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Home My WebLink AboutFY 2012-2013ÌÑÉÒ ÑÚ ÓßÎßÒß ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Ú·½¿´ Ç»¿® îðïîóîðïí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TOWN OF MARANA, ARIZONA ANNUAL BUDGET Ú±® ¬¸» Ú·½¿´ Ç»¿® Ö«´§ ïô îðïî Ö«²» íðô îðïí TOWN OF MARANA LEADERSHIP TOWN COUNCIL Ed Honea, Mayor Patti Comerford, Vice MayorRoxanne Ziegler, Council Member Herb Kai, Council MemberJohn Post, Council Member Carol McGorray, Council MemberDave Bowen, Council Member MANAGEMENT STAFF Gilbert Davidson, Town Manager Del Post, Deputy Town Manager SENIOR STAFF Keith Brann, Town EngineerJohn Kmiec, Utilities Director Jocelyn Bronson, Town ClerkSuzanne Machain, Human Resources Director Frank Cassidy, Town AttorneyErik Montague, Finance Director Charles Davies, Town MagistrateTerry Rozema, Chief of Police Carl Drescher, Technology Services DirectorJoe Teta, Court Administrator Tom Ellis, Parks and Recreation DirectorT. Van Hook, Community Development & Neighborhood ServicesDirector Tim Ensign,Public Services General Manager ï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the Town of Marana, Arizona, for its annual budget for the fiscal year beginning July1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. î Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TABLE OF CONTENTS Introduction: Town Leadership .................................................................................................................... 1 Distinguished Budget Presentation Award................................................................................. 2 Table of Contents.................................................................................................................... 3 Budget Message..................................................................................................................... 6 Mayor & Town Council..........................................................................................................10 Town Organization Chart.......................................................................................................13 Community Profile & Demographics.......................................................................................14 Town Map............................................................................................................................18 Strategic PlanSummary........................................................................................................19 Budget Summary: The Budget Policies & Process...............................................................................................20 Budget Calendar...................................................................................................................25 Financial Policies................................................................................................................... 26 Budget Summary..................................................................................................................28 Expenditure Summary...........................................................................................................30 StaffingSummary.................................................................................................................31 Capital Improvement Plan Summary......................................................................................33 Revenue Summary................................................................................................................34 Projection of Financial Conditionby Fund Group.....................................................................44 Departmental Budgets: Mayor & TownCouncil.......................................................................................................... 46 Town Manager......................................................................................................................48 Office of Strategic Initiatives..................................................................................................51 Town Clerk...........................................................................................................................55 Human Resources.................................................................................................................58 Finance................................................................................................................................62 Legal....................................................................................................................................65 í ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Technology Services..............................................................................................................70 Development Services Administration.....................................................................................73 Permits & Records............................................................................................................76 Building Safety.................................................................................................................79 Planning...........................................................................................................................82 Engineering......................................................................................................................85 Police ...................................................................................................................................88 Courts..................................................................................................................................92 Public Services Administration................................................................................................95 Operations & Maintenance...............................................................................................98 CIP ...............................................................................................................................102 Parks & Recreation..............................................................................................................108 Community Development & Neighborhood Services..............................................................111 Water................................................................................................................................. 114 Wastewater........................................................................................................................118 Airport................................................................................................................................121 Capital Improvement Plan: Capital Improvement Program.............................................................................................124 Schedule of 5-year Capital Improvement Plan.......................................................................126 Capital Improvement Project Sheets.....................................................................................130 Supplemental Schedules: Revenue Schedule...............................................................................................................159 Expenditure Schedule.......................................................................................................... 160 Interfund TransfersSchedule............................................................................................... 161 Debt Service Summary Schedule..........................................................................................162 Authorized Position Schedule............................................................................................... 167 Classified, Temporary, Non-Sworn & Sworn Salary Schedules................................................174 Appendix: Budget Resolution...............................................................................................................183 ì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Auditor General Budget Forms.............................................................................................184 Summary of Fund Accounting Structure................................................................................192 Glossary of Terms............................................................................................................... 194 ë Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú 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°®±ª·¼» º±® ½»²·½ ª·»© ±º ¬¸» ¹»±´±¹§ô º´±®¿ ¿²¼ º¿«²¿ ±º ¬¸» ®»¹·±²ò ×² Í«³³¿®§ Õ»§ ¼»½··±² ³¿¼» ·² »¿®´·»® ¾«¼¹»¬ ½§½´» ¸¿ª» ¾»»² «½½»º«´ ·² °±·¬·±²·²¹ Ó¿®¿²¿ ©»´´ ¾±¬¸ ±®¹¿²·¦¿¬·±²¿´´§ ¿²¼ º·²¿²½·¿´´§ò Ì¸· ¿´´±© ¬¸» Ì±©² ¬± ½±²¬·²«» °®±ª·¼·²¹ ¿ ¸·¹¸ ´»ª»´ ±º »®ª·½» ¬± ·¬ ½·¬·¦»² ¿²¼ ©±®µ ¬± »²«®» Ó¿®¿²¿ º«¬«®» ¿ ¬¸» ½±³³«²·¬§ ¬± ´·ª» ¿²¼ ©±®µ ·²ò Ü»°¿®¬³»²¬ Ü·®»½¬±® ¿²¼ ¬¸»·® ¬»¿³ ³»³¾»® º±® ¬¸»·® Ì¸· ¼±½«³»²¬ · »ª·¼»²½» ±º ¬¸»·® ¼»¼·½¿¬·±² ¬± »²«®·²¹ ¬¸¿¬ ¬¸» Ì±©² ½±²¬·²«» ¬± °®±ª·¼» ¿ ¸·¹¸ ´»ª»´ ±º »®ª·½» ¬± ±«® ½·¬·¦»²ò Î»°»½¬º«´´§ô Ù·´¾»®¬ Ü¿ª·¼±²ô Ì±©² Ó¿²¿¹»® ç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí MAYOR & TOWN COUNCIL The Marana Town Council is a seven-member governing body that makes policy for the Town and directs the allocation of resources through the fiscal budget. They are a non-partisan body elected by Town of Maranaresidents, including a direct election for the position of Mayor. Council members servefour-yearstaggeredterms. Elections for the positions are heldin March and May of every odd numbered year with three open seats on the ballot during one election cycle and four seats open during the next cycle. Council seats are paid, part-time positions, but many Council members hold other jobs or are retired. Ed Honea, Mayor Term: May 2011-2015 Mayor Honea is the third generation of a five-generation Marana family and has served on the council on three different occasions, totaling more than 25 years.He worked for the U.S. Postal Service in Marana as a contractor for 29 years before retiring in2007. Mayor Honea is a member and past chair (2008) of the Pima Association of Governments and a member and past chair (2009) of the Regional Transportation Authority. He is a member of Arizona Town Hall, Central Arizona Association of Governments, the Marana Optimist Club and Marana Chamber of Commerce. He formerly served on the Marana Health Center and Marana Food Bank boards. Mayor Honea is a graduate of Marana High School and Pima Community College.He served in the U.S. Navy Seabees during the Vietnam War. The mayor is an outdoor enthusiast and avid hiker and can be found most days on one of the many trails that run throughout the Marana Community. He has two children and two grandchildren,and is a member of Sanctuary Methodist Church. Patti Comerford, Vice Mayor Term: May 2009-2013 Comerford has been elected to three terms on the Town Council, beginning in 2001. Shewas named Vice Mayor in 2011. She served seven yearson the Marana Planning and Zoning Commission, including time as the chair. Since 1994, she and her family have lived inContinental Ranch, where she served on the HOA's Activities and Financecommittees. She also has been a member of the Marana Optimist Club andPresident of the Marana High Continental School Band Boosters. She was founder of the Ranch Little League and served on the Little League District Board. Comerford has a bachelor's degree in recreation administration from San Diego State. ïð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Herb Kai, Council Member Term: May 2009-2013 Born and raised in Marana, Kai is a self-employed pecan rancher and cotton farmer. He is married to Diana Kai and has a son and daughter.Kai has served on the boards of the Cortaro Marana Irrigation District, the Southern Arizona Water Users Association and the Arizona Department of Water Resources. Carol McGorray, Council Member Term: May 2009-2013 McGorray was elected to her first term in March2001.She serves on theMarana Health Centerboard and is active in the Dove Mountain Civic Group and Dove Mountain Rotary Club. She is retired from the Marana Unified School District. In her free time, she enjoys golf, art and family activities. Roxanne Ziegler, Council Member Term: May 2011-2015 Ziegler was elected to her third Council termin May 2011. She was a Council member from 1997-2001 and is a former member of the Town's Planning and Zoning Commission. Ziegler also serves on the Continental Ranch HOA Board of Directors. She hasa bachelor's degree in government relations and politics from National University. Ziegler has lived in Marana since 1989. Her son, daughter-in- law and grandson also live in Marana. Ziegler is employed by IBM as a senior contracts and negotiation manager. In her spare time, Ziegler enjoys reading and playing golf. ïï Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí John Post, Council Member Term: May 2009-2013 A Marana native, Post is owner of Post Farms, a company that employs 20, farms 4,000 acres and operates two retail outlets. He has served on the board of directors for Trico Electric Co- Op, the Cortaro Water Users Association and Cortaro Marana Irrigation District. He also served as chairman of the Town’s Planning and Zoning Commission and was president of the Marana Junior Rodeo Association. Dave Bowen, Council Member Term: May 2011-2015 Councilmember Bowen was raised in the agricultural Midwest and graduated college in 1980 with a degree in education. Prior to coming to Marana in 1996, he lived in Ivory Coast, West Africa, for eight years, working as a government liaison and language teacher for a foreign missionary organization. Upon arriving in Marana, he made a career change and opened his own brokerage business. He earned the prestigious Certified Financial Planner designation in 2003.Councilmember Bowen is married to Sherel and they have four grown children and two grandchildren. He is a member of the Marana Chamber of Commerce and a past president of the Marana Rotary Club. ïî Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² COMMUNITY PROFILE WHERE IS MARANA? The Town of Marana is located in the northwestern part of the Tucson metropolitan area, along Interstate 10, between Phoenix and Tucson. It is located 88miles south east of Phoenix, its nearest majorcity, and one mile outside of Tucson. This area is known as the Sun Corridor Megapolitan Region; one of 10 identified megapolitan regions in the U.S. where demographers estimate that the majority of future growth will occur. While retaining its rural appeal and agricultural economic base in the northern parts of the Town, Maranais home to several housing, commercial and industrial developments. HISTORY OF MARANA The Town of Marana combines a pleasant rural community with a bustling commercial expanse. It is the main trade center and community focus for a vast rural area covering approximately 500 square miles. Prime farmland for centuries, Marana has also been atransportation center for farming and ranching. Located where Brawley Wash joins the Santa Cruz River, Indians used the dependable water supply to grow a wide variety of crops. The Spanish came about 1700 and started the first cattle ranches. “Modern” Marana began in 1881 with the railroad. The area was overgrown with dense mesquite thickets and Marana’s name derives from the Spanish word maraña, meaning “impassable tangle.” The Town was incorporated in March of 1977. The impetus for incorporation was citizen concerns for control of water and its impact on their (citizens) well-being and destiny. The original incorporation covered approximately ten square miles. Today, the Town’s boundaries encompass 121square miles with 17-miles of Interstate highway and rail frontage providing tremendous opportunities for attracting quality jobs so people can work closer to home. ïì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² GOVERNMENT & ORGANIZATION Legislative authority for the Town of Marana is vested in a seven-member Mayor and Council. The Vice Mayor is selected by the Council from among its members. Council members serve four year staggered terms. The Council fixes the duties and compensation of Town officials and employees, and enacts ordinances and resolutions relating to Town services, taxes, appropriating and borrowing moneys, licensing and regulating businesses and trades and other municipal purposes. The Town Council appoints the Town Manager who has full responsibility for executing Council policies and administering Town operations. Town employees are hired under personnel rules approved by the Council. Functions and operations of Town government are provided by a staff of approximately 313(full-time equivalent) employees. An organizational chart is included on Page 12 ofthis bookthatdepicts the current organizational structure of the Town. QUALITY OF LIFE Marana is a community “Inspired by its past, committed to the future.” Citizens and businesses have chosen Marana because of its quality of life, rich heritage, visionary leadership, small-town character and abundant opportunities. The attributes that makethe community a great place to raise a family are the same assets that make Marana a quality business investment. People Marana is a community of strong, diverse neighborhoods where residents are welcoming and friendly. People choose Marana because of its quality of life. The State of Arizona has been one of the fastest growing states in the countryand this growth is projected to continue. Arizona’s growth brings people and investment that will find quality places to live and raise a family in Marana. The population today is approximately 35,000 and is expected to grow to over 45,000 during the five-year strategic planning horizon. Environment/Cultural Resources Land is one of the community’s most precious resources. Marana lies within the beautiful Sonoran Desert with wide open spaces and abundant wildlife. The Santa Cruz River and Tortolita Fan provide a unique setting and as a result of the confluence of waterways, the area has been attractive for settlement for more than 4,000 years. The people who settled left behind a rich legacy of cultural resources. Conservation and preservation of these assets are balanced with economic development and community sustainability. Principal Economic Activities Although agriculture remains a major force in Marana’s economy, a recent influx of residential and commercial development has occurred due to its location between Phoenix and Tucson along I-10 and Union Pacific Railroad, a business-friendly government and no Marana property taxes. To the south, adjacent to Tucson, is a new commercial business district. Continental Ranch Industrial Park has several new tenants and new industrial properties are available at Marana Regional Airport. ïë ÜÛÓÑÙÎßÐØ×ÝÍ ÑÚ ÌØÛ ÌÑÉÒ ÑÚ ÓßÎßÒß ÍÌßÌ×ÍÌ×ÝÍ ÑÚ ÌØÛ ÌÑÉÒÐÑÐËÔßÌ×ÑÒ Ü¿¬» ±º ×²½±®°±®¿¬·±² Ó¿®½¸ îðô ïçééëðôðððÐ±°«´¿¬·±² Ù®±©¬¸ Ú±®³ ±º Ù±ª»®²³»²¬ Ý±«²½·´ñÓ¿²¿¹»® íìôçêï ïëéòçðû îðïð °±°«´¿¬·±²ö íìôçêï Ó»¼·¿² Ø±³» Ê¿´«» üîèðôððð îëôððð Ó»¼·¿² Ø±«»¸±´¼ ×²½±³» üêèôíêï ïíôëëê ÚÇîðïîóîðïí Þ«¼¹»¬ üèïôçèðôìïï Ò«³¾»® ±º Û³°´±§»» íïíòíí ð ß®»¿ ·² Í¯«¿®» Ó·´» ïîï Ý»²« Ý»²« îðððîðïð Ó·´» ±º Í¬®»»¬ íðð ÎßÝ×ßÔ ÜÛÓÑÙÎßÐØ×ÝÍ É¸·¬»Þ´¿½µÌ©±Ø·°¿²·½ ×²¼·¿²Ñ¬¸»® îìôðëðèðêéðíéôéíð ß·¿² îèîéê êèòèðûîòíðûîòððûîîòïðû ×´¿²¼»® ïôîèð ðòèðûðòîðû ïôîèð íòéðû íòéðû ÏËßÔ×ÌÇ ÑÚ Ô×ÚÛ ÐßÎÕ ÍÌßÌ×ÍÌ×ÝÍÌÑÐ îð ÛÓÐÔÑÇÛÎÍ Þ¿»¾¿´´ñÍ±º¬¾¿´´ Ú·»´¼ ïíï Ó¿®¿²¿ Ë²·º»¼ Í½¸±±´ Ü·¬®·½¬ Þ¿µ»¬¾¿´´ Ý±«®¬ ìî ß®³§ Î»»®ª»ñÒ¿¬·±²¿´ Ù«¿®¼ Ý±³³«²·¬§ Í©·³³·²¹ Ð±±´ ïí Ûª»®¹®»»² ß·® Ý»²¬»®ô ×²½ò Ð¿®µ ß½®»¿¹» èìì É¿´óÓ¿®¬ Ð¿®µ éë Ì±©² ±º Ó¿®¿²¿ Ð´¿§¹®±«²¼ êê Ì¿®¹»¬ Î¿³¿¼¿ ïðé Ý±¬½± Í»²·±® Ý»²¬»® ïè Ú®§ Ú±±¼ ¿²¼ 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éôîèë êìòëðûÜ¿²·¸ íïìòêìç ðòçðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® îôèîé îëòððûÜ«¬½¸ çðèòçèê îòêðû Ó¿´» ¸±«»¸±´¼»®ô ²± ©·º» °®»»²¬ô ìîï íòéðû Û²¹´·¸ ìíéðòïîë ïîòëðû º¿³·´§Ú®»²½¸ ø»¨½»°¬ Þ¿¯«»÷ èíçòðêì îòìðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® ííí îòçðûÚ®»²½¸ Ý¿²¿¼·¿² íïìòêìç ðòçðû Ú»³¿´» ¸±«»¸±´¼»®ô ²± ¸«¾¿²¼ ééé êòçðû Ù»®³¿² êêééòëëï ïçòïðû °®»»²¬ô º¿³·´§ Ù®»»µ ïðìòèèí ðòíðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® ììð íòçðûØ«²¹¿®·¿² íïìòêìç ðòçðû Ò±²º¿³·´§ ¸±«»¸±´¼ îôèïî îìòçðû×®·¸ ìëììòçí ïíòððû Ø±«»¸±´¼»® ´·ª·²¹ ¿´±²» îôïîç ïèòèðû×¬¿´·¿² îðîéòéíè ëòèðû êë §»¿® ¿²¼ ±ª»® ëêì ëòððûÔ·¬¸«¿²·¿² ïðìòèèí ðòíðû Ø±«»¸±´¼ ©·¬¸ ±²» ±® ³±®» ìôðìç íëòèðû Ò±®©»¹·¿² èðìòïðí îòíðû °»±°´» «²¼»® ïè §»¿®Ð±´·¸ ïíêíòìéç íòçðû Ø±«»¸±´¼ ©·¬¸ ±²» ±® ³±®» îôêêç îíòêðû Ð±®¬«¹«»» íìçòêï ïòððû °»±°´» êë §»¿® ¿²¼ ±ª»®Î«·¿² ìèçòìëì ïòìðû Í½±¬½¸ êêìòîëç ïòçðû Í½±¬¬·¸ çðèòçèê îòêðû ÍÝØÑÑÔ ÛÒÎÑÔÔÓÛÒÌ Í´±ª¿µ íìòçêï ðòïðû Ð±°«´¿¬·±² í §»¿® ¿²¼ ±ª»® »²®±´´»¼ èôïîí Í«¾¿¸¿®¿² ßº®·½¿² ïðìòèèí ðòíðû ·² ½¸±±´ Í©»¼·¸ êççòîî îòððû Ò«®»®§ ½¸±±´ô °®»½¸±±´ êéé èòíðûÍ©· îðçòéêê ðòêðû Õ·²¼»®¹¿®¬»² ìçð êòððûËµ®¿·²·¿² êçòçîî ðòîðû Û´»³»²¬¿®§ ½¸±±´ ø¹®¿¼» ïóè÷ íôìèí ìîòçðûÉ»´¸ îêëòêèè ðòèðû Ø·¹¸ ½¸±±´ ø¹®¿¼» çóïî÷ ïôëìê ïçòððûÉ»¬ ×²¼·¿² ïì ðòððû Ý±´´»¹» ±® ¹®¿¼«¿¬» ½¸±±´ ïôçîé îíòéðû ïé Ð·²¿´ Ý±«²¬§ Ð·³¿ Ý±«²¬§ þ Ü±ª» Ó±«²¬¿·² ÿüý ú Ø»®·¬¿¹» ï Ø·¹¸´¿²¼ î Î¿²½¸± Ó¿®¿²¿ Ø±²»¿ Ø»·¹¸¬ ë Ù´¿¼¼»² Ú¿®³ ×× í ì Íµ§ Ó¿®¿²¿ Î¿²½¸ Î»¹·±²¿´ ß·®°±®¬ Ý¿½¿¼¿ ê Í¿¹«¿®± Í°®·²¹ Í°»½¬®«³ Ý±²¬·²»²¬¿´ Î¿²½¸é è ç ïð ïï þ ÿüý Ó¿®¿²¿ Ð¿®µ ¿²¼ Ó¿®¿²¿ Ð¿®µ ¿²¼ ÐßÎÕ ÒËÓÞÛÎÐßÎÕ ÒßÓÛßÜÜÎÛÍÍ Ó¿¶±® Ò»·¹¸¾±®¸±±¼ Ó¿¶±® Ò»·¹¸¾±®¸±±¼ ïÍßÒ ÔËÝßÍ ÝÑÓÓËÒ×ÌÇ ÐßÎÕïìðìð Ò ßÜÑÒ×Í ÎÜ îÑÎß ÓßÛ ØßÎÒ Ü×ÍÌÎ×ÝÌ ÐßÎÕïíîëð Ò ÔÑÒ ßÜßÓÍ ÎÜ íÓßÎßÒß ØÛÎ×ÌßÙÛ Î×ÊÛÎ ÐßÎÕïîíéë Ò ØÛÎ×ÌßÙÛ ÐßÎÕ ÜÎ ìÙÔßÜÜÛÒ ÚßÎÓÍ ÒÛ×ÙØÞÑÎØÑÑÜ ÐßÎÕïîîðë Ò ÌßÒÙÛÎ×ÒÛ ÚßÎÓÍ ÎÜ Ó¿®¿²¿ Ì±©² Ô·³·¬ ëÜÑÊÛ ÓÑËÒÌß×Ò ÒÛ×ÙØÞÑÎØÑÑÜ ÐßÎÕïîìðë Ò ÜÑÊÛ ÓÑËÒÌß×Ò ÞÔ êÛÔ Î×Ñ ÒÛ×ÙØÞÑÎØÑÑÜ ÐßÎÕïðïêð Ò ÞÔËÛ ÝÎÑÍÍ×ÒÙ ÉÇ k éÉ×ÒÜÓ×ÔÔ ÐßÎÕçïëð Ò ÝÑßÝØÔ×ÒÛ ÞÔ èÝÑÒÌ×ÒÛÒÌßÔ ÎßÒÝØ ÝÑÓÓËÒ×ÌÇ ÐßÎÕèçðð Ò ÝÑßÝØÔ×ÒÛ ÞÔ çÝÑÒÌ×ÒÛÒÌßÔ ÎÛÍÛÎÊÛ ÒÛ×ÙØÞÑÎØÑÑÜ ÐßÎÕèëêè Ò ÝÑÒÌ×ÒÛÒÌßÔ ÎÛÍÛÎÊÛ ÔÐ ïðÉßÜÛ ÓÝÔÛßÒ ÐßÎÕèððð Ò Í×ÔÊÛÎÞÛÔÔ ÎÜ ïïÝÎÑÍÍÎÑßÜÍ ßÌ Í×ÔÊÛÎÞÛÔÔ Ü×ÍÌÎ×ÝÌ ÐßÎÕéëìè Ò Í×ÔÊÛÎÞÛÔÔ ÎÜ ïðòëðïî Ó·´» ïè Ð®·²¬»¼ ¾§æ ¾½¿²¿´» Ð¿¬¸æ ËæÄÓ«²·½·°¿´ÁÚ¿½·´·¬·»ÄÓ¿®¿²¿ÁÒ»·¹¸¾±®¸±±¼ÁÐ¿®µò³¨¼ w Ì±©² ±º Ó¿®¿²¿ èñïìñîðïî ÌÑÉÒ ÑÚ ÓßÎßÒß ÍÌÎßÌÛÙ×Ý ÐÔßÒ ×× ß½¬·±² ß¹»²¼¿ º±® ¬¸» Ú«¬«®» Ê··±² Ó¿®¿²¿ · ¬¸» ½»²¬»®°·»½» ±º ¬¸» Í±²±®¿² Ü»»®¬ »¨°»®·»²½»ô ©¸»®» º«² ¿²¼ °®±¹®» ³»»¬ò Ñª»®®·¼·²¹ Ð®·²½·°´» Ú·²¿²½·¿´ Í«¬¿·²¿¾·´·¬§ Ï«¿´·¬§ Ð«¾´·½ Í»®ª·½» Í¬®¿¬»¹·½ Ð¿®¬²»®¸·° Ô±½¿´ Î»±«®½» ×²ª»¬³»²¬ Ú·ª» Ú±½« ß®»¿ ß¬¬®¿½¬ ¿²¼ ³¿·²¬¿·² ½¿®»»®ó±®·»²¬»¼ ½±³³»®½» Ý®»¿¬» ¿ ¿º» ½±³³«²·¬§ ©¸»®» ¿´´ °»±°´» ¿®» ³±¬·ª¿¬»¼ ¬± ¾» ·²ª±´ª»¼ ¿²¼ º»»´ ½±²²»½¬»¼ ¿²¼ ª¿´«»¼ Ú±¬»® ¿² ±°»² ¿¬³±°¸»®» ¬¸¿¬ »³¾®¿½» ½¸¿²¹»ô ½®»¿¬·ª·¬§ô ·²²±ª¿¬·±²ô ¿²¼ ½¿´½«´¿¬»¼ ®·µ Í¬®»²¹¬¸»² ½±³³«²·¬§ ½¸¿®¿½¬»® ¾§ ´·²µ·²¹ ¬¸» °¿¬ô °®»»²¬ ¿²¼ º«¬«®» Ð®±ª·¼» ¼·ª»®» ®»½®»¿¬·±²¿´ ±°°±®¬«²·¬·» ¬¸¿¬ ½®»¿¬» »½±²±³·½ ©©©ò³¿®¿²¿ò½±³ñ¬®¿¬»¹·½°´¿² ïç Þ«¼¹»¬ Í«³³¿®§ Ì¸» Þ«¼¹»¬ Í«³³¿®§ · ¿² »¨»½«¬·ª» ·²½´«¼»¼ ·² ¬¸· §»¿® ¾«¼¹»¬ °®±½»ò ×¬ ®»½¿° ¿²¼ ¹®¿°¸·½¿´´§ ®»°®»»²¬ ½±³°¿®¿¬·ª» ¼¿¬¿ º±® ®»ª»²«» ¿²¼ »¨°»²¼·¬«®» ±º ¬¸» Ì±©²ò Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² THE BUDGET POLICIES & PROCESS Each year, the Town Manager, the Finance Department andstaff prepare an Annual Budget based on the priorities set by Town Council. The Annual Budget serves as the funding plan for policies, goals, and service-levels provided to the citizens of Marana. It gives staff the authority to spend funds according to the policy goals set by the Town Council. The budget process allows Town staff the opportunityto review Council’s goals and objectives in a formal setting, evaluate and determine what is required to meet those objectives, develop an implementation strategy, and share that information with the Town’s citizens and elected officials. This document is the comprehensive decision making toolresulting from the annual budgetprocess and providesdetail for the fiscal year 2012 - 2013budget, beginning July 1, 2012 and commencing June 30, 2013. This budget document is a reporting tool that tells the story of how the Town intends to use its financial resources and how it will ensure that those funds are spent wisely and efficiently. The Annual Budget document includes actual fiscal year 2010 and 2011amounts, currentyear2012 estimates, and the adopted 2013budget. Budget Philosophy The budget is a long-range plan by which financial policy is implemented and controlled. Arizona state law requires all cities and towns in Arizona to adopt a budget annually, providing the legal requirements, including expenditure limitationsand time lines for the Town’s budget process. Council goals, ordinances and resolutions provide policy direction that respond to the needs and desires of the community. Budget Development In essence, the budget process is an ongoing process throughout the year as new regulations, funding sources, new Town Council initiatives and policies and improved methods of delivering services to citizens are identified and brought forward to staff and Town Council. Beginning in August of each year, soon after the completion and adoption of the current fiscal year’s budget, the Finance Department begins the review of the proposed capital improvement projects for the next fiscal year, the current rate and fee structures, the current cost of services provided to Town citizens, and the Town’s financial and strategic plans. During this time, staff evaluates the following: Projected revenues for all revenue sources, including state-shared revenues, Identification of reserve levels, Status of the local economic climate, especially development related activity, Estimated wage changes for staff, if any, Increases in Arizona State Retirement System contributions and/or health insurancerate changes, Increases to postage rates, oil and gas, and other commodities,and An estimate of the Governmental Price Index for additional inflationary factors. The formal budget process begins in January when the Finance Director, Town Manager and Staff present Town Council with a review of the current financial condition, projections for the coming fiscal year and a preliminary budget plan for Council’s consideration and approval. This study session is a goal setting session that is conducted to address issues and to seek policy direction for the development of the budget. Council direction forms the baseline of decisions made in creating the manager’s recommended budget for the coming fiscal year. îð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Strategic Planning & Budgeting An addition to these items, staff re-visits the initiatives that are identified in the Strategic Plan,which serveas the comprehensive, guiding blueprint of the organization. In municipal government, one of the primary purposes of strategic planning is to set the stage for the annual budget process, providing a roadmap for annual resource allocation decisions. þÓ»¿«®·²¹ þÊ··±² Ð»®º±®³¿²½» þÔ±²¹óÎ¿²¹» Ù±¿´ ú þÛª¿´«¿¬·±² ú Ñ¾¶»½¬·ª» Ó±¼·º·½¿¬·±² þÚ±½« ß®»¿ þß» Í¬®¿¬»¹§ Ûºº»½¬·ª»²» Î»°±®¬·²¹ Í¬®¿¬»¹·½ Î»«´¬ Ð´¿²²·²¹ Í»®ª·½» Þ«¼¹»¬ Ü»´·ª»®§ Ü»ª»´±°³»²¬ þÕ»§ Í»®ª·½» þÞ«¼¹»¬ ×²¬»¹®¿¬·±² þÓ¿²¿¹» ß½¬·ª·¬·» þÎ»±«®½» þÐ»®º±®³¿²½» ß´·¹²³»²¬ Ô·²µ»¼ ¬± ßª¿·´¿¾´» þß´´±½¿¬» Î»±«®½» Þ«¼¹»¬ Council adoptedthe Strategic Plan in February 2009, updated it in December 2009 and then adopted the Strategic Plan II in March 2012. This document is utilized by the elected leaders and staff to ensure that resources are continually directed by the Town’svital priorities. The Strategic Plan identified five strategic goals, listed below: îï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Commerce Attract and maintain career-oriented commerce. Community Create a safe community where all people are motivated to be involved and feelconnected and valued. Progress & Innovation Foster an open atmosphere that embraces change, creativity,innovation and calculated risk. Heritage Maintain a sense of community character by linking the past, present and future. Recreation Provide diverse recreational opportunities that create economic benefits and a healthy lifestyle. The Town Council plays a significant role in these decisions, and the continual alignment of the budget with the Strategic Plan. Staff continually re-visits these Strategic Plan initiatives in order to align them with the budget and the variety, type and level of services the Town seeksto provide. This includes the maintenance or abandonment of current programs as well as the initiation of any new services. Once the budget priorities are aligned with the Strategic Plan, goals are set based on department needs to maintain current service levels and the revenues needed to accomplish them. If there is sufficient revenue over expenses, the decision may be made to fund supplemental budget requests. During the annual budget process, each department setsgoals that align directly with one of the areas of this strategic plan. They identify expected outcomes and performance indicators to reach their strategic goals and then report the results each year. Budget Kick-Off Budget “Kick-Off” occurs at the end of January, and is an organization-wide meeting that provides the opportunity to set the tone and tenor to the departmentsas directed by Council. It is used as an opportunity to communicate expectations, and reinforce the organization’s commitment to the Town’s strategic plan and Council’s vision for the coming year. During this meeting, the Finance Department distributes instructions and forms to the departments. Department Budget Development Each departmentwithin the Town develops their budget at the line-item level. During the development of their budget, they create a list ofcurrent year accomplishments, goals and objectives for the coming year, and performance measuresgaugingtheir annual success ataligning their accomplishments, activities, and serviceswith the Strategic Plan goals. These items are all included in the decision packet that is presented to the Executive Budget Team. Budget Office Departments submit their line item budgetsand packetsto the Budget Office within the Finance Department, where they arereviewed indetail for accuracy, completeness, and reasonableness of all projections. This ensures that the budget contains all of the required elements to continue delivering essential servicesasidentified in the Strategic Planpriorities andin accordance with Council direction. The Finance Department compiles all of the department budgets into one, comprehensive decision packet, which is presented to the Executive Budget Team. îî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Executive Budget Team The Executive budget team consists of the Town Manager, the Deputy Town Manager, the Finance Director, and the Management & Budget Analyst. They meet to review and evaluate the comprehensive decision packet, andthen meet individually with each departmentto discuss the budget requests for the coming fiscal year. Ultimately, the team assists the Town Manager in assembling the recommended budget for Council consideration. BudgetAdoption The Town Manager’s recommended, balanced budget is delivered to Council forreview and consideration in April. Finance compiles and finalizes the proposed tentative budget after making the recommended changes from Council. The proposed budget is presented to Council for tentative adoption in May. The adoption of thetentative budget sets the expenditure limitation for the fiscal year. During this time, the budget is available to the general public for feedback and is presented in the local newspapers and the open to public comment via scheduled public hearings. Thefinal budget is adopted by Council at the last ó Council meeting in June. 2010 Budget Basis The budget is adopted by department for the general fund and enterprise funds. It is developedin accordance with GAAPusing the modified accrual basis of accounting. The basis of accounting for budgeting is the same as the basis of accounting used in the Town’s audited financial statements. Under the modified accrual basis, revenues are recognized as soon as they are measurable and available. Revenues are considered available when they are collectable within the current period or soon enough thereafter, to pay liabilities of the current period. Expenditures are generally recorded when the liability is incurred except in some cases, such as compensated absences and claims, which arerecorded when payment is due. Fund A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts, recording cash/financial resources, together with all related liabilities/residual equities or balances, and changes therein;which are segregated for the purpose of carrying on specific activities in accordance with special regulations, restrictions, or limitations. Governmental Funds Governmental funds (General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds) use modified accrual, which is defined as measurable and available. Modified accrual differs from the accrual basis primarily in the timing of when revenue is recognized. Measurable is defined as “a reasonable estimate” and available is defined as “collectible within the current accounting period or soon enough thereafter to pay liabilities of the current period.” Proprietary/Enterprise Funds Enterprise funds account for operations that are financed and operated in a manner similar to private business enterprises -where the intent is that the costs of providing services to the general public be financed through user charges. The full accrual method of recording resources and liabilities as they are earned or incurred, respectively, is the standard for Proprietary/Enterprise funds. Budget AmendmentProcess Budgets are, by definition, plans or guides and cannot predict all variables. They require modification when a community develops faster or in different ways than anticipated. When this occurs, the budget amendment process is utilized to provide a funding or spending plan for those needs. îí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Once the need for an amendment is identified, the Finance Department and the department heads develop the funding plan based on the additional funding needs of the specific program or project. Any adjustment to the Adopted Budget requires some level of approval. Budget transfers between accounts within a department require department head, Town Manager, and Finance Director approvals.Budget amendments, or transfers between Town departments(as opposed to within a department)require Council approval. îì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET CALENDAR TASKDATE Budget Public Relations January – June2012 CIP Committee RecommendationsJanuary 23, 2012 Council Special Session - Adoption of Council GoalsJanuary 24, 2012 Budget Kick-Off Organizational Meeting & January 26, 2012 Preliminary Outlook Personnel Supplemental Requests February 24, 2012 Base Department Budgets Submitted to FinanceMarch 2, 2012 Non-Personnel Supplemental Requests March 2, 2012 Department Revenue Estimates March 2, 2012 Preliminary Carryover Requests March 2, 2012 Budget Office Review & Compile Department March 2 – March 16, 2012 Budgets and Compile Decision Package Final Revenue EstimatesMarch 19, 2012 Executive Budget Team MeetingsMarch 19, 2012 Department PresentationsMarch 20 – March 23, 2012 Manager’s Recommended Operating BudgetApril 17, 2012 Council Adoption of Tentative BudgetMay 15, 2012 Adopt Comprehensive Fee Schedule UpdateMay 15, 2012 Council Adoption of Final BudgetJune 19, 2012 îë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FINANCIAL POLICIES Sound financial, budgetary and economic principles are part of creating a solid financial plan. Marana’s budget incorporates the following long-term and short-term financial policies and guidelines. These ó financial policies establish the framework for overall fiscal planning and management. They set forth guidelines for both short-term and longrange planning to assure the highest standards of fiscal management. Revenue Goals 1.New ongoing operating costs will be funded with permanent, ongoing revenue sources; one-time operating costs are tied to one-time revenue sources to ensure fund balance integrity. Revenues from growth or development should be allocated to one-time costs as much as possible. 2.Annual evaluation of rates, fees and charges for services will be established from recovery rates that arebased on the purpose of the fee or charge. 3.Enterprise fund revenues in total will provide for each enterprise to be financially self-sustaining. 4.National and local economic indicators, such as population growth, personal income growth, inflation, business growth, and unemployment will beevaluated regularly. Reserve Policies 1.Fund balance reserves for the General Fund and Enterprise Funds shall be maintained at a minimum of 25% of the estimated revenues for the budget year. 2.Fund balance reserves in excess of 25%, if any, will be evaluated on an annual basis to provide a source of funding for major projects or acquisitions. 3.Appropriation of a minimum contingency/reserve will be included in the budget to provide for emergencies and potential economic downturns. Debt Management 1.Long term debt shall not be issued to finance operations. 2.Short term borrowing or lease purchase contacts should only be considered for financing major operating capital equipment when it is determined to be in the Town’s best financial interest. Budget Control 1.The budget will be fundamentally balanced and utilize permanent, ongoing revenues to fund ongoing expenditures and one-time revenues will be allocated to one-time costs. 2.Fund balances should only be used for one-time expenditures, such as capital equipment and improvements or contingency expenditures. 3.Ongoing operating costs, i.e. day-to-day expenses and maintenance costs, will be financed with operating revenues, rather thanwith bonds (debt) or reserves. îê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 4.Fluctuating federal grants should not be used to finance ongoing programs. 5.Estimated budgets for all departments, including contribution driven programs will be submitted by each department to ensure adequate appropriation each year. 6.Mid-year budget adjustments will be kept to a minimum to minimize the impact on future budgets. 7.All departments are responsible for ensuring that expenditures do not exceed their approved budget. 8.Transfer of general fund contingency appropriation requires Town Council approval. All other transfers require Town Manager or designee approval in accordance with established policies. 9.If unexpected resources are secured after budget adoption, departments must check with Finance for direction prior to making any expenditure of the funds. Capital Planning 1.A Capital Improvement Plan (CIP) shall be developed for a five-year period to allow for appropriate planning. 2.Capital improvements included in the CIP are those projects that: a.Cost $100,000 or more, and b.Have a projected minimum useful life of five years. 3.The CIP shall be reviewed and updated annually. 4.Capital projects should: a.Support Town Council goals and objectives and be consistent with the Town of Marana’s General Plan, b.Prevent the deterioration of the Town’s existing infrastructure and protect its investments in parks, streets, buildings and utilities, c.Encourage and sustaineconomic development in Marana, d.Respond to and anticipate future growth in the Town, and e.Increase the efficiency and productivity of Town operations. 5.When possible, capital projects constructed in response to residential or commercial development should be financed through growth in the tax base or development fees. 6.Where appropriate, capital projects should take maximum advantage of improvements and/or funding provided by other units of government. 7.The impact of capital projects on the operating budget isalwaysan important consideration when evaluating projects for inclusion in the CIP. 8.The Capital Improvement Plan must satisfactorily address all legal and financial limitations and maintain the Town’s favorable investment ratings. 9.Major changes to the CIP should be evaluated through the CIP process and approved by the Town Council. îé Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí BUDGET SUMMARY The annual budget for fiscal year 2012-2013 totals $82.0 million. The following chart depicts appropriations by major fund type. The general fund comprises 38% of the total budget and capital projects funds make up about 23%. Enterprise funds, including the enterprise capital projects, accounts forabout 21%. Debt service funds and special revenue funds comprise only 10% and 8%, respectively. Financial Plan by Fund Type $82.0 Million Enterprise General Fund 21%38% Debt Service 10% Capital Special ProjectsRevenue 23%8% Due primarily to the rapid growth in the Town of Marana in earlier years, over $33.8million or 41%of the fiscal year 2012-2013budget is capital outlay which includes major transportation, park, water and airport capital improvement projects. The second largest category is the operating budget at $39.5 million or 48% of the total budget.When compared to the previous year budget, this financial plan is reduced by $45.0million or 35%. Most of that change is attributable to the completion of major projects. Where the Money Goes $82.0 Million Operating 48% Capital Outlay Debt Service 41% 11% îè Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Revenues and other financing sources for fiscal year 2012-2013are $80.9 million. The plan is structurally balanced with ongoing revenues supporting ongoing program expenditures. The financial plan assumes ó that $1.1 million in fund balance/equity will be used to complete previously funded projects and other onetime expenditures. As indicated by the chartbelow, the largest revenue source is local intergovernmental revenues of $24.2million or 30%. These revenues include State shared revenues as well as intergovernmental funding for capital projects from the Federal, State, County and other governments. Local sales taxes comprise $24.0 million or 30% of budgeted revenues. The capital improvement plan currently includes the sale of bonds for various water/wastewater projects. Anticipated bond proceeds amount to $17.3 million or 21%of total revenues. Licenses, permits and fees, which comprise $5.2million or 6% of revenues, are dependent on the residential and commercial development and are very cyclical in nature. Charges for services comprise $4.6million or 6% of the budget and include all enterprise fund user fees. The remaining $5.5million or 7% includes all other revenues such as interest earnings, donations, contributions, etc. Where the Money Comes From $80.9 Million Sales Tax Bonds/loan 30% 21% Other 7% Intergovern- Charges for Licenses, mental, 30% ServicesPermits & Fees 6%6% îç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí EXPENDITURE SUMMARY The budgeted expenditures include services and programs for the community such as general government, public safety, community and economic development, culture and recreation, highways and streets, airport and water services. While most operating costs are accounted for in the general fund, some costs are funded by special revenue funds, such as the Highway User Revenues Fund for streets maintenance. Enterprise Funds are used to account for water and airport services. Operating Budget by Function $39.5 Million Develop. & Public Safety Plan. Svcs General 29% 10% Government 28% Highways and Airport Streets 1% Health and Culture & 13% Wastewater WaterWelfareRecreation 2% 8%2%7% The major expenditures in the operating budget at 60% are personnel and benefits, which include all salaries and benefits for Town staff. Therewas a 2% budgeted cost of living adjustment (COLA) increase in salary costs for the current budget year. This COLA represents the first salary increase for Town employees in over four years. Operating suppliesand equipment and contractual services each comprise 20%. Operating Budget by Line Item $39.5 Million Personnel and benefits 60% Contracted Operating Services Supplies & 20% Equipment 20% íð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí STAFFING SUMMARY With personal services at 60% of the operating budget, employees play a significant part in providing services to our citizens. The following graph identifies percentage of staffing by function. Staffing by Function 313.33 FTE Economic & Public Safety Community 36% Development 15% General Highways and Government Streets Culture & 20% 11% Recreation WastewaterWater 11% 1%6% ó The town has increased its staffing level this fiscal year by 4.15fulltime equivalent (FTE) positions through the budgetary process. Including position adjustments and additions, staffing has increasedfrom 309.18positions to 313.33. 2010-2011 2011-2012 2012-2013 Functional DepartmentAuthorized FTEAuthorized FTEAuthorized FTE General Government 56.38 61.48 62.48 Economic & Community Development54.95 54.35 47.50 Public Safety109.00 111.00 113.00 Highways and Streets 30.00 32.00 35.00 Culture & Recreation33.50 32.25 33.25 Airport - - 1.00 Water 18.00 18.10 18.10 Wastewater - - 3.00 Total FTE301.83309.18313.33 íï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² The following table lists the position titles and FTE changesthis fiscal year: Fund TitleFTE General Fund Management Assistant(1.00) General Fund Office Support Assistant(1.00) General Fund Administrative Assistant 2.00 General Fund Assistant Planning Director(1.00) General Fund Assistant Parks and Recreation Director1.00 General Fund Inmate Services Coordinator1.00 General Fund Engineering Tech(0.85) Airport Airport Manager1.00 Wastewater Utility Utilities Operations Manager1.00 Wastewater Utility Principal Wastewater Plan Operator1.00 Wastewater Utility Utilities Operator II1.00 Total4.15 The majority of the non-enterprise related changes in staffing for the fiscal year 2012-2013budget are directly related to reductions in earlier budget years, which have placed a significant strain on resources in certain key areas and our ability to provide adequate levels of service that the citizens require. The Town’s airport is a key asset in the overall suite of services that the Town provides now and looks to expand in the future. The restoration of the Airport Manager position is critical for the future growth and development of the airport. ThreeWastewaterFTE positions were added in the current year as the service delivery model for the Town’s new wastewater utility shifted from outside private contracted personnel to Town employees. The wastewater utility is a key piece of the Town’s overall water strategy and portfolio. íî Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí CAPITAL IMPROVEMENT PLAN SUMMARY The CIP presented incorporates a diverse financing plan. The plan not only utilizes development fees to ensure that new development is paying for cost associated with growth, but also includes funds from the general fundthat allow existing residentsto contribute to the many projects that are planned. This is an important balance to maintain, when projects such as the Continental Ranch Shared Use Path Phase II are constructed which will benefit all residents of the community. As shown by the following chart, the largest CIP funding source comes from Intergovernmental Revenues. These revenues consist of Pima Association of Governments, Regional Transportation Authority, Pima County Bond Program, private contributions and federal and state grants. Bond proceeds are the second largest at 54% and are vital to the delivery of several major CIP projects. CIP Funding Sources $25.4 Million Transpor- tation Fund Intergovern- 2% mental Develop. Fees 41% 1% Bond Proceeds General Fund Other 54% 1% 1% íí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí REVENUE SUMMARY Multi-year revenue projections are the foundation of the budget processand are developed early to provide parameters within which base budgets and new requests are evaluated. The goal of this multi- year projection is to forecast, over a long period, sustainable revenues and the anticipated demands on them. Careful consideration must be taken when allocating resources to ensure that the right revenues support the right types of costsover the long term. This multi-year approach allows the Town to anticipate future demands on those resources and to begin early planning on strategies to deal with projected shortages. The Townmaintains a structurally balanced budget by ensuring that ongoing revenue sources support ongoing operating expenditures and that one-time revenue sourcessupport temporary programs and services. The assumptions used in developing the current year’s revenue projections include: Stabilization and modest improvement of key, ongoing revenues like certain sales tax revenues in fiscal year 2012-2013, ó Inflation rate holding at 2.9%, 2% population growth and 330new homes, and 62.5% of contracting sales tax revenue, building permits and related fees deemed onetime revenue sources. The general fund is the largest source of operating revenue. The estimated revenue for the general fund is $31.7million. Primary revenues for the General Fund consistsof local sales tax (transaction privilege tax) collections, development related revenues (permits and fees) and state shared revenues. Collectively, these revenues comprise over 95percent of the general fund’s operating revenues. These revenues are extremely sensitive to fluctuations in the regional and national economies, as demonstrated by their significant decline in fiscal year 2007-2008 through the middle of fiscal year 2009-2010. However, these revenues began to stabilize and slowly improve the second half fiscal year 2009-2010 and throughout all of fiscal year 2011-2012. The revenue forecast for this fiscal year anticipates a modest continuation of the slow recovery in the current year and in future fiscal years.The following chart shows the total general fund revenues by category for the last three years, and thecurrent budgeted revenues. General Fund Revenue by Type $31.7 Million Sales Tax 62% Other Intergovern- Charges for License, Fees Fines, 2% mental Services forfeitures& Permits 25% 1% 8% 2% íì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Transaction Privilege (Sales) Tax The Town imposes a tax on certain business activities within Town limits. A use tax is Description also in effect for goods brought into and used in the Town of Marana. Food for home consumption is not taxed. However, prepared foods at restaurants or take out are taxed. Town sales tax can be used to pay any expenditure/expense legally chargeable to the Permitted Use General Fund. The Town allocates 63% of its construction sales tax for major capital improvement projects. The tax rates on the business activities range from 2% (retail) to 6% (transient Rate Structure lodging). Sales taxes are the Town’s largestrevenue source and represent 64% of General Fund Assumptions revenues. Additionally, contracting sales tax (one-time revenue) represents approximately 12% of total sales taxes and, as such, 62.5% of these revenues fund one-time projects. The State and local economies have stabilized significantly over the past two fiscal years. The Town believes it has seen the bottom and is beginning to see a slow, multi-year recovery. The fiscal year 2011-2012 revenue estimate is 2% morethan what was collected in 2010-2011. The amount budgeted for the current year2012-2013is, however, 2% higher than what was estimated to be collected a year earlier. This is consistent with the conservative revenue projections. Fiscal year$ Revenue$ Change% Change 2008-200922,404,420 (5,195,833)-23% 2009-201021,662,077 (742,343)-3% 2010-201122,947,818 1,285,741 6% 2011-2012 Estimated23,467,085 519,267 2% 2012-2013 Projected23,989,020 521,935 2% $24,500,000 $24,000,000 $23,500,000 $23,000,000 $22,500,000 $22,000,000 $21,500,000 $21,000,000 $20,500,000 $20,000,000 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected íë Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Licenses, Fees and Permits Revenues from licenses, feesand permits includeresidential and commercialbuilding Description permits, excavation and grading permits, utility permits, plan review fees, franchise fees, business license fees and other miscellaneous permits. May be utilized for any municipal public purpose. There are no restrictions as to usage Permitted Use for this revenue. The rates vary based on the product or service provided. The current fee structure Rate Structure was adopted per Marana Ordinance No. 2012.03and is available on the Town website. These fees are highly dependent on the residential and commercial development. The Assumptions largest portions of these revenues are directly related to the number of single family residence (SFR) building permits issued. The Town experienced a modest increase in permits for fiscal year 2011-2012. The current revenue projections for fiscal year 2012-2013are based on the issuance of 330SFR building permits, which is an increase over the 55SFR permits budgeted for fiscal year2011-2012. However, projected decreases in other revenue streams in this category, such asplan review fees,largely offset the increases in SFRs. Fiscal year$ Revenue$ Change% Change 2008-20091,951,817 (1,053,158)-54% 2009-20102,156,115 204,298 9% 2010-20112,605,565 449,450 17% 2011-2012 Estimated2,658,989 53,424 2% 2012-2013 Projected2,347,250 (311,739)-13% $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected íê Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí State Shared Income Tax Cities and towns in Arizona are precluded from imposing an income tax by Arizona Description state law. In 1972, the voters of Arizona approved the Urban Revenue Sharing program which requires the State to share 15% of income tax revenue with incorporated cities and towns. These revenues are also known as Urban Revenue Sharing. May be utilized for any municipal public purpose. There are no restrictions as to usage Permitted Use for this revenue. The State distributes to cities and towns 15% of income taxes two fiscal years Rate Structure following the fiscal year in which the state collects the income taxes. Each city and town share is allocated in proportion to its population compared to the total population of the state. This revenue source is based on economic conditions during the year for which the Assumptions income was taxed and is subject to fluctuations in employment, corporate profits, tax credits and exemptions. This revenue source is also subject to changes madeby the State legislature. The increase of 17% budgeted for fiscal year 2012-2013is due to increase in the 2010 census population figuresas well as an improving economy. Fiscal year$ Revenue$ Change% Change 2008-20093,971,447 210,437 5% 2009-20103,450,478 (520,969)-15% 2010-20112,601,218 (849,260)-33% 2011-2012 Estimated2,950,734 349,516 12% 2012-2013 Projected3,570,897 620,163 17% $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected íé Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí State Shared Sales Tax Arizona also has a revenue sharing program for state sales tax. Like the local sales Description tax, the State imposes a tax on the sale of goods and then establishes base of which 25% is shared with all incorporated cities and towns. There are no restrictions on use. The funds may be used for any expense legally Permitted Use chargeable to the General Fund. The town receives its share of the state sales taxbased on population estimates from Rate Structure the most recent U.S. Census or Census Survey. This revenue is highly dependent on the economy. Consumer confidence, Assumptions unemployment, interest rates and the general state of the economy are all variables affecting this revenue stream. Based on figures provided by the Arizona Department of Revenue, a7% increaseover the fiscal year 2011-2012 distribution is estimated. Actual collections for 2011-2012 are estimated to be 23% higher than the previous yearand aredue to the increase in 2010 census population figures.This revenue is also subject to changes made by the State legislature. Fiscal year$ Revenue$ Change% Change 2008-20092,126,326 (329,807)-16% 2009-20101,961,225 (165,101)-8% 2010-20112,099,083 137,858 7% 2011-2012 Estimated2,731,863 632,780 23% 2012-2013 Projected2,923,447 191,584 7% $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected íè Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Vehicle License (Auto Lieu) Tax This tax imposed by the Arizona Constitution as an “in-lieu” tax for all advalorem Description property taxes on motor vehicles. The Arizona Constitution requires that vehicle license tax (VLT) revenues be distributed to the state, counties and cities. Vehicle license tax revenues received by the Town can be used to pay any expense Permitted Use legally chargeable to the General Fund. The vehicle tax is based on each $100 of a vehicle’s value. The valuation base for the Rate Structure first year is 60% of the manufacturer’s base retail price and the depreciation rate for each succeeding year is 16.25%. The statute sets specific rates for each vehicle license to be charged for each distribution recipient. The rate for incorporated cities and towns is calculated at $2.80for anew vehicles and $2.89 for usedvehiclesolder than one year. An increaseof 19% is estimated for fiscal year 2011-2012from the previous year Assumptions which is primarily attributable to the increased allocations due to the population change identified in the 2010 census. The projected increase of 5%for fiscal year 2012-2013is primarily attributable toa modestly improving economy. Fiscal year$ Revenue$ Change% Change 2008-20091,123,308 (56,225)-5% 2009-20101,050,901 (72,407)-7% 2010-20111,018,783 (32,118)-3% 2011-2012 Estimated1,260,134 241,351 19% 2012-2013 Projected1,327,277 67,143 5% $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected íç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Highway User Revenue The State of Arizona collects various fees and taxes from users of the State’s roads Description and highways. An excise tax is charged on fuel purchases on a per gallon basis. There are also a number of additional transportation related fees/taxes which are distributed through the highway user revenue fund (HURF). There is a state constitutional restriction on the use of the highway user revenues, Permitted Use which requires that these funds be used solely for street and highway purposes. Up to one-half of the prior year’s distribution may also be used for the retirement of debt issued for street and roadwayimprovements. Law prohibits use of this funding for traffic law enforcement or administration of traffic safety programs. Cities and towns receive 27.5% of highway user revenues based on two factors: Rate Structure population estimates acquired through the most recent census survey; and gasoline sales within each county. This revenue source is subject to fluctuations in fuel prices and consumer behavior. A Assumptions 9% increase wasestimated for fiscal year 2011-2012over the previous fiscal year. The 11% estimated increase for fiscal year 2012-2013is primarily attributable to the population change due to the 2010 census figures. Fiscal year$ Revenue$ Change% Change 2008-20091,936,369 (99,480)-5% 2009-20101,808,963 (127,406)-7% 2010-20111,869,483 60,520 3% 2011-2012 Estimated2,061,141 191,658 9% 2012-2013 Projected2,307,021 245,880 11% $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected ìð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Development Fees As allowed under A.R.S. §9-463.05, the Town assesses development fees for new Description construction to offsetthecost to the municipality associated with providing necessary public services to a development, including the costs of infrastructure, improvements, real property, engineering and architectural services, financing, other capital costs and associated appurtenances, and related equipment. The intent is to ensure that growth “pays for itself,” and current residents are not burdened with additional taxes and fees to defray the capital costs of new development. Development fees are collected with each new building permit. This revenue is utilized to fund the Town’s capital improvement related to growth such Permitted Use as constructing new roads, building new parks and expanding water systems. The Town charges development fees for transportation, parks, and watersystem and Rate Structure water renewable resources projects. Fees are assessed on each residential dwelling within the defined benefit area. Water system and water resource fees are charged to residential dwellings andcommercial development based on the meter service size and number of connections. Projections are based on an additional 330homes beingpermitted in fiscal year 2012- Assumptions 2013. Due to the cyclical nature of construction, the Town uses a conservative approach to development fee revenues. Fiscal year$ Revenue$ Change% Change 2008-2009885,655 (776,127)-88% 2009-20102,082,605 1,196,950 57% 2010-20112,453,519 370,914 15% 2011-2012 Estimated2,884,763 431,244 15% 2012-2013 Projected2,891,141 6,378 0% $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected ìï Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Water Sales The Town provides a potable water system service to residences and businesseswithin Description the service area. The revenue generated is usedto cover the costs of administration, operations, Permitted Use maintenance and replacement of the water collection, treatment and delivery system. Rate Structure Ó»¬»® Í·¦»Î¿¬» ëñèþ ü ïëòïî ïþ íêòéî ïòëþ íçòçê îþ ìêòìì ìþ ïïðòïê Í·²¹´» Ú¿³·´§ Î¿¬» Ñ¬¸»® ¬¸¿² Í·²¹´» Ú¿³·´§ Î¿¬» Ù¿´´±² Î¿¬» Ì§°»Î¿¬» ï ó ïðôððð ü îòìê Ó«´¬· Ú¿³·´§ ü íòðí ïðôððï ó îðôððð íòìí Ý±³³»®½·¿´ ü íòðí îðôððï ó íðôððð ìòìê ×²¼«¬®·¿´ ü íòðí íðôððï ó ìðôððð ëòëð Ù±ª»®²³»²¬ ü íòðí â ìðôððð éòçð Í¬¿²¼°·°»ñ¸§¼®¿²¬ ü íòìí The revenues projected are based on ananticipated increase of 150 customers and a Assumptions full year of arate increase from the spring of 2011. Fiscal year$ Revenue$ Change% Change 2008-20092,744,837 338,842 12% 2009-20103,122,026 377,189 12% 2010-20113,314,903 192,877 6% 2011-2012 Estimated3,257,936 (56,967)-2% 2012-2013 Projected3,319,862 61,926 2% $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected ìî Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí Airport Fees The Marana Regional Airport receives revenues from air hangar leases, fuel charges Description and open tie-downs. These revenues are not restricted and may be used for any purpose. Permitted Use Pima Aviation, Inc. owns and operates the hangars, covered tie-down areas and Rate Structure storage facilities at the Marana Regional Airport. However, as part of the ownership arrangement, the Town receives revenues from a series of land, hangar, development and open tie-down leases and fuel usage fees from Pima Aviation, Inc. The Town owns the open tie-down areas. The rates and fees vary by type and are available on the Town’s website. The Marana Regional Airport is classified as a general aviation reliever airport for Assumptions Tucson International. Several key capital projects will be vital to the continued growth of the Airport. The airport will be a key element of the Economic and Strategicplans. Staff conservatively projected a relatively flat revenue numberfor fiscal year 2012- 2013. Fiscal year$ Revenue$ Change% Change 2008-2009228,026 (5,178)-2% 2009-2010235,280 7,254 3% 2010-2011249,423 14,143 6% 2011-2012 Estimated246,432 (2,991)-1% 2012-2013 Projected243,800 (2,632)-1% $255,000 $250,000 $245,000 $240,000 $235,000 $230,000 $225,000 $220,000 $215,000 2008-20092009-20102010-20112011-20122012-2013 EstimatedProjected ìí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² PROJECTION OF FINANCIAL CONDITION BY FUND GROUP June 30, June 30, 2012 2012-2013 2012-2013 2013 Estimated Estimated Estimated Transfers Estimated Fund GroupFund BalanceRevenueExpendituresTransfers InOutFund Balance General Fund$16,575,580 $ 32,470,531 $ 31,131,272 $ -$ 2,839,259 $15,075,580 Special Revenue 5,501,180 5,103,449 6,459,532 100,000 - 4,245,097 Capital Projects13,294,878 19,478,368 18,699,903 2,596,118 11,477,225 Debt Service 656,195 2,797,801 8,337,551 5,539,750 - 656,195 Enterprise 1,419,011 21,015,812 17,352,153 - 204,373 4,878,297 Total All Funds$37,446,844 $ 80,865,961 $ 81,980,411 $5,639,750 $ 5,639,750 $36,332,394 Town Funds and Fund Balance Information General Fund The general fund is the Town’s primary operating fund. It accounts for all financial resources except those required to be accounted for in other funds. As described earlier, approximately 95 percent of the general fund’s operating revenuesare extremely sensitive to fluctuations in the regional and national economies. Thiswas very apparent during the multi- year national, state and local economic recession. The Town proactively engaged in early discussion and made a series of difficult decisions required to maintain servicelevels with reduced revenues. As a result of that effort, the Town has maintained healthy reserve balances and, in fact, has increased general fund balance by $0.6 million in fiscal year 2009-2010, $1.3 million in fiscal year 2010-2011and estimated to add approximately $1.2 million in fiscal year 2011-2012. The end of fiscal year 2012-2013 fund balance is projected to be $15.1 million. This reflects a usage of $1.5million in reserves for on-time projects and programs which is consistent with the Town’s financial policies and utilization of those resources. Estimated ending fund balance is approximately 53% of the projected fiscal year’s general fund revenue. This is well above the acceptable level according to the Town’s policy of fund balance (target of 25% of general fund’s budgeted revenues). ìì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí The following chart shows fund balance levels along with the 25% reserve requirement target. $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2008-20092009-20102010-20112011-20122012-2013 Fund BalanceCoverage Special Revenue Funds The special revenue funds account for the proceeds of specified revenue sources, other than major capital projects, legally restricted to expenditures for specific purposes. For Fiscal year 2012-2013, the Town has budgeted $1 million in funding for unanticipated grants and contributions. This is the fourth year of such funding, and it will provide the Town the revenue and expenditure authority required to take advantage of grants and similar opportunities that may occur during the year. Additionally, this funding mechanism removes the impact of grant activity on the operating budgets in the general fund. Capital Projects Funds The capital projects funds account for resources to be used for the acquisition or construction of capital facilities, equipment and infrastructure other than those financed by the enterprise funds. The ending fund balance is projected to decrease due to the anticipated completion of existing capital projects. ó Debt Service Funds The debt service funds account for the accumulation of resources and the payment of general longterm debt principal, interest, and related costs. The ending fund balance is projected to be $0.6 million, which is primarily associated with deposits held related to the Gladden Farms Community Facilities District (a discretely presented component unit). Enterprise Funds The enterprise funds are used toaccount for operations that (1)are financed and operated in a manner similar to private business enterprises, where the intent of the Town Council is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or (2) where the Council has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. For fiscal year 2012-2013, Enterprise Funds include a Wastewater Utility Fund to account for the activities of this new enterprise. In addition to the Wastewater Fund, the Town has Water Utility and Airport Enterprise funds. ìë Ü»°¿®¬³»²¬ Þ«¼¹»¬ Ì¸» Ü»°¿®¬³»²¬ Þ«¼¹»¬ »½¬·±² ½±²¬¿·² «°°±®¬·²¹ ·²º±®³¿¬·±² ·²½´«¼·²¹ ¿² ±®¹¿²·¦¿¬·±²¿´ ½¸¿®¬ô ¼»°¿®¬³»²¬ ±ª»®ª·»©ô ¿½½±³°´·¸³»²¬ô ¹±¿´ ¿²¼ °»®º±®³¿²½» ³»¿«®»ò ß´± ¿²¼ ¬¸» ¬±¬¿´ ²«³¾»® ±º ¿«¬¸±®·¦»¼ »³°´±§»»ò Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² MAYOR & TOWN COUNCIL Mayor & Town Council Members Community Policy Intergovernmental Relations OutreachDevelopment Department Overview The Marana Town Council is committed to providingits residents with a high standard of living, efficient municipal services, and progressive community planning. Their actions arebased on solid values, uncompromising integrity, and servant leadership for thecommunity. 2011–2012Accomplishments Adopted a structurally balanced operating budget Integrated the Strategic Plan elements intotheannual budget process Completed a major update to the Strategic Plan Developed anew format for the Council Executive Report Supportedlegislation allowing Marana to managewastewater 2012–2013Goals & Objectives Continue Strategic Plan implementation Ensure the use of the Strategic Plan in the development of the annual budget Maintain regular briefing reports and Council Executive Reports Ensure that Marana remains a safe, clean and healthy community ìê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Use the StrategicPlan in Number of Strategic Plan initiatives met through budget 145 5 7 the development of the process annual budget Number of Council Executive Reportsdistributed to staff 12121212 Document and disseminate and elected officials information to Council members and the Number of Council Daily community reports distributed to staff and 1101104775 elected officials Number of public “open 4 4 1 1 house” meetings held Number of presentations given Communicate openly and to civic groups or 19101210 effectively with members Homeowners’ Associations of the Marana Community Number of information booths 1 1 2 2 put up at events BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost*$230,321$232,100$251,138$257,563 Contracted Services6,6007,55017,61519,880 Operating Supplies & Equipment1,6485,2227,87011,900 Total by Category$238,568$244,871$276,623$289,343 BUDGET SUMMARY BY FUND FY 2010 FY 2011FY 2012FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$238,568$244,871$276,623$289,343 Total by Fund$238,568$244,871$276,623$289,343 ìé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TOWN MANAGER Town Manager Administration Support Council Support & Community OutreachStaff Oversight ServicesConstituency Department Overview Under the direction of the Town Council, the Town Manager’s Office provides guidance, support and coordination of administrative activities acrossthe Town. We provide leadership and vision to town staff for the benefit of the entire Marana community. Using the Strategic Plan, we implement successful strategies to tackle the challenges and growth in the Town. We promote responsiveness and efficient policies and procedures to ensure the highest quality of life for residents and businesses. We believe in strong partnerships with our business and development communities, our neighboring municipalities, and various interest groups in the area. We are committed to providing the highest level customer service and effective solutions to complex changes. We will never compromise our integrity or the public’s trust. 2011 – 2012Accomplishments Produceda structurally balanced FY 2011-2012budget Facilitated expansion of Sargent Aerospace and Defense Lobbied and successfully passed Senate Bill 1171 Began operationof the Marana Wastewater Plant – January 3, 2012 Restructured Development Servicesto be a “one stop shop” 2012–2013Goals &Objectives Continueefforts to secure a sustainable water resources portfolio for the community Lobbyfor HB 2656 for regional bond accountability Maintain a structurally balanced budget Support and maintain strategic partnerships ìè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY FY 2010 FY 2011 2012* 2013 ActualActual EstimateTarget Provide innovative ways for citizens to make Number of Manager’s inquiriesand requests for employee update sessions 418480550580 service, and receive held responses in a timely fashion Number of public “open 15151515 house” meetings held Number of Manager’s “Ride Ensure transparency and Alongs” with Police8 8 1214 open communication Officers throughoutall levels of the organization Town/City Managers Meetings (Town of Oro Valley, - 2 3 3 Sahuarita, City of Tucson and City of South Tucson) BUDGET SUMMARY FY 2010FY 2011FY 2012*FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$919,397$ 705,304$674,320$688,323 Contracted Services237,39285,76862,762106,473 Operating Supplies & Equipment14,1409,3787,7509,400 Total by Category$1,170,929$800,451$744,832$804,196 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012* FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$1,170,929$800,451 $744,832$804,196 Total by Fund$1,170,929$800,451$744,832$804,196 ìç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012* FY 2013 ActualActualEstimateProjected Town Manager1.001.001.001.00 Deputy Town Manager- 1.001.001.00 Management Assistant- - 1.001.00 SeniorAdministrative Manager1.001.001.001.00 Council Liaison1.001.001.001.00 Customer Service Specialist2.032.032.132.13 Total Town Manager10.786.037.137.13 ëð Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² OFFICE OF STRATEGIC INITIATIVES Office of Strategic Initiatives Director EconomicIntergovernmental Public InformationSpecial Events DevelopmentAffairs Department Overview The Office of Strategic Initiatives was established by the Town Manager, under direction from the Mayor and Council, in February 2011. The department is charged with tracking and implementing the goals and objectives identified in the Marana Strategic Plan (adopted February 2009) and the Marana Economic Roadmap (adopted March 2010). OSI has oversight of the following program areas: communications and marketing; economic and tourism development; Town-sponsored special events; heritage and historic preservation; strategic planning and performance measurement and reporting. The department’s mission is to evaluate, analyze and implement programs and initiatives identified through strategic planning efforts by leveraging the talents of elected officials, staff and community members and organizations. 2011–2012 Accomplishments Developed and implemented Town’s first Graphic Design Standards Manual to ensure consistency and brand recognition in communications material Played key support roles in launch of Town’s redesigned web site Organized major Town events that were attended by thousands of residents and visitors, including the Star-Spangled Spectacular, Founders’ Day Festival and ChristmasTree Lighting Redesigned employee newsletter to make it more reader-friendly and to better reflect employee interests Worked with electronic and print media to ensure that Marana was featured in a positive light Worked with PGA TOUR Productions and private sector to produce aMarana promo ad that ran during international coverage of Accenture Match Play Championship ëï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Educated worldwide audiencesabout Marana through www.marana.comand social media during the Accenture Match Play. Web site traffic more than doubled its usual pace during tournament week Produced twice-monthly Marana facts that run in the Northwest section of the Arizona Daily Star. Facts help inform people from across the region about Marana’s past and present Worked with Arizona Daily Star to have Town Manager featured in live, interactive web chat Created identity for Business Development Center Launched Best Place to Do Business in Arizonacampaign 2012–2013 Goals & Objectives Re-launch community newsletter as a quarterly e-publication Post Town-produced videos on web site and social media outlets Increase the number of site visits with existing business Increase the number of community and chamber presentations given Increase the number of business recruitments completed Increase the number of bench marking trips around region and state to solicit ideas and new concepts Increase the number of employee outreach programs conducted Increase the number of updates made to the website Increase the number of new concepts developed to advance progress and innovation Increase the number of attendees participating at town special events ëî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY FY 2010 FY 2011 2012* 2013 ActualActual EstimateTarget Number of Town official newsletters distributed to10100 4 Residents Number of media inquiries handled by Public 230262250250 Ensure transparency and Information Officer open communication between the Town and its residents Number of news releases 38353535 distributed to the media Number of “Mayor’s Message” or “Manager’sMessage” 30303030 articles in the media Attract high-quality, well- Businesses assistedN/A*N/A*5050 paying jobs and industries to Marana through Copies of Community Profile outreach to interested 1,0001,0000 1,000 distributed companies Plan and facilitate high- quality events that provide fun activities to Marana residents, make Marana a Special events facilitatedN/A*N/A*2525 regional and statewide destination, and generate economic investment in the community BUDGET SUMMARY FY FY 2011 FY 2012* FY 2013 Expenditures by Category2010 ActualEstimateProjected Actual Personnel & Benefits CostN/A*N/A*$343,059$309,142 Contracted ServicesN/A*N/A*176,979134,131 Operating Supplies & EquipmentN/A*N/A*50,88967,000 Total by CategoryN/A*N/A*$570,927$510,273 BUDGET SUMMARY BY FUND FY FY 2011 FY 2012* FY 2013 Expenditures By Category2010 ActualEstimateProjected Actual General FundN/A*N/A*$570,927400,693 Bed Tax Fund- - - 109,580 Total by FundN/A*N/A*$570,927$510,273 ëí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY FY 2011 FY 2012* FY 2013 2010 ActualEstimateProjected Actual Director of Strategic InitiativesN/A*N/A*- - Economic Development & Strategic Initiatives Manager- - 1.001.00 Public Information Officer (PIO)1.001.001.001.00 Special Events CoordinatorN/A*N/A*1.001.00 Graphics DesignerN/A*N/A*1.001.00 Curation SpecialistN/A*N/A*- - Management Assistant- - 1.00- Administrative Assistant- - - 0.50 Total Strategic InitiativesN/A*N/A*5.004.50 ëì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TOWN CLERK Town Clerk Administrative Support ElectionsLiquor LicensesRecordsManagement Services Department Overview The Town Clerk has the responsibility for oversight of town elections and candidate filings, campaignfinance reportsand candidate orientation, public records, liquor licenses, archiving permanent records and coordinating interdepartmental services related to town records. The Town Clerk, under the direction of the Town Manager, is the filing officer for claims against the town, staffs the Community Connections program, and preparesCouncil agendas and records the official minutes of all Council meetings. Community enhancesthe mission of the Clerk’s department which is to assist the public with accurate and timely information. 2011–2012Accomplishments Developed Town’s Essential Records plan Drafted Town’s Records Management Manual Developed Standard Naming Conventions for Laserfiche Drafted Public Records Request Administrative Directive Assisted with initial efforts on the Marana website launch Programmed and coded Social Medial landing pages for Town’s Facebook pages Translated Election, General Plan and Police 911 materials into Spanish Provided organization-wide training for email and records procedures Deputy Clerk completed half of the requirements for the Master Municipal Clerk certification Re-developed and launched the CREW program into Community Connections Clerk participated on the committee to update to the town’s Strategic Plan Continued to be a memberon the town’s emergency management team Clerk attended the Arizona Town Hall regarding Civic Engagement ëë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Processed records requests - 550500400315 Completed within 72 hours 95% 98% 98%98% Recorded documents200180175133 Regular and Special Agendas32323235 Respond to 95% of Special Events Permits30303028 requests within 72 hours Insurance claims processed - 63754050 Transmitted to SWR within 24 100% 100%100% hours Liquor Licenses processed20201418 Council Agenda packets Ensure quality preparation processed(Less than five and timely distribution of 32322932 packets required amending Council Agenda packets since Novus was instituted) Deadlines are met per statute for preparation of publicity Prepare Election and pamphlets, receiving Council Information arguments, notifying residents 100%100%100%100% requests in a timely of polling locations and manner answering questions on election day Specific plans are properly 80%85%100%100% filed for permanent storage Council minutes / agendas are Inventory of all public / 80%90%100%100% signed, scanned and stored permanent storage All non-DSC files at MOC 60%65%80%85% records buildinginventoried BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$207,875$209,264$215,263$219,825 Contracted Services19,319139,02824,099160,410 Operating Supplies & Equipment8251,3382,5005,000 Total by Category$228,019$349,629 $241,862$385,235 ëê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$228,019$349,629$241,862$385,235 Total by Fund$228,019$349,629$241,862$385,235 AUTHORIZED POSITIONS FY 2010FY 2011FY 2012FY 2013 ActualActualEstimateProjected Town Clerk1.001.001.001.00 Deputy Town Clerk1.001.001.00- Records Administrator- - - 1.00 Agenda & Records Clerk1.001.001.001.00 Total Town Clerk3.003.003.003.00 ëé Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² HUMAN RESOURCES HR Director Benefits Employee Training & Development ManagementRelations Department Overview The Human Resources Department’s mission is to support and advance the Town of Marana through the acquisition, retention and development of employees. Human Resources collaborate with the leadership team to maintain a positive and productive workplace, and to support the identification and implementation of innovative ideas for the future of the Town. We accomplish this mission through internal consulting, problem resolution, and the provision of efficient, cost- effective, customer-responsive human resources service. 2011–2012Accomplishments Reconvened the Benefits Committee (continued education, plan designand employee feedback on benefits) Conducted contract renewal negotiationson benefits plans Revised benefits booklet/guide Coordinated the Employee Benefits/Wellness Fair and conducted Employee Benefits Open Enrollment Coordinated the completion of 2011 Performance Reviews Assisted Manager’s Office to develop organizational structure aligned with strategic plan initiatives Revised Personnel Policies Chapters 3, 4and 5 and provided training to employees Updated and maintainedHR websiteon Intranet Convened a new Employee Appreciation Committee for the development of a Town wide Employee Appreciation Program Conducted two executive recruitment processes for key management positions Assisted with the reorganizational efforts on the creation of the business development center, and conducted a team lead recruitment process ëè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Conducted and concluded Meet and Confer discussions with the Marana Police Officers Association(MPOA) Conducted a Town wide work schedule review Collaborated withTown Clerks and Manager’s Office to create the Employee Connections Program RFP for benefits broker. New contract included a self-funding analysis for future consideration Establishment of online Munis processing leading to paperless personnel action processing Developed an Employee Appreciation model to reward continued service to employee population that was distributed in December of 2011 Developed Attendance Record Training module in partnership with Finance and trained management, exempt staff and payroll liaisons. Powerpoint is now voice recorded for availability of all newly hired exempt staff 2012–2013Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Create a performance evaluation tool that can identify and reward employee N/AN/AN/A300 innovation and employee performance that supports our strategic initiatives Create an employee development/succession program with a skills inventory of our employee Create and organization of base and identify opportunities excellence N/AN/AN/A100 for cross-departmental collaboration, and identify assignments for employees to support our strategic initiatives and projects Continue Employee Forum to include all employees in N/AN/AN/A300 collaborating on town-wide issues and strategic initiatives ëç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Increase employee knowledge of operations in other departments by implementing N/AN/AN/A75 and scheduling Employee Connections program Survey town staff to identify training needs that canbe addressed by internal staff, N/AN/AN/A300 and are linked to an identified need strategic goal Implement a town-wide safety committee by first identifying N/AN/AN/A10 a chair and members and utilizing SW Risk/AMRPP Create and organization of excellence Identify process to create a classification and compensation philosophy to N/AN/AN/A1 recruit and retainquality professional staff Complete an RFP to identify and contract professional consultant services to conduct a phased classification, and compensation study with the N/AN/AN/A1 classification project completed in FY13 and compensation completed in FY14 BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$342,432$303,331$383,646$463,243 Contracted Services58,63118,529 56,807100,638 Operating Supplies & Equipment44,99267,24558,45568,126 Total by Category$446,055 $389,105$498,908$632,007 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$446,055 $389,105$498,908632,007 Total by Fund$446,055 $389,105$498,908$632,007 êð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010FY 2011FY 2012FY 2013 ActualActualEstimateProjected Human Resources Director1.001.001.001.00 Employee Relations Administrator1.001.001.001.00 Sr. Human Resources Analyst1.001.002.002.00 Human Resources Coordinator1.001.001.00- Human Resources Technician- - - 1.00 Administrative Assistant- - - 0.50 Total Human Resources5.004.005.005.50 êï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FINANCE DEPARTMENT Finance Director Accounting Treasury Budget Procurement Sales Tax & Audit AdministrationManagement Department Overview The Finance Department provides financial support services throughout the Town including accounting, fiscal planning, treasury services, cash receipts, purchasing, accounts payable, payroll, debt management, development and monitoring of the annual operating budget, establishing and monitoring internal controls, preparing the Comprehensive Annual Financial Report, facilitating external audits and independent reviews and grant management. 2011–2012Accomplishments Received the Distinguished Budget Presentation Award from the Government Finance Officers of America (GFOA) Received the Certificate of Excellence in Financial Reporting from the Government Finance Officers of America Successfullyimplemented the budget module of the integrated accounting and information management system and trained all end-users Completed the integration of BillMaster (utility billing) and ActiveNet(recreation reservation and registration) software systems into the Town’s comprehensive computerized financial management system 2012–2013Goals & Objectives Receivethe Distinguished Budget Presentation Award from the Government Finance Officers of America (GFOA) Receive the Certificate of Excellence in Financial Reporting from the Government Finance Officers of America Complete the integration of the CRW (permitting and code compliance) systems into the Town’s comprehensive computerized financial management system Acquire and implement a new business licensing software system êî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateTarget Receive the Distinguished Budget Presentation Award from the Government Award ReceivedYesYesYesYes Finance Officers in America (GFOA) Receive the Certificate of Excellence in Financial Reporting Award from the Award ReceivedYesYesYesYes Government Finance Officers in America (GFOA) Invoices processed12,67211,17111,00011,000 Execute efficient accounts Accounts payable checks 7,034 5,993 6,000 6,000 payable and payroll processed activities Payroll checks direct deposited 8,362 7,100 7,000 7,000 BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$582,082$580,729$628,227670,417 Contracted Services91,110138,144155,508164,097 Operating Supplies & Equipment6,5396,0146,5007,200 Capital Outlay31,822- - - Total by Category$711,553$724,887 $790,235$841,714 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$711,553$724,887$790,235$841,714 Total by Fund$711,553$724,887$790,235$841,714 êí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010FY 2011FY 2012FY 2013 ActualActualEstimateProjected Finance Director1.001.001.001.00 Finance Manager1.001.001.001.00 Management & Budget Analyst1.001.001.001.00 Payroll Administrator1.001.001.001.00 Purchasing Coordinator1.001.001.001.00 Senior Accountant1.001.001.001.00 Senior Accounting Clerk1.001.001.001.00 Accounting Clerk1.381.351.351.35 Administrative Assistant- - - 0.50 Total Finance & Accounting8.388.358.358.85 êì Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² LEGAL Town Attorney Civil Legal ServicesCriminal ProsecutionReal Property Services Department Overview The Marana Legal Department providesquality legal services to assist the Town in achieving its vision of developing a sustainable community with a high quality of life. The Legal Department has three main functions. It provides legal advice on civil matters to the Mayor and Council, the Town Manager’s Office and all Town departments. Itprosecutes misdemeanor offenses committed within the Town limits and serves as an intermediary between the police, court personnel, victims, witnesses and defendants. It is also responsible for providing real property services, including acquiring and managing the Town’s right-of-way and real property and addressing real property issues in Town capital improvement projects and in real estate development project applications submitted to the Town. 2011–2012Accomplishments Provided legal support to initiate the Town’s wastewater utility Provided legal services to develop and protect other elements of the Town’s water resource portfolio Provided legal advice and support for the hiring of new key personnel, including a new general services manager and technology services director Trained a new prosecutor and continued to operate a top quality Town prosecutor’s office Researched and drafted ordinancesto Comprehensively rewrite Title 14 (Utilities) of the Town Code o Implement new citizen engagement strategies o Permit political signs in Town right-of-way as required by new state law o Revise wastewater rates o Conform Town development impact fee ordinances to new state law o Amend Title 6 (Animal Control) of the Town Code o Regulate junk vehicles o Require recovery of garbage, refuse or aggregate lost in transport o Completed four administrative directives, and have two in progress êë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Assisted in the review and revision of several Marana Police Department operational policies Assisted Human Resources to update and revise Personnel Policies Chapter 5 (completed), and Chapters 2 and 4 (in progress) Created fill-in enabled subdivision assurance agreement forms, and uploaded them to the Town’s website Negotiated and prepared agreements to Licensedelectric vehicle charging stations on Town-owned property o Leased the Heritage Farm to the Community Food Bank o Facilitate development of a waste transfer station in Tangerine Business Park o Facilitated development of and provide water service to the Saguaro Springs o development project Facilitated shared utility infrastructure on Beacon Hill o Provided a broad range of recreational services o Address construction and maintenance obligations for the San Lucas floodwall o Acquired water credits for the Town’s water utility o 2012–2013Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Provide high quality legal advice on personnel matters and in the review Percentage of successful of personnel policies, 88%89%92%94% outcomes in personnel matters procedures, administrative directives and Town Code personnel provisions Rewrite the Marana Land Percentage completion of the Development Code and Land Development Code 20%50%80%100% codify it into the Town revision Code êê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Coordinate and provide support to Development Number of private sector N/A265291300 Services on private sector developments reviewed developments within the Town Ordinancesreviewed and 22272830 approved Provide timely and accurate legal advice to the Town Resolutionsreviewed and 1211288090 approved Number of criminal cases 1,8361,7662,0622,040 prosecuted and closed DUI cases1851891831,168 Prosecute misdemeanor Criminal Traffic 826672532682 cases efficiently and fairly cases Criminal cases784758912970 Domestic Violence 178147190210 cases Petitions to RevokeN/A142165153 Number of existing CIP 25221515 projects Review and process project plans, determine Number of main CIP projects real property rights, and 118 5 3 closed timely close projects and subprojects Number of CIP sub projects 2581034650 processed and closed Number of real property 262310264291 projects Review and process license Number of development agreements, 178160216238 service plan reviews abandonments, dedications, easements, certificates of insurance, Number of substantive phone 1,186647410451 and development plan logs reviews Number of Real Property 6 120 2 public records requests êé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Provide legal advice and instruction to the Marana Number of successful claims Police Department to and lawsuits arising from law 1 0 0 0 minimize Town liability for enforcement action state and federal claims Number of claims filed against 104 8 7 the Town Proactively identify and Number of lawsuits filed 5 2 2 2 address potential liabilitiesagainst the Town Number of claims and lawsuits 119 107 resolved BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$649,520$661,626$691,004$669,534 Contracted Services66,63587,34992,47988,482 Operating Supplies & Equipment5,6694,4094,0004,000 Total by Category$721,824$753,385$787,279$762,016 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$721,824$753,385$787,483$762,016 Total by Fund$721,824 $753,385 $787,483$762,016 êè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Town Attorney1.001.001.001.00 Deputy Town Attorney1.001.001.001.00 Town Attorney, Senior Assistant1.001.001.001.00 Town Attorney, Assistant1.001.001.001.00 Legal Assistant1.001.001.001.00 Real Property Acquisition Agent1.602.001.001.00 Administrative Assistant- - 1.001.50 Office Support Assistant1.001.001.00- Total Legal8.608.008.007.50 êç Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TECHNOLOGY SERVICES Technology Services Director Infrastructure Applications Department Overview The Technology Services Department providesTowndepartments with the leadership, skills and technology infrastructure thatenable the effective, secure, and efficient use of technology solutions in support of the vision, principles and strategic goals of the Town of Marana. 2011–2012Accomplishments Redesigned the Town web site Created the Town’s first technology plan Restructured the department for improved support and service Upgraded the network infrastructure Added redundant microwave link to Beacon Hillfor radio communications Created a mobile application for smartphones and tablets Upgraded the Police Department in car video application Created the ESF 2 document in support of the Town Emergency Plan éð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2012–2013Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Provide GIS map and data request services to staffand 1,2301,3401,4801,500 Develop and maintain general public Town’s official maps, GIS applications, and GIS data library for town-wide use Ensure geo database data is NANANA100% updated weekly Implement virtualization technology that provides significant decrease in hardware costs, greater Percentage of servers flexibility and 20%22%30%40% virtualized responsiveness to user needs, and reduction of energy and server room resources Total work orders completed1,4001,5001,6001,600 Average time to complete Provide technical support non-critical work orders(in 4.54.03.02 for all data, voice, and days) video communications Respond to high priority issues NANA100%100% within 2 hours Network availability –uptime NANA99%99% of the Town network24 x 7 Ensure availability of Town network and server resources Server availability – uptime of NANA99%99% all servers 24 x 7 BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$859,721$738,153$910,831$925,088 Contracted Services513,476532,659818,708731,738 Operating Supplies & Equipment80,09385,59194,67694,679 Capital Outlay134,280228,410559,000285,000 Total by Category$1,587,570$1,584,812$2,383,215$2,036,505 éï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$1,587,570$1,584,812$2,133,215$2,036,505 Pima County Bond Funds- - 250,000- Total by Fund$1,587,570$1,584,812$2,383,215$2,036,505 AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Technology Services Director1.001.001.001.00 Network Technician1.001.001.001.00 Technology Manager3.002.002.002.00 Utilities Technology Analyst1.001.001.001.00 Computer Technician1.001.002.002.00 Public Safety Technology Specialist1.001.001.001.00 Senior GIS Analyst- 1.001.001.00 GIS Analyst1.00- 1.001.00 Database Analyst1.001.001.001.00 Senior Software Engineer- 1.00- - Executive Assistant1.001.001.00- Business Process Analyst- - - 1.00 Total Technology Services 12.0011.0012.0012.00 éî Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² DEVELOPMENT SERVICES ADMINISTRATION Development Services Administration General Manager EngineeringBuilding SafetyPermits & RecordsPlanning Department Overview To provide clear support and coordination for the Town of Marana Development Services departments (Planning, Permits and Records, Building Safety and Engineering), to ensure that all departmental activities enhance and support the vision of the strategic plan by providing responsiveness to, and creating partnerships with, the development community. 2011–2012Accomplishments Established the Business Development Center that promotes and supports the needs of the business community Re-organized the Development Services into multi-discipline working units allowing projects to be carried through the development process by a consistent team Nominated for the Cornerstone Building Foundation Award, which recognizes teamwork and collaboration, responsiveness to schedule and budget, quality craftsmanship and contributions to the development community Continued to expand the types of building permits that are processed over-the-counter 2012–2013 Goals & Objectives To ensure open communication among departments Promote cross-training between departments Facilitate team dynamic and promote the goals and the “big picture” of the reorganization éí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Assist in the creation of an Percentage complete of on- 10%20%30%40% on-line permitting system line permitting system for the Town of Marana International Code 5 7 7 7 Certifications received Improve staff training, education and certification Arizona Building Official levels. Association code training 18151515 Sessions attended per year Streamline public In-house plan reviews as a processes to make it easier percent of total plan reviews 100%95%95%95% for public and developers taken to work with the Town Single family dwelling plans 83%85%85%95% reviewed within five days Ensure sufficient response Model plan reviews completed 85%90%90%95% to public for permitting and within five days inspections Field inspections completed within one business day of 90%90%90%95% request BUDGET SUMMARY FY 2010*FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$171,228$169,133$46,420116,515 Contracted Services7612,20312,6722,136 Operating Supplies & Equipment8781,2697,5007,500 Total by Category$172,868$172,605$66,592$126,151 BUDGET SUMMARY BY FUND FY 2010* FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$172,868$172,605$66,592$126,151 Total by Fund$172,868$172,605$66,592$126,151 éì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010*FY 2011FY 2012FY 2013 ActualActualEstimateProjected Development Services General Manager1.001.00- - Executive Assistant1.001.001.001.00 Development Services Center Manager- - - 1.00 Total Neighborhood Services & Community 2.002.001.002.00 Development éë Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² PERMITS & RECORDS Permits Center & Records Manager DevelopmentPermittingRecords Center Department Overview To provide the ultimate customer service experience to our permitting customers by providing oversight of, and accountability in, the permitting process; to provide a central contact for each customer and ensure accurate, quality and timely processing of permit applications. 2011–2012Accomplishments Issued permits for large scale projects including the Marana Behavioral Health Center, the Regency Casitas and Dove Mountain Casitas Issued a total of 371 single-family residential permits (estimated) Ran over 200 reports to provide superior service and follow-through on pending and issued permits Improved financial accountability by implementing new transaction codes for each permit and impact fee type Implementedcross-training between some employees to maintain adequate working knowledge of various systems/programs Established operational control of the BDC (physical reconstruction, initial staff training and initiated website pages) Helped with the reorganization of the Development Services Center to facilitate teams from once segregated divisions 2012–2013 Goals & Objectives nd Create an ADA compliant and more accessible entry door to 2floor reception Install additional signs giving direction toward BDC Continuecross-training between development coordinators and records personnel éê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Continue offering training courses for CRW and Versatile to ensure that teams are capable of following one another’s tasks for projects to maximize communication and quality of service Ensure redundancy with administrative rights to DSC software Work with Clerk’s office to better determine retention/destruction STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Complete in-house reproductions within 1 95%85%90% 95% businessday Reformat forms and increase availability of online20%20%50% 50% Streamline DSC processes information and procedures and improve public outreach Standardize all formats and 20%20%30% 30% checklists Initiate and foster team dynamic through cross-- - 30%50% training Draft comprehensive program to allow for alternative - 25%75%80% Alternative hours and hours/location location permitting program Develop implementation plan- 10%90%95% Continue withpre- Continue involvement with permitting meetings for 100%100%100%100% pre-permitting meetings Commercial Development Department requirements for - 50%50%60% all permits types CRW standards, guidance and 50%75%100%100% Outreach to other DSC administration departments to facilitate permit processing Develop checklists- 50%50%100% Cross-train all permit clerks for - - 50%50% continuity of service BUDGET SUMMARY FY 2010* FY 2011 FY 2012 FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$455,037$423,452$502,887$455,601 Contracted Services27,33856,02365,01359,736 Operating Supplies & Equipment9,78716,67318,00020,000 Total by Category$492,163$496,148 $585,900$535,337 éé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010* FY2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$492,163$496,148 $585,900$535,337 Total by Fund$492,163$496,148 $585,900$535,337 AUTHORIZED POSITIONS FY 2010* FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Permits Center & Records Manager1.001.001.00- Senior Permit Clerk1.001.001.001.00 Development Coordinator2.002.002.002.00 Permit Clerk3.003.003.003.00 Project Coordinator- - 1.001.00 Document Imaging Clerk1.001.501.501.50 TotalPlanning9.138.509.508.50 éè Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUILDING SAFETY Building Official Buiilding Plan Examinations Building InspectionsBuilding Code Enforcement Department Overview The Building Safety Department is responsible for establishing the minimum requirements that safeguard the public health, safety and general welfare through structural strength, electrical/plumbing/mechanical capacity, means of egress of facilities, stability, sanitation, adequate light and ventilation, energy conservation and safety to life and property from fire and other hazards attributed to the built environment. The department also assures the safety of structures for fire fighters and other emergency responders during emergency operations. This is accomplished through adoption of the most up-to-date technical building code set, and administration of that code set through plan review and field verificationof code compliance. The department serves both residents and visitors, and is managed by the Building Official. 2011–2012 Accomplishments Integratedemployees into the Business Development Center and the DSC Team program Completed the inspection process for the new Sargent Controls Expansion in a precursor to what would become the Team program Completed allscheduled inspections on time Provided an assigned inspector for complex and sensitive projects such as the Marana Health Center and Legacy Apartments éç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2012–2013 Goals & Objectives Adoption of the 2012 International Building Code STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Perform building Total number of building 15,29515,87616,70017,000 inspectionsinspections performed Number of Building Code Perform inspections for Compliance inspections12151515 building code compliance performed BUDGET SUMMARY FY 2010* FY 2011 FY 2012 FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$393,717$425,684$599,811 $391,133 Contracted Services38,81213,41545,228 8,148 OperatingSupplies & Equipment14,78336,72227,903 16,434 Capital Outlay- - 27,000- Total by Category$447,312 $415,716 $502,821$672,942 BUDGET SUMMARY BY FUND FY 2010* FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$447,312 $415,716 $502,821$672,942 Total by Fund$447,312 $415,716 $502,821$672,942 èð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010* FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Chief Building Inspector1.001.001.001.00 Senior Plans Examiner- - - 1.00 Plans Examiner- - - 2.00 Plan Review Technician- - - 1.00 Building Inspector II 2.001.002.002.00 Building Inspector I 1.001.001.001.00 Code Enforcement Officer2.002.002.00- Total Building Safety6.005.006.008.00 èï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² PLANNING Planning Director Development Development ReviewLong Range PlanningZoning Enforcement Coordination Department Overview The Marana Planning Department is dedicated to the physical, social and economic excellence of the Town through sound professional planning practices; consistent policy advice; active public participation and superior public service to promote the welfare and quality of life of the community. The Planning Department is responsible for administering and implementing the General Plan and the Land Development Code. The department provides support and recommendations to the Town Council and Planning Commission to assist each in making decisions regarding land uses and development proposals. The Department processes applications for new development and redevelopment within the Town such as site plan reviews, special use requests, planned development proposals, subdivision proposals and rezoning requests to ensure compliance with Town requirements. The staff also assists citizens and developers to better understand the land use policies and regulations of the Town. 2011–2012 Accomplishments Approved a development plan under the Expedited Development Review Incentive Program for a new manufacturing and office facility for Sargent Aerospace & Defense.The project is 4 acres in size with a 71,000 square foot building scheduled to open in the spring of 2011. The time from submission to final approval of the project was reduced to just over two weeks through the use of project prioritization and round table development reviews Annexed and rezoned approximately 591 acres of land for the Marana Regional Landfill Wrote six amendments to the Land Development Code indirect response the downturn ofthe economy. Each will provide relief or expand opportunities to the business community which are intended to give a boost to theTown of Marana’seconomy Staff worked closely with homebuilders to meet the residential design standards while keeping in mind the economic challenges homebuilders are facing All ordinances involving zoning modifications/conditions to property wereentered into MarGIS. This allowedPlanning to better track Town Council approved zoning ordinances and conditions that affect specific properties èî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Completed the rewrite of the 2010 General Plan entirely in-house using only Town Staff. This General Plan was written by staff members from the Planning Department as well as members of the 14 sub-committee groups. This process spanned two fiscal years, was approved by the Town Council in December 2010 and was ratified by voters onMay 18, 2011. Staff completed the scanning of all completed project files into Laserfiche for easy access when looking for information CRW is used to manage and track all development projects. This began in 2001. Staff added all projects prior to 2001 into the CRW program for better tracking of all Town projects 2012–2013 Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Staff will review the current Land Development Code and propose changes Number of Code Text to the Code where Amendments processed by- 7 4 5 necessary. Staff will take Staff each text amendment through theTown’s amendment process Staff will work at finding more submittaldocuments The amount of reduction in 12%15%20%20% that can be acceptedpaper copy submittals electronically Evaluate and provide cost benefit analysis of strategic Number of proposed annexations into Pinal 3 2 2 2 annexations processed by staff County and other area’s to protect the Town’s interest Staff will process / route all Percentage of submittals sent submittals within 3 days of 94% 97% 98% 98% out within 3 days receipt BUDGET SUMMARY FY 2010*FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$463,365 $505,135 $647,330$537,409 Contracted Services12,95015,311 26,21231,119 Operating Supplies & Equipment5,126 4,786 3,0003,000 Total by Category$481,441$525,232$676,542$571,528 èí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010* FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$481,441$525,232$676,542$571,528 Total by Fund$481,441$525,232$676,542$571,528 AUTHORIZED POSITIONS FY 2010*FY 2011FY 2012FY 2013 ActualActualEstimateProjected Planning Director- - 1.001.00 Assistant Planning Director 1.001.001.00- Planner II 2.002.002.002.00 Planner I 4.004.004.004.00 Total Planning7.007.008.007.00 èì Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ENGINEERING Town Engineer Environmental Engineering Development EngineeringTraffic Engineering Department Overview The Engineering Department provides oversight of projects to ensure that development follows Town ordinances and engineering practices; maintains the safety of the public and the environment, and recommends mitigation measures to reduce impacts from development. 2011–2012 Accomplishments Performed outstanding customer service review and inspection for the Sargent Controls expansion and Marana Health Center Completed application for FEMA’s Community RatingSystem program (CRS), which will result in Marana residents receiving a 10% discount on flood insurance Worked to revise the traffic control for the Accenture Match Play tournament due to changed parking scenario Assisted Utilities in the acquisition ofthe Marana Wastewater Treatment Plant, specifically in ensuring proper permitting is acquired Integrated personnel into the new DSC Team program 2012–2013 Goals & Objectives Assist Legal in the Land Development Code rewrite Update to the Subdivision Street Standards Update Road impact fee studies èë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Number of SWPPP’s reviewed 29384540 in-house Number of Engineering plans 87879490 reviewed in-house In-house review of plans Number of Planning documents reviewed in-house - 808080 (rezones, spec plans, SLUC, minor land div) Number of Stormwater 58526050 inspections performed Number of Private In-house development permits 16182015 inspection/observation of inspected private development Number of Type 1 permits 3 131818 taken in / reviewed Number of CIP projects with Facilitation of CIP programEnvironmentalFacilities in 3 4 4 4 permitting Number of Traffic Work 5980120100 Orders Maintain the operations safety of Town streets Number of Service Request 120230200200 Assignments BUDGET SUMMARY FY 2010*FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$1,457,074$1,241,793$1,242,867$992,665 Contracted Services96,33096,036137,97377,289 Operating Supplies & Equipment6,62011,71822,85721,085 Capital Outlay156,472204,552112,60677,606 Total by Category$1,716,496$983,263$1,516,303$1,168,645 èê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010* FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$1,569,279$1,358,025 $1,476,697$1,129,039 Grants- 10,441 39,60639,606 Transportation Fund147,218 4,051 - - Regional Transportation Agency- 181,582 - - Total by Fund$1,716,496$983,263$1,516,303$1,168,645 AUTHORIZED POSITIONS FY 2010*FY 2011FY 2012FY 2013 ActualActualEstimateProjected Town Engineer1.001.001.001.00 Engineering Division Manager2.001.001.001.00 Traffic Division Manager1.001.001.001.00 Traffic Engineer1.001.001.001.00 Civil Engineer1.001.001.001.00 Environmental Project Coordinator2.002.002.002.00 Engineering Technician3.003.003.003.00 Project Coordinator1.001.00- - Engineering Aide2.001.001.001.00 Senior Plans Examiner1.001.001.00- Plans Examiner2.002.002.00- Plans Review Technician2.001.001.00- Executive Assistant1.000.60- - Total Engineering21.0016.6015.0011.00 èé Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² POLICE Chief of Police SupportServices BureauField Services Bureau Department Overview The Marana Police Department is committed to providingunparalleled service and unwavering protection to every person in the Town of Marana. 2011–2012Accomplishments Hosted State-wide or Regional Training in DUI investigations, Accident Reconstruction, Motorcycle Certifications, and General Instructor Course, Driver Training Recruited, interviewedand hired a new Police Captainto assist with span of control and reorganize the Department’s structure Initiated the “Strategic Tactical Operational Planning Program” for enhanced Crime Analysis and Crime Reduction Created the Department’s first tactical patrol squad; the Directed Action Response Team (DART)to address community problems Created the Lead Police Officer position to assist in the management of risk, improve span of control, and improve service delivery Conducted Ina Rd. Initiative to include Business Survey Created the Ina/Thornydale/Orange Grove Business Coalition Obtained a more safe, suitable, practical and professional facility for temporary police operations Added a member to the Regional Bomb Squad Increased the size of the Motor Unit by one èè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Obtained two motorcycles through the GOHS grant Instituted bi-monthly training for high risk low frequency, and high risk high frequency activities, i.e. shooting, pursuit/high speed driving, searchand seizure, stop and arrest, building searches, high risk stops, etc. Updated the Mobile Video Recording System Continued successful participation in Accenture Match Play Expanded the VIPS program 2012–2013Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Personnel attending supervisory/management level1624 25 30 Provide quality police training leadership and professional Number of personnel who service by implementing a 104105105105 attended one job-specific career development plan training for all MPD employees on Partnering with other law excellence and enforcement agencies to sustainability 4 138 8 gain experience in criminal investigations Response time in minutes to Priority 1 and 2 calls;5 5 5 5 national target 5 minutes Number of traffic stops24,21914,23315,65616,000 DUI arrests202150165170 Felony arrests; part 1 crimes 62636975 only Misdemeanor arrests; part 1 165195214220 Efficient and effective crimes only Operations Division/Patrol Crimes against persons; part 1 202230253240 crimes only Crimes against property; part 1,0101,2881,4161,350 1 crimes only Average number of calls per 517424466470 officer Number of officers per 1,000 citizens; national2.52.32.3 2.3 average 2.4 èç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Informational presentations to 90606070 community groups Establish community Number of Neighborhood 14101520 partnerships with open and Watch groups effective communications, Participants in GAIN “Getting focused on addressing 10N/AN/AN/A Involved in Neighborhoods” quality of life issues and safety concerns Business security contacts1512100150 Holiday Patrol1 1 1 1 Continuously evaluate and improve the Volunteers in Police Service Program (VIPS) including recruitment, training, Number of hours worked6,8367,6009,5009,500 outreach, reporting and communication within the Police Department and Town of Marana BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$8,162,639$7,692,632$8,282,270$8,636,757 Contracted Services 679,304533,634555,101558,785 Operating Supplies & Equipment 823,690694,1181,374,2051,505,168 Capital Outlay 63,69185,723347,000875,000 Total by Category$9,729,594$9,006,108$10,558,576$11,575,710 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$9,277,057$8,573,389 $9,917,175$11,044,369 Grants / Contribution452,537432,719641,401531,341 Total by Fund$9,729,594$9,006,108$10,558,576$11,575,710 çð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010FY 2011FY 2012FY 2013 ActualActualEstimateProjected Chief of Police1.001.001.001.00 Police Captain- - 1.001.00 Police Lieutenant6.003.003.003.00 Police Sergeant9.0010.0010.0010.00 Detective15.005.005.005.00 Police Officer52.0062.0058.0058.00 Police Telecommunications Manager1.001.001.001.00 Police Records Supervisor1.001.001.001.00 Police Telecommunications Supervisor- 1.001.001.00 Dispatcher12.0013.0012.0012.00 Police Records Clerk8.007.006.006.00 Crime Scene/Property & Evidence Supervisor1.001.001.001.00 Crime Analyst1.001.001.001.00 Crime Scene Specialist2.002.002.002.00 Administrative Manager1.001.001.001.00 Administrative Assistant1.001.001.001.00 Customer Service Support0.33- - - Total Police113.33111.00105.00105.00 çï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² COURTS Town Magistrate Legislative Review Judicial CasesProbation Monitoring & Implementation Department Overview The mission of the Marana Municipal Court is to provide a forum for the fair and impartial adjudication of alleged violations as established by the Arizona Revised Statutes and Town of Marana Ordinance Code. The Court will strive to resolve these cases expeditiously and efficiently in an environment that is safe for all concerned. We shall do this in a manner which will enhance and uphold the integrity and independence of the judiciary, thus maximizing our community’s confidence in the court. We will strive to become increasingly customer service oriented, innovative and creative in technology and in all of our operations. The court shall maintain a supportive working environment by encouraging teamwork and employee growth. 2011-2012 Accomplishments Continued refining in-house probation monitoring section, eliminating the need to contract probation services to an outside vendor Continued the home arrest program allowing certain offenders to be incarcerated at home via an electronic monitoring bracelet, saving the town monies in jail costs Converted Bond Schedule cards from being processed by a vendor to in-house printing, saving revenue and providing real time changes when necessary Reviewed and modified the bond schedule including town ordinances to correct disparities between similar offenses cited under state statute 2012–2013 Goals & Objectives Continue to refine and expandaccomplishments of prior years Focus on methods to improve collections and reduce failure to appear rates by exploring the most recent technology available, for example “robo calling.”Hopefully, the Town will also expand its website to provide online payments, as the majority of Courtsin the state currently provide Explore and enhance various techniques and methods to insure the maintenance of exceptional customer service çî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Provide fair and equal justice, and provide Caseprocessing error rate8%8%7 5 exceptional customer service by reducingthe error rate of processing cases to 5% or under, to ensure that the rights of our citizens are not unduly Citations filed11,0008,5009,2009,600 affected by simple mistakes Provide exceptional customer service to litigants. Reducethe amount of complaints and Complaints received18218 5 negative comments about Marana’scourt to less than 10 per year Maintain open communication and provide a better understanding of the Number of meetings with judicial systemby retaining Town officials which include and fosteringopen 30172026 dept. head meetings, communication between community connections 101 the Court and citizens of the Town of Marana and maintainingan Open Door policy with Town officials Provide fair and equal justice to litigants and Number of home arrest 200425461 reduceexorbitant jail costs offenders imposed by Pima County. Continue and enhance a Probation Department and Home Detention program Number of monitored to enhance the Court’s 200187200215 probation cases ability to enforce the condition of sentencing BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$818,037$806,727$845,492$859,922 Contracted Services107,65490,429184,717196,784 Operating Supplies & Equipment17,72810,740275,614275,540 Capital Outlay- - 5,0005,000 Total by Category $943,419$907,895$1,310,823$1,337,246 çí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010FY 2011FY 2012FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$897,636868,996951,794963,109 JCEF Fund- 99840,80040,800 FTG Court Fund- - 31,00031,000 Local Technology Fund45,78337,901287,229302,337 Total by Fund$943,419$907,895$1,310,823$1,337,246 AUTHORIZED POSITIONS FY 2010FY 2011FY 2012FY 2013 ActualActualEstimateProjected Town Magistrate1.001.001.001.00 Court Administrator1.001.001.001.00 Executive Assistant1.001.001.001.00 Court Probation Monitor1.001.001.001.00 Court Security Guard2.002.002.002.00 Court Collections Specialist1.001.001.001.00 Court Supervisor1.001.001.001.00 Courtroom Specialist1.001.001.001.00 Court Clerk4.004.005.005.00 Total Courts 13.00 13.00 14.0014.00 çì Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² PUBLIC SERVICES ADMINISTRATION Public Services Administration General Manager Public Works Airport Utilities Operations & CIP Wastewater Water Maintenance Department Overview Public Services Administrationaffords oversight and general management services to provide for engineering and capital improvement programs, continuous, reliable operations and maintenance of infrastructure, facilities, and fleet and utilities for the Town of Marana. 2011–2012Accomplishments Completed the Asset Management development phase and implemented the program Completed the Pavement Preservation Program and implementation Provided wastewater transition and operations services Provided interim management services to Technical Services Department 2012–2013Goals & Objectives Improve wastewater operational efficiency Deploy pavement preservation program Complete asset inventory çë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Improve wastewater Reduce operational costs by N/AN/A15%15% operational efficiency30-percent Deploy pavement Percent of approved Budget preservation programN/AN/A75%100% work program completed Inventory remaining systems N/AN/A85%100% including wastewater Complete asset inventory Complete project management integration of maintenance N/AN/A90%100% projects BUDGET SUMMARY FY 2010* FY 2011 FY 2012 FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$537,175$449,977$475,796$435,074 Contracted Services1,1556102,67912,770 Operating Supplies & Equipment2,4631,3374,7365,190 Total by Category$540,792$451,923 $483,211$453,034 BUDGET SUMMARY BY FUND FY 2010*FY 2011FY 2012FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$540,792 $451,923 $483,211$453,034 Total by Fund$540,792 $451,923 $483,211$453,034 çê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010* FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Public Services General Manager1.001.001.001.00 PublicWorks Director- - 1.001.00 Contracts Administrator1.001.00- - Contract Analyst1.001.001.001.00 Senior Administrative Assistant1.001.001.001.00 Customer Service Specialist0.500.50- - Office Support Assistant0.500.50- - Total PublicServices Administration5.004.004.004.00 çé Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² OPERATIONS & MAINTENANCE Operations & Maintenance Community Facilities Code AdministrationStreetsFleet Services ResponseMaintenanceEnforcement Department Overview The Public Works operations and maintenance department is committed to providing the community with the best value in road and infrastructure maintenance and improvements. The department works hard to maintain the value of the funds available and spent onthe improvements and maintenance of the road system within the Town. The department supports the strategic plan of the Town, and considers itself a developing partner in the growth and prosperity of the Town of Marana. 2011 – 2012Accomplishments Provided in-house services for thePGA Accenture Match Play Golf Tournament Completed MOC Project under budget Completed Parks and Rec Roof/HVAC project Completed Fleet Services Customer Service Office Fully implemented Carpet Cleaning program Completed a detailed inventory of all Town facilities Recertified Fleet ShopASE Blue Seal Certification, 5 consecutive years Constructed the DSC BDC service area Purchased and outfitted all vehicles/equipment budgeted for replacement Establishedthe Fleet Working group to define future fleet purchase protocols Coordinated Key Administrative Directive and the tracking of keys Established a Key database State and National representation for Fleet Management, RMFMA çè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Completed trimming trees andbrush removal along I-10 Crack Sealed residential areas in Continental Ranch, Gladden farms, Dove Mountain 2012 – 2013 Goals & Objectives Convert Facility/Fleet divisions to Cartegraph asset management system Develop a Facility Master Plan with other department assistance Implement a fuel card system with Finance Renew ASE Shop certification Train street crews on up-to-date maintenance techniques on concrete and Asphalt Continue to maintain all asphalt roads, sidewalks, curbs, drainage ways, signs/striping, traffic signals Continue to implement cost savings and time saving elements within department STRATEGIC PLAN GOALS & OBJECTIVES FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateTarget 95%, will Perform site inspections and Complete a detailed have more capture detailed inventory of inventory of all Town 30%52%65%once we all assets that require Facilitiesgo live on maintenanceand repair Cartegraph Select personnel from departments who will plan and develop the Town’s first Facility Master Plan Facility Master Plan. - 15%15%50% Document Elements of this plan will encompass current andfuture Facility requirements Fleet maintenance30%20%50%65% Identify and develop Fleet replacement50%60%90%100% Standard Operating Generator operations70%70%85%95% Procedures (SOP’s) for Facility key requests65%65%95%100% all aspects of the Building Modification Facility/Fleet Operations 40%60%75%85% department requests Complete a street Complete inventory of all 30%52%65%90% inventory project which Town infrastructure will determine the amount of Town Improve tracking of signage, signage, lighting, traffic 25%95%100%100% lighting and traffic signals signals, striping, curbs, streets, and sidewalks çç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2010 FY 2011 FY 2012FY 2013 ActualActualEstimateTarget Percentage of fleet staff trained and certified as ASE100%100%100%100% Reduce downtime for techs routing maintenance and repair of Fleet vehicles Percentage of improved fleet 95% with 60%75%75% maintenance trackingCartegraph Percentage of vehicles 6%7%12%10% replaced Replace vehicles that are ineffective and inefficient Percentage of APWA to operate benchmark for staff to fleet 24%41%41%41% ratio Work with Human Resources and Administrative directive for Technology Services to 50%100%100%100% building access develop key access policy Launch the Pavement All town roads inventoried and N/AN/A80%100% Preservation Programinspected BUDGET SUMMARY FY 2010*FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$1,576,332$1,545,167$1,721,008$1,968,625 Contracted Services708,267906,4061,742,3262,216,514 Operating Supplies & Equipment259,224296,152401,362440,085 Capital Outlay542,321824,973420,00015,000 Total by Category$3,086,144$3,572,698$4,284,696$4,640,224 BUDGET SUMMARY BY FUND FY 2010*FY 2011FY 2012FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$1,666,310$2,139,024$1,816,903$2,148,021 Local Transportation Assistance4,635- - - Highway User Revenue Fund1,415,0071,433,6742,467,7932,492,203 Transportation Fund192- - - Total by Fund$3,086,144$3,572,698$4,284,696$4,640,224 ïðð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010*FY 2011FY 2012FY 2013 ActualActualEstimateProjected Facilities & Fleet Services ManagerN/A1.001.001.00 SuperintendentN/A1.001.001.00 Community Response ManagerN/A1.001.001.00 ForemanN/A5.005.005.00 Signal Technician IIIN/A1.001.001.00 Signal Technician IIN/A1.001.001.00 Signs & Markings TechnicianN/A1.001.001.00 Fleet Technician II N/A1.001.001.00 Fleet Technician IN/A1.001.001.00 HVAC TechnicianN/A1.001.001.00 Facilities TechnicianN/A- 1.001.00 Small Engine TechnicianN/A1.001.001.00 Inmate Services CoordinatorN/A2.003.004.00 Senior Maintenance WorkerN/A3.003.003.00 Maintenance CoordinatorN/A1.001.001.00 Maintenance WorkerN/A3.003.003.00 LaborerN/A7.005.005.00 Executive AssistantN/A1.001.001.00 Code Enforcement OfficerN/A- - 2.00 Total Operations & Maintenance staffN/A32.0032.0035.00 ïðï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² CIP CIP ConstructionEngineering/DesignRight of WayAdministrative Department Overview The CIP Engineering Division is responsible for addressing the infrastructure needs throughout the Town, through planning and design of major roadways and infrastructure safety enhancements. Among our many responsibilities, we ensure that the roadways, utilities, and all the programs needed to keep our Town moving safely and efficiently is attained. CIP Engineering Division provides project management and project development services for the Town’s infrastructure, as well as developingstudies and plans for public infrastructure that will be constructed for public use. 2011–2012Accomplishments The CIP Team finalized the ARRA pavement rehabilitation projects for the Town of Marana Performed a seminal role in the design and construction of the overlay of Marana o Road, Tangerine Road, Sandario Road, and Twin Peaks Blvd. The CIP Team managed, finalized and closed out the construction of approximately o $4.7 million in pavement rehabilitation projects that were allocated from the American Recoveryand Reinvestment Act of 2009 Finalized the design and construction of the Tiffany Loop Drainage project as a permit fee to ADOT, while it still possesses jurisdictional control of the I-10/Twin Peaks Interchange project territory Collaborated with ADOT to manage the continuing landscape establishment of the I- 10/Twin Peaks Interchange project Finalized the Bridge and Roadway Design for the Ina Road corridor west of I-10 (2000- 21) Closed out the final construction and pavement preservation contract for the Camino de Mañana project Finalized the design and construction of the Santa Cruz River Shared-Use Path (Phase II) from Coyote Trails School to Cortaro Road ïðî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Continued with the design of the Santa Cruz River Shared-Use Path (Phase III) from the Heritage Park to the CAP Canal Designed and constructed Santa Cruz River Shared Use Path connection from the Crossroads Park end of construction to the north side of Ina for the Launch the Loop community event Finalized the design concept study on the Tangerine Road corridor mandated bythe voter approved RTA program: Conducted three open houses o Conducted numerous meetings with property owners along thecorridor for access o management Coordinated the final design and construction of ADOT’s pavement rehabilitation of Taxiway Aat the Marana Regional Airport Provided technical support for the management of the grant reimbursements from the FAA for the Airport Way road project Supported the Utility Department in their operation and maintenance of the Airport Septic System and Effluent Lift Station Provided final close-out and warranty support for the Airport Septic System and Effluent Lift Station project Provided technical support to O&M to develop the Pavement Preservation Manual for the Town’s roads and street rotations Finalized updates to the Town of Marana’s Project Management Manual Finalized the construction close-out for the Cortaro Road and Silverbell Road right-turn bay widening Collaborated with Community Development to complete emergency sewer connections/septic abandonments at various individual residences inthe Honea Heights neighborhood Continued to provide active support to the effort being made to obtain the funding needed to complete the remaining sewer connections/septic abandonments inthe Honea Heights neighborhood Supported and provided technical support for the acquisition of the Marana Wastewater Reclamation Plant Finalized the design and construction of the Wild Burro Trailhead parking lot and restroom facilities Provided procurement and construction management of annual Pavement Preservation program Completed Continental Ranch Parcel 8 Pavement Rehabilitation ïðí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Provided management and study support for the Silverbell Road (Grant Road to Ina Road) final design study being conducted by the City of Tucson Performed presentations on the Twin Peaks Road T.I. and the Camino de Mañana Projects forthe Community Connections Tour Worked with O&M and MPD to start the design concept for the sub-station at the MOC and the operations center at the future location on Twin Peaks east of I-10 Partnered with O&M on design and construction of drainage improvements to the north end of the Marana Operations Center Actively participated in the Emergency Response Committee to identify potential evacuation protocols for all hazards response in the Marana region Provided input and participated in the CIP Budget process Provided input and participated in the Development Services plan review process Finalized the construction of the Hartman Waterline Finalized the close-out of the construction on the Cortaro-Silverbell right-turn widening Participated in the development of the update to the Pima County/City of Tucson Standard Specifications for Public Improvements Provided procurement support for the carpet replacement and console relocationsin the MPD 911 dispatch center Provided procurement support for theMOC electrical and roof repair Provided construction documents and procurement for theMMC parking lot pavement preservation and sidewalk repair Completed inventory and condition assessment for all town roads and began condition reassessment process Completed inventory and condition assessment of all town signs Partnered with O&M and Pima County to design and construct drainage channel lowering between Cerius Stravenue and Cortaro Farms, from Quick Trip to UPRR ïðì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2012–2013Goals & Objectives: STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Create and update a Project Provide a process for the Management Manualwith efficient delivery of guidelines and procedures for 85%85%100%100% projects in design and for efficient and accurate post design servicesmanagement of CIP Design Update projects Create an Engineering Division SOP for procedures and Provide the standard practices for the design phase 80%10%30%100% operating procedures and of a CapitalImprovement processes for all services Project (CIP) that Public Works is required to provide for the Create a Construction Division creation and sustainability SOP for procedures and of the Town infrastructure practices to be used for the 80%10%30%100% within its right-of ways construction phase of a CIP project Provide a process for the Create a program and Town to self-administer standard operations to all the and procure projects with Town to be self-certified 10%10%0%0% Federal funding for all (Program not currently infrastructure projects Offered at ADOT) Create a program and manual that will provide staffwith safety measures and Identify and establish a regulations to educatethe safety program for CIP 10%20%50%100% staff and its vendors of construction projects current State, Local, and Federal safety requirements on construction projects Provide solicitation and contract services to all Public Develop one-stop RFP/RFQ Services Departments and and contract services work provide solicitation and10%25%75%100% groupcontract services to Development Services divisions ïðë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Camino de Mañana20%50%100%N/A Barnett Channel30%10%10%10% Honea Heights Septic - 10%25%100% Conversions Linda Vista/Twin Peaks TI25%45%99%100% Cortaro/Silverbell Intersection - 85%15%100% Improvements Wild Burro Trailhead5%50%45%100% Sandario Bus Pullouts- 30%70%0% Honea Heights Redevelopment - 20%0%0% (Phase III) Substantially complete CIP ARRA- 90%10%100% projects for the improvement of Ina Road Bridge and Road 0%10%60%60% infrastructure (from Improvements inception to construction Tangerine Road Traffic Final Closeout) 15%5%5%5% Interchange Tangerine Road Corridor - 10%20%30% Improvements Hartman Waterline - 80%20%100% Interconnect Shared Use Path II, Cortaro to - 15%85%95% Coyote Trail Shared Use Path III, Beard - 15%50%50% House to Heritage Park Accenture Golf Parking Lot- 5%95%100% Pavement Rehabilitation- 10%90%90% BUDGET SUMMARY FY 2010*FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$791,116$834,953$838,623$926,937 Contracted Services12,50815,66933,35928,142 Operating Supplies & Equipment30,64128,31956,15859,885 Capital Outlay24,439,17411,211,11541,794,67814,741,378 Total by Category$25,273,439$12,090,056$42,722,818$15,756,342 ïðê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010*FY 2011FY 2012FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$1,013,794$753,425$964,263$1,106,864 Improvement District Bonds128,048- - - Agency Funds836,77432- - Highway User Revenue Fund- - 36,910510,000 2008 Series Bond15,249,4561,499,516269,701280,382 South Benefit Area Impact Fees1,755,707118,901291,000181,456 North Benefit Area Impact Fees- - 251,000- Park Impact Fees3,87235,0051,872,6841,023,643 Transportation Fund504,277218,6562,259,9242,275,407 Pima Association of Governments102,4881,567,061- 187,000 ½ Cent Sales Tax1,056,176195,707270,000331,500 Other Agency Funds- 4,320,73733,982,8362,768,134 Regional Transportation Agency4,622,8473,381,0152,524,5007,091,956 Total by Fund$25,273,439$12,090,056$42,722,818$15,756,342 AUTHORIZED POSITIONS FY 2010*FY 2011FY2012FY 2013 ActualActualEstimateProjected Assistant Public Works DirectorN/A1.001.001.00 Construction Division ManagerN/A1.001.001.00 Engineering Division ManagerN/A1.001.001.00 Construction ManagerN/A2.002.002.00 Construction InspectorN/A2.002.002.00 Right of Way InspectorN/A1.001.001.00 Acceptance InspectorN/A1.001.001.00 Project Control SpecialistN/A1.001.001.00 Engineering TechnicianN/A0.850.85- Capital Improvement Project ManagerN/A1.001.001.00 Project CoordinatorN/A1.001.001.00 Total Capital Improvement Program staffN/A12.8512.8512.00 ïðé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² PARKS & RECREATION Parks & Recreation Director AdministrationRecreationPark Maintenance AquaticsSeniors Department Overview The Town of Marana Parks and Recreation Department is dedicated to developing and implementing quality parks, trails, and leisure services for our community with a proud commitment to excellence, safety, and sustainability. 2011–2012 Accomplishments Completed Wild Burro Trailhead, andheld dedication ceremony Applied for Arizona State Trail Status for Town of Marana Tortolita Trail System Connected Santa Cruz Shared Use Path from Wade McLean Park to Cortaro Road and completed connection to Ina Road Purchased Marana Heritage Farm parcel from Arizona State Land Department Re-plastered Marana Pool Re-established Teen Dances at Crossroads at Silverbell Park Removed Ora Mae Harn Park from potable water irrigation Partnered with Oro Valley Parks and Recreation on M.O.V.E. Across 2 Ranges event Expanded locations for “Movie in the Park” Initiated Social Network communications with Parks and Recreation Facebook Page and Twitter Constructed dog park at Ora Mae Harn Park ïðè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2012–2013 Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateTarget 135 Provide quality parks Maintain quality park facilities133 acres133 acres135 acres acres and leisure service opportunities for the Maintain quality paths and 44 miles46 miles49 miles53 miles Marana Community trails Provide regional Complete Ridgeline Trail and recreation destinationN/AN/AConstructionComplete Wild Burro Loop Trail for Marana Community events at 141890110 Provide community Crossroads at Silverbell Park supported events at the Community events at other new district park 14124558 locations BUDGET SUMMARY FY 2010 FY 2011 FY 2012 FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$2,251,343$1,736,633$1,850,5791,979,120 Contracted Services444,810327,776481,852435,753 Operating Supplies & Equipment697,934649,982491,463638,895 Capital Outlay4,144,466261,669457,500547,666 Total by Category$7,538,553$2,976,060$3,281,394$3,601,434 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$3,508,264$2,611,226 $2,650,301$2,887,980 Impact Fees – Parks2,014,457132,852 8,000106,088 Pima County Bond Funds350,866222,152 622,093381,366 Grants & Contributions9,6479281,0001,000 MMPC Bonds1,655,3208,900 - - Other Agency- - - 225,000 Total by Fund$7,538,553$2,976,060$3,281,394$3,601,434 ïðç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Parks – Administration: Parks and Recreation Director1.001.001.001.00 Assistant Parks & Recreation Director- - - 1.00 Executive Assistant1.001.001.001.00 Office Support Assistant1.001.00- - Customer Service Clerk- - 2.752.75 Parks – Recreation: Recreation Coordinator4.003.005.005.00 Recreation Programmer7.002.002.002.00 Recreation Leader 1.001.00- - Recreation Assistant10.502.250.750.75 Parks – Maintenance: Superintendent1.001.001.001.00 Parks Supervisor1.001.001.001.00 Foreman1.001.001.001.00 Maintenance Worker11.0011.009.009.00 Laborer4.004.006.006.00 Parks – Senior Programs Recreation Programmer1.001.001.001.00 Recreation Assistant1.500.750.750.75 Parks – Therapeutic Program Recreation Coordinator1.001.00- - Total Parks50.0032.0032.2533.25 ïïð Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² COMMUNITY DEVELOPMENT& NEIGHBORHOOD SERVICES Community Development Director Grants & Outside Neighborhood Heritage Affordable HousingTransit Services FundingServices Department Overview Improving the quality of life for our residents and neighborhoods is the primary goal of the Community Development and Neighborhood Services Department. Engaging the community in ongoing dialogue provides opportunities for the public and private sectors to: identify, refine and articulate needs; cooperatively problem-solve; collaboratively work to develop viable solutions to address needs; measure outcomes and celebrate successes; communicate regularly and clearly though relationships established by mutual trust and a shared vision. The key functions in Community Development and Neighborhood Services all center on providing appropriate services to the general population and working to solve issues that affect individuals, neighborhoods, and the entire community. These functions include: Neighborhood Services; Affordable Housing; Transit Management; Community-wide Heritage Preservation; and Grant and Fund Development. 2011–2012Accomplishments Provided housing rehabilitation services for fourteen (14) areahomeowners Received $2,500,000 in grant funding Received thirty (30) new housing rehabilitation applications Completed rehabilitation projectson sixteen(16)qualifying homes Developed new partnerships to track community issues Worked with three (3)neighborhoods to begin long-term planning Recertified Marana’s seven (7) Colonia Neighborhoods Had over 65,000 riders on the Sun Shuttle routes in Marana Completed construction of two (2) signature bus shelters for Marana Main Street 2012–2013Goals & Objectives Improve citizen participation and community outreach process ïïï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Launch “Out and About” in Marana Mobile Town Hall Conduct a community survey to identify citizen perceptions and expectations Resolve neighborhood issues by initiating interdisciplinary teams Develop long-term plans with Colonia residents Promote the development of a balanced portfolio of housingto meet the current and future needs of Marana residents Increase awareness of history and heritage Increase local transit ridership by 10% Secure grant funding for projects identified in the Strategic Plan STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Receive completed community - - 250500 surveys Participate in Increase community Business/Community Coalition 128 1424 engagement meetings Provide Mobile Town Hall for - - - 8 special/neighborhood events Housing Rehabilitation 16241415 projects completed Preserve and produce New Affordable Housing Units2 2 2 2 affordable housing alternativesfor Marana Land Acquisition/Entitlement residents. for Affordable Housing3 402 0 Projects Catalogue and preserve - - 5050 heritage objects Strengthen community character by linking the Encourage tours and programs past, present, and future - - 2 10 focused on heritage Facilitate Colonia 8 103035 neighborhood meetings Strengthen preservation Organize neighborhood efforts in Colonia 1 1 2 5 cleanup days neighborhoods Complete neighborhood plans- - 1 2 Provide transit alternatives Increase Sun Shuttle ridership 25,40948,00065,00075,000 for Marana residentsby 10% ïïî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateTarget Increase grant Grant applications completed46403030 funding to support strategic initiatives throughout the Town Grant award ($)$2,038,446$2,140,000$2,500,000$2,500,000 of Marana BUDGET SUMMARY FY 2010 FY 2011 FY 2012 FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$217,876$293,888$210,652$207,035 Contracted Services174,683338,210273,188142,949 Operating Supplies & Equipment135,882185,336292,153371,532 Capital Outlay125,617- 250,000260,000 Total by Category$654,058$817,434$1,025,993$981,516 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected General Fund$195,647 $211,135 $230,993$242,571 Community Development Block Grant95,607 93,544 285,000333,945 HOME- - 250,000250,000 Revolving Affordable Housing6,844 47,887 75,00045,000 Grants& Contributions203,320287,752 68,000- LTAF Funding152,639177,117 117,000100,000 Regional Transportation Fund- - - 10,000 Total by Fund$654,058$817,434$1,025,993$981,516 AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Community Development Director1.001.001.001.00 Grants & Housing Coordinator1.001.001.001.00 Housing Rehabilitation Specialist1.001.001.001.00 Total Community Development & Neighborhood 3.003.003.003.00 Services ïïí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² WATER Utilities Director Water Delivery, Production & Capital ImprovementsRegulatory Storage Department Overview To provide our customers with superior service and the highest quality, safe, dependable water supply at the best possible value. We have an obligation to make sure that our residential customers, business customers and other public entities such as our schools, medical facilities and parks have access to water. Marana is committed to this mission and is taking proactive steps to achieve it. 2011–2012Accomplishments Interconnected Hartman Vistas and Cortaro Ranch water systems Interconnected Hartman Vistas and Twin Peaks water systems Replaced 500 water meters as part of the annual replacement of aging meter program Re-plumbed the non-potable water system in Gladden Farms to improve accuracyand reduce lost andunaccounted for water Continued valve exercising program Installed new service to connect Mira Vista to the Town’s water system Re-plumbed boosters at the Airport Fire Suppression System to improve durability Commenced entering all assets into geodatabase Disassembled and removed CAP Slow Sand Filtration pilot project Commenced working with aconsultant to develop a backflow application that will greatly improve efficiency Commenced working with a vendor to implement online bill payment for customers Reached agreement with Metropolitan Domestic Water Improvement District for the purchase of Long Term Storage Credits ïïì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Reached and Intergovernmental Agreement with Arizona Municipal Power Users Association for the use of the Town’s hydropower Continuedpartnerships with other local communities for the Water Conservation Alliance Southern Arizona (Water CASA) Staff continuedefforts to evaluate opportunities to save money by bringing projects in- house and developing preventative maintenance projects in Cartegraph for ease of planning and resource evaluation Continued expanding the capabilities of Cartegraph for long term planning and budgeting Cartegraph’s automated inventory feature is reducing costs in inventory 2012–2013Goals & Objectives Implement backflow application to increase efficiency Implement online bill payment solution for customers Replace 500 water meters as part of the annual replacement of the aging meter program Complete entry of all assets into geodatabase Install automatic transfer switches on the generators at the well sites of Continental Reserve, Hartman Vistas, and San Lucas. This will decrease outage times for customers Tie-in Oshrin Mobile Home Park to Willow Ridge by abandoning existing 6” water line Install clay valve for emergency by-pass at the Springs Reservoir Repaint storage tanks at Continental Reserve, Airline, and Oshrin Install a new air compressor at the Picture Rocks storage tank STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Design of work order system 80%100%100%100% completed Design and implement a cost-based work order Percentage of work performed system using the work order67%70%80%100% System ïïë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Develop a methodology for tracking utility outages of Number of utility outages2 - 0 0 greater than four hours Acquire additional renewable resources to Acquire additional water YesYesYesYes assure adequate water resources supply for 100 year plan Exercise 20% of valves Percentage of valves exercised within the utility system - 16%50%80% within the year annually BUDGET SUMMARY FY 2010FY 2011FY 2012FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$1,163,305 $1,155,611 $1,347,0151,219,532 Contracted Services618,192 366,559 994,962642,706 Operating Supplies & Equipment1,184,010 891,569 1,208,8741,242,566 Capital Outlay41,197 112,267 1,214,500818,000 Debt Service- 84,028 362,375362,282 Other Financing Uses796,639 782,040 - - Total by Category$3,803,344$3,392,073$5,127,726$4,285,086 BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012 FY 2013 Expenditures By Category ActualActualEstimateProjected Water Fund$3,762,147$3,280,469$4,201,726$3,859,086 Water Fund – Impact Fees41,197 18,567 201,000 66,000 Water Renewable Resources - Wastewater - 93,037 725,000 687,000 Total by Fund$3,803,344$3,392,073$5,127,726 $4,285,086 ïïê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012 FY 2013 ActualActualEstimateProjected Utilities Director1.001.001.001.00 Utilities Operations Manager1.001.001.001.00 Utilities Services Supervisor- 1.001.001.00 Superintendent1.001.001.001.00 Water Production & Distribution Supervisor- - 1.001.00 Foreman1.001.00- - Management Assistant- 1.001.001.00 Water Quality Inspector1.001.001.001.00 ElectricPump & Well Technician1.001.001.001.00 Water Operator II - - 5.005.00 Water Operator I 6.006.001.001.00 Civil Engineer1.001.001.00- Utility Billing Specialist1.402.002.102.10 Utilities Technology Coordinator1.00- - 1.00 Customer Service Specialist1.001.001.00- Customer Service Clerk - - - 1.00 Total Water Department17.4018.0018.1018.10 ïïé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² WASTEWATER Utilities Director WastewaterTreatment Capital ImprovementsRegulatory & Collection Department Overview Marana is committed to providing its customers with quality wastewater reclamation services, is taking proactive steps to achieve it and ensure effluent owned by the Town is put to the best possible use to meet long term planning goals and objectives. 2011–2012Accomplishments Commenced management of wastewater system on 1/3/12 Commenced training existing Town staff for operation of wastewater system Commenced efforts to acquire necessary regulatory and operational permits and licenses Performed walk-thru to identify existing inefficiencies in operation of treatment facility Compiled a complete inventory of assets at the treatment facility Commenced adding a module for wastewater in the asset management system (Cartegraph) Changed out UV bulbs in banks L, B, and A Commenced assessing SCADA/telemetry needs of wastewater system 2012–2013Goals & Objectives Continue to train existing Town staff for operation for wastewater system Bring full operation of wastewater system in-house Continue to work with local, state, and federal regulatory agencies to maintain compliance and operation of wastewater system Improve efficiency in operation of treatment facility Implement asset management tracking using Cartegraph ïïè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Change out banks of UV bulbs Implement SCADA/telemetry software and system to remotely monitor wastewater system STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2010 FY 2011 FY 2012 2013 ActualActualEstimate Target Design of work order system N/AN/A50%100% completed Design and implement a cost-based work order system Identify assets which need to N/AN/A50%100% be collected Design and develop Review best management N/AN/A100%100% Capacity Maintenance practices for CMOM Operation and Management program for the sanitary sewerage Develop CMOM planN/AN/A25%50% system Locate, identify and evaluate N/AN/A50%50% all manholes Design and develop sanitary sewerage Camera and rank all sanitary N/AN/A25%50% maintenance program to sewage lines minimize sanitary sewer overflows Develop sanitary sewerage N/AN/A5%25% vactorcleaning frequency BUDGET SUMMARY FY 2010*FY 2011*FY 2012*FY 2013 Expenditures by Category ActualActualEstimateProjected Personnel & Benefits CostN/AN/A$348,101$181,728 Contracted ServicesN/AN/A 594,280413,753 Operating Supplies & EquipmentN/AN/A257,58891,519 Capital OutlayN/AN/A 22,130,0009,488,000 Total by CategoryN/AN/A $23,329,969$10,175,000 BUDGET SUMMARY BY FUND FY 2010 FY 2011FY 2012*FY 2013 Expenditures By Category ActualActualEstimateProjected Wastewater FundN/AN/A$23,329,969$10,175,000 Total by FundN/AN/A$23,329,969$10,175,000 ïïç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2010*FY 2011*FY 2012*FY 2013 ActualActualEstimateProjected Utilities Operations Manager- - - 1.00 Principal Wastewater Plant Manager- - - 1.00 Utility Operator II- - - 1.00 Total Water DepartmentN/AN/A- 3.00 ïîð Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AIRPORT Public Works Director Community Events Airfield MaintenanceEmergency Response & Relations Department Overview The Airport department providesthe community with a valuable general aviation air transportation resource that is part of the National Air Transportation System, and enhancesand preservesthe aeronautical industry for the community while maintaining the highest level of safety and professional customer service. The department also marketsand leasesairport land for aviation related businesses and development. Other department duties include: Managingall Federal Aviation Grants and State Aviation Grants for the airport, Overseeing and coordinatingall construction activities on the airport, Performinginspections to ensure proper maintenance and compliance with airport mandates, Coordinatingwith contractors and other departments to completerequired airport maintenance, Overseeing, coordinatingand reviewingall plans and specifications for airport projects, Preparingcontracts for maintenance activities and consultant services, Ensuringland use and airspace capability with aviation uses throughout the Town and the County, Addressingpublic concerns with aeronautical activities and noise throughout the Town, Providing financial management ofthe airports operations budget, and Providing presentations, press releases, and general information for community outreach and community relations. 2011–2012Accomplishments Design and construction of Taxiway A pavement rehabilitation and overlay – ADOT’s contribution 90%, Marana’s10% Constructed and finalized the Airport Way’s sewer septic system and tank Hosted Parks and Recreation Tour for Tots program Created an efficient payment process to better serve temporary tie down customers Increased Landings of Global Express and other large privately owned jets Maintained a safe accident free airport ïîï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Installed new signage on entrance gates and hangars to create better visibility to customers and to ensure safety 2012 – 2013Goals & Objectives Continue to improve the ramp payment process with users Increase public awareness of the airport’s value to the town Attract and manage additional events on the large apron Hire an Airport Manager Maintain and rehabilitate taxi-way, runway and parking pavement STRATEGIC PLAN GOALS & OBJECTIVES FY FY FY 2010 FY 2011 2012* 2013 ActualActual EstimateTarget Increase ramp paymentsRamp revenue dollarsN/A11,00012,00013,000 Attract additional events Number of event daysN/A121524 on the large ramp Maintain Airport GrowthIncrease overall revenueN/AN/AN/A2% BUDGET SUMMARY FY 2010 FY2011 FY 2012* FY 2013* Expenditures by Category ActualActualEstimateProjected Personnel & Benefits Cost$107,086$46,186$43,431$122,889 Contracted Services43,03165,617125,735123,439 Operating Supplies & Equipment65,37359,18958,50559,466 Capital Outlay12,61877,7325,697,7472,586,445 Other Financing Uses907,565889,225- - Total by Category$1,135,673$1,137,949$5,925,418$2,892,239 ïîî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2010 FY 2011 FY 2012* FY 2013* Expenditures By Category ActualActualEstimateProjected Airport Fund$1,135,673$1,137,949$5,925,418$2,892,239 Total by Fund$1,135,673$1,137,949$5,925,418$2,892,239 AUTHORIZED POSITIONS FY 2010 FY 2011 FY 2012* FY 2013* ActualActualEstimateProjected Airport Manager- - - 1.00 Total Airport Operations- - - 1.00 ïîí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ý¿°·¬¿´ ×³°®±ª»³»²¬ Ð´¿² Ì¸» Ý¿°·¬¿´ ×³°®±ª»³»²¬ Ð´¿² »½¬·±² ½¿°·¬¿´ ·³°®±ª»³»²¬ ¿²¼ ¼»¬¿·´»¼ ·²º±®³¿¬·±² ±² ·²¼·ª·¼«¿´ °®±¶»½¬ò Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² CAPITAL IMPROVEMENT PROGRAM Fiscal 2012 – 2013 CIP Plan Overview The Fiscal Year 2012 – 2013Capital Improvement Plan (CIP) projects the Town’s capital investments over a five-yearperiod. Capital investments involve major Town projects that have at least a 5 year useful life, and at least a $100,000 total project budget. The CIP is both a fiscal and planning device that allows the Town to inventory and monitor all capital project costs, funding sources, departmental responsibilities, and timing schedules. Each year the CIP is reviewed within the context of on-going Town, County, State, and Federal planning programs and policies as well as the Town’s General and Strategic Plans. The first year of the CIP, along with any applicable carry-forward of funds from the prior fiscal year, comprise the total capital budget for each project beginning July 1 of each fiscal year. The remaining four years of the CIP serve as a financial plan for capital investments. The five-year financial plan is reviewed and updated each year, and the Mayor and Council adopt the capital budget and the five-year financial plan after recommendations havebeen received from staff. The CIP committeemet during thebudget cycle to prioritize all requested CIP projects. The resulting recommendations were forwarded to the Mayor and Council by the Town Manager on May 1, 2012at the Town Council CIP study session. The CIP budget was adopted simultaneously with the Operating Budget on June 19, 2012. Funding Sources The Town of Marana utilizes proceeds from a variety of sources to study, acquire, replace, design, and construct various capital improvements: Impact Fees and Improvement District bonds Municipal Property Corporation and Water Revenue Bonds Pima County General Obligation bonds Transportation Sales Tax funds (50% of the Town’s construction sales tax dollars are dedicated for transportation improvements) Pima Association of Governments (PAG) funding Highway Expansion & Extension Loan Program (HELP) funds Regional TransportationAuthority (RTA) fundsand ½ cent Sales Tax funds (since the creation of the Regional Transportation Authority, May 2006, the ½ cent Sales Tax Fund is no longer accruing resources, that ½ cent is being collected and allocated by RTA) Pima County Flood Control District (PCFC) funds Water Utility revenues General Fund dollars and various grants Capital improvements may include new construction or an expansion, upgrade, replacement, or other addition designed to improve, conserve, or maintain the value of Town assets or enhance service capacity and visual environment. The Town has numerouscapital projects in various stages that include: project planning, site selection, right-of-way acquisition, public hearing, utility relocation, site preparation, project agreement preparation, design, construction, and inspection. ïîì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Administration and Operating Impacts Several positions in the General Fund are directly involved with capital projects and as a result are funded by capital projects funds through reimbursement. Approximately 12positions inthe CIP Department are directly engaged in design, inspection, contract administration, and project management related to street and drainage, traffic devices, facilities, and other general government capital projects. An ongoing issue for the Town’s long-term financial forecasting is the volume and pace at which capital assets and infrastructure have been added. With each new asset comes an obligation to prepare for the maintenance and eventual replacement of that asset. These responsibilities must be addressed as they affect the annual operating budgets for years to come. The Town of Marana understands the importance of long term planning and has begun steps to prepare for its future. The Geographic Information Systems division of the Technology Services Department, in conjunction with the Public Works Department, continues working on an infrastructure inventory and paving management system that assesses the conditions of these assets in an effort to strategically plan for maintenance, and eventual replacement of capital assets. This data will make it possible to do long range financial forecasting to ensure resources are available to replace assets, as well as prioritizing replacement schedules on not only the age of an asset but also on the condition. This data will also be used to plan for annual operating expenses related to maintaining the Town’s infrastructure as well. ïîë Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Í«°°´»³»²¬¿´ Í½¸»¼«´» Ì¸» Í«°°´»³»²¬¿´ Í½¸»¼«´» »½¬·±² ½±²¬¿·² ½«®®»²¬ ¿²¼ ¸·¬±®·½¿´ ¼¿¬¿ «»¼ º±® ¼»½··±² ³¿µ·²¹ ¼«®·²¹ ¬¸» ¾«¼¹»¬ °®±½»ò Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² REVENUE SCHEDULE 2010 Actual2011 Actual2012 Estimated2013 Projected General Fund Sales taxes$ 19,437,875$ 20,512,419$ 21,438,230$ 19,835,770 Intergovernmental6,465,4915,724,9626,943,7837,821,591 Licenses, fees and permits2,150,3602,502,4942,658,9892,347,250 Fines and forfeiture641,484537,680449,492570,000 Charges for services621,415430,084568,471381,100 Contributions59,2025,211111,714102,750 Investment income93,96574,34858,305100,000 Miscellaneous1,275,7641,255,801590,668562,070 Total General Fund30,745,55631,042,99932,819,65231,720,531 Special Revenue Funds Highway User Revenue Fund1,808,9641,869,4862,062,8532,314,521 Local Transportation Assistance Fund128,31227,453-- Community Development Block Grant98,20764,872146,986245,000 Affordable Housing98,2471,9431,920100,000 Judicial Collection Enhancement14,96412,74613,76813,500 Fill-the-Gap7,0207,0293,2683,000 Local Technology131,778127,138123,375116,000 Bed Tax---732,300 Other SRF825,078795,875790,7621,579,128 Total Special Revenue Funds3,112,5702,906,5423,142,9325,103,449 Capital Projects Funds Northwest Transportation Impact Fees119,08551,69812,25689,453 Northeast Transportation Impact Fees384,287475,632279,616519,289 South Transportation Impact Fees218,907351,124124,955266,805 Park Impact Fees792,742945,429498,921650,444 Transportation2,226,2202,442,8392,934,4203,420,950 Pima Association of Governments3,052,8826,968,8171,656,1137,288,956 Sales Tax Capital5,049246- Other Capital Projects3,333,5894,827,380619,4173,083,134 Pima County Bonds444,616118,208652,805381,366 CFD Capital70,897164,93757,434277,971 Total Capital Projects Funds10,643,22516,351,1136,836,18315,978,368 Debt Service Funds 2008 MMPC Bond 1,146--- Tangerine Farms Improvement District2,351,8842,239,2442,025,1222,097,748 Gladden CFD DSF550,948514,606448,465700,053 Total Debt Service Funds2,903,9782,753,8502,473,5872,797,801 Enterprise Funds Airport249,407238,226237,4982,673,800 Water Utility3,122,0263,314,9023,031,4113,805,272 Wastewater Utility--520,4581,536,740 Total Enterprise Funds3,371,4333,553,1283,789,3678,015,812 Total ALL Funds$50,776,762$56,607,632$49,061,721$63,615,961 ïëç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² EXPENDITURE SCHEDULE 2010 Actual2011 Actual2012 Estimated2013 Adopted General Fund Personnel and Benefits$20,300,919$18,575,126$19,857,900$20,992,657 Contracted Services4,451,6954,310,5964,591,2194,173,711 Operating Supplies and Equipment2,038,2303,132,3572,614,7623,674,004 Capital Outlay1,061,0881,071,0641,743,0462,290,900 Total General Fund27,851,93227,089,14328,806,92731,131,272 Special Revenue Funds Highway User Revenue Fund1,610,4411,433,6741,786,9663,002,203 Local Transportation Assistance Fund157,274177,11788,767100,000 Community Development Block Grant95,60793,545120,741333,945 Affordable Housing6,84447,8879,24145,000 JCEF-998-40,800 Fill-the-Gap---31,000 Local Technology45,78337,90148,994302,337 Bed Tax---732,300 Other SRF837,830764,369522,4771,871,947 Total Special Revenue Funds2,753,7792,555,4912,577,1866,459,532 Capital Projects Funds South Transportation Impact Fees1,755,707118,90118,352181,456 Park Impact Fees2,103,328167,8571,422,8121,129,731 Transportation1,460,115790,684660,2832,275,407 Pima Association of Governments4,725,3355,129,6531,851,2997,288,956 Sales Tax Capital1,056,176195,70742,573331,500 Other Capital Projects16,913,885-1,421,5083,333,516 Pima County Bonds350,865222,152563,146381,366 Community Facilities Distircts244997,7271323,777,971 Total Capital Projects Funds28,365,6557,622,6815,980,10518,699,903 Debt Service Funds 1997 MMPC Bond385,428375,315369,743363,805 2003 MMPC Bond1,387,7791,380,7291,376,5291,381,429 2004 MMPC Bond636,675746,299765,113666,663 2008 MMPC Bond 1,952,7372,675,9635,240,5093,127,853 Tangerine Farms Improvement District2,137,3582,432,4882,239,0172,097,748 Gladden CFD DSF647,415667,202702,940700,053 Other Debt Service938,3749,676-- Total Debt Service Funds8,085,7668,287,67210,693,8518,337,551 Enterprise Funds Airport215,490383,878204,0672,892,239 Utilities2,745,2262,545,7332,540,9074,285,086 Wastewater--895,34910,174,828 Total Enterprise Funds2,960,7162,929,6113,640,32317,352,153 Total ALL Funds$70,017,848$48,484,598$51,698,392$81,980,411 ïêð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² INTERFUND TRANSFERS FY 2012-2013 TRANSFERSUMMARY Transfers From: South Transfers General TransportationWater TransportationTotal To:FundFundFund Fund Other 100,000- - - $100,000 Grants 1997 Debt159,432- - 204,373$363,805 2003 Debt1,381,429- - - $1,381,429 2004 Debt666,663- - - $666,663 2008 Debt531,735 2,001,826594,292- $3,127,853 Airport- - - - - Total$2,839,259$2,001,826$594,292$204,373$5,639,750 ïêï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² DEBT SERVICE SUMMARY When authorized by the Town Council, the Town will issue long-term debt for high cost, long- lived capital projects or assets. The Town will issue short-term debt only when it is impossible to fund a project or asset initially through long-term debt. Debtissuance will conform to the debt limitations as set by the State of Arizona. The Town has no General Obligation (GO) debt which is secured by the taxing power of the Town, as it has no property tax and does not have outstanding debt which is subject to debt limitations. Currently, the Town only has Municipal Property Corporation bonds, Community Facilities District bonds, Improvement District bonds and Water Infrastructure Finance Authority loans outstanding. Ratings Debt Issuances Standard & Poor’s Municipal Property Corporation Revenue BondsAA- Tangerine Farms Special Assessment BondsA- Gladden Farms CFD General Obligation BondsBBB Total Bonded Debt Fiscal YearPrincipalInterestTotal 20134,098,0004,490,2868,588,286 20144,255,0004,310,7358,565,735 20154,464,0004,122,1148,586,114 20164,651,0003,918,1908,569,190 20174,870,0003,699,5568,569,556 2018 - 202227,986,00014,630,57542,616,575 2023 - 202731,319,0007,062,76238,381,762 2028 - 20329,465,0001,112,09610,577,096 20331,295,00074,5551,369,555 Totals92,403,00043,420,869135,823,869 ïêî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Municipal Property Corporation Revenue Bonds The Town has issued revenue bonds for acquiring water systems, infrastructure upgrades, the design and construction of the new municipal complex and to refund prior issuances. These bonds are payable solely from the excise taxes collected by the Town. 1997 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 2013220,000142,005362,005 2014215,000131,040346,040 2015225,000119,700344,700 2016235,000107,756342,756 2017250,00095,156345,156 2018 - 20221,295,000253,5751,548,575 2023330,00012,994342,994 Totals2,770,000862,2263,632,226 2003 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 2013650,000728,9291,378,929 2014675,000702,7291,377,729 2015705,000674,7821,379,782 2016735,000644,7161,379,716 2017765,000612,4571,377,457 2018 - 20224,390,0002,497,2366,887,236 2023 -20275,605,0001,290,7506,895,750 2028 -20291,960,00098,8752,058,875 Totals15,485,0007,250,47422,735,474 2004 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 2013350,000313,413663,413 2014355,000299,525654,525 2015380,000285,128665,128 2016395,000266,925661,925 2017415,000246,925661,925 2018 -20222,400,000898,2883,298,288 2023 - 20262,080,000224,3062,304,306 Totals6,375,0002,534,5098,909,509 ïêí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2008 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 20131,540,0001,840,1593,380,159 20141,610,0001,774,1193,384,119 20151,685,0001,705,0813,390,081 20161,750,0001,630,5343,380,534 20171,830,0001,549,3163,379,316 2018 - 202210,635,0006,260,53116,895,531 2023 -202713,715,0003,204,39716,919,397 2028 - 20294,825,000244,5885,069,588 Totals37,590,00018,208,72555,798,725 Gladden Farms Community Facilities District General Obligation Bonds The Gladden Farms Community Facilities District (a component unit) issued general obligation bonds to acquire infrastructure improvements within the district. These GO bonds are payable solely from a secondary property tax that is levied on property within the district. For fiscal year 2012 - 2013the rate for debt service was $2.50/$100 of assessed valuation. Gladden Farms – CFD General Obligation Bonds - 2004 Fiscal YearPrincipalInterestTotal 201360,000114,188174,188 201460,000110,925170,925 201565,000107,253172,253 201670,000103,288173,288 201775,00099,028174,028 2018 -2022450,000384,400834,400 2023 - 2027605,000272,456877,456 2028 - 2030465,00061,750526,750 Totals1,850,0001,253,2883,103,288 ïêì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Gladden Farms – CFD General Obligation Bonds - 2006 Fiscal YearPrincipalInterestTotal 201380,000161,660241,660 201485,000157,533242,533 201590,000153,070243,070 201690,000148,480238,480 201795,000143,763238,763 2018 - 2022555,000636,3431,191,343 2023 - 2027725,000464,6131,189,613 2028 - 20321,310,000215,6001,525,600 Totals3,030,0002,081,0605,111,060 Gladden Farms – CFD General Obligation Bonds - 2007 Fiscal YearPrincipalInterestTotal 201365,000151,260216,260 201470,000148,120218,120 201575,000144,675219,675 201680,000140,915220,915 201785,000136,851221,851 2018 -2022475,000614,9751,089,975 2023 - 2027625,000469,7111,094,711 2028 - 2032805,000279,3761,084,376 2033605,00016,486621,486 Totals2,885,0002,102,3704,987,370 Gladden Farms – CFD General Obligation Bonds - 2010 Fiscal YearPrincipalInterestTotal 201310,00053,44563,445 201410,00053,17563,175 201510,00052,90562,905 201610,00052,59062,590 201710,00052,23062,230 2018 -202275,000252,915327,915 2023 - 202785,000235,919320,919 2028 - 2032100,000211,907311,907 2033690,00058,069748,069 Totals1,000,0001,023,1552,023,155 ïêë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Tangerine Farms Road Improvement District – 2006 Series The Tangerine Farms Road Improvement District (a component unit) issued special assessment bonds for road infrastructure improvements. These special assessment bonds are payable solely from special assessment billings which are sent out to individuals within the district twice a year (November 1st and May 1st each year). The Town is required to cover delinquencies, should they occur, with other resources until foreclosure proceeds are received. Tangerine Farms Road Improvement District – 2006 Series Fiscal YearPrincipalInterestTotal 20131,123,000985,2282,108,228 20141,175,000933,5702,108,570 20151,229,000879,5202,108,520 20161,286,000822,9862,108,986 20171,345,000763,8302,108,830 2018 - 20227,711,0002,832,31210,543,312 2023 - 20267,549,000887,6168,436,616 Totals21,418,0008,105,06229,523,062 Water Infrastructure Finance Authority (WIFA) Loan The Town has issued WIFA loans to acquire water wells, and complete water infrastructure improvements. These loans are payable solely from water revenues. Water Infrastructure Finance Authority Loan Fiscal YearPrincipalInterestTotal 2013222,296139,891362,187 2014228,894133,195362,089 2015235,687126,301361,988 2016242,682119,202361,884 2017249,885111,892361,777 2018 - 20221,365,176441,9921,807,168 2023 -20271,580,157223,8211,803,977 2028 - 2029699,67120,917720,588 Totals4,824,4471,317,2106,141,657 ïêê Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 2010201120122013 ActualActualEstimatedAdopted Town Clerk Town Clerk 1.00 1.00 1.00 1.00 Deputy Town Clerk 1.00 1.00 1.00 - Records Administrator - - - 1.00 Agenda & Records Clerk 1.00 1.00 1.00 1.00 Town Clerk Total3.003.003.003.00 Town Manager Town Manager 1.00 1.00 1.00 1.00 Deputy Town Manager - 1.00 1.00 1.00 Management Assistant - - 1.00 1.00 Senior Administrative Manager 1.00 1.00 1.00 1.00 Council Liaison 1.00 1.00 1.00 1.00 Customer Service Specialist 2.03 2.03 2.13 2.13 Town Manager Total10.786.037.137.13 Human Resources Human Resources Director 1.00 1.00 1.00 1.00 Employee Relations Administrator 1.00 1.00 1.00 1.00 Sr. Human Resources Analyst 1.00 1.00 2.00 2.00 Human Resources Coordinator 1.00 1.00 1.00 - Human Resources Technician - - - 1.00 Administrative Assistant - - - 0.50 Total Human Resources5.004.005.005.50 Finance Finance Director 1.00 1.00 1.00 1.00 Finance Manager 1.00 1.00 1.00 1.00 Management & Budget Analyst 1.00 1.00 1.00 1.00 Payroll Administrator 1.00 1.00 1.00 1.00 Purchasing Coordinator 1.00 1.00 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 Senior Accounting Clerk 1.00 1.00 1.00 1.00 Accounting Clerk 1.38 1.35 1.35 1.35 Administrative Assistant - - - 0.50 Total Finance 8.388.358.358.85 ïêé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2010201120122013 ActualActualEstimatedAdopted Legal Department Town Attorney 1.00 1.00 1.00 1.00 Deputy Town Attorney 1.00 1.00 1.00 1.00 Town Attorney, Senior Assistant 1.00 1.00 1.00 1.00 Town Attorney, Assistant 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 Real Property Acquisition Agent 1.60 2.00 1.00 1.00 Administrative Assistant - - 1.00 1.50 Office Support Assistant 1.00 1.00 1.00 - Total Legal Department8.608.008.007.50 Technology Services Technology Services Director 1.00 1.00 1.00 1.00 Network Technician 1.00 1.00 1.00 1.00 Technology Manager 3.00 2.00 2.00 2.00 Utilities Technology Analyst 1.00 1.00 1.00 1.00 Computer Technician 1.00 1.00 1.00 1.00 Public Safety Technology Specialist 1.00 1.00 2.00 2.00 Senior GIS Analyst - 1.00 1.00 1.00 GIS Analyst 1.00 - 1.00 1.00 Database Analyst 1.00 1.00 1.00 1.00 Senior Software Engineer - 1.00 - - Executive Assistant 1.00 1.00 1.00 - Business Process Analyst - - - 1.00 Total Technology Services12.0011.0012.0012.00 Office of Strategic Initiatives Director of Strategic Initiatives - 1.00 - - Economic Development & Strategic Initiatives Manager - - 1.00 1.00 Public Information Officer (PIO) - 1.00 1.00 1.00 Special Events Coordinator - 1.00 1.00 1.00 Graphic Designer - 1.00 1.00 1.00 Curation Specialist - 0.50 - - Managemement Assistant - - 1.00 - Administrative Assistant - - - 0.50 Total Strategic Initiatives-4.505.004.50 Community Development & Neighborhood Services Community Development Director 1.00 1.00 1.00 1.00 Grants & Housing Coordinator 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 Total Community Development3.003.003.003.00 ïêè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2010201120122013 ActualActualEstimatedAdopted Development Services Administration Development Services General Manager 1.00 1.00 - - Executive Assistant 1.00 1.00 1.00 1.00 Development Services Center Manager - - - 1.00 Total GM - Development Services 2.002.001.002.00 Building Safety Chief Building Inspector 1.00 1.00 1.00 1.00 Senior Plans Examiner - - - 1.00 Plans Examiner - - - 2.00 Plan Review Technician - - - 1.00 Building Inspector II 2.00 1.00 2.00 2.00 Building Inspector I 1.00 1.00 1.00 1.00 Code Enforcement Officer 2.00 2.00 2.00 - Total Building Safety6.005.006.008.00 Permits & Records Center Permits Center & Records Manager 1.00 1.00 1.00 - Senior Permit Clerk 1.00 1.00 1.00 1.00 Development Coordinator 2.00 2.00 2.00 2.00 Permit Clerk 3.00 3.00 3.00 3.00 Project Coordinator - - 1.00 1.00 Document Imaging Clerk 1.00 1.50 1.50 1.50 Total Records & Permit Center9.138.509.508.50 Planning Department Planning Director - - 1.00 1.00 Assistant Planning Director 1.00 1.00 1.00 - Planner II 2.00 2.00 2.00 2.00 Planner I 4.00 4.00 4.00 4.00 Total Planning Department7.007.008.007.00 Engineering Town Engineer 1.00 1.00 1.00 1.00 Engineering Division Manager 2.00 1.00 1.00 1.00 Traffic Division Manager 1.00 1.00 1.00 1.00 Traffic Engineer 1.00 1.00 1.00 1.00 Civil Engineer 1.00 1.00 1.00 1.00 Environmental Project Coordinator 2.00 2.00 2.00 2.00 Engineering Technician 3.00 3.00 3.00 3.00 Project Coordinator 1.00 1.00 - - Engineering Aide 2.00 1.00 1.00 1.00 Senior Plans Examiner 1.00 1.00 1.00 - ïêç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2010201120122013 ActualActualEstimatedAdopted Plans Examiner 2.00 2.00 2.00 - Plans Review Technician 2.00 1.00 1.00 - Executive Assistant 1.00 0.60 - - Total Engineering21.0016.6015.0011.00 Police Chief of Police 1.00 1.00 1.00 1.00 Police Captain - - 1.00 1.00 Police Lieutenant 3.00 3.00 3.00 3.00 Police Sergeant 10.00 10.00 10.00 10.00 Detective 5.00 5.00 5.00 5.00 Police Officer 62.00 58.00 58.00 58.00 Police Telecommunications Manager 1.00 1.00 1.00 1.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Police Telecommunications Supervisor 1.00 1.00 1.00 1.00 Dispatcher 13.00 12.00 12.00 12.00 Police Records Clerk 7.00 6.00 6.00 6.00 Crime Scene/Property & Evidence Supervisor 1.00 1.00 1.00 1.00 Crime Analyst 1.00 1.00 1.00 1.00 Crime Scene Specialist 2.00 2.00 2.00 2.00 Administrative Manager 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 Total Police Department111.00104.00105.00105.00 Courts Town Magistrate 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Court Administrator 1.00 1.00 1.00 1.00 Court Probation Monitor 1.00 1.00 1.00 1.00 Court Security Guard 2.00 2.00 2.00 2.00 Court Collections Specialist 1.00 1.00 1.00 1.00 Court Supervisor 1.00 1.00 1.00 1.00 Courtroom Specialist 1.00 1.00 1.00 1.00 Court Clerk 4.00 4.00 5.00 5.00 Total Courts13.0013.0014.0014.00 Public Services Administration Public Services General Manager 1.00 1.00 1.00 1.00 Public Works Director - - 1.00 1.00 Contracts Administrator 1.00 1.00 - - Contracts Analyst 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 Customer Service Specialist 0.50 0.50 - - Office Support Assistant 0.50 0.50 - - Total GM - Public Services 5.005.004.004.00 ïéð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2010201120122013 ActualActualEstimatedAdopted Operations & Maintenance Facilities & Fleet Services Manager 1.00 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 1.00 Community Response Manager 1.00 1.00 1.00 1.00 Foreman 2.00 3.00 5.00 5.00 Signal Technician III 1.00 1.00 1.00 1.00 Signal Technician II 1.00 1.00 1.00 1.00 Signs & Markings Technician 2.00 2.00 1.00 1.00 Fleet Technician II 2.00 - 1.00 1.00 Fleet Technician I 1.00 1.00 1.00 1.00 HVAC Technician 1.00 1.00 1.00 1.00 Facilities Technician - - 1.00 1.00 Small Engine Mechanic 1.00 1.00 1.00 1.00 Inmate Services Coordinator 2.00 2.00 3.00 4.00 Senior Maintenance Worker 4.00 4.00 3.00 3.00 Maintenance Coordinator 1.00 1.00 1.00 1.00 Maintenance Worker 3.00 3.00 3.00 3.00 Laborer 8.00 7.00 5.00 5.00 Executive Assistant 1.00 1.00 1.00 1.00 Code Enforcement Officer - - - 2.00 Total Operations & Maintenance33.0031.0032.0035.00 Capital Improvement Program Assistant Public Works Director 1.00 1.00 1.00 1.00 Construction Division Manager 1.00 1.00 1.00 1.00 Engineering Division Manager 1.00 1.00 1.00 1.00 Construction Manager 2.00 2.00 2.00 2.00 Construction Inspector 2.00 2.00 2.00 2.00 Right of Way Inspector 1.00 1.00 1.00 1.00 Acceptance Inspector 1.00 1.00 1.00 1.00 Project Control Specialist 1.00 1.00 1.00 1.00 Engineering Technician 0.85 0.85 0.85 - Capital Improvement Project (CIP) Manager 2.00 1.00 1.00 1.00 Project Coordinator - - 1.00 1.00 Administrative Assistant 0.75 1.00 - - Total Capital Improvement Program14.6012.8512.8512.00 Parks - Administration Parks and Recreation Director 1.00 1.00 1.00 1.00 Assistant Parks and Recreation Director - - - 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Office Support Assistant 1.00 1.00 - - Customer Service Clerk - - 2.75 2.75 Total - Parks Administration 4.503.004.755.75 ïéï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2010201120122013 ActualActualEstimatedAdopted Parks - Recreation Recreation Coordinator 4.00 3.00 5.00 5.00 Recreation Programmer 7.00 2.00 2.00 2.00 Recreation Leader 1.00 1.00 - - Recreation Assistant 10.50 2.25 0.75 0.75 Customer Service Clerk - - - - Total Parks - Recreation 24.008.257.757.75 Parks - Maintenance Superintendent 1.00 1.00 1.00 1.00 Parks Supervisor 1.00 1.00 1.00 1.00 Foreman 1.00 1.00 1.00 1.00 Maintenance Worker 11.00 11.00 9.00 9.00 Laborer 4.00 4.00 6.00 6.00 Total Parks - Maintenance18.0018.0018.0018.00 Parks - Senior Programs Recreation Programmer 1.00 1.00 1.00 1.00 Recreation Assistant 1.50 0.75 0.75 0.75 Total - Parks Senior Programs2.501.751.751.75 Parks - Therapeutic Program Recreation Coordinator 1.00 1.00 - - Total Parks Therapeutic Program1.001.00-- Water Department Utilities Director 1.00 1.00 1.00 1.00 Utilities Operations Manager 1.00 1.00 1.00 1.00 Utilities Services Supervisor - 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 1.00 Utilities Production & Distribution Supervisor - - 1.00 1.00 Foreman 1.00 1.00 - - Management Assistant - 1.00 1.00 1.00 Water Quality Inspector 1.00 1.00 1.00 1.00 Electric Pump & Well Technician 1.00 1.00 1.00 1.00 Water Operator II - - 5.00 5.00 Water Operator I 6.00 6.00 1.00 1.00 Civil Engineer 1.00 1.00 1.00 - Utility Billing Specialist 1.40 2.00 2.10 2.10 Utilities Technology Coordinator 1.00 - - 1.00 Customer Service Specialist 1.00 1.00 1.00 - Customer Service Clerk - - - 1.00 Total Water Department 17.4018.0018.1018.10 ïéî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2010201120122013 ActualActualEstimatedAdopted Waste Water Department Utilities Operations Manager 1.00 - - 1.00 Principal Wastewater Plant Operator - - - 1.00 Utilities Operator II - - - 1.00 Total Waste Water Department3.00 Airport Operations Airport Manager 1.00 - - 1.00 Total Airport Operations 2.00--1.00 TOTAL TOWN AUTHORIZED POSITIONS341.88302.83309.18313.33 ïéí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² CLASSIFIED SALARY SCHEDULE FY 2012-2013 FLSA** Job CodeJob TitleMinimumMidpointMaximum Status $18,604.80$23,256.00$27,907.20 GRADE 10 $1,550.40$1,938.00$2,325.60 $8.94$11.18$13.42 424Document Imaging ClerkNon-exempt 824Recreation AideNon-exempt 410Reproduction/Supply ClerkNon-exempt 446TranscriptionistNon-exempt $ 20,465.28 $ 25,581.60 $ 30,697.92 GRADE 11 $ 1,705.44 $ 2,131.80 $ 2,558.16 $ 9.84 $ 12.30 $ 14.76 412Mail Carrier/CourierNon-exempt 422Office Support AssistantNon-exempt 818Recreation Center AttendantNon-exempt $ 22,513.44 $ 28,141.80 $ 33,770.16 GRADE 12 $ 1,876.12 $ 2,345.15 $ 2,814.18 $ 10.82 $ 13.53 $ 16.24 408Customer Service SpecialistNon-exempt 700LaborerNon-exempt 822Recreation AssistantNon-exempt 820Recreation LeaderNon-exempt $ 24,765.60 $ 30,957.00 $ 37,148.40 GRADE 13 $ 2,063.80 $ 2,579.75 $ 3,095.70 $ 11.91 $ 14.88 $ 17.86 420Accounts Payable ClerkNon-exempt 456Court ClerkNon-exempt 436Customer Service ClerkNon-exempt 610Engineering AssistantNon-exempt $ 27,238.08 $ 34,047.60 $ 40,857.12 GRADE 14 $ 2,269.84 $ 2,837.30 $ 3,404.76 $ 13.10 $ 16.37 $ 19.64 417Accounting ClerkNon-exempt 406Administrative SecretaryNon-exempt 812Court Security GuardNon-exempt 612Facilities TechnicianNon-exempt 614Fleet Technician INon-exempt $ 29,963.52 $ 37,454.40 $ 44,945.28 GRADE 15 $ 2,496.96 $ 3,121.20 $ 3,745.44 $ 14.41 $ 18.01 $ 21.61 404Agenda & Records ClerkNon-exempt 528Backflow SpecialistNon-exempt 450Court Collections SpecialistNon-exempt 454Courtroom SpecialistNon-exempt 438Executive AssistantNon-exempt ïéì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FLSA** Job CodeJob TitleMinimumMidpointMaximum Status 416Human Resources CoordinatorNon-exempt 702Inmate Services CoordinatorNon-exempt 600Maintenance WorkerNon-exempt 430Permit ClerkNon-exempt 418Senior Accounting ClerkNon-exempt 616Small Engine MechanicNon-exempt 442Utility Billing SpecialistNon-exempt $ 32,958.24 $ 41,197.80 $ 49,437.36 GRADE 16 $ 2,746.52 $ 3,433.15 $ 4,119.78 $ 15.85 $ 19.81 $ 23.77 434Development CoordinatorNon-exempt 336Engineering AideNon-exempt 508Fleet Technician IINon-exempt Heating, Ventilating & Air 500Conditioning (HVAC) Non-exempt Technician 414Human Resources TechnicianNon-exempt 306Planning TechnicianNon-exempt 304Plans Review TechnicianNon-exempt 458Project CoordinatorNon-exempt 466Recreation ProgrammerNon-exempt 526Right of Way InspectorNon-exempt 428Senior Permit ClerkNon-exempt 618Signal Technician INon-exempt 606Utilities Operator INon-exempt $ 36,254.88 $ 45,318.60 $ 54,382.32 GRADE 17 $ 3,021.24 $ 3,776.55 $ 4,531.86 $ 17.43 $ 21.79 $ 26.15 472Administrative ManagerExempt 544Acceptance InspectorNon-exempt 315Business Process AnalystNon-exempt 314Computer TechnicianNon-exempt 525Construction InspectorNon-exempt Electric Pump & Well 534Non-exempt Technician Geographic Information 312Non-exempt Systems (GIS) Technician 426Legal AssistantNon-exempt 602Maintenance CoordinatorNon-exempt 322Real Property Acquisition AgentExempt 402Records & Elections Exempt 460Senior Administrative AssistantNon-exempt 604Senior Maintenance WorkerNon-exempt 704Signs & Markings TechnicianNon-exempt 608Utilities Operator IINon-exempt 468Utilities Technology Non-exempt 532Water Quality InspectorNon-exempt ïéë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FLSA** Job CodeJob TitleMinimumMidpointMaximum Status $ 39,877.92 $ 49,847.40 $ 59,816.88 GRADE 18 $ 3,323.16 $ 4,153.95 $ 4,984.74 $ 19.17 $ 23.97 $ 28.76 518Building Inspector INon-exempt 232Contracts AnalystExempt 474Council LiaisonExempt 242Court Probation MonitorNon-exempt 200Curation SpecialistExempt 710ForemanNon-exempt 462Grants & Housing CoordinatorExempt Housing Rehabilitation 514Exempt Specialist 208Human Resources AnalystExempt 276Management AssistantExempt 214Payroll AdministratorExempt 476Recreation CoordinatorExempt Senior Real Property 324Exempt Acquisition Agent 542Signal Technician IINon-exempt 440Special Events CoordinatorExempt Utilities Line Inspector/Plan 530Non-exempt Reviewer $ 43,868.16 $ 54,835.20 $ 65,802.24 GRADE 19 $ 3,655.68 $ 4,569.60 $ 5,483.52 $ 21.09 $ 26.36 $ 31.64 516Building Inspector IINon-exempt 540Community Response ManagerNon-exempt 522Code Enforcement officerNon-exempt 400Deputy Town ClerkExempt 308Engineering TechnicianNon-exempt Facilities Maintenance 512Exempt Supervisor Geographic Information 252Non-exempt Systems (GIS) Analyst 840Graphic DesignerNon-exempt 212Management & Budget AnalystExempt 520Planner INon-exempt 302Plans ExaminerNon-exempt Police Telecommunications 464Non-exempt Supervisor Risk Management & Safety 326Exempt Coordinator 210Senior AccountantExempt ïéê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FLSA** Job CodeJob TitleMinimumMidpointMaximum Status $ 48,258.24 $ 60,322.80 $ 72,387.36 GRADE 20 $ 4,021.52 $ 5,026.90 $ 6,032.28 $ 23.20 $ 29.00 $ 34.80 234Contract AdministratorExempt 452Court SupervisorNon-exempt 254Database AnalystNon-exempt Environmental Project 226Exempt Coordinator 316Network TechnicianNon-exempt 708Parks SupervisorExempt 246Planner IIExempt 470Police Records SupervisorNon-exempt Public Information Officer 220Exempt (PIO) 236Project Control SpecialistExempt Public Safety Technology 318Non-exempt Specialist 216Purchasing CoordinatorExempt 401Records AdministratorNon-exempt 152Senior Administrative ManagerExempt 538Signal Technician IIINon-exempt 268Technology AnalystNon-exempt 482Utilities Services SupervisorExempt Utilities Production & 484Non-exempt Distribution Supervisor $ 53,080.80 $ 66,351.00 $ 79,621.20 GRADE 21 $ 4,423.40 $ 5,529.25 $ 6,635.10 $ 25.52 $ 31.90 $ 38.28 230Civic EngineerExempt Crime Scene/Property & 814Exempt Evidence Supervisor Development Services Center 173Exempt Manager Facilities & Fleet Services 546Exempt Manager Permit Center & Records 172Exempt Manager Police Telecommunications 164Exempt Manager Principal Wastewater Plant 612Non-exempt Operator Senior Human Resources 206Exempt Analyst 256Senior Network AnalystExempt 332Software EngineerExempt 300Senior Plans ExaminerExempt 502SuperintendentExempt 334Utilities CoordinatorExempt ïéé ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FLSA** Job CodeJob TitleMinimumMidpointMaximum Status $ 58,392.96 $ 72,991.20 $ 87,589.44 GRADE 22 $ 4,866.08 $ 6,082.60 $ 7,299.12 143Airport ManagerExempt 222Associate Town AttorneyExempt 176Chief Building InspectorExempt 238Construction ManagerExempt Employee Relations 250Exempt Administrator 328Principal Plans ExaminerExempt Senior Geographic Information 258Exempt Systems (GIS) Analyst 240Technology ManagerExempt 266Traffic EngineerExempt $ 64,227.36 $ 80,284.20 $ 96,341.04 GRADE 23 $ 5,352.28 $ 6,690.35 $ 8,028.42 261Assistant Town AttorneyExempt 175Building OfficialExempt Capital Improvement Project 228Exempt (CIP) Manager 264Cultural Resources ManagerExempt 330Database AdministratorExempt Economic Development & 202Exempt Strategic Initiatives Manager 274Finance ManagerExempt Intergovernmental Affairs 240Exempt Administrator 244Planner IIIExempt 800Police LieutenantExempt 333Senior Software EngineerExempt 150Utilities Operations ManagerExempt $ 70,649.28 $ 88,311.60 $ 105,973.92 GRADE 24 $ 5,887.44 $ 7,359.30 $ 8,831.16 270Construction Division ManagerExempt 170Court AdministratorExempt 160Engineering Division ManagerExempt $ 77,715.84 $ 97,144.80 $ 116,573.76 GRADE 25 $ 6,476.32 $ 8,095.40 $ 9,714.48 Assistant Parks & Recreation 155Exempt Director 156Assistant Planning DirectorExempt 158Assistant Public Works DirectorExempt 148Assistant Utilities DirectorExempt 801Police CaptainExempt ïéè ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FLSA** Job CodeJob TitleMinimumMidpointMaximum Status 262Senior Assistant Town AttorneyExempt 174Traffic Division ManagerExempt $ 85,492.32 $ 106,865.40 $ 128,238.48 GRADE 26 $ 7,124.36 $ 8,905.45 $ 10,686.54 154Deputy Town AttorneyExempt Additional Pay Shift Differential Pay$.90 per hour On-Call/Stand-By Pay $1.00 per hour ïéç ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TEMPORARY SALARY SCHEDULE FY 2012-2013 FLSA* Job CodeJob TitleMinimumMaximum Status Assistant to the Chief of 478Exempt$76,500.00$91,800.00 Police 272Executive FellowExempt$32,950.49 480InternNon-exempt$7.65$11.73 830Inclusion AideNon-exempt$10.20$15.30 826Lifeguard Non-exempt$10.20 828Lifeguard/WSINon-exempt$10.71 271Management InternNon-exempt$12.24$15.30 832Pool ManagerNon-exempt$12.85 Regional Emergency 816Non-exempt$22.06$29.43 Response Planner 831Sports OfficialNon-exempt$10.20 Additional Pay $.90 per Shift differential hour On-Call/Stand-By Pay $1.00 per Ratehour ïèð ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² NON-SWORN SALARY SCHEDULE FY 2012-2013 Job Job TitleGradeMinimumMidpointMaximum Code Police Records 444PLRC$27,053.46$33,816.57$40,579.68 Clerk Crime Scene 810CRIM$32,961.30$41,201.88$49,442.46 Specialist Crime 808Prevention CRIM$38,225.52$47,781.39$57,337.26 Specialist 248Crime AnalystCRIM$38,225.52$47,781.39$57,337.26 Dispatcher* Job Code: 448 Grade: DISP STEP 1STEP 2STEP 3STEP 4STEP 5STEP 6STEP 7STEP 8 Monthly$2,678.14$2,884.14$3,090.15$3,296.16$3,502.17$3,708.18$3,914.19$4,120.21 Annually$32,137.63$34,609.72$37,081.85$39,553.97$42,026.09$44,498.21$46,970.34$49,442.46 Bi-weekly$1,236.06$1,331.14$1,426.22$1,521.31$1,616.39$1,711.47$1,806.55$1,901.63 Hourly$15.45$16.64$17.83$19.02$20.20$21.39$22.58$23.77 Additional Pay $.90 per Shift Differential Pay hour $1.00 per On-Call/Stand-By Pay hour ïèï ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² SWORN EMPLOYEE SALARY SCHEDULE FY 2012-2013 Police Officer Job code: 806 Grade: PO STEP 1STEP 2STEP 3STEP 4STEP 5STEP 6STEP 7STEP 8 Annually$42,410.78$44,531.32$46,757.89$49,095.78$51,550.58$54,128.11$56,834.50$59,676.23 Monthly$3,534.23$3,710.94$3,896.49$4,091.32$4,295.88$4,510.68$4,736.21$4,973.02 Bi-weekly$1,631.18$1,712.74$1,798.38$1,888.30$1,982.71$2,081.85$2,185.94$2,295.24 Hourly$20.39$21.41$22.48$23.60$24.78$26.02$27.32$28.69 Police Sergeant Job Code: 802 Grade SGT STEP 1STEP 2STEP 3STEP 4 Annually$62,672.06$65,805.67$69,095.95$72,550.74 Monthly$5,222.67$5,483.81$5,758.00$6,045.90 Bi-weekly$2,410.46$2,530.99$2,657.54$2,790.41 Hourly$30.13$31.64$33.22$34.88 Detective (Special Assignment) Job Code: 804 Grade: DET STEP 1STEP 2STEP 3STEP 4STEP 5STEP 6STEP 7STEP 8 Annually$46,653.98$48,986.68$51,436.02$54,007.82$56,708.21$59,543.62$62,474.90$65,646.84 Monthly$3,887.83$4,082.22$4,286.33$4,500.65$4,725.68$4,961.97$5,206.24$5,470.57 Bi-weekly$1,794.38$1,884.10$1,978.31$2,077.22$2,181.08$2,290.14$2,402.88$2,524.88 Hourly$22.43$23.55$24.73$25.97$27.26$28.63$30.04$31.56 Additional Pay Shift $.90 per Differentialhour On- $1.00 per Call/Stand- hour By Pay ïèî Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì¸» ß°°»²¼·½» ·²½´«¼» ·²º±®³¿¬·±² ¸»´°º«´ ¬± ¬¸» ®»¿¼»® «½¸ ¿ ¬¸» Ì±©² Þ«¼¹»¬ ß¼±°¬·±² Î»±´«¬·±² ¿²¼ ¬¸» Í¬¿¬» ß«¼·¬±® Ù»²»®¿´ ®»°±®¬ ¿²¼ ¿ ¹´±¿®§ ±º ¬»®³ò ß°°»²¼·½» Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïîóîðïí BUDGET RESOLUTION ïèí TOWN OF MARANA Summary of Tax Levy and Tax Rate Information Fiscal Year 2013 20122013 1.Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $$ 2.Amount received from primary property taxation in current year the in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3.Property tax levy amounts Primary property taxes A. $513,963$462,646 B. Secondary property taxes C.Total property tax levy amounts$513,963$462,646 4.Property taxes collected* A. Primary property taxes (1) Current year's levy$ (2) Prior years’ levies (3) Total primary property taxes$ B. Secondary property taxes (1) Current year's levy$503,684 (2) Prior years’ levies (3) Total secondary property taxes$503,684 C. Total property taxes collected$503,684 5.Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate2.80002.8000 (3) Total city/town tax rate2.80002.8000 Special assessment district tax rates B. Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating fourspecial assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. *Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. ïèë TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED ACTUAL ESTIMATED REVENUESREVENUES* REVENUES SOURCE OF REVENUES20122012 2013 GENERAL FUND Local taxes Sales taxes$20,001,725$20,276,673$19,835,770 Licenses and permits Building and development fees1,408,7501,732,5401,756,750 Business and license fees130,000131,595135,000 Franchise fees325,000324,258325,000 Other licenses and fees130,500128,640130,500 Intergovernmental State shared sales taxes2,645,0232,684,4972,923,447 Urban revenue sharing2,950,8562,950,5643,570,867 Auto lieu1,383,5871,256,8691,327,277 Charges for services Charges for services955,470478,942381,100 Fines and forfeits Court fines and fees660,000565,192570,000 Interest on investments Investment income90,00089,589100,000 Contributions Voluntary contributions88,406102,750 Miscellaneous Other miscellaneous income565,058316,135562,070 Total General Fund$31,245,969$31,023,900$31,720,531 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. ïèê TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED ACTUAL ESTIMATED REVENUESREVENUES* REVENUES SOURCE OF REVENUES20122012 2013 SPECIAL REVENUE FUNDS Highway user revenue$2,033,385$1,954,344$2,314,521 Local transportation assistance27,453 Affordable housing revolving100,0002,500100,000 HOME250,000250,000 $2,410,838$1,956,844$2,664,521 Local JCEF$14,000$13,405$13,500 Fill the GAP2,7003,3683,000 Local technology enhancement110,000112,450116,000 Community development block grants285,000148,650245,000 $411,700$277,873$377,500 Bed tax$$$732,300 Other grants and contributions1,452,543755,6541,329,128 $1,452,543$755,654$2,061,428 Total Special Revenue Funds$4,275,081$2,990,371$5,103,449 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. DEBT SERVICE FUNDS Tangerine farms road improvement district$2,110,132$2,023,595$2,097,748 Gladden farms community facilities district debt849,264690,569700,053 $2,959,396$2,714,164$2,797,801 Total Debt Service Funds$2,959,396$2,714,164$2,797,801 CAPITAL PROJECTS FUNDS Transportation$2,424,625$2,875,305$3,420,950 Impact fee funds801,8902,151,2451,555,991 Other capital projects37,703,1797,893,56510,663,456 $40,929,694$12,920,115$15,640,397 Tangerine farms road improvement district$110,000$48,650$60,000 Community facilities district capital224,33242,659277,971 $334,332$91,309$337,971 Total Capital Projects Funds$41,264,026$13,011,424$15,978,368 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. ïèé TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED ACTUAL ESTIMATED REVENUESREVENUES* REVENUES SOURCE OF REVENUES20122012 2013 ENTERPRISE FUNDS Water utility$4,125,226$4,000,225$3,805,272 Airport 5,949,547265,9652,673,800 Wastewater utility1,929,969456,3951,536,740 $12,004,742$4,722,585$8,015,812 Total Enterprise Funds$12,004,742$4,722,585$8,015,812 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. TOTAL ALL FUNDS$91,749,214$54,462,444$63,615,961 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. ïèè TOWN OF MARANA Summary by Fund Type of Other Financing Sources/<Uses> and Interfund Transfers Fiscal Year 2013 OTHER FINANCINGINTERFUND TRANSFERS 20132013 FUNDSOURCES<USES>IN<OUT> GENERAL FUND Loan Proceeds$750,000$$$ Series 1997 debt159,432 Series 2003 debt1,381,429 Series 2004 debt666,663 Series 2008 debt531,735 Other grants100,000 Total General Fund$750,000$$$2,839,259 SPECIAL REVENUE FUNDS Other grants$$$100,000$ Total Special Revenue Funds$$$100,000$ DEBT SERVICE FUNDS Series 1997 debt$$$363,805$ Series 2003 debt1,381,429 Series 2004 debt666,663 Series 2008 debt3,127,853 Total Debt Service Funds$$$5,539,750$ CAPITAL PROJECTS FUNDS Transportation$$$$2,001,826 Impact fees594,292 Community facilities district capital3,500,000 Total Capital Projects Funds$3,500,000$$$2,596,118 ENTERPRISE FUNDS Water utility$1,000,000$$$204,373 Wastewater utility12,000,000 Total Enterprise Funds$13,000,000$$$204,373 $17,250,000$$5,639,750$5,639,750 TOTAL ALL FUNDS ïèç TOWN OF MARANA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 ADOPTED EXPENDITURE/ BUDGETED EXPENSE ACTUAL BUDGETED EXPENDITURES/ADJUSTMENTS EXPENDITURES/EXPENDITURES/ EXPENSESAPPROVED EXPENSES*EXPENSES FUND/DEPARTMENT2012201220122013 GENERAL FUND Non-departmental$2,723,895$(39,995)$1,539,660$1,359,786 Mayor and council276,623254,085289,343 Town manager741,906693,506804,196 Town clerk240,788230,520385,235 Human resources496,968414,625632,007 Finance787,143751,321841,714 Legal784,279701,440757,237 Technology services1,764,51155,7431,731,6381,759,756 Strategic initiatives569,286565,195394,321 Development services admin192,564(125,972)52,087126,151 Permits and records525,85857,816536,305535,337 Building safety474,761440,273662,244 Planning547,226125,972636,561571,528 Engineering1,484,069(129,682)1,193,4161,082,459 Police9,873,1569,804,9599,593,104 Courts947,800895,957963,109 Public services admin426,64239,995440,278450,434 Public works2,462,04316,1232,609,1703,073,205 Parks and recreation2,609,1562,395,1352,818,502 Community development229,812216,183240,704 Capital outlay1,874,9231,688,4952,290,900 Contingency1,500,000 Total General Fund$30,033,409$$27,790,809$31,131,272 SPECIAL REVENUE FUNDS Highway user revenue$2,504,703$$1,890,458$3,002,203 Local transportation assistance117,00089,654100,000 Revolving affordable housing75,0009,61545,000 HOME250,000250,000 Local JCEF40,80040,800 Fill the GAP31,00031,000 Local technology287,22953,748302,337 Community development block grant285,00097,035333,945 Bed tax732,300 Other grants and contributions1,800,007525,3641,621,947 Total Special Revenue Funds$5,390,739$$2,665,874$6,459,532 DEBT SERVICE FUNDS Series 1997 debt$369,843$$369,840$363,805 Series 2003 debt1,376,5291,376,5291,381,429 Series 2004 debt765,863765,860666,663 Series 2008 debt3,250,7843,250,7503,127,853 Tangerine farms ID debt2,110,1322,110,1302,097,748 Gladden farms CFD debt858,190690,440700,053 Total Debt Service Funds$8,731,341$$8,563,549$8,337,551 CAPITAL PROJECTS FUNDS Transportation $2,259,924$$2,090,562$2,275,407 1/2 cent sales tax270,00076,250331,500 Impact fee funds2,422,6841,382,3521,311,187 Tangerine farms ID110,00058,97260,000 Other capital projects37,649,1308,756,94810,943,838 CFD capital projects4,814,25023,5023,777,971 Total Capital Projects Funds$47,525,988$$12,388,586$18,699,903 ENTERPRISE FUNDS Water utility$6,028,726$$3,548,565$4,285,086 Airport5,925,418256,9582,892,239 Wastewater utility23,329,969576,40410,174,828 Total Enterprise Funds$35,284,113$$4,381,927$17,352,153 $126,965,590$$55,790,745$81,980,411 TOTAL ALL FUNDS *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. ïçð TOWN OF MARANA Summary by Department of Expenditures/Expenses Fiscal Year 2013 ADOPTED EXPENDITURE/ BUDGETED EXPENSE ACTUAL BUDGETED EXPENDITURES/ADJUSTMENTS EXPENDITURES/EXPENDITURES/ EXPENSES APPROVED EXPENSES *EXPENSES 2012201220122013 DEPARTMENT/FUND Police: General Fund$9,873,156$$9,804,959$9,593,104 Other Grants397,401234,580531,341 Department Total $10,270,557$$10,039,539$10,124,445 Court: General Fund$947,800$$895,957$963,109 Local JCEF35,80040,800 Fill the Gap31,00031,000 Local Tech Enhancement287,22953,748302,337 Department Total $1,301,829$$949,705$1,337,246 Public Works: General Fund$2,462,043$$2,609,170$3,073,205 Highway User Revenue Fund3,002,003 Other Capital Projects2,330,7931,895,6383,976,463 Department Total $4,792,836$$4,504,808$10,051,671 Community Development: General Fund$229,812$$216,183$240,704 CDBG285,00097,035333,945 Revolving Affordable Housing75,00045,000 HOME250,000250,000 LTAF117,00089,654100,000 Other Capital Projects 1,754,000 Department Total $2,710,812$$402,872$969,649 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the * proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. ïçï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² SUMMARY OF FUND ACCOUNTING STRUCTURE The Town of Maranauses fund accounting to track revenues and expenditures. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise assets, liabilities, fund balance (equity), and revenuesand expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. As depicted in the chart below, budgetary accounting is reflected within two major fund groups: Governmental funds and Proprietary funds. Different fund types are found within each of these two classifications. Town of Marana Budgeted Funds Proprietary Funds Governmental Funds Water Fund General Fund Debt Service Wastewater Fund Funds Capital Project Airport Fund Funds Special Revenue Funds Governmental Funds The governmental funds are used to account for general government operations and include the General Fund, Debt Service funds, Special Revenue funds, and Capital Projects funds. The General Fund includes all sources of revenue the Town receives that are not designated for a specific purpose or required to be accounted for in another fund. General Fund revenue may be used by the Town Council for any legal public purpose. The General Fund finances the basic ïçî ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² operationof the Town, such as public safety, parks &recreation, municipal court, administration, and development services. Most towndepartments receive at least some support from the General Fund, including the following departments: Mayor & Town Council, Town Manager, Office of Strategic Initiatives, Town Clerk, Human Resources, Finance, Legal, Technology Services, Development Services General Manager, Permits & Records, Building Safety, Planning, Engineering, Police, Courts, Public Services General Manager, Operations & Maintenance, CIP, Parks & Recreation, and Community Development. This fund type is used to account for the long-term payment of principal and interest on long- term debt, such as general obligation bonds, revenue bonds, etc. This fund type accounts for revenue received to pay for infrastructure improvements, acquisition or development of major capital equipment and structures. The financing sources of these projects are usually provided by transfers from other funds, bond issue proceeds, or intergovernmental revenues or grants. This fund type is usedto account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. The largest special revenue funds for the Town of Marana include the Highway User Revenue Fund (HURF) and grant funds. Proprietary Funds These funds areused to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.The Town of Marana has enterprise funds for water, wastewater and the airport departments. ïçí ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² GLOSSARY OF TERMS The Town of Marana’s Annual Budget is structured to be understandable and meaningful to the general public and organizational users. With this in mind, this glossary is provided as a tool to assist those who are unfamiliar with budgeting terms or terms specific to Marana’s budgeting process. Accrual Basis - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Adopted Budget – A formal action taken by the Town Council that sets the spending limits for the fiscal year. ó Appropriation Authorization by the Town Council which permits the Town to incur obligations to make expenditures for a specific purpose. Balanced Budget – A budget in which recurring revenues equal recurring expenditures. Bond – A Town issued debt instrument to repay the specific amount of the money (the face value of the bond)on the designated maturity dates with accrued interest. Bonds are used primarily to finance capital projectsand are a promise to pay. ó Budget Calendar The schedule of key dates in preparation, adoption and administration of the budget. ó Budget Message The opening section of the budget documentfrom the Town Managerwhich provides a general summary of highlighting themost important aspects of the budget, changes from the previous fiscal year, key issues impacting the budget and recommendations regarding the financial policy for the upcoming period. Capital Improvement – Includes any expenditure over $100,000 for repair and replacement of existing infrastructure as well as development of new facilities to accommodate future growth. Capital Outlay – Purchase of an asset with a value greater than $1,000 thatis intended to continue to be held or used for a period greater than fiveyears. Capital Outlay can be land, buildings, machinery, vehicles, furniture and other equipment. Capitalized Labor – All direct costs of labor that can be identified or associated with and are properly allocable to the construction, modification, or installation of specific items of capital assets and, as such, can thereby be written down over time via a depreciation or amortization schedule as capitalized costs. Carry-Over(Forward) – Year-end savings that can be carried forward to cover expenses of the next fiscal year. These funds also pay for encumbrances from the prior year. ó Cash Basis A basis of accounting in which transactions are recognized only when cash is increased or decreased. Central Arizona Project (CAP) – Designed to bring about 1.5 million acre-feet of Colorado River water per year to Pima, Pinal and Maricopa counties by means of wastewater treatment. Community Development Block Grant (CDBG) – Federal Grant Fundsprovided on an annual basis to support specific programs identified by Council. ïçì ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Comprehensive Annual Financial Report (CAFR) – The official annual report for the Town prepared in accordance with generally accepted accounting principles (GAAP) and in conformance with standards of financial reporting as established by the Governmental Accounting Standards Board (GASB) using guidelines recommended by the Government FinanceOfficers Association (GFOA). The CAFR includes financial statements and analysis, along with statistical data on financial, nonfinancial, and demographic trends. It is also used by bond rating agencies, such as Moody’s, Standard & Poor’s, and Fitch, to determine credit risk, and thus interest rates, for bonds issued by the Town. Contingency – An amount included in the budget that is not designated for a specific purpose. The contingency amount is budgeted for emergencies and unforeseen events, but must beapproved by Council prior to its use. Debt Service Fund – A segregated fund used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. ó Disbursement The expenditure of money from an account. ó Employee Benefits Contributions made by a government to meet commitments or obligations to employees. Included are the government’s share of costs for Social Security, pensions, and medical and disability insurance plans. ó Encumbrance The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Funds – A fund used to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Executive Team – Top level management in the Town that are pulled together to focus on the Town’s mission, direction and organizational changes needed as defined by the General and Strategic plans or guidance from the Town Council. ó Estimate Estimate, as used throughout the budget document, represents the projected year-end balance. Federal Emergency Management Agency (FEMA) – FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards. ó Fees Charges for specific services. Fees are adopted annuallyvia the Town’s Comprehensive Fee Schedule, whose adoption coincides with the annual budget adoption. Fiscal Year (FY) – A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The Town of Marana’s fiscal year is from July 1 through June 30. Full-Time Equivalent (FTE) – A position is converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time clerk working 20 hours per week would be equivalent to 0.50 FTE. ïçë ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Fund – A system of accounts that segregates all financial transactions for restricted or designated uses by a government entity. The fund categories used within the Town of Marana arethe General Fund, Special Revenue Funds, Capital Projects Fund, Debt Service Fund, Enterprise Funds. Fund Balance – An accumulated balance or carry over that occurs when actual revenues exceed actual expenditures. General Fund – The General Fund is usedto account for all financial resources except those accounted for in other funds. The General Fund is the Town’s principal financing vehicle for general government services and is funded largely by development fees and local and state sales tax revenue. ó Goal An observable and measurable end result having one or more objectives to be achieved within a stated timeframe. Goals are the basic planning tools underlying all strategic activities. Along with objectives, they serve as the basis for policy and performance appraisals. Grants – Contributions or gifts of cash or other assets from another government or private entity to be used or expended for a specified purpose, activity, or facility. Highway Users Revenue Fund (HURF) – Funds allocated by the state to fund the construction and maintenance of the Town’s highway and street system. This is a major funding source for the Public Works Department and provides funds for the maintenance of the Town’s roads and connecting infrastructure. Infrastructure – Transportation, communication, sewage, water, and electric systems are all a part of the Town’s basic infrastructure. These systems tend to be high cost investments. However, they are needed for the Town to be efficient and productive. Intergovernmental Agreement (IGA) – A contract between governmental entities as authorized by State law. ó Operating Revenue Funds that a government receives as income to pay for ongoing operations, ó including taxes, user fees, interest earnings and grants. Operating revenues are used to pay for recurring, noncapital expenses. ó Ordinance An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Park Improvement Districts – Park Improvement Districts provide a method to maintain the parks within specific areas and charge the cost to the benefited property with the property tax bill. Per capita – A unit of measure that indicates the amount of some quantity per person in the Town. Performance Measures – Indication of levels of activity, results of operations or outcomes of operations. ó Resolution A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. Reserve – To set aside a portion of a fund balance to guard against economic downturn or emergencies. Right of Way (ROW) – Any sidewalk, planting strip, alley, street, or pathway, improved or unimproved, that is dedicated to public use. The term includes any strip of land over which public facilities such as highways, railroads, or power lines are built. ïçê ÚÇîðïîóîðïí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² State Shared Revenue – Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. System Development Fee (SDF) – Fees collected at the time a building permit is issued to pay for the cost of capital improvements required due to growth. Transfers – Movement of cash from one fund to another to reimburse costs or provide financial support. Unified Land Development Code (ULDC) – A compilation of Town Codes that govern subdivision and developmentof lands. Water Infrastructure Finance Authority (WIFA) – An independent agency of the state of Arizona and is authorized to finance the construction, rehabilitation and/or improvement of drinking water, wastewater, wastewater reclamation, and other water quality facilities/projects. Zoning – A specific legal classification of property for purpose of development. ïçé Ì±©² ±º Ó¿®¿²¿ ïïëëë É»¬ Ý·ª·½ Ý»²¬»® Ü®·ª» Ó¿®¿²¿ô ß®·¦±²¿ èëêëí Ð¸±²»æ øëîð÷ íèîóïçðð Ú¿¨æ øëîð÷ íèîóïçðî ©©©ò³¿®¿²¿ò½±³