • $40,000 annual base salary, 16 years of service: $40,000 x .02 = $800 x 16 years = $12,800 severance pay Participants will receive credit for partial years of service under this formula. Notwithstanding this formula, the total amount of severance pay that will be paid to any participant is capped at a maximum of $50,000. • Incentives if Separating October 1-December 30, 2010 {OOO~~gDL-J~}I Meeting -February 9, 2010 -Page 55 of 117 EXIIIBIT A TO MARANA RESOLUTION NO. 2010-16 1. Sick-Leave Payout. Participants will receive a payout at 25% of their accrued sick leave balance. 2. Life Insurance Continuation. Participants will remain on the Town's basic life insurance plan at the Town's expense at one times their salary for six months. Medical Plan Subsidy. This subsidy will be available to the participant only if the participant is (a) eligible for COBRA coverage or the ASRS or PSPRS retirement health care coverage and (b) elects coverage under COBRA, ASRS or PSPRS during the election period. Eligible participants will receive a subsidy of $75 per month for up to six months following their separation to offset the costs of COBRA continuation coverage or coverage under the participant's retirement health care plan. This subsidy shall be payable directly to the participant's health care plan. The Town will not pay the subsidy for any other type of health insurance coverage. The Town will pay the subsidy only for those months that the participant elects COBRA, ASRS or PSPRS health care coverage, for a maximum of six months. If the participant discontinues COBRA, ASRS or PSPRS health care coverage for any reason before the end of the six-month period, the Town will discontinue payment of the subsidy as well. This subsidy does not take the place of any subsidy offered directly by the retirement plan, but is in addition to any such subsidy. 4. Severance Pay. Participants will receive severance pay in an amount equal to a percentage of the participant's annual base salary multiplied by the participant's length of service with the Town, then multiplied by 50%. The percentage of base salary that will be used to calculate a participant's severance pay will be based upon the participant's length of service with the Town as follows: Length of Service % of Annual Base Salary 0 to 10 years 1.5% >10 to 15 years 1.75% > 15 years 2.0% Examples: • $40,000 annual base salary, 5 years of service: $40,000 x .015 = $600 x 5 years = $3,000 x .50 = $1,500 severance pay • $40,000 annual base salary, 11 years of service: $40,000 x .0175 = $700 x 11 years = $7,700 x .50 = $3,850 severance pay • $40,000 annual base salary, 16 years of service: $40,000 x .02 = $800 x 16 years = $12,800 x .50 = $6,400 severance pay Participants will receive credit for partial years of service under this formula. Notwithstanding this formula, the total amount of severance pay that will be paid to any participant is capped at a maximum of $50,000. Separation Agreement Employees who elect to retire or resign and accept the SIP incentives will be required to enter into a separation agreement with the Town. Sample separation agreements will be available for employees' review during the election period. Employees must sign and return the separation agreement to the Human Resources Department by the deadline specified by the Human Resources Department in order to be eligible for the SIP incentives. Failure to sign and return the separation agreement by the deadline specified by the Human Resources Department will result in the employee's disqualification from the SIP program and no incentives will be paid; however, the employee's election to resign or retire remains irrevocable as of close of business (5:00 p.m.) April 30, 2010. {OOO~~g~l~ab~u~~l Meeting -February 9, 2010 -Page 56 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 Separation Incentive Program Notification Form Employee Name: Department Name: Supervisor Name: Date: Current Job Title: I elect to participate in the Town of Marana Separation Incentive Program (SIP). I intend to separate my employment with the Town of Marana via: ^ Retirement ^ Resignation Effective Date (no later than December 31, 2010) I understand that the election to separate my employment with the Town is irrevocable as of the close of business (5:00 p.m.) Apri130, 2010. I understand that by participating in the SIP, I will receive the following incentives which I am not otherwise entitled to: A. Sick leave accrual payout depending on the date of my separation in accordance with the following schedule: Separation Date % of Sick Leave Pa, o~ut_ July 1-September 30, 2010 50% October 1-December 31, 2010 25% B. Continuation of the Town of Marana basic life insurance for the employee only for one year if separating July 1 through September 30, 2010; or for six months if separating October 1-December 31, 2010. C. Severance pay in an amount equal to a percentage of annual base salary multiplied by length of Town service, to a maximum of $50,000 if separating July 1 -September 30, 2010; or 50% of the same benefit if separating October 1 - December 31, 2010. D. For those employees who are eligible and elect coverage under COBRA or the ASRS or PSPRS retirement medical provider, a medical premium subsidy of $150/month for up to 6 months if separating July 1-September 30, 2010, or $75/month for up to 6 months if separating October 1-December 31, 2010, to assist with the cost of premiums under either the Town COBRA coverage or the ASKS or PSPRS retirement medical coverage. The Town will not pay the subsidy for any other type of health insurance coverage. The Town will pay the medical premium subsidy directly to the health insurance provider, not the employee. If the employee discontinues coverage under COBRA or the retirement medical provider for any reason, the Town will discontinue payment of the subsidy. I select the following medical coverage option: ^ Waive ^ COBRA ^ASRS ^PSPRS I select the following payout option for sick leave bank payout and severance pay: ^ Lump sum payout ^ Payout over pay periods (maximum of 12) I understand that in order to receive the SIP incentives listed above, I will be required to enter into a separation agreement with the Town of Marana. Final payment of all incentives will only be made upon the Town's timely receipt of a fully executed Separation Agreement. Name Signature Date {OOO~~~C~~I~~I~}I Meeting -February 9, 2010 -Page 57 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 SAMPLE SEPARATION AGREEMENT This Agreement effects an agreeable separation of the employment relationship between ("EMPLOYEE") and the TOWN OF MARANA ("EMPLOYER"), as well as resolution of any claims, known and unknown, now existing between the parties. The terms of this Agreement are as follows: 1. Resignation. EMPLOYEE agrees to voluntarily retire/resign from employment with EMPLOYER effective (hereinafter referred to as the "Resignation Date"). 2. Consideration. Upon execution of this Agreement, and in consideration for each of the terms of this Agreement, EMPLOYER will provide EMPLOYEE with the following: a. EMPLOYEE will be paid severance pay in an amount equal to % of EMPLOYEE'S annual base salary as of the Resignation Date multiplied by EMPLOYEE'S years of service with EMPLOYER as of the Resignation Date, [multiplied by SO% if separation date between October 1 and December 31, 2010] for a total amount of $ b. EMPLOYEE will be paid for % of unused, accrued sick leave as of the Resignation Date, calculated based on the EMPLOYEE'S annual base salary as of the Resignation Date. IF EMPLOYEE CHOOSES COBRA OR RETIREMENT PLAN c. If EMPLOYEE elects health insurance coverage through EMPLOYEE' 5 retirement health care plan under the Arizona State Retirement System (ASRS) [or the Public Safct~ PerSonrtel Retirement System (PSPRS),] EMPLOYER will pay [$ISO or $75, depending on date of separation] per month directly to EMPLOYER'S health care plan on EMPLOYEE'S behalf to subsidize the cost of EMPLOYEE'S health insurance premiums for up to six months. If EMPLOYEE discontinues coverage under EMPLOYEE'S retirement health care plan before the end of the six-month period, EMPLOYER will discontinue payment of the subsidy as well. -OR- c. If EMPLOYEE elects COBRA (Consolidated Omnibus Budget Reconciliation Act of 1985) continuation coverage through EMPLOYER'S COBRA administrator, EMPLOYER will pay [$1 SO or $75, depending on date of separation] per month directly to EMPLOYER'S COBRA administrator on EMPLOYEE'S behalf to subsidize the cost of EMPLOYEE'S COBRA premiums for six months. If EMPLOYEE discontinues COBRA coverage before the end of the six-month period, EMPLOYER will discontinue payment of the subsidy as well. SELECT APPROPR[ATE I'Al'MENT METHOD d. The amounts payable under paragraphs a and b, above, shall be paid in a lump sum, less applicable state and federal withholding taxes as required by law. Payment shall be made by direct deposit to EMPLOYEE'S bank account currently on record with EMPLOYER within 5 business days after the Resignation Date or within 5 business days after this Agreement is fully executed by all parties, whichever is later. -OR- d. The amounts payable under paragraphs a and b, above, shall be paid in the following manner: in biweekly payments, less applicable state and federal withholding taxes as required by {o00~~C~~~~ zF Meeting -February 9, 2010 -Page 58 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 law. The payments shall be made by direct deposit to EMPLOYEE'S bank account currently on record with EMPLOYER on EMPLOYER'S regularly scheduled pay dates, beginning on the next regularly scheduled pay date after the Resignation Date or the next regularly scheduled pay date after this Agreement is fully executed by all parties, whichever is later. e. If EMPLOYEE is deemed eligible for coverage by EMPLOYER'S life insurance carrier, EMPLOYEE will remain on EMPLOYER'S life insurance plan at EMPLOYER'S expense at one times EMPLOYEE'S annual base salary as of the Resignation Date for [six or 12 months, depending upon date of separation] after the Resignation Date. f. EMPLOYER does not make any representations as to the taxability of any item paid pursuant to paragraphs a, b, c and a above, and EMPLOYEE agrees that shall have sole responsibility and be liable for any federal or state taxes which may be required by virtue of receipt of funds or benefits pursuant to this Agreement and agrees to indemnify and hold harmless EMPLOYER against any and all liabilities including but not limited to taxes due, penalties assessed for unpaid taxes or any costs or fees incurred by EMPLOYER should the taxability of any part of the payments or benefits be challenged by any taxing authority. 3. Release and Covenant Not To Sue. EMPLOYEE agrees that will not initiate or cause to be initiated against the TOWN OF MARANA or any of its current, past, or future agents, attorneys, insurers, council members, elected officials, employees, subsidiaries, affiliated entities, or any person or entity acting by, through, under or in concert with it, in both their personal and official capacities, (collectively referred to as "Released Parties") any lawsuit, compliance review, action, grievance proceeding or appeal, investigation or proceeding of any kind (collectively referred to as "claims"), or participate in same, individually or as a representative or a member of a class, under any contract (express or implied), law or regulation (federal state or local), including but not limited to claims pertaining to or in any way related to employment or termination of employment with EMPLOYER. EMPLOYEE agrees that pursuant to this Agreement, releases and forever discharges EMPLOYER and the other Released Parties from any and all claims, demands, damages, causes of action, and any liability whatsoever, including but not limited to claims on account of or in any manner arising out of EMPLOYEE'S employment or termination of employment with EMPLOYER. By way of example only, and without limiting this release, EMPLOYEE releases EMPLOYER and the other Released Parties from any cause of action, right, claim or liability under Title VII of the 1964 Civil Rights Act, as amended, the Family and Medical Leave Act, the United States Constitution or Arizona Constitution, the Arizona Wage Statute, the Arizona Civil Rights Act, the Arizona Employment Protection Act, the Americans with Disabilities Act, and any other equal employment opportunity law or statute, any due process or other constitutional theory, any Arizona statute, any federal statute, any common law claim including wrongful discharge, implied or express contract, the covenant of good faith and fair dealing, or any other claim in tort or contract arising under any theory of the law. EMPLOYEE understands and acknowledges that this release forever bars from suing or otherwise asserting a claim against EMPLOYER or the other Released Parties on the basis of any event occurring on or before the effective date of this Agreement, whether the facts are now known or unknown, and whether the legal theory upon which such claim might be based is now known or unknown. 4. Provision for Unknown Claims. EMPLOYEE warrants that does not have any claim, charge, or complaint, either formal or informal, pending against EMPLOYER or any of the other Released Parties with any court, tribunal, administrative agency, governmental agency, or other such body. EMPLOYEE further waives any right to monetary recovery should any administrative or governmental agency pursue any claim on behalf. {OOO~~g~~~~ Meeting -February 9, 2010 -Page 59 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 5. Bar. EMPLOYEE agrees that this Agreement may be pleaded as a complete bar to any action or suit with respect to any claim under federal, state or other law including, but not limited to, any claim relating to employment or termination of employment from EMPLOYER. 6. Indemnification. EMPLOYEE agrees to indemnify and hold harmless EMPLOYER and the other Released Parties from and against any and all loss, costs, damages or expenses, including without limitation, attorneys' fees, arising out of a breach of this Agreement or the fact that any representation made herein was false when made. 7. Denial of Liability. No provision of this Agreement shall be construed as an admission by EMPLOYEE or EMPLOYER of improper conduct, omissions or liability. 8. Notice of Time for Reflection. EMPLOYEE acknowledges that this Agreement constitutes written notice from EMPLOYER that should consult with an attorney before signing this Agreement, and acknowledges that has fully discussed all aspects of this Agreement with attorney to the extent desires to do so. EMPLOYEE agrees that has carefully read and fully understands all of the provisions of this Agreement and that is voluntarily entering into this Agreement. EMPLOYEE agrees that, as part of this agreement, has been provided with consideration in addition to anything of value to which EMPLOYEE is already entitled. EMPLOYEE has also been provided with a reasonable opportunity to review and consider this Agreement. -OR (For Employee Over 40 Years of Age): [8. Notice of Time for Reflection. EMPLOYEE is advised as follows pursuant to the Older Workers' Benefit Protection Act, because is over 40 years of age and in this Agreement waives claims for age discrimination: a. This Agreement constitutes written notice from EMPLOYER that EMPLOYEE should consult with an attorney before signing this Agreement, and acknowledges that has fully discussed all aspects of this Agreement with his attorney to the extent desires to do so. b. EMPLOYEE has carefully read and fully understands all of the provisions of this Agreement and is voluntarily entering into this Agreement. c. As part of this Agreement, EMPLOYEE has been provided with consideration in addition to anything of value to which is already entitled. d. Because is over 40 years of age, prior to waiving claims for age discrimination that EMPLOYEE may have under the Age Discrimination in Employment Act, may take up to forty-five (45) calendar days to consider this Agreement before signing it. e. In the event EMPLOYEE chooses to sign this Agreement prior to the expiration of 45 calendar days, EMPLOYEE acknowledges that voluntarily and knowingly agrees to waive entitlement to take 45 days to consider this Agreement for the purpose of expediting the payment outlined in Section 2, above. f. EMPLOYEE may revoke this Agreement within seven (7) calendar days after signs this Agreement. If EMPLOYEE wishes to revoke this Agreement, or counsel will notes EMPLOYER in writing, addressed to Suzanne Machain, Human {000~~~~~~~ Meeting -February 9, 2010 -Page 60 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 Resources Director, at the Town of Marana Municipal Complex at 11 SSS W. Civic Center Dr., Bldg. A3, Marana, AZ 85653, delivered on or before the expiration of the revocation period. g. If EMPLOYEE does not revoke this Agreement before the expiration of the seven-day revocation period, the Agreement will become irrevocably effective and enforceable on the eighth (8th) calendar day after EMPLOYEE signs it. h. EMPLOYEE is aware is not waiving any rights or claims that may arise after the date this Agreement is executed. EMPLOYER'S exit incentive program applies to all of EMPLOYER'S classified and unclassified employees who are retirement-eligible and/or benefit-eligible. j. The eligibility factors for EMPLOYER'S exit incentive program are: eligible employees must be benefit-eligible, defined as regular full- and part-time classified and unclassified employees, with part-time employees working a normal schedule of at least 20 hours but less than 40 hours per week, and/or retirement-eligible, defined as employees who have accumulated the necessary credited service in a public entity retirement system or in the military service and/or attained the necessary age to qualify for ASRS or PSPRS retirement. k. The time limits for this exit incentive program are that employees must notify EMPLOYER of their decision to elect retirement or resignation under the program by May 19, 2009, and employees must separate employment no later than August 31, 2009; additionally, eligible employees who are over the age of 40 will have forty-five (4S) days from the date they receive this Agreement to consider whether to sign it. 1. The attached charts provide the job titles and ages of all individuals eligible for the exit incentive program (Exhibit A) and the job titles and ages of all individuals who have elected to participate in the exit incentive program (Exhibit B). EMPLOYEE understands that is waiving all rights and claims has or may have under the Age Discrimination in Employment Act, 29 U.S.C. Section 626, et seq., and any other federal, state, or municipal law or regulation relating to age discrimination.) 9. Return of Property. EMPLOYEE shall return all property of EMPLOYER in possession, including, but not limited to, any keys for EMPLOYER'S facilities as of the Resignation Date. parties. 10. Complete Agreement. This Agreement sets forth the entire Agreement between the 11. Choice of Law. This Agreement shall be construed, enforced, and governed by the laws of the State of Arizona. 12. Severability. Should any provision of this Agreement be declared or determined by any court to be illegal or invalid, the validity of the remaining parts, terms or provisions shall not be affected thereby and said illegal or invalid part, term or provision shall be deemed not to be a part of this Agreement. 13. Effective Date. This Agreement is effective upon execution by all parties. {OOO~~g~~~C'~ Meeting -February 9, 2010 -Page 61 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-16 OR (For Employee Over 40 Years of Age): [13. Effective Date. This Agreement is effective upon expiration of the seven-day revocation period outlined in Section 8, above.] ***WARNING - DO NOT SIGN THIS AGREEMENT UNLESS YOU UNDERSTAND IT! THIS AGREEMENT INCLUDES A WAIVER OF YOUR RIGHTS!*** TOWN OF MARANA EMPLOYEE By: Gilbert Davidson Town Manager By: Date: APPROVED AS TO FORM: Jane Fairall Deputy Town Attorney {OOO~~~C~~}I Meeting -February 9, 2010 -Page 62 of 117 ~.""~~ ~~~ ~E ..~x. 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item A 2 From: Suzanne Machain ,Human Resources Director Strategic Plan Focus Area: Progress and Innovation Subject: Resolution No. 2010-17: Relating to Personnel; authorizing staff to implement a sabbatical program for fiscal year 2011; and declaring an emergency Discussion: Earlier this evening, staff presented the framework for implementing a variety of cost and revenue management strategies as part of the FY 2011 budget. The framework included a series of "budget building blocks," ranging from least impactful (green) to those with the greatest impact (red). This item addresses one of the yellow "budget building blocks" discussed this evening--voluntary salary reduction options. This item deals specifically with authorization for a voluntary sabbatical program which would allow employees an opportunity to take time off from work, without pay in FY 2011 in a minimum of 30-day increments. A summary of the key features of the Sabbatical plan include: 1. Sabbaticals will be open to all regular full- and part-time Town of Marana classified and unclassified employees who have successfully completed an initial evaluation (probationary) period. 2. Employees must declare their intent to take a sabbatical during the election period running from March 1 through Apri130, 2010. The election is irrevocable as of close of business April 30, 2010. 3. Time off must be taken in increments of 30 calendar days; 30-day increments can be contiguous or intermittent. The maximum time off must not exceed 180 calendar days in the fiscal year. 4. Employees will maintain accrue all benefits (except for retirement benefits) and seniority during the Sabbatical period(s) subject to making associated health care premium contributions. An unpaid Sabbatical will impact an employee's retirement benefit, subject to ASRS and PSPRS rules. HR will work with employees to consult with the retirement plans in order ensure that employees fully understand the consequences. 5. Time off is subject to operational considerations and must be approved by the department head, general manager and town manager. 6. The workload left by the employee on sabbatical must be able to be absorbed by existing staff. 7. Upon completion of a sabbatical, the employee will return to their position if the position is still available. Should a position not be available due to a reduction in force, the Town's Special Council Meeting -February 9, 2010 -Page 63 of 117 Personnel Policies and Procedures for layoff will apply. The Sabbatical program outline is attached to the Resolution for this item. Financial Impact: The financial impact of this program will be known by the end of April, 2010. Authorization for an election period this year (March -April) is being requested so that planning can occur and proposed savings can be incorporated into the FY 2011 budget preparation. ATTACHMENTS: Name: Description: Type: ~ Reso re. Sabbatical program_approval_for FY_2011 Resolution Resolution (00019250. DOC ~ EX A Sabbatical Program._Outline FY 201.1_ Exhibit A Sabbatical Program Outline Exhibit (00019..1.76-2). DOC Staff Recommendation: Staff recommends that the Sabbatical program be approved as presented and that staff be authorized to implement the program as set forth in the attached outline. Suggested Motion: I move to adopt Resolution No. 2010-17, authorizing staff to implement a Sabbatical program for fiscal year 2011; and declaring an emergency. Special Council Meeting -February 9, 2010 -Page 64 of 117 MARANA RESOLUTION N0.2010-17 RELATING TO PERSONNEL; AUTHORIZING STAFF TO IMPLEMENT A SABBATICAL PROGRAM FOR FISCAL YEAR 2011; AND DECLARING AN EMERGENCY WHEREAS the Town Council is authorized by Section 3-3-3 of the Marana Town Code to adopt personnel rules, regulations and policies that follow the generally accepted principles of good personnel administration and which may be modified or changed from time to time; and WHEREAS the Town Council finds that authorizing staff to implement the Sabbatical program for fiscal year 2011 as described in the Sabbatical program outline is in the best interests of the Town and its residents. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, AS FOLLOWS: SECTION 1. The Town of Marana hereby approves the Sabbatical program for fiscal year 2011 as described in the Sabbatical program outline, attached to and incorporated by this reference in this resolution as Exhibit A. SECTION 2. The Town's Manager and staff are hereby directed and authorized to undertake all other and further tasks required or beneficial to carry out the terms, obligations, and objectives of the Sabbatical program. SECTION 3. Since it is necessary for the preservation of the peace, health and safety of the Town of Marana that this resolution become immediately effective, an emergency is hereby declared to exist, and this resolution shall be effective immediately upon its passage and adoption. PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, this 9~' day of February, 2010. Mayor Ed Honea ATTEST: APPROVED AS TO FORM: Jocelyn C. Bronson, Town Clerk Frank Cassidy, Town Attorney Special Council Meeting -February 9, 2010 -Page 65 of 117 ;00019250.DOC /} EXHIBIT A TO MARANA RESOLUTION NO. 2010-17 SABBATICAL PROGRAM OUTLINE The purpose of the Sabbatical Program is to provide employees with a means to take unpaid time off from work in increments of not less than 30 calendar days. A Sabbatical is considered a voluntary leave of absence. This program is offered to facilitate reductions to the FY 2011 budget during the current economic crisis. Definitions 1. Benefit-eli i~ ble-regular full- and part-time classified and unclassified employees. Part-time employees must have a normal schedule that is at least 20 hours but less than 40 hours per week. 2. Department Seniority-for the purposes of this program only, this is defined as the length of service in a department, from the most recent date of hire. 3. Election Period -March 1, 2010 through Apri130, 2010 4. FY 2011-July 1, 2010 through June 30, 2011. 5. Sabbatical-unpaid time off from work in increments of not less than 30 calendar days; not to exceed 180 calendar days in the fiscal year. Sabbatical periods can be contiguous or intermittent. 6. Sabbatical Period-a unit of time measured as 30 calendar days. 7. Town Seniority-the length of continuous service with the Town in a regular full-time or regular part-time position, from the most recent date of hire. Eligibility Regular full- and part-time classified employees who have successfully completed an initial evaluation period, as defined in the Town's Personnel Policies and Procedures, may voluntarily elect to take a Sabbatical pursuant to this program. Additionally, regular full- and part-time classified employees serving in an initial evaluation period in a promotional position, as defined in the Town's Personnel Policies and Procedures, may voluntarily elect to take a Sabbatical pursuant to this program; however, any unpaid time off work will not be credited toward the employee's successful completion of the initial evaluation period in the promotional position. Unclassified employees may voluntarily elect to take a Sabbatical pursuant to this program. Policies and Procedures 1. Employees who elect to participate in the Sabbatical Program must identify the number of Sabbatical days off they will take in FY 2011 by completing a voluntary Sabbatical election form. This form will be available from the Human Resources Department. The employee must submit the form to his/her Department Head and General Manager (if applicable). The employee's Department Head and/or General Manager shall take into account operational considerations in determining whether to approve or disapprove the request. If approved, the form will be forwarded to the Human Resources Department. All forms must be received by Human Resources during the election period. 2. The employee's election to take a Sabbatical is irrevocable as of the close of business (5:00 p.m.) Apri130, 2010. Special Council Meeting -February 9, 2010 -Page 66 of 117 {00019176.DOC / 2} 1 EXHIBIT A TO MARANA RESOLUTION NO. 2010-17 3. Requests for Sabbatical must be approved by the Town Manager before the employee may take the Sabbatical. 4. Time off must be taken in increments of 30 calendar days; 30-day increments can be contiguous or intermittent; the employee may take a maximum of 180 calendar days off as Sabbatical during the fiscal year. 5. Employees who elect a minimum of one Sabbatical period in FY 2011 will not be subject to any mandatory pay reduction requirements implemented by the Town Council as part of the FY 2011 budget if the budgetary savings achieved from the employee's Sabbatical is equivalent to or exceeds the mandatory pay reduction implemented by Council. 6. Employees who elect to take Sabbatical may still be subject to layoff and/or job elimination due to a shortage of work or funds or a material change in duties or organization. 7. The work load of the employee electing Sabbatical must be able to be absorbed by existing staff in a manner that will not incur overtime costs or additional expenditures. 8. Employees on Sabbatical will maintain their Town and department seniority. 9. While on Sabbatical, benefit-eligible employees will maintain all Town benefits associated with their current position (e.g. vacation/sick leave accruals, health insurance), with the exception of retirement benefits. State law and ASRS and PSPRS rules determine an employee's retirement benefits and eligibility (see below). The Town will continue to pay the Town's portion of the health insurance premium. In order to remain health benefit eligible, it will be the responsibility of the employee to make timely payment of the employee's portion, if any, of the health insurance premium to the Finance Department. 10. A position left unoccupied by an employee on Sabbatical may be filled by a WRAP assignment if duties and responsibilities associated with the unoccupied position cannot be absorbed by other personnel. 11. Upon completion of a Sabbatical, the employee will return to his/her position, unless the Town has experienced a reduction in force and/or reduction in work hours due to a shortage of work or funds or a material change in duties or organization. If a position is not available due to a reduction in force, the layoff provisions of the Town's Personnel Policies and Procedures will apply. 12. Employees on Sabbatical shall not be paid for Town-approved holidays during the unpaid Sabbatical period. 13. Employees on Sabbatical shall not receive any vehicle or cell phone allowances during the unpaid Sabbatical period and shall return any Town-issued cell phones or take-home vehicles to the Town during the unpaid Sabbatical period. ASRS and PSPRS For employees participating in the Town's retirement programs (ASRS or PSPRS), unpaid Sabbatical leave will have an impact on the employee's retirement. Employees considering Sabbatical should consult with the retirement system to determine how the unpaid Sabbatical will affect them. The Human Resources Department will assist employees as appropriate to facilitate employee consultation with ASRS and PSPRS. Special Council Meeting -February 9, 2010 -Page 67 of 117 {00019176.DOC / 2}2 ~r~~, ~~~~ "'~~~ 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item A 3 From: Suzanne Machain ,Human Resources Director Strategic Plan Focus Area: Progress and Innovation Subject: Resolution No. 2010-18: Relating to Personnel; approving and adopting amendments to the Worker Recession Assignment Program (WRAP); and declaring an emergency Discussion: Tonight, the Mayor and Council received a briefing from staff on a proposed methodology for moving forward with preparation of the FY 2011 budget. During the briefing, staff discussed several options and tools that needed to be adopted by the Council in order to achieve the required reductions in personnel costs as part of the FY 2011 budget preparation process. One of the tools discussed was the Worker Recession Assignment Program, commonly referred to as the WRAP. This tool was adopted as part of the FY 2010 budget reduction tools and remains in use as a valuable tool for the Town during these difficult economic times. After nine months of experience with the program, the program is being brought to Council tonight with revisions aimed at clarifying certain provisions. The WRAP allows the Town to ensure workforce stability and institutional knowledge and to fully utilize organizational talent by providing a system where staff can be assigned to where they are most effective. The program allows for voluntary or directed reassignments for classified staff. The revised WRAP clarifies that time worked by the employee in the WRAP assignment will count for probationary time if the employee is subsequently assigned to the position on a permanent basis. Further, the layoff provision now more clearly states that if a WRAP assignment ends and the employee's regular position is or has been eliminated, only employees who remain in voluntary reassignments will not be subject to layoff. If an employee's regular position is impacted by layoff, the employee in the voluntary WRAP assignment, with a performance rating of "consistently meets" or higher, will not be subject to layoff action while on the assignment, regardless of seniority. An employee in a directed assignment will be subject to all layoff provisions if a layoff occurs in his/her regular classification. The full program outline is attached for review and consideration. ATTACHMENTS: Name: Description: Type: Special Council Meeting -February 9, 2010 -Page 68 of 117 ~ Reso re WRAP amendments (000.19135)DOC Resolution Resolution O EX_A Amended WRAP Program_Outline_(00019147- Worker Recession Assignemnt Program (amended for 2011) Exhibit 2),DOC O WRAP Program Outline- Workshare version. WRAP Program Outline Backup Material (0.0....01.9178). P D F Staff Recommendation: Staff recommends that the WRAP program outline be approved as presented and that staff be authorized to implement the modified WRAP as set forth in the attached outline. Suggested Motion: I move to adopt Resolution No. 2010-18, approving and adopting amendments to the Worker Recession Assignment Program (WRAP); and declaring an emergency. Special Council Meeting -February 9, 2010 -Page 69 of 117 MARANA RESOLUTION N0.2010-18 RELATING TO PERSONNEL; APPROVING AND ADOPTING AMENDMENTS TO THE WORKER RECESSION ASSIGNMENT PROGRAM (WRAP); AND DECLARING AN EMERGENCY WHEREAS the Town Council is authorized by Section 3-3-3 of the Marana Town Code to adopt personnel rules, regulations and policies that follow the generally accepted principles of good personnel administration and which may be modified or changed from time to time; and WHEREAS the Town Council approved the implementation of the Worker Recession Assignment Program (WRAP) on Apri128, 2009 via Resolution No. 2009-56; and WHEREAS the Town Council finds that adoption of amendments to the Worker Recession Assignment Program (WRAP) is in the best interests of the Town and its employees. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, AS FOLLOWS: SECTION 1. The Worker Recession Assignment Program (WRAP) is hereby amended as set forth on Exhibit A attached to this resolution. SECTION 2. The Town's manager and staff are hereby directed and authorized to undertake all other and further tasks required or beneficial to carry out the terms, obligations, and objectives of the aforementioned amendments. SECTION 3. Since it is necessary for the preservation of the peace, health and safety of the Town of Marana that this resolution become immediately effective, an emergency is hereby declared to exist, and this resolution shall be effective immediately upon its passage and adoption. PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, this 9~' day of February, 2010. Mayor Ed Honea ATTEST: Jocelyn C. Bronson, Town Clerk APPROVED AS TO FORM: Frank Cassidy, Town Attorney Special Council Meeting -February 9, 2010 -Page 70 of 117 {00019135.DOC /} EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 WORKER RECESSION ASSIGNMENT PROGRAM (WRAP) PROGRAM OUTLINE The Worker Recession Assignment Program (WRAP) is designed to maintain the Town's organizational health during these unprecedented economic times, positioning the Town for a quick rebound when the economic recovery begins. The primary objective of the WRAP is to ensure the stability of the Town's workforce by maintaining and fully using the talent that exists within the organization. The WRAP protects institutional memory and the expertise that is developed from employee longevity and experience within the Town organization. The WRAP addresses the Marana Strategic Plan Focus Area: Progress and Innovation. WRAP Period A. The Town Manager is authorized to institute a WRAP period based upon an analysis of the budget and revenue needs of the Town. The Town Manager may consider implementing a WRAP period when the Town's major sources of revenue show a sustained decline year over year for two consecutive quarters or when the Town's budgeted expenditures exceed actual revenues for two consecutive quarters. The declines and/or revenue losses do not need to occur in the same fiscal year. B. Once a WRAP period has been declared by the Town Manager, the provisions of the WRAP shall apply to eligible employee participants. All eligible position vacancies shall be subject to evaluation for a WRAP assignment during this period. WRAP Definition A. The WRAP is a Town-wide work reassignment program for all classified employees to allow rapid deployment of employees from one position or assignment to another throughout the Town of Marana. The program provides for voluntary reassignments and directed reassignments as work is available, in the sole opinion of the Town Manager, or the Town Magistrate for Municipal Court positions. Voluntary Reassignment -applies to a current regular full-time or part-time classified employee who voluntarily requests and moves to a WRAP assignment. The provisions of this policy related to Voluntary Reassignment shall govern the employment of employees who seek and accept a voluntary reassignment. Special Co~r~~~g~i~~Fuary 9, 2010 -Page 71 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 2. Directed Reassignment -applies to a current regular full-time or part-time classified employee who is directed to move into a WRAP assignment (non- voluntary). The provisions of this policy related to Directed Reassignment shall govern the employment of employees who are directed by the appointing authority into a WRAP assignment. B. WRAP assignments fall into one of the following categories based on workload needs: Special Project WRAP - A WRAP assignment may include a special project or series of projects. Typically a Special Project WRAP is created when the Town identifies planned and budgeted work that can be done "in-house," that might otherwise be performed through contracts or consulting services outside of the organization. During a declared WRAP period, all special project type work shall be reviewed for a WRAP assignment unless it has been determined by the Town Manager that the project is exempt from the WRAP. a. A Special Project WRAP shall have an estimated beginning and ending date with specific objectives and deliverables. b. Employees serving in a Special Project WRAP shall report to the supervisor and department responsible for each project they have been assigned. c. A Special Project WRAP may be full or part-time and may supplement an employee's workload in addition to work being performed in his or her regular position. However, additional work assignments shall not result in regular or routine overtime expenses for non-exempt employees. d. An employee may hold one or more Special Project WRAP assignment in addition to, or in lieu of, his or her regularly assigned work. However,. multiple assignments should not be made where such assignment(s) result(s) in regular or routine overtime expenses for non-exempt employees. e. The Human Resources Director, in consultation with the Department Head, shall establish the qualifications needed for placement into a Special Project WRAP. f. The Town Manager may end a Special Project WRAP assignment at any time. 2. Vacant Position WRAP - A WRAP assignment may be related to the performance of all or a portion of the essential functions of a vacant position. During a declared WRAP period, all vacant positions shall be reviewed for a WRAP assignment, unless it has been determined by the Town Manager that the position will not be filled or the position is exempt from the WRAP. This determination will be made on the Town's personnel requisition form. Special Co~~S~~g~.~i~~F~uary 9, 2010 -Page 72 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 a. If workload warrants the filling of a vacant position and the recruitment is authorized by the Town Manager, the Human Resources Director, in consultation with the Department Head shall determine if all or a portion of the essential functions of the position may be performed as a WRAP assignment. b. Positions in classifications requiring specific professional certifications or technical training/education may be exempted from the WRAP by the Town Manager, upon recommendation of the Department Head and Human Resources Director. This may include, but not be limited to, classifications requiring Arizona POST certification and positions where professional designations such as "Professional Engineer (PE)," or "Certified Public Accountant (CPA)," are immediately required or desirable. The Human Resources Director shall maintain a list of classifications exempt from the WRAP in order to expedite recruitment. c. Once the Town Manager has approved a vacant position or portion of a vacant position for inclusion in the WRAP, the Human Resources Director, in consultation with the Department Head, shall establish the qualifications needed for placement. The Human Resources Director shall establish an internal competitive process for selection ,and appointment to a WRAP position. d. The Town Manager may end a Vacant Position WRAP assignment at any time. WRAP Duration A. The Town Manager is authorized to institute a WRAP period for the period of time he or she deems necessary, up to 36 months, based upon an analysis of the budget and revenue needs of the Town. B. The Town Manager may extend a WRAP period. after the first 36 months, with Town Council approval. If a WRAP period is extended, the provisions of the WRAP shall continue to apply to participants who are working in voluntary or directed reassignment positions and to all eligible position vacancies and special project work. C. A WRAP assignment (either special project or vacant position, voluntary or directed) may begin and end at any time during a WRAP period with approval of the Town Manager or designee. When a WRAP assignment ends, the employee may be returned to his/her primary job responsibilities if the employee's regular position is available. Special Co~gS~~g~ir~~F~uary 9, 2010 -Page 73 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 WRAP Requirements for Participants All regular full-time and part-time classified employees are eligible to participate in the WRAP, subject to the following conditions: A. Performance Evaluation. The employee's performance history shall be considered in a WRAP assignment. The employee's most recent performance evaluations for the past 12-month period in his or her regular classification must be at the level of "met with some improvement needed" or higher. Upon placement into a WRAP assignment, employees shall be evaluated per the Town's Personnel Policies and Procedures. An employee serving in a different classification shall be subject to a probationary period for that classification. Informal evaluations should be conducted during the course of the evaluation period to assess performance and to advise the employee of expectations regarding performance. The employee must maintain a performance evaluation rating of "consistently met" or higher during the period of the WRAP assignment. If a "consistently met" rating is not maintained, the employee will return to his or her regular position, if it is available. If the regular position is no longer available, a layoff will occur in accordance with Chapter 8 of the Town's Personnel Policies and Procedures. B. Discipline. At the time of application for a WRAP assignment, or direction to a WRAP assignment, an employee must not have. been subject to a work improvement plan or have received any formal discipline, including a documented verbal reprimand, for the preceding 12 months. If an employee is subject to a work improvement plan or formal discipline during the WRAP assignment, the employee may be returned to his/her primary job responsibilities and regular position, if available. C. Essential Functions. The employee must be willing and able to perform the essential functions of the WRAP assignment with or without a reasonable accommodation. D. Job-Required Certifications. The employee must agree to obtain any special certifications required by the WRAP assignment or position within asix-month period of accepting the assignment or position. The employee must maintain those certifications for the duration of the WRAP assignment. The Town shall pay for those certifications that are required by the Town. E. Background. An employee shall be required to meet all employment history and background requirements for placement in a WRAP assignment or position. F. Equivalent Work Hours. The WRAP is not a tool to increase apart-time position to a full-time position. Where possible, employees participating in a Special Co~~S~~g~i~~F~uary 9, 2010 -Page 74 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 WRAP assignment or position will receive the same number of regular work hours (i.e. 8 hours to 8 hours; 6 hours to 6 hours, etc.) as the employee receives in his or her regular position. WRAP Recruitment and Placement Process The Town will make every effort to place interested employees in a WRAP assignment that provides the best match between employees' regular positions and their education, skills and abilities. However, the Town is not required to make an equivalent match in classification and/or compensation. The Human Resources Director is responsible for developing specific procedures to effect recruitment and placement activities for WRAP assignments. Overall responsibilities shall include the following: A. The Human Resources Director, in consultation with the Department Head, shall identify the minimum requirements of a WRAP assignment and a description of the assignment, including essential functions. B. The Human Resources Director shall develop a method for employees to identify their related education, experience and transferrable skills as a supplement to an employment application for a WRAP assignment. C. The Human Resources Director shall post all Special Project WRAP and Vacant Position WRAP assignments internally (within the Town) for consideration by all classified Town employees, including employees of the Municipal Court. D. Where multiple applicants vie for the same voluntary WRAP assignment, the Human Resources Director shall ensure a competitive selection process, using standard human resources best practices. The final selection among multiple voluntary applicants shall be made by the Department Head of the department where the assignment is located. The provisions outlined in this policy for a Voluntary Reassignment shall apply to the selected applicant. E. If no applications are received for a WRAP assignment, the Human Resources Director shall work with all Department Heads to identify positions within the Town where the workload has decreased or is expected to decrease due to economic conditions and/or reorganization of workload where financial and operating efficiencies can be achieved. Employees in positions affected by such a change in workload may be moved to a WRAP by Directed Reassignment. If this occurs, the provisions outlined in this policy for a Directed Reassignment shall apply to the employee being directed to a WRAP assignment. Special Co~r~~~g~ir~~F~uary 9, 2010 -Page 75 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 Pay and Benefits During a WRAP Assignment A. The Human Resources Director shall be responsible for recommending the rate of pay or pay range for a WRAP assignment using standard human resources best practices for pricing jobs and work assignments. The Town Manager or designee shall approve the pay or pay range for the WRAP assignment or position. B. The Town's Personnel Policies and Procedures concerning lateral transfer, demotion or promotion shall govern an employee's rate of pay while performing a WRAP assignment. Any salary change shall be temporary during the period of the WRAP assignment. C. An employee shall retain all leave, health and welfare benefits provided by the Town's Personnel Policies and Procedures while serving in a WRAP assignment. This includes leave accrual and service credit toward seniority and leave accrual rates. Promotion/Demotion/Transfer during a WRAP Assignment A. A WRAP assignment is intended to be a temporary assignment. If a WRAP assignment is based on a vacant position that the Town Manager has determined will be filled on an ongoing basis, an employee serving in the position as a Voluntary Reassignment may request placement into this assignment on a regular basis after serving six months in the WRAP assignment provided the employee maintained a performance evaluation rating of "consistently meets" or higher while in the WRAP assignment. If the employee has already served a probationary period in the classification, the employee will not be required to serve another probationary period in the classification. B. If an employee's regular position is eliminated due to layoff during his/her tenure in a WRAP assignment, the employee may be offered the opportunity to transfer/demote/promote into the WRAP assignment provided that: 1. A regular vacant position exists for the WRAP assignment; 2. The employee maintained a performance rating of "consistently met" or higher while in the WRAP assignment; and the employee agrees to serve in a full probationary period as required by the position unless already served; and 3. Employees who are working in a Voluntary Reassignment are given preference over employees working in a Directed Reassignment for regular placement in a vacant position. C. All placements under this section must be approved by the Town Manager, upon recommendation of the Department Head and the Human Resources Director, Special Co~r~~~~~p~i~~Fuary 9, 2010 -Page 76 of 117 EXHIBIT A TO MARANA RESOLUTION NO. 2010-18 prior to finalization. All Town policies related to seniority, promotion, demotion, or transfer shall apply when an employee is placed into a vacant position on a regular basis, except that any probationary time required in the vacant position shall be offset by credit for time served in the WRAP Assignment. Coordination of WRAP Assignment with Reduction In Force (Lay-off) Policies An employee shall retain seniority in his/her regular classification while performing work in a WRAP assignment. In the event of a layoff in the employee's regular classification, all provisions of Chapter 8 of the Town's Personnel Policies and Procedures shall apply, with the following modifications: A. Voluntary Reassignment - An employee who has volunteered for a WRAP assignment and has maintained a performance rating of "consistently meets" or higher in the WRAP assignment shall not be subject to a layoff action while in a voluntary WRAP assignment, regardless of seniority. If multiple employees within a regular classification are serving in a Voluntary Reassignment WRAP, layoff of those employees shall be based on the criteria contained in Chapter 8 of the Town's Personnel Policies and Procedures after all employees who are not holding a Voluntary Reassignment are laid off (including employees in a directed reassignment). B. Directed Reassignment - An employee who has been placed in a directed reassignment shall be subject to all layoff provisions if a layoff occurs in his or her regular classification regardless of the duration of the WRAP assignment. C. If a WRAP assignment ends and the employee's regular position is or has been eliminated, only employees who remain in Voluntary Reassignments will not be subject to the layoff provisions. Not Subiect to Personnel Action Review Process The duration, appointment and removal of an employee from a WRAP assignment, either directed or voluntary, special assignment or vacant position, is not subject to review formally, informally or under any internal review process provided for by the Town's Personnel Policies and Procedures. Special Co~~~~g~i~~F~uary 9, 2010 -Page 77 of 117 WORKER RECESSION ASSIGNMENT PROGRAM (WRAP) PROGRAM OUTLINE The Worker Recession Assignment Program (WRAP) is designed to maintain the Town's organizational health during these unprecedented economic times, positioning the Town for a quick rebound when the economic recovery begins. The primary objective of the WRAP is to ensure the stability of the Town's workforce by maintaining and fully using the talent that exists within the organization. The WRAP protects institutional memory and the expertise that is developed from employee longevity and experience within the Town organization. The WRAP addresses the Marana Strategic Plan Focus Area: Progress and Innovation. WRAP Period A. The Town Manager is authorized to institute a WRAP period based upon an analysis of the budget and revenue needs of the Town. The Town Manager may consider implementing a WRAP period when the Town's major sources of revenue show a sustained decline year over year for two consecutive quarters or when the Town's budgeted expenditures exceed actual revenues for two consecutive quarters. The declines and/or revenue losses do not need to occur in the same fiscal year. B. Once a WRAP period has been declared by the Town Manager, the provisions of the WRAP shall apply to eligible employee participants. All eligible position vacancies shall be subject to evaluation for a WRAP assignment during this period. WRAP Definition A. The WRAP is a Town-wide work reassignment program for all classified employees to allow rapid deployment of employees from one position or assignment to another throughout the Town of Marana. The program provides for voluntary reassignments and directed reassignments as work is available, in the sole opinion of the Town Manager, or the Town Ma 'sgi trate for Municipal Court positions. 1. Voluntary Reassignment -applies to a current regular full-time or part-time classified employee who voluntarily requests and moves to a WRAP assignment. The provisions of this policy related to Voluntary Reassignment shall govern the employment of employees who seek and accept a voluntary reassignment. Special Council Meeting -February 9, 2010 -Page 78 of 117 2. Directed Reassignment -applies to a current regular full-time or part-time classified employee who is directed to move into a WRAP assignment (non- voluntary). The provisions of this policy related to Directed Reassignment shall govern the employment of employees who are directed by the appointing authority into a WRAP assignment. B. WRAP assignments fall into one of the following categories based on workload needs: Special Project WRAP - A WRAP assignment may include a special project or series of projects. Typically a Special Project WRAP is created when the Town identifies planned and budgeted work that can be done "in-house," that might otherwise be performed through contracts or consulting services outside of the organization. During a declared WRAP period, all special project type work shall be reviewed for a WRAP assignment unless it has been determined by the Town Manager that the project is ex-en}pted__ from the WRAP. a. A Special Project WRAP shall have an estimated beginning and ending date with specific objectives and deliverables. b. Employees serving in a Special Project WRAP shall report to the supervisor and department responsible for each project they have been assigned. c. A Special Project WRAP may be full or part-time and may supplement an employee's workload in addition to work being performed in this or her regular position. However, additional work assignments shall not result in regular or routine overtime expenses for non-exempt employees. d. An employee may hold one or more Special Project WRAP assignment in addition to, or in lieu of, tlh~.. or her regularly assigned work. However, multiple assignments should not be made where such assignment(s) result(s) in regular or routine overtime expenses for non-exempt employees. e. The Human Resources Director, in consultation with the Department Head, shall establish the qualifications needed for placement into a Special Project WRAP. f. The Town Manager may end a Special Project WRAP assignment at any time. 2. Vacant Position WRAP - A WRAP assignment may be related to the performance of all or a portion of the essential functions of a vacant position. During a declared WRAP period, all vacant positions shall be reviewed for a WRAP assignment, unless it has been determined by the Town Manager that the position will not be filled or the position is e~ieted from the WRAP. This determination will be made on the Town's personnel requisition form. Special Council Meeting -February 9, 2010 -Page 79 of 117 2 a. If workload warrants the filling of a vacant position and the recruitment is authorized by the Town Manager, the Human Resources Director, in consultation with the Department Head shall determine if all or a portion of the essential functions of the position may be performed as a WRAP assignment. b. Positions in classifications requiring specific professional certifications or technical training/education may be exempted from the WRAP by the Town Manager, upon recommendation of the Department Head and Human Resources Director. This may include, but not be limited to, classifications requiring Arizona POST certification and positions where professional designations such as "Professional Engineer (PE)," or "Certified Public Accountant (CPA)," are immediately required or desirable. The Human Resources Director shall maintain a list of classifications exempt from the WRAP in order to expedite recruitment. c. Once the Town Manager has approved a vacant position or portion of a vacant position for inclusion in the WRAP, the Human Resources Director, in consultation with the Department Head, shall establish the qualifications needed for placement. The Human Resources Director shall establish an internal competitive process for selection and appointment to a WRAP position. d. The Town Manager may end a Vacant Position WRAP assignment at any time. WRAP Duration A. The Town Manager is authorized to institute a WRAP period for the period of time he or she deems necessary, up to 36 months, based upon an analysis of the budget and revenue needs of the Town. B. The Town Manager may extend a WRAP period after the first 36 months, with Town Council approval. If a WRAP period is extended, the provisions of the WRAP shall continue to .apply to participants who are working in voluntary or directed reassignment positions and to all eligible position vacancies and special project work. C. A WRAP assignment (either special project or vacant position, voluntary or directed) may begin and end at any time during a WRAP period with approval of the Town Manager or designee. '~~~ ^^^~~rsWhen a WRAP assi ng ment the. employee may be returned to his/her primary job responsibilities if the employee's regular position is available. Special Council Meeting -February 9, 2010 -Page 80 of 117 3 WRAP Requirements for Participants All regular full-time and part-time classified employees are eligible to participate in the WRAP, subject to the following conditions: A. Performance Evaluation. The employee's performance history shall be considered in a WRAP assignment. The employee's most recent performance evaluations for the past 12-month period in his or her regular classification must be at the level of "met with some improvement needed" or higher. Town's Personnel Policies and Procedures. An employee servin,~ in a different classification shall be subject to a robationa period for that classification. Informal evaluations should be conducted during the course of the evaluation period to assess performance and to advise the employee of expectations tang performance. The employee must maintain a performance evaluation rating of "consistently met" or higher during the period of the WRAP assignments a "consistently met" rating is not maintained. the em~v~ee will return to his or her re uposition. if it is available. If the re u ar position is no~ 1o~er available. a layoff will occur in accordance with Chantex g of the Town's Personnel PoliclcS and Procedures. B. Discipline. At the time of application for a WRAP assignment, or direction to a WRAP assignment, an employee must not have been subject to a work improvement plan or have received any formal discipline, including a documented verbal reprimand, for the preceding 12 months. If an employee is subject to a work improvement plan or formal discipline during the WRAP assignment, the employee may be returned to his/her primary job responsibilities and regular position, if available. C. Essential Functions. The employee must be willing and able to perform the essential functions of the WRAP assignment with or without a reasonable accommodation. D. Tob-Required Certifications. The employee must agree to obtain any special certifications required by the WRAP assignment or position within asix-month period of accepting the assignment or position ~-aria-agree ;o. The emnlo;iee must maintain those certifications for the duration of the WRAP assignment. The Town shall pay for those certifications that are required by the Town. E. Background. An employee shall be required to meet all employment history and background requirements for placement in WRAP assignment or position. F. Equivalent Work Hours. The WRAP is not a tool to increase apart-time position to a full-time position. Where possible, employees participating in a Special Council Meeting -February 9, 2010 -Page 81 of 117 4 WRAP assignment or position will receive the same number of regular work hours (i.e. 8 hours to 8 hours; 6 hours to 6 hours, etc.) as the emRlo~e .. rece is or her regular position. WRAP Recruitment and Placement Process The Town will make every effort to place interested employees in a WRAP assignment that provides the best match between employees' regular positions and their education, skills and abilities. However, the Town s#allis. not be-required to make an equivalent match in classification and/or compensation. The Human Resources Director is responsible for developing specific procedures to effect recruitment and placement activities for WRAP assignments. Overall responsibilities shall include the following: ~1~-: The Human Resources Director, in consultation with the Department Head, shall identify the minimum requirements of a WRAP assignment and a description of the assignment, including essential functions. E-: The Human Resources Director shall develop a method for employees to identify their related education, experience and transferrable skills as a supplement to an employment application for a WRAP assignment. G: C_.._The Human Resources Director shall post all Special Project WRAP and Vacant Position WRAP assignments internally (within the Town) for consideration by all classified Town employees, including employees of the Municipal Court. D:--~,_Where multiple applicants vie for the same voluntary WRAP assignment, the Human Resources Director shall ensure a competitive selection process, using standard human resources best practices. The final selection among multiple voluntary applicants shall be made by the Department Head of the department where the assignment is located. The provisions outlined in this policy for a Voluntary Reassignment shall apply to the selected applicant. E:---E.~If no applications are received for a WRAP assignment, the Human Resources Director shall work with all Department Heads to identify positions within the Town where the workload has decreased or is expected to decrease due to economic conditions and/or reorganization of workload where financial and operating efficiencies can be achieved. Employees in positions affected by such a change in workload may be moved to a WRAP by Directed Reassignment. If this occurs, the provisions outlined in this policy for a Directed Reassignment shall apply to the employee being directed to a WRAP assignment. Special Council Meeting -February 9, 2010 -Page 82 of 117 5 Pay and Benefits During a WRAP Assignment A. The Human Resources Director shall be responsible for recommending the rate of pay or pay range for a WRAP assignment using standard human resources best practices for pricing jobs and work assignments. The Town Manager or designee shall approve the pay or pay range for the WRAF assignment or position. B. The Town's Personnel Policies and Procedures concerning lateral transfer, demotion or promotion shall govern an employee's rate of pay while performing a WRAP assignment. Any salary change shall be temporary during the period of the WRAP assignment. C. An employee shall retain all leave, health and welfare benefits provided by the Town's Personnel Policies and Procedures while serving in a WRAP assignment. This includes leave accrual and service credit toward seniority and leave accrual rates. Promotion/Demotion/Transfer during a WRAP Assignment A. A WRAP assignment is intended to be a temporary assignment. If a WRAP assignment is based on a vacant position that the Town Manager has determined will be filled on an ongoing basis, nsan employee serving in the position as a Voluntary Reassignment may request placement into this assignment on a regular basis after serving six months in the WRAP assignment. provlaea one ~mptoyee mam amea a performance evaluation rating of "consistently meets" or higher while in the WRAP assignment ~~~'_-fie z~a~~,~x~~d~__~,~_x__v___~s~~.~~~~..r~a~~=-p~~o~~aral...~~k~ G~.a~~a~ic.~ti~ classification. B. If an employee's regular position is eliminated due to layoff during his/her tenure in a WRAP assignment, the employee may be offered the opportunity to transfer/demote/promote into the WRAP assignment provided that: 1. A regular vacant position exists for the WRAP assignment; 2. The employee maintained a performance rating of "consistently met" or higher while in the WRAP assignment; strand the employee agrees to serve in a full probationary period as required by the positio la ready served; and Special Council Meeting -February 9, 2010 -Page 83 of 117 6 3. Employees who are working in a Voluntary Reassignment are given preference over employees working in a Directed Reassignment for regular placement in a vacant position. C. All placements under this section must be approved by the Town Manager, upon recommendation of the Department Head and the Human Resources Director, prior to finalization. All Town policies related to seniority, promotion, demotion, or transfer shall apply when an employee is placed into a vacant position on a regular basis, except that any probationary time required in the vacant position shall be offset by credit for time served in the WRAP Assignment, Coordination of WRAP Assignment with Reduction In Force (Lay-off) Policies An employee shall retain seniority in his/her regular classification while performing work in a WRAP assignment. In the event of a layoff in the employee's regular classification, all provisions of Chapter 8 of the Town's Personnel Policies and Procedures shall apply, with the following modifications: ~: A,_Voluntary Reassignment - An employee who has volunteered for a WRAP assignment and has maintained a performance rating of "consistently meets" or higher in the WRAP assignment shall be +''° '^~* +~''° '^~'' ^~~ ~~ '~~^ °r''°r subject to a layoff action while in a ~ WRAP assignment, regardless of seniority. If multiple employees within a regular classification are serving in a Voluntary Reassignment WRAP, layoff of those employees shall be based on the criteria contained in Chapter 8 of the Town's Personnel Policies and Procedures after all employees who are not holding a Voluntary Reassignment are laid off (includinl? eml2lovees jn a...~~ e~assignmentl_. E-:-Directed Reassignment - An employee who has been placed in a directed reassignment shall be subject to all layoff provisions if a layoff occurs in his or her regular classification regardless of the duration of the WRAP assignment. Special Council Meeting -February 9, 2010 -Page 84 of 117 7 Not Subject to Personnel Action Review Process The duration, appointment and removal of an employee from a WRAP assignment, either directed or voluntary, special assignment or vacant position, ar~j~ not subject to review theformal y. 'n...~ form 1 or under a inte aLe ' rovide for bar the T_o~v~is Personnel Policies and Procedures. Special Council Meeting -February 9, 2010 -Page 85 of 117 g Document comparison by Workshare Professional on Wednesday, January 27, 2010 3:29:16 PM Input: Document 1 ID file://C:/Documents and Settings/fcassidy/My Documents/WRAP program outline (00014165-3).DOC Description WRAP program outline (00014165-3) Document 2 ID ile://X:/WDOX/TNATDOCS/HR/POLICIES/00019173.DOC Description 00019173 Rendering set standard Legend: -€~~~- Style change Format change Inserted cell Deleted cell Moved cell Split/Merged cell Padding cell Statistics: Count Insertions 33 Deletions 29 Moved from 0 Moved to 0 Style change 0 Format changed 0 Total changes 62 Special Council Meeting -February 9, 2010 -Page 86 of 117 ~~,, ~~ ~~~~ ~ `~ fnMw'7r Alii:~rxt 11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653 COUNCIL CHAMBERS, February 9, 2010, 6:00:00 PM To: Mayor and Council Item D 1 From: Steve Huffman ,Intergovernmental Affairs Administrator Strategic Plan Focus Area: Not Applicable Subject: Legislative Issues: Discussion/Direction/Action regarding all pending bills before the Legislature Discussion: This item is scheduled for each regular council meeting in order to provide an opportunity to discuss any legislative item that might arise during the current session of the State Legislature. Periodically, an oral report may be given to supplement the Legislative Bulletins. ATTACHMENTS: Name: Description: Type: ~ 201_.0.._Legslatye_Bulletn._#.. 4...pdf Legislative Bulletin # 4 Backup Material Staff Recommendation: Upon the request of Council, staff will be pleased to provide recommendations on specific legislative issues. Suggested Motion: Mayor and Council's pleasure. Special Council Meeting -February 9, 2010 -Page 87 of 117 Page 1 of 4 F° _. r F Pf 1 x €~ ~ . ~~ . t~ i. ~ t ; r .. g~' ~ti1 ~~ ~;` '`' ISSUE 4 -JANUARY 29, 2010 Session Update This week was an active one for the Legislature. With bill "drop" deadlines fast approaching both the Senate (February 1st deadline) and the House (February 8th deadline) have been working in overdrive. The majority of committees met this week with a mix of policy matters as well as continuation bills. As of this publication, 911 bills have been introduced along with 79 memorials and resolutions. Every bill has been meticulously reviewed by League staff in order to discover any impact on cities and towns. Although both chambers have had many committee meetings very few floor votes have taken place. Additionally, with the recently announced resignation of U.S. Rep. John Shadegg from Arizona's 3rd Congressional District (CD3), many state legislators have chosen to take up the congressional race. Included in that list are: • Sen. Jim Waring (R-Phoenix), who resigned from the Senate on Thursday; • Sen. Pamela Gorman (R-Anthem), who resigned from the Senate on Monday; and • Rep. Sam Crump (R-Anthem), who is expected to resign either today or next Monday. Paradise Valley Mayor Vernon barker also announced that he will enter CD3 race and Sen. Jonathon Paton has said he will resign in order to run in Congressional District 8, although it is not know when that will take place. Precinct committees will forward a slate of candidates for the vacated seats to their respective County Boards of Supervisors to fill the vacated seats. FY 2010-11 Budget Update The Joint Legislative Budget Committee (JLBC) serves as the Legislature's budget staff. It is JLBC's job to ascertain facts and make recommendations to the Legislature regarding all facets of the state budget. This week JLBC released a shortfall options list to legislative members, via the Appropriations Committee. This is not a budget document, rather it is an a la carte menu of budget actions for legislators to consider as they compile the state's budget. Special Council Meeting -February 9, 2010 -Page 88 of 117 Page 2 of 4 JLBC is stating the state's deficit at $1.46 in FY 2010 and $2.596 in FY 2011. As a result, they presented shortfall options totaling $2.36 in FY 2010 and $6B in FY 2011 to provide flexibility to legislative members. The wide range of options includes spending reductions, fund transfers, debt/payment deferrals and additional revenue. To view the 25-page listing, click here. There are rumors that a special session will be called to address the budget in the near future. Possible budget options to be incorporated in the Call may include: sates-tax increase; borrowing against the lottery; authorizing sale-lease back of more state buildings and rollovers for education. The League will continue to monitor budget information as it is released. Local Government Transparency A bill sponsored by Representative Steve Montenegro (R-Litchfield Park) once again requires all local governments to build searchable databases of all their financial transactions. We say "once again" because we dealt with this issue last year when we were able to defeat the bill on the House floor. Although the bill (House Bill 2282) contains mostly the same provisions as last year, Rep. Montenegro has asked to meet with all local governments in order to get a sense of what we can provide and in what format. An array of local entities wilt meet with Rep. Montenegro next week in an effort to reach a compromise. H.B. 2282 advanced through the House Government Committee this week with most local governments (including the League) taking a neutral position pending the outcome of the meeting next week. Immigration Bill Advances Representative Tom Boone (R -Peoria) is the sponsor of House Bill 2384 -immigration laws; local law enforcement. This bill would ban any city or town from enacting an ordinance or policy that would intentionally prohibit a law enforcement officer from enforcing federal immigration law. It also would allow the transfer of information between local, state and federal units of government to determine eligibility for any federal, state or local public benefit, service or license, verify claims of legal domicile if legal domicile is required by taw or contract, or confirm the identity of a person who is arrested. Police departments are also to execute a training program to address violations of federal immigration laws by training peace officers or detention officers, embedding Immigration and Customs Enforcement (ICE) agents within the agency or establishing operation relationships with ICE. The bill requires this training program to be funded by the state if federal funding is unavailable. Only authorized federal entities or an entity authorized by the federal government can provide this training. The League participated in several stakeholder meetings over a couple of years on this bill and therefore signed in neutral. It passed House Judiciary Committee 4-3 and moves on to Rules. Solar Energy and Permit Fees House Bill 2063 establishes maximum building permit fees for solar energy system construction permits for local government. This bill is sponsored by Representative Tom Boone (R-Peoria) and was held in the Water and Energy Committee this week. H.B. 2063 is identical to a bill last year that some cities supported and the League took a neutral stance. Solar energy permit and inspection fees are already limited by statute and may not exceed the actual cost of service. However, H.B. 2063 expounds upon such limitation. It stipulates that an inspection, plan review and permit fees for a single family grid-tied photovoltaic system cannot exceed $375. It also requires the inspection, plan review and permit fees for a residential solar Special Council Meeting -February 9, 2010 -Page 89 of 117 Page 3 of 4 water heater system to not exceed $150. A municipality cannot charge for a re-inspection or re- permitting, but it may adjust fees annually based on the consumer price index. The bill states that these provisions will be repeated after December 31, 2015. The League will continue to track this bill and has heard concerns from its members about limiting fees beyond the actual costs of service and the inability to charge fees for re-inspection. The League wilt be meeting with Rep. Boone and lobbyists for the solar industry next week to work out these issues. Yellow Lights Representative Frank Antenori (R-Tucson) sponsored House Bill 2338, which establishes in statute new standards for yellow light duration at intersections, prohibits cities from using red light cameras unless they adopt those standards and requires all red light cameras to give red light runners aone-second "grace period" before snapping a picture. The bill was brought at the request of Rep. Antenori's constituents who claim photo radar vendors, in cahoots with the cities, are intentionally shortening the yellow light duration in an effort to catch more drivers. Unfortunately a majority of the House Transportation Committee agreed with that premise and passed the bill out on a 5-2-0-1 vote. The League will be working to educate legislators on the complex engineering that goes into designing traffic lights at intersections. State Preemption of Knives Senate Bill 1153, sponsored by Senator Chuck Gray (R-Mesa) would prohibit political subdivisions from having any ordinance or rule or tax relating to the transportation, possession, carrying, sale, transfer, manufacture or use of a knife or knife making components in this state. It does allow for assessing sales tax on knife purchases or rentals. The League testified in opposition to this bill, not only as preemption of local control, but also for obvious public safety purposes. The bill passed 4-3 in the Senate Judiciary Committee and now awaits the Rules Committee. GPLET Reform Continues Once again lawmakers want to address issues with the Government Property Lease Excise Tax (GPLET). A bill (House Bill 2504) sponsored by Representative Fick Murphy (R•Glendale) picks up right where we left off last year, but Rep. Murphy and Senator John Nelson (R•Litchfield Park) will hold a stakeholder meeting next week in an effort to reach some sort of resolution. Many of the issues we had last year, particularly with the proposed new rate structure, will need to be addressed. THE WE~Y 9~TLIGHT F~presentative Steve Pierce (R-Prescott) Athird-generation Arizonan, Steve Pierce was born in Phoenix in 1950. He moved to Prescott while in grade school when his dad, Delbert, acquired the first of several ranches now known as the Las Vegas Ranch. He was raised on the family ranch where he learned the value of hard work at a young age. A graduate of Prescott High and the University of Arizona, Steve has continued the family tradition of ranching. Steve and his wife Joan have been married for 35 years. They raised their four children in Prescott and are now blessed with four grandchildren. Special Council Meeting -February 9, 2010 -Page 90 of 117 Page 4 of 4 He graduated from the University of Arizona with a bachelor's degree in Animal Science. His family has been ranching in Arizona since 1915, and Steve himself has five decades of experience working as a rancher. Steve has served in various cattle and agriculture organizations, both locally and nationwide, such as the National Cattlemen's Beef Board, the U.S. Meat Export Federation, and the Arizona Beef Council. In addition, Steve has served on the Board of Directors of County Bank, the Anasazi Foundation and the Central Arizona Partnership. Steve is active with the Yavapai County Republican Party, where he was elected as Chairman, and has been elected to the State Executive Committee for the Arizona Republican Party for the last five years. Steve has always been an excellent steward of the land for which he is responsible. He was recognized for his efforts in 1983 when the Arizona Section of the Society for Range Management named Steve and his father, Delbert, "Range Managers of the Year." In the Senate, Steve is the Senate Majority Whip and serves as Vice Chairman, Natural Resources, Infrastructure and the Public Debt. He is also a member of Rules and Appropriations. What is your long range vision for Arizona?What are your short term goals for this session? Long range we need to make Arizona the safe haven of the nation. The state that everyone wants to live in and call home because of the year-round climate, the beauty and the business-friendly government that exists. We need to encourage planned growth and develop industry that wilt help enhance our Western lifestyle. Short term we need to create a smaller government that lives within our means and get the state out of debt. If you could guarantee one piece of legislation would pass, what would it be? A balanced budget that makes life better for all of Arizona including smatter government, lower taxes and still provide the basics for a quality lifestyle. How can the state government and local governments be better partners? State government should not dump unfunded mandates and controls on local governments. State government should encourage local governments to be exactly that...LOCAL. What's the best book you've read recently?Why would you recommend it? Cot. Green and the Copper Rocket; it is a history of southern Arizona at the turn of the century. Thank you for your time. You're welcome. Legislative Bulletin is published by the League of Arizona Cities and Towns. Forward your comments or suggestions to leagueC~azleague.org. Special Council Meeting -February 9, 2010 -Page 91 of 117 .--~ .-i ~ O N ~w~ •~ •-+ y ~ ~ N '-•" N ,~ ~ ~ ~ U O b ~ ~ ~ ~ •o ° 0 0 ~ ~Q ~ O O ~ ~ ~ .--~ •V bA ~ ~ 'd ~ O N ~ ~ , .~. 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J E J E J E y ~ ~ f6 ` -O d 'O d m ~ y p U U Y W W 3 N C N ` a p ¢ ¢ O V O U ti ~ a; y Y C y N ] N ] c c m m /) i (n ! E W J U J N E E E ~ W l.L . y . r tO .. . tC y '~ N v m J tQ U c~ N > > N > to m m m o o a v H L y y v 0 0 0 0 ~ ~ t6 U 6 'U O ~U N N pp U U U t0 Vi N E C C N ` ~ N U :~ V U ~ O O O d d ' d. ~ "O E C O W H H ~ 2' y E O O L" N ~' N y y Y N a~ d ~ .~ ~ , .~ w .~ a> N a~ N a~ N N ~ ~ E O H N h N ~ y 'O a~ > y N m N V 2 m N .0.• m +O-• '~ L O L C L 0 m 0 m 0 N ~ yy~~ L yy~~ L yy 'C o Y-. .- C W ~ ~ d d ~ ~ In to N fn (n [q H H H O D U U O D W ~ ~ d N Q = c c c H ~ ~ N 00 [O Q ¢ Q ¢ Q Q ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ a' ~ 2' ~ ~ ~ ~ ~ ~ ~ ~ m lA (n cn (n (n tq (n a a a ~ ~ ~ ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 c~ c~ c~ c~ c~ c~ c~ c~ co c~ c~ ~ ~ ~ ~ ~ ~ ~ ~ a a a a a a a a s 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ~--i r-I f0 a _o O N f6 N LL Cf C .~ N .V .~. 0 U l6 ~U N n i-,I N C r O C ~ N } N LL V d x w ~i r N O A N m d x w a~ c 0 O N C. 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O R fn LL ~I ~ m c o N N y LL m y C O O ~ N O m x W m O y r A N m } ry LL X W C O O N C O LL ~ A y o a .- m O y N •~ LL ~ °o O O O O O O O O O O O O O o 0 O O O O O O O o 0 0 0 O 0 Im 0 o 0 rn 0 u> 0 ~ 0 m 0 in 0 o 0 o 0 N 0 rn 0 rn 0 v 0 v_ 0 o 0 o 0 N 0 r 0 rn 0 o 0 rn 0 rn 0 N 0 a 0 ct 0 W r ~O N ~ 1~ ~ t0 M 1~ ~ W V O W tl') f\ l0 d' In ~ O tD l0 M N M lfJ oD ~ O ~ V O ~ N CO Ln R Lt) a0 M t0 ~ O In l0 l0 N eD ei' ~ M ~ O M `7 ~ W ~- N N ~ N `~-' t0 N N N O O O O CO O O ~ O O ~O O O ~ O O c0 O O N O O M O O et O O ~ O O O o O a0 O O O O O ~ O O ll~ V N V ~ 1~ M O O ~ f'7 ~ r M CD N N V N ~ t0 ~ U7 ~ a O ~ ~ t0 O M (O W 0 0 00 0 0 00 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 CO f0 ~ 0 aO 0 u ) 0 ~ 0 N 0 ~ 1` ~ N N ~ ~}} em V ~ ~f n ( O C7 Op t N M N U J ~p m ~ ~ N J ~ ul J N W m J a ~ m m a i m N J a I- N ~ J N m N ~ O 3' ~ rn ~ j ~ ~- ~ lL m F ~ K N LL' U LL m W ~ N m LL J ~ J O U ~ lL m W ~ N ? ~ fn F ~ N = R LL a !~/~ m ~Op U O ~ O U a ~ M- W Q Q' ~ J O ~ ~ ~ Q' N C J (n a a s ~ l.L J W 023 W ei3 W a23 m ~ ~ c H ~ H W W W C ~ C C p y m C C C ~ • U LL W J ~ O ~ m m ~ t0 R l6 U LL lL • y C ~ m m m m p m W U l.L W N O O O C C G y C Q ~ m S O O ~ E E E c A I- ~ c C C m a y y m ~--~ LL• i~ m m m p R~ m ~ > ~ c°`; v ~ o ~ m ~ ~ > ° S ° > °O ~ ~ 0 . 0 . 0 ~ ~ d d d a`~i E ~ ~ ~ U Si w 3= m m m ~ o ,moo p U ti w y o ~ > > > H F ~ m % ~ 2L c `o `o o d ~ m r- v ac aci ac c O tr ~ tY LL c W c W c W c c c_ B p U LL ~ ~ ~ ~ o. `m m Q d ~ r Q K U U U F- N F ~ m m i E E i E •Wp N N N ~ 023 06 ei3 s s > ~' N N LL U L.L O O O C ~ U W W O O O ` ` 2 LL W V ~ ~ ~ m •~ E E E E c - I- > m > m > m m~ ~ E y > N > N O •O m m m a23 023 o2S C m a C a c s c m ~ O O ~ N 3 C ~ C L C L C a F- E m m m O ~ g A N S f ~ LL' ~ V <a d m N a c a c a c > C p> p> c O c O c O O U [.L LL C > C > > lL > W > LL w E N N .p-. ~ O ~ ' . 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U y y ° ' y m j j c C C m ~ m m m m W W W U lL U A m m r y y m ~ ~ 2a m m N c N c N c O U ~ ~ ~ 2 ~ c ~ c i m m 3 ~ O U ~ 0 0 [] Q N E E C ~ ~ U C C C p • ~ c ~ c C c y c~ y m o y m o m O_' m ~ m Q' f0 0 t6 0 m 3 C m > a y > w O v O v O '~ y N p y O H c y c N c - a~i a~i a' U ~ U _ c~ c~ c~ O O_ tl a O V y U 0) U E ~ > a > 13 > m E m E ` m m m ¢ Q Q y ~ m s y d m m m m E Q Q d d d c o U U U U U U U 0 0 a v v o 0 0 o p ° V ~ -' -' °= °= o ~ ~ ~ cv . : :~ ~ K ~ m s s `o o o d c c c m To 0 0 w w w : : : a ' ° c c c c a a m m m v a v a a j v j v O U U U d d o 0 0 ~ m '~ m p? ~ w m a> ~ c ~ c m P E p _ _ Q Q O > c > c > c > > 3 m m m «• _ :_ _ += . m ~ a ~ B ~ ~ ~ O `~ °o y •c y 'C N 'C ~ ~ ~ .~ ~ i 0 ~ ~ O l0 O m O N •C E 'c E -c E 'c ~ ~ V [l d d cn lA (n » ~ c U S S a a a cn cn ~n <n v~ N N H I- I- F- m m m ¢ U U U O o d' LL' R' ~ LL' LL' 0.' ~ I1' 2L' 21' LL' ~ c~ U U U U U U U U U U U U U U U U~ U U U U C~ U to ~n rn h U N ~ U N 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O y 0 0 0 0 0 0 O O O ~ ~ ~ ] ~ U U U U U U U U U U U U U G ~ ~ 0 ~ ~ 0 ~ ~ 0 ~ 0 ~ 0 ~ ~ ~ ~ ~ ~ 0 ~ 0 ~ U U U > > > > > -~ M .--I 0 d a O O N l4 L a N LL D1 c d •U C O U N •U d sz ~I y p N •p N V d x w MI r d o m N m Y v LL d X W ~I y o N .n ~ 0 LL ~ A N LL ~I ~ d ~ C O y N y LL m C O O N O y N LL O d X W d O y r A N m Y m LL W C O O N G 0 LL ~ W y o v d O y N LL K 0 0 0 co+~ °o ° ~ 00 N ~ M ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o O 0 o 0 0 0 0 0 0 0 0 $ o0 0 O ~ ~ O O ~ CO W O O M M O N R 10 M I~ W n ri O r N o ~ ui N ai ~ co O n M ao ~ 0 M of a of ~ ~ V co o ~ cc d` N a O ao O co M M 0 M ~ 0 0 a0 0 0 N 0 0 O) 0 0 d7 0 0 O 0 0 O 0 0 M 0 0 O) 0 0 O 0 0 N 0 0 0 0 M o 0 OD S ~ Qo ~D O ~ I~ t0 O 1~ ~' r ~ O OD f0 O ~ N W O V O t0 ~ O M M ~ ~ t 0 M ~ C ') O O O 00 0 0 0O 0 00 0 00 0 0 00 0 0 00 0 00 0 0O 0 0 0 0 0 0 0 0 0 00 0 00 0 0 0 O O M O ~ eD ~O c0 N cD N CO M R O i~ N LO OD ~ O) ~ O ~ V M M [O N J N J t0 ~ ~ J N J N N R ' l L a J ~ ~ ~ ~ J Q. 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