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Home My WebLink AboutFY 2013-2014ÌÑÉÒ ÑÚ ÓßÎßÒß ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Ú·½¿´ Ç»¿® îðïíóîðïì ÚÇîðïíóîðïì 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 îðïí Ö«²» íðô îðïì TOWN OF MARANA LEADERSHIP TOWN COUNCIL Ed Honea, Mayor Jon Post, Vice MayorRoxanne Ziegler, Council Member Herb Kai, Council MemberPatti Comerford, 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 EngineerErik Montague, Finance Director Vacant, Planning DirectorVacant, Public Works Director Jocelyn Bronson, Town ClerkJohn Kmiec, Utilities Director Frank Cassidy, Town AttorneyTerry Rozema, Chief of Police Charles Davies, Town MagistrateJoe Teta, Court Administrator Tom Ellis, Parks and Recreation DirectorCarl Drescher, Technology Services Director Suzanne Machain, Human Resources DirectorT. Van Hook, Community Development & Neighborhood ServicesDirector Steve Miller, Airport Manager ï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 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, 2012. 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 ÚÇîðïíóîðïì 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..................................................................................................................... 5 Mayor & Town Council............................................................................................................ 9 Town Organization Chart.......................................................................................................12 Community Profile & Demographics.......................................................................................13 Town Map............................................................................................................................17 Strategic PlanSummary........................................................................................................18 Budget Summary: The Budget Policies & Process...............................................................................................19 Budget Calendar...................................................................................................................24 Financial Policies................................................................................................................... 25 Budget Summary..................................................................................................................27 Expenditure Summary...........................................................................................................29 StaffingSummary.................................................................................................................30 Capital Improvement Plan Summary......................................................................................31 Revenue Summary................................................................................................................32 Projection of Financial Conditionby Fund Group.....................................................................42 Departmental Budgets: Mayor & TownCouncil.......................................................................................................... 44 Town Manager......................................................................................................................46 Town Clerk...........................................................................................................................49 Human Resources................................................................................................................. 52 Finance................................................................................................................................56 Legal....................................................................................................................................59 Technology Services..............................................................................................................62 í ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Development Services Administration.....................................................................................65 Permits & Records............................................................................................................68 Building Safety................................................................................................................. 71 Planning...........................................................................................................................74 Police ...................................................................................................................................77 Courts..................................................................................................................................81 Public Services Administration................................................................................................84 Operations & Maintenance.....................................................................................................87 Engineering..........................................................................................................................93 Parks & Recreation................................................................................................................97 Community Development & Neighborhood Services.............................................................. 100 Water................................................................................................................................. 104 Wastewater........................................................................................................................108 Airport................................................................................................................................ 112 Capital Improvement Plan: Capital Improvement Program.............................................................................................115 Schedule of 5-year Capital Improvement Plan.......................................................................117 Capital Improvement Project Sheets..................................................................................... 120 Supplemental Schedules: Revenue Schedule............................................................................................................... 161 Expenditure Schedule.......................................................................................................... 162 InterfundTransfersSchedule............................................................................................... 163 Debt Service Summary Schedule.......................................................................................... 164 Authorized Position Schedule............................................................................................... 169 Classified, Temporary, Non-Sworn & Sworn Salary Schedules................................................ 176 Appendix: Budget Resolution............................................................................................................... 185 Auditor General Budget Forms............................................................................................. 186 Summary of Fund Accounting Structure................................................................................195 Glossary of Terms...............................................................................................................197 ì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET MESSAGE To the Honorable Mayor andTown Council: I am pleased tosubmit Fiscal Year 2014 annual budget for the Town of Marana. The budget is a reflection of Marana’s values and priorities for the coming year. Guided by the Marana Strategic Plan with input from the public, Town Council, and staff, this budget balances the available resources with the most critical needs of the community. The overall fiscal health of the Town’s general, enterprise and reserve funds remains strong. The proposed budget is structurally balanced and meets Council’s policy direction as it relates to core community services and programs. Fiscal Year 2014 Budget Summary The total recommended budget is $82.9 million. Ithas been fundamentally balanced with total ongoing expenditures funded with ongoing revenues. One-time revenues have been allocated to one-time costs. Operating and capital expenditures have been prioritized to advance the goals and objectives established by Town Counciland included in the Strategic Plan. Total general fund expenditures for FY’14 are projected to be $31.5 million, a 1 percent increase over the previous year. Included in these costs are a $1.5 million contingency fund and investmentsrelated to key areas identified in the recovery plan, including $1.3million for capital outlay for vehicle replacementsand Police Dispatch console replacements. The end of fiscal year fund balance is projected to be $17.9 million and will be approximately 55percent of the projected General Fund revenues. Healthy fund balance reserves are critical to provide municipalities with adequate cash flows for major expenditures and unanticipated emergencies. Additionally, healthy reserves help ensure favorablebond ratings necessary to finance portions of capital improvements included in the five-year capital improvement plan. Capital expenditures, including enterprise fund projects, for FY’14 are estimated at $26.4 million. The financing plan maximizes the use of development fees, bonds, grants, operating transfers and intergovernmental cost-sharing agreements that provide a balanced distribution of costs. ë Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Budget Process The annual budget process begins with a multi-year forecast of revenues and other financing sources projected for the coming year. Primary revenues for the General Fund, the Town’s largest operating fund,consist of local sales tax (transaction privilege tax) collections, development related revenues (permits and fees)and state shared revenues. Collectively, these revenues comprise more than 95 percent of the General Fund’s operating revenues. These revenues are extremely sensitive to fluctuations in the regional and national economies as demonstrated bytheir significantdeclines during the deepest parts of the recession. The revenue forecast for this fiscal year anticipates a modestcontinuation of the slow recovery in current and future years. The budget maintains the Marana economic recovery plan, which includesthree investment priorities: current employees, resources and tools and strategic positions. The goal of the recovery plan is to develop a phased approach of investment. The priorityof “current employees” covers salary and benefit costs, retirement and other related benefits and services. “Resourcesand tools” comprises facilities, vehicles and equipmentneeded to successfully serve the community. “Strategic positions” identifies positions that were either funded in previous years or new positions that are critical to the mission of local government. Current Employees Strategic Resources Positions& Tools Strategic PlanII Council adopted a comprehensive strategic plan in February2009thatis intended to be a comprehensive blueprint to achieving Marana’s vision.Council formally adopted a major update to the plan, Strategic Plan II, in March 2012. The action culminated several months of staff work and community discussions. Town Council andstaff held more than a dozen community meetings in January and February 2012 to seek feedback on the Strategic Plan II draft. The Town talked to homeowners associations, civic groups and other Town residents to ensure that the plan reflects the vision and values of the people who live and do business here. The result is an updated product that has a few new features, including a numeric reference system, index, success indicators and innovative and exciting priorities. The Strategic Plan II will continue guidingkey decisions including the allocation of resources related to this budget. The following describes the five strategic goals identified within the plan: ê Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Build upon the unique combination of assets to attract and maintain career-oriented commerce. Well-planned economic development projects provide the goods, services, jobs and sales tax revenues required to sustain a community over the long-term. Well-plannedcommunities demand innovative thinking, strategic investment and a commitment to planning for the future. This budget includes the continued development of the Business Development Center (BDC). The BDC providesconcierge like services to new businesses seeking to locate to Marana and existing businesses looking to expand. The BDC offersa unique level of responsiveness that will position Marana as the location to do business in the region. Create a safe community with a strong sense of place where diverse peopleare motivated to beinvolved and feel connected, needed and appreciated. Marana is a diverse, vibrant town with a wide range of service needs. A key item included in the 2013-2014 funding planthatrelatesto the safety component are the police dispatch consoleupgrade. This upgrade is vital to maintaining service levels and future capacity within the system. Additionally, the budget plan includes continued improvementof the Town’s new pavement management program.This programinventories streets and providesa pavement condition index thatwill drive future preventive maintenance efforts to enhancepavement life. Foster an open atmosphere that embraces change, creativity, innovation and calculated risk. The economic recovery plan recognizes the importance of reinvestment in current employees, resources and tools and strategic positions. The plan also acknowledgesthe importance of investment in new items. This year’s financial plan includes adding a Website Administratorto enhance Marana’s web and mobile presence. The current plan also includes thesecondof two phases to acquire an electronic ticket and report writing solution for the Police Department. The new solution will increase the level of precision in ticket and report writing as well as alleviate a significant administrative burden on police records and court staff. é Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì To maintain a sense of community character by linking the past, present and future. Incorporate and showcase Marana Heritage at signature events, living culture, parks and heritage design standards. The Town maintains programs related to relationships with key partners such asthe Marana Heritage Conservancyand the Marana Food Bank at the Heritage Farm. This financial plan assumes limited in-kind support to the Heritage Conservancy and Marana Food Bank from the Parks and Recreation Department for support ofevents, planning and outreach activities.Additionally, the plan includes funding for a design concept for improvement at the Marana Heritage River Park. The plan anticipates the inclusion of commercial elements as well as structures of historical significance aimed at making it a regional destination. Showcase the unique Sonoran Desert environment by providing diverse recreational opportunities that create economic benefits and accommodate a healthy lifestyle. The Town is committed to making Marana the “go-to” destination in Arizona. The Town recognizes that providing recreation services for all citizens and encouraging participation in community-wide eventsis a key element of that commitment. This financial planincorporates funding for completion of significant portions of the shared use path along the Santa Cruz River. Once complete, this path will connect neighborhoods and allow for citizens to safely walk, run or bike from one destination to another. Also included are improvements to the Ora Mae Harn Park ball fields. In Summary Key decisions made in earlier budget cycles have successfully positionedMarana well both organizationally and financially. This allows the Town to continue providing a high level of service to its citizens and works to ensure Marana’s future as the community in which to live and work. I would like to thank the Town Manager’sstaff, department directors and their team members for their hard work in preparing this year’s budget document. It is evidence of their dedication to ensuring that the Town continues providinga high level of service to our citizens. Respectfully, Gilbert Davidson, Town Manager è Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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 MayorHonea is thethirdgenerationof a five-generationMarana family andhasservedonthecouncilonthreedifferent occasions, totaling morethan25years.HeworkedfortheU.S.PostalService in Maranaas a contractorfor29yearsbeforeretiring in 2007. MayorHonea is a memberand past chair(2008)ofthe Pima Association ofGovernmentsand a memberand past chair(2009)of theRegional Transportation Authority.Heservesontheexecutive boardoftheArizonaLeagueof Cities andTownsandis a memberof ArizonaTown Hall, CentralArizona Association ofGovernments,the Marana Optimist ClubandMaranaChamberofCommerce.He formerlyservedontheMaranaHealthCenterandMaranaFood Bankboards.MayorHonea is a graduateofMaranaHighSchooland Pima Community College. Heserved in theU.S.NavySeabeesduringtheVietnamWar. Themayor is anoutdoorenthusiastandavidhikerandcanbefoundmostdaysononeofthe many trails thatrunthroughouttheMaranaCommunity.Hehastwo children andtwo grandchildrenand is a memberofSanctuaryMethodistChurch. John Post, Vice Mayor Term: May 2013-2017 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. ç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Herb Kai, Council Member Term: May 2013-2017 Born and raisedin 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 2013-2017 McGorray was elected to her first term in March2001.She serves on theMarana Health Center board 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 has a 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. ïð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Patti Comerford, Council Member Term: May 2013-2017 Comerford has been elected to fourterms 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 School Continental Ranch Little Band Boosters. She was founder of the League and served on the Little League DistrictBoard. Comerford has a bachelor's degree in recreation administration from San Diego State. 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 fora 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.Council member 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. ïï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïíóîðïì 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. ïí ÚÇîðïíóîðïì 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 319 (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. ïì 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¿´«» üî îëôððð Ó»¼·¿² Ø±«»¸±´¼ ×²½±³» ü ïíôëëê ÚÇîðïóîðï Þ«¼¹»¬ üèôô Ò«³¾»® ±º Û³°´±§»» íïòíí ð ß®»¿ ·² Í¯«¿®» Ó·´» ïîï Ý»²« Ý»²« îðððîðïð Ó·´» ±º Í¬®»»¬ íðð éÍÇÊÙ×çéù×ÎÉÇÉúÇÊ×ÛÇ ûÏ×ÊÓÙÛÎ ùÍÏÏÇÎÓÈÃéÇÊÆ×Ã ÎßÝ×ßÔ ÜÛÓÑÙÎßÐØ×ÝÍ É¸·¬»Þ´¿½µÌ©±Ø·°¿²·½ ×²¼·¿²Ñ¬¸»® îìôðëðèðêéðíéôéíð ß·¿² îèîéê êèòèðûîòíðûîòððûîîòïðû ×´¿²¼»® ïôîèð ðòèðûðòîðû ïôîèð íòéðû íòéðû éÍÇÊÙ×çéù×ÎÉÇÉúÇÊ×ÛÇ ù×ÎÉÇÉ ÏËßÔ×ÌÇ ÑÚ Ô×ÚÛ ÐßÎÕ ÍÌßÌ×ÍÌ×ÝÍÌÑÐ îð ÛÓÐÔÑÇÛÎÍ Þ¿»¾¿´´ñÍ±º¬¾¿´´ Ú·»´¼ ïï Ó¿®¿²¿ Ë²·º»¼ Í½¸±±´ Ü·¬®·½¬ Þ¿µ»¬¾¿´´ Ý±«®¬ ìî Ý±³³«²·¬§ Í©·³³·²¹ Ð±±´ ïí Ð¿®µ ß½®»¿¹» ì Ð¿®µ ë Ì±©² ±º Ó¿®¿²¿ Ð´¿§¹®±«²¼ ê Î¿³¿¼¿ é Í»²·±® Ý»²¬»® ïè Íµ¿¬» Ð¿®µ ïç Í±½½»® Ú·»´¼ ïð Ì»²²· Ý±«®¬ ïï Ì®¿·´ ·² Ó·´» ïî Ý±½¿óÝ±´¿ ïí éÍÇÊÙ×èÍÅÎÍÖïÛÊÛÎÛìÛÊÑÉê×ÙÊ×ÛÈÓÍÎø×ÌÛÊÈÏ×ÎÈ ïì ÛÜËÝßÌ×ÑÒ ïë Û´»³»²¬¿®§ Í½¸±±´ ïê ïé ïè Ó·¼¼´» Í½¸±±´ ïç Í»½±²¼¿®§ Í½¸±±´ îð Ø·¹¸ Í½¸±±´ éÍÇÊÙ×ïÛÊÛÎÛùÔÛÏÚ×ÊÍÖùÍÏÏ×ÊÙ×ûÊÓÂÍÎÛéÈÛÊéÈÛÊ ÛÎØ ïÛÊÛÎÛÙÍÏ ß´¬»®²¿¬·ª» Í½¸±±´ ïë ÜÛÓÑÙÎßÐØ×ÝÍ ½±²¬·²«»¼òòò ØÑËÍ×ÒÙ ËÒ×ÌÍÐÔßÝÛ ÑÚ Þ×ÎÌØ Ì±¬¿´ Ð±°«´¿¬·±² íìôçêï Ì±¬¿´ ¸±«·²¹ «²·¬ ïô 3800 Ò¿¬·ª» íïôèïë çïòððû Þ±®² ·² ËÍ íïôëðð çðòïðû Ñ½½«°·»¼Ê¿½¿²¬ Í¬¿¬» ±º ®»·¼»²½» ïðôçðè íïòîðû ïôðéïô Ü·ºº»®»²¬ Í¬¿¬» îðôëçî ëèòçðû èòðûïòðû Þ±®² ·² Ð«»®¬± Î·½±ô ËòÍò ×´¿²¼ ¿®»¿ô íïë ðòçðû ±® ¿¾®±¿¼ ¬± ß³»®·½¿² °¿®»²¬ø÷ Ú±®»·¹² ¾±®² íôïìê çòððû ßÒÝÛÍÌÎÇ ØÑËÍÛØÑÔÜÍ Ì±¬¿´ °±°«´¿¬·±² íìôçêï Ì±¬¿´ ¸±«»¸±´¼ ïô ß³»®·½¿² ïèïéòçéî ëòîðû 2079 Ú¿³·´§ ¸±«»¸±´¼ øº¿³·´·»÷ ôéëòðûß®¿¾ íìòçêï ðòïðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® íôíòðûÝ¦»½¸ îììòéîé ðòéðû Ó¿®®·»¼ó½±«°´» º¿³·´§ éôêòðûÜ¿²·¸ íïìòêìç ðòçðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® ôîëòðûÜ«¬½¸ çðèòçèê îòêðû Ó¿´» ¸±«»¸±´¼»®ô ²± ©·º» °®»»²¬ô òðû Û²¹´·¸ ìíéðòïîë ïîòëðû º¿³·´§Ú®»²½¸ ø»¨½»°¬ Þ¿¯«»÷ èíçòðêì îòìðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® í îòðûÚ®»²½¸ Ý¿²¿¼·¿² íïìòêìç ðòçðû Ú»³¿´» ¸±«»¸±´¼»®ô ²± ¸«¾¿²¼ òçðû Ù»®³¿² êêééòëëï ïçòïðû °®»»²¬ô º¿³·´§ Ù®»»µ ïðìòèèí ðòíðû É·¬¸ ±©² ½¸·´¼®»² «²¼»® ïè §»¿® òðûØ«²¹¿®·¿² íïìòêìç ðòçðû Ò±²º¿³·´§ ¸±«»¸±´¼ îô îìòðû×®·¸ ìëììòçí ïíòððû Ø±«»¸±´¼»® ´·ª·²¹ ¿´±²» îôïèòðû×¬¿´·¿² îðîéòéíè ëòèðû êë §»¿® ¿²¼ ±ª»® ëòðûÔ·¬¸«¿²·¿² ïðìòèèí ðòíðû Ø±«»¸±´¼ ©·¬¸ ±²» ±® ³±®» ìôòðû Ò±®©»¹·¿² èðìòïðí îòíðû °»±°´» «²¼»® ïè §»¿®Ð±´·¸ ïíêíòìéç íòçðû Ø±«»¸±´¼ ©·¬¸ ±²» ±® ³±®» ôîòêðû Ð±®¬«¹«»» íìçòêï ïòððû °»±°´» êë §»¿® ¿²¼ ±ª»®Î«·¿² ìèçòìëì ïòìðû Í½±¬½¸ êêìòîëç ïòçðû éÍÇÊÙ×çéù×ÎÉÇÉúÇÊ×ÛÇ ûÏ×ÊÓÙÛÎùÍÏÏÇÎÓÈÃéÇÊÆ×Ã Í½±¬¬·¸ çðèòçèê îòêðû ÍÝØÑÑÔ ÛÒÎÑÔÔÓÛÒÌ Í´±ª¿µ íìòçêï ðòïðû Ð±°«´¿¬·±² í §»¿® ¿²¼ ±ª»® »²®±´´»¼ èô Í«¾¿¸¿®¿² ßº®·½¿² ïðìòèèí ðòíðû 615 ·² ½¸±±´ Í©»¼·¸ êççòîî îòððû Ò«®»®§ ½¸±±´ô °®»½¸±±´ èòðûÍ©· îðçòéêê ðòêðû Õ·²¼»®¹¿®¬»² êòðûËµ®¿·²·¿² êçòçîî ðòîðû Û´»³»²¬¿®§ ½¸±±´ ø¹®¿¼» ïóè÷ íô ìòðûÉ»´¸ îêëòêèè ðòèðû Ø·¹¸ ½¸±±´ ø¹®¿¼» çóïî÷ ïô ïòðûÉ»¬ ×²¼·¿² ïì ðòððû Ý±´´»¹» ±® ¹®¿¼«¿¬» ½¸±±´ ôîòðû éÍÇÊÙ×çéù×ÎÉÇÉúÇÊ×ÛÇ ù×ÎÉÇÉ éÍÇÊÙ×çéù×ÎÉÇÉúÇÊ×ÛÇ ûÏ×ÊÓÙÛÎùÍÏÏÇÎÓÈÃéÇÊÆ×Ã ïê Ð·²¿´ Ý±«²¬§ Ð·³¿ Ý±«²¬§ Ü±ª» Ó±«²¬¿·² ÿüþ ý ú Ø»®·¬¿¹» Ø·¹¸´¿²¼ ï 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«¿®± Þ´±±³ é è Ý±²¬·²»²¬¿´ ç Î»»®ª»ó Ð·³¿ Ú¿®³ ïð ïï ÿüýþ ÑÎßÒÙÛ ÙÎÑÊÛ ÎÜ 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·´» ïé 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¿ ìñïèñîðïí 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 ïè 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 ÚÇîðïíóîðïì 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 2013 - 2014 budget, beginning July 1, 2013 and endingJune 30, 2014. 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 2011 and 2012 amounts, currentyear2013 estimates, and the adopted 2014 budget. 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. ïç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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 allocationdecisions. 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: îð ÚÇîðïíóîðïì 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 feel connected 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. îï ÚÇîðïíóîðïì 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. îî ÚÇîðïíóîðïì 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. îí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET CALENDAR TASKDATE Budget Public Relations January – June2013 CIP Committee RecommendationsJanuary 23, 2013 Council Special Session - Adoption of Council GoalsJanuary 22, 2013 Budget Kick- Off Organizational Meeting & January 23, 2013 Preliminary Outlook Personnel Supplemental Requests March 1, 2013 Base Department Budgets Submitted to FinanceMarch 1, 2013 Non-Personnel Supplemental Requests March 1, 2013 Department Revenue Estimates March 1, 2013 Preliminary Carryover Requests March 1, 2013 Budget Office Review & Compile Department March 2 – March 12, 2013 Budgets and Compile Decision Package Final Revenue EstimatesMarch 13, 2013 Executive Budget Team MeetingsMarch 13, 2013 Department PresentationsMarch 14 – March 19, 2013 Manager’s Recommended Operating BudgetApril 30, 2013 Council Adoption of Tentative BudgetMay 22, 2013 Adopt Comprehensive Fee Schedule UpdateMay 7, 2013 Council Adoption of Final BudgetJune 18, 2013 îì ÚÇîðïíóîðïì 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. îë ÚÇîðïíóîðïì 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. îê Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì BUDGET SUMMARY The annual budget for fiscal year 2013-2014 totals $82.9 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 24%. Enterprise funds, including the enterprise capital projects, accounts forabout 16%. Debt service funds and special revenue funds comprise only 12% and 10%, respectively. Financial Plan by Fund Type üèîòç Ó·´´·±² Í°»½·¿´ Ù»²»®¿´ Ú«²¼ô Î»ª»²«»ô ïîû íèû Ý¿°·¬¿´ Ð®±¶»½¬ô îìû Ü»¾¬ Í»®ª·½»ô Û²¬»®°®·»ô ïêû ïðû The largest category is the operating budget at $43.7 million or 53% of the total budget.Due primarily to the rapid growth in the Town of Marana in earlier years, over $30.1 million or 37%of the fiscal year 2013-2014 budget is capital outlay which includes major transportation, park, water and airport capital improvement projects. 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 üèîòç Ó·´´·±² Operating 53% Debt Service Capital Outlay 10% 37% îé Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Revenues and other financing sources for fiscal year 2013-2014 are $73.8 million. The plan is structurally balanced with ongoing revenues supporting ongoing program expenditures. The financial plan assumes ó that $9.1 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 $23.4 million or 45%. 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 33% of budgeted revenues. The capital improvement plan currently includes the sale of bonds for various water/wastewater projects. Anticipated bond proceeds amount to $6.2 million or 8%of total revenues. Licenses, permits and fees, which comprise $7.2million or 10% of revenues, are dependent on the residential and commercial development and are very cyclical in nature. Charges for services comprise $4.8 million or 6% of the budget and include all enterprise fund user fees. The remaining $8.1 million or 11% includes all other revenues such as interest earnings, donations, contributions, etc. Where the Money Comes From üéíòè Ó·´´·±² Bonds/loan Sales Tax 8% 33% Other 11% Investment Charges for Intergovern- Licenses, Income Services mental, 45% Permits & Fees 0% 6% 10% îè Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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 andairport services. Operating Budget by Function üìíòé Ó·´´·±² Develop. & Plan. Svcs General Public Safety 17% Government 27% 27% Highways and Airport Culture & Streets 1% WastewaterWaterRecreation 11% 2%8%7% The major expenditures in the operating budget at 57% are personnel and benefits, which include all salaries and benefits for Town staff. Operating suppliesand equipment and contractual services comprise 23% and 20%, respectively. Operating Budget by Line Item üìíòé Ó·´´·±² Personnel and benefits 57% Contracted Operating Services Supplies & 20% Equipment 23% îç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì STAFFING SUMMARY With personal services at 57% 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 íïçòíí ÚÌÛ 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 6.00fulltime equivalent (FTE) positions through the budgetary process. Including position adjustments and additions, staffing has increasedfrom 313.33positions to 319.33. 2011-2012 2012-2013 2013-2014 Functional DepartmentAuthorized FTEAuthorized FTEAuthorized FTE General Government 61.48 62.48 62.48 Economic & Community Development54.3547.50 48.50 Public Safety111.00113.00115.00 Highways and Streets32.0035.0036.00 Culture & Recreation32.2533.25 33.25 - 1.00 1.00 Airport Water18.10 18.10 19.10 - 3.004.00 Wastewater Total FTE309.18313.33319.33 íð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì The following table lists the position titles and FTE changesthis fiscal year: Fund TitleFTE General Fund Emergency Management & Safety Coordinator1.00 General Fund Website Administrator1.00 General Fund 1.00 Building Inspector II General Fund Police Officer 1.00 Wastewater Utility Utilities Operator I1.00 Water Utility Civil Engineer (Utilities)1.00 Total6.00 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 fund that 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 sourcecomes 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 38%and are vital to the delivery of several major CIP projects. Ý×Ð Ú«²¼·²¹ Í±«®½» üîêòì Ó·´´·±² ×²¬»®¹±ª»®²ó ³»²¬¿´ Ù»²»®¿´ Ú«²¼ ìíû ðû Ñ¬¸»® ïïû Ì®¿²°±®¬¿¬·±² Ü»ª»´±°ò Ú»» Ú«²¼ ïû Þ±²¼ Ð®±½»»¼ ìû íèû íï Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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 theanticipated 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 2013-2014, ó Inflation rate holding at 2.9%, 2% population growth and 550new homes, and 45% of contracting sales tax revenue, building permitsand related fees deemed onetime revenue sources. The general fund is the largest source of operating revenue. The estimated revenue for the general fund is $32.7million. 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 years2011-2012and 2012-2013. The revenue forecast for this fiscal year anticipates a modest continuation of the slow recovery in the current year and in future fiscal years. General Fund Revenue by Type üíîòé Ó·´´·±² Sales Tax 60% Intergovernme Other ntal Charges for Fines, License, Fees 2% 25% Services & Permits forfeitures 1% 2%10% The following chartsshow the total general fund revenues by category for the last three years, and the current budgeted revenues. íî Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Transaction Privilege (Sales) Tax The Town imposes a tax on certain business activities withinTown 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 2012-2013 revenue estimate is 2% less than what was collected in 2011-2012. The decrease is largely due to a decline in contracting taxes collected.Theamount budgeted for the current year2013-2014 is, however, flat withwhat was estimated to be collected a year earlier. This is consistent with the conservative revenue projections. Fiscal year$ Revenue$ Change% Change 2009-201021,662,077(742,343)-3% 2010-201122,947,818 1,285,7416% 2011-201224,538,9611,591,1436% 2012-2013 Estimated24,099,842(439,119)-2% 2013-2014 Projected24,037,467(62,375)0% $25,000,000 $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 $20,000,000 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Licenses, Fees and Permits Revenues from licenses, fees and permits includeresidential and commercialbuilding Description permits, excavation and grading permits, utility permits, plan review fees, franchise fees, business license fees and other miscellaneous permits. May be utilized for any municipal public purpose. There are no restrictions as to usage Permitted Use for this revenue. The rates vary based on the product or service provided. The current fee structure Rate Structure was adopted per Marana Ordinance No. 2012.03and is available on the Town website. These fees are highly dependent on the residential and commercial development. The Assumptions largest portions of these revenues are directly related to the number of single family residence (SFR) building permits issued. The current revenue projections for fiscal year 2012-2013are based on the issuance of 550 SFR building permits, which is an increase over the 330SFR permits budgeted for fiscal year2012-2013. Fiscal year$ Revenue$ Change% Change 2009-20102,150,360198,5439% 2010-20112,502,494352,13414% 2011-20122,658,989156,4956% 2012-2013 Estimated 2,347,250(311,739)-13% 2013-2014 Projected2,720,872373,62214% $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì State Shared Income Tax Cities and towns in Arizona are precluded from imposing an income tax by Arizona Description state law. In 1972, the voters of Arizona approvedthe Urban Revenue Sharing program which requires the State to share 15% of income tax revenue with incorporated cities and towns. These revenues are also known as Urban Revenue Sharing. May be utilized for any municipal public purpose. There are no restrictions as to usage Permitted Use for this revenue. The State distributes to cities and towns 15% of income taxes two fiscal years Rate Structure following the fiscal year in which the state collects the income taxes. Each city and town share is allocated in proportion to its population compared to the total population of the state. This revenue source is based on economic conditions during the year for which the Assumptions income was taxed and is subject to fluctuations in employment, corporate profits, tax credits and exemptions. This revenue source is also subject to changes madeby the State legislature. The increase of 8% budgeted for fiscal year 2013-2014 is due to increase in the 2010 census population figuresas well as an improving economy. Fiscal year$ Revenue$ Change% Change 2009-20103,450,478(520,969)-15% 2010-20112,601,218(849,260)-33% 2011-20122,950,734349,51612% 2012-2013 Estimated3,570,867620,13317% 2013-2014 Projected3,900,421329,5548% $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 $0 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íë Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì State Shared Sales Tax Arizona also has a revenue sharing program for state sales tax. Like the local sales Description tax, the State imposes a tax on the sale of goods and then establishes base of which 25% is shared with all incorporated cities and towns. There are no restrictions on use. The funds may be used for any expense legally Permitted Use chargeable to the General Fund. The town receives its share of the state sales tax based on population estimates from Rate Structure the most recent U.S. Census or Census Survey. This revenue is highly dependent on the economy. Consumer confidence, Assumptions unemployment, interest rates and the general state of the economy are all variables affecting this revenue stream. Based on figures provided by the Arizona Department of Revenue, a3% increaseover the fiscal year 2012-2013 distribution is estimated. Actual collections for 2012-2013 are estimated to be 7% higher than the previous year and aredue to the increase in 2010 census population figures. This revenue is also subject to changes made by the State legislature. Fiscal year$ Revenue$ Change% Change 2009-20101,961,225(165,101)-8% 2010-20112,099,083137,8587% 2011-20122,731,863632,78023% 2012-2013 Estimated2,923,447191,5847% 2013-2014 Projected3,020,89597,4483% $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íê Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Vehicle License (Auto Lieu) Tax This tax imposed by the Arizona Constitution as an “in-lieu” tax for all ad valorem 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 $2.89 for usedvehiclesolder than one year. An increaseof 5% is estimated for fiscal year 2012-2013from the previous yearwhich Assumptions is primarily attributable to a modestly improving economy. For fiscal year 2013-2014 the projection remains relatively flat. Fiscal year$ Revenue$ Change% Change 2009-20101,050,901(72,407)-7% 2010-20111,018,783(32,118)-3% 2011-20121,260,882242,09919% 2012-2013 Estimated1,327,27766,3955% 2013-2014 Projected1,312,917(14,360)-1% $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íé Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Highway User Revenue The State of Arizona collects various fees and taxes from users of the State’s roads Description and highways. An excise tax is charged on fuel purchases on a per gallon basis. There are also a number of additional transportation related fees/taxes which are distributed through the highway user revenue fund (HURF). There is a state constitutional restriction on the use of the highway user revenues, Permitted Use which requires that these funds be used solely for street and highway purposes. Up to one-half of the prior year’s distribution may also be used for the retirement of debt issued for street and roadwayimprovements. Law prohibits use of this funding for traffic law enforcement or administration of traffic safety programs. Cities and towns receive 27.5% of highway user revenues based on two factors: Rate Structure populationestimates acquired through the most recent census survey; and gasoline sales within each county. This revenue source is subject to fluctuations in fuel prices and consumer behavior. Assumptions The 11% estimated increase for fiscal year 2012-2013is primarily attributable to the population change due to the 2010 census figures.For fiscal year2013-2014 the projection remains flat. Fiscal year$ Revenue$ Change% Change 2009-20101,808,963(127,406)-7% 2010-20111,869,48360,5203% 2011-20122,061,141191,6589% 2012-2013 Estimated2,307,021245,88011% 2013-2014 Projected2,327,15020,1291% $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íè Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Development Fees As allowed under A.R.S. §9-463.05, the Town assesses development fees for new Description construction to offsetthecost to the municipality associated with providing necessary public services to a development, including the costs of infrastructure, improvements, real property, engineering and architectural services, financing, other capital costs and associated appurtenances, and related equipment. The intent is to ensure that growth “pays for itself,” and current residents are not burdened with additional taxes and fees to defray the capital costs of new development. Development fees are collected with each new building permit. This revenue is utilized to fund the Town’s capital improvement related to growth such Permitted Use as constructing new roads, building new parks and expanding water systems. The Town charges development fees for transportation, parks, and watersystem and Rate Structure water renewable resources projects. Fees are assessed on each residential dwelling within the defined benefit area. Water system and water resource fees are charged to residential dwellings andcommercial development based on the meter service size and number of connections. Projections are based on an additional 550homes beingpermitted in fiscal year 2013- Assumptions 2014. Due to the cyclical nature of construction, the Town uses a conservative approach to development fee revenues. Fiscal year$ Revenue$ Change% Change 2009-20102,082,6051,196,95057% 2010-20112,453,519370,91415% 2011-20122,884,763431,24415% 2012-2013 Estimated2,891,1416,3780% 2013-2014 Projected4,000,8291,109,68828% $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 $0 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected íç Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Water Sales The Town provides a potable water system service to residences and businesseswithin Description the service area. The revenue generated is usedto cover the costs of administration, operations, Permitted Use maintenance and replacement of the water collection, treatment and delivery system. Rate Structure Ó»¬»® Í·¦»Î¿¬» ëñèþ ü ïëòïî ïþ íêòéî ïòëþ íçòçê îþ ìêòìì ìþ ïïðòïê Í·²¹´» Ú¿³·´§ Î¿¬» Ñ¬¸»® ¬¸¿² Í·²¹´» Ú¿³·´§ Î¿¬» Ù¿´´±² Î¿¬» Ì§°» Î¿¬» ï ó ïðôððð ü îòìê Ó«´¬· Ú¿³·´§ ü íòðí ïðôððï ó îðôððð íòìí Ý±³³»®½·¿´ ü íòðí îðôððï ó íðôððð ìòìê ×²¼«¬®·¿´ ü íòðí íðôððï ó ìðôððð ëòëð Ù±ª»®²³»²¬ ü íòðí â ìðôððð éòçð Í¬¿²¼°·°»ñ¸§¼®¿²¬ ü íòìí The revenues projected are based on ananticipated increase of 254customers. Assumptions Fiscal year$ Revenue$ Change% Change 2009-20103,122,026377,18912% 2010-20113,314,903192,8776% 2011-20123,281,913(32,990)-1% 2012-2013 Estimated3,319,86237,9491% 2013-2014 Projected3,372,08652,2242% $3,400,000 $3,350,000 $3,300,000 $3,250,000 $3,200,000 $3,150,000 $3,100,000 $3,050,000 $3,000,000 $2,950,000 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected ìð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì Airport Fees The Marana Regional Airport receives revenues from air hangar leases, fuel charges Description and open tie-downs. These revenues are not restricted and may be used for any purpose. Permitted Use Pima Aviation, Inc. owns and operates the hangars, covered tie-down areas and Rate Structure storage facilities at the Marana Regional Airport. However, as part of the ownership arrangement, the Town receives revenues from a series of land, hangar, development and open tie-down leases and fuel usage fees from Pima Aviation, Inc. The Town owns the open tie-down areas. The rates and fees vary by type and are available on the Town’s website. The Marana Regional Airport is classified as a general aviation reliever airport for Assumptions Tucson International. Several key capital projects will be vital to the continued growth of the Airport. The airport will be a key element of the Economic and Strategicplans. Staff conservatively projected a slight increase in therevenue numberfor fiscal year 2013-2014. Fiscal year$ Revenue$ Change% Change 2009-2010235,2807,2543% 2010-2011249,42314,1436% 2011-2012242,064(7,359)-3% 2012-2013 Estimated 243,8001,7361% 2013-2014 Projected253,0009,2004% $255,000 $250,000 $245,000 $240,000 $235,000 $230,000 $225,000 2009-20102010-20112011-20122012-20132013-2014 EstimatedProjected ìï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² PROJECTION OF FINANCIAL CONDITION BY FUND GROUP June 30, 2013 2013-2014 2013-2014 June 30, 2014 Estimated Estimated Estimated Estimated Fund GroupTransfers InTransfers Out Fund BalanceRevenueExpendituresFund Balance General Fund$ 19,356,832 $ 32,679,575 $ 31,453,939 $ -$ 2,725,636 $ 17,856,832 Special Revenue5,415,695 6,853,946 9,946,312 150,000 - 2,473,329 Capital Projects16,820,406 19,901,928 20,092,566 2,655,146 13,974,622 Debt Service656,195 2,913,260 8,453,732 5,540,472 - 656,195 Enterprise2,776,261 11,468,960 12,935,675 - 309,690 999,856 Total All Funds$ 45,025,389 $ 73,817,669 $ 82,882,224 $ 5,690,472 $ 5,690,472 $ 35,960,834 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, hasincreased general fund balance by $1.3 million in fiscal year 2010-2011, $1.9 million in fiscal year 2011-2012 and estimated to add approximately $1.2 million in fiscal year 2012-2013. The end of fiscal year 2013-2014 fund balance is projected to be $17.9 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 55% 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). ìî Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì The following chart shows fund balance levels along with the 25% reserve requirement target. $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2009-20102010-20112011-20122012-20132013-2014 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 2013-2014 the Town has budgeted $0.5million 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 2013-2014, 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. ìí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ 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 Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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. 2012–2013Accomplishments Adopted a structurally balanced operating budget Integrated the Strategic Plan elements intotheannual budget process Performed public outreach on issues affecting the town. 2013–2014Goals & 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 Support legislative priorities Complete major update to the Strategic Plan Ensure that Marana remains a safe, clean and healthy community ìì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012FY 2013FY 2014 ActualActualActual Projected Use the StrategicPlan Number of Strategic Plan in the development of initiatives met through budget 5 5 1810 process the annual budget Number of Council Executive Reports distributed to staff 12121212 Document and and elected officials disseminate information to Councilmembers Number of Council Daily and the community reports distributed to staff and 110474550 elected officials Number of public “open 4 1 2 1 house” meetings held Communicate openly Number of presentations given and effectively with to civic groups or 10 12 2510 members of the Marana Homeowners’ Associations Community Number of information booths 1 2 3 2 put up at events BUDGET SUMMARY FY 2011FY 2012FY 2013 FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost*$232,100$246,140$257,563$259,735 Contracted Services7,5508,06619,88016,623 Operating Supplies & Equipment5,2224,64411,90013,570 Total by Category$244,871$258,850$289,343$289,568 BUDGET SUMMARY BY FUND FY 2011FY2012FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$244,871$258,850$289,343$289,568 Total by Fund$244,871$276,623$289,343$289,568 ìë Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì TOWN MANAGER Town Manager Administration Support Council Support & Community OutreachStaff Oversight ServicesConstituency Department Overview The Town Manager’s Office, under the policy and direction of theTown Council, the Town Manager’s Office provides oversight, support and coordination of administrative activities across the Town. The Manager’s Teamprovides 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. The Manager’s Teampromotes responsiveness and efficient policies and procedures to ensure the highest quality of life for residents and businesses. The Manager’s Team believes 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. The Manager’s Teamwill never compromise our integrity or the public’s trust. 2012 – 2013 Accomplishments Produceda structurally balanced FY 2012 - 2013 budget Successfully operatedthe Marana Wastewater Plant – January 3, 2012 - Present Implemented the Community Forum 2013–2014Goals & Objectives Continueefforts to secure a sustainable water resources portfolio for the community Maintain a structurally balanced budget Support and maintain strategic partnerships Lobbying for legislative priorities Update strategic plan ìê ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011 FY 2012 FY 2013* 2014 ActualActualProjected Budget Provide innovative ways for citizens to make Number of Manager’s inquiries and requests for employee update sessions 4 4 4 4 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 1214 14 open communication Officers throughoutall levels of the organization Town/City Managers Meetings (Town of Oro Valley, 2 3 3 4 Sahuarita, City of Tucson and City of South Tucson) BUDGET SUMMARY FY 2011FY 2012FY 2013* FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$705,304$663,702$854,682$947,708 Contracted Services85,76839,330177,827156,430 Operating Supplies & Equipment9,3786,47711,80049,320 Total by Category$800,451$709,509$1,044,309$1,153,458 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013*FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$800,451 $709,509 $1,044,309$1,153,458 Total byFund$800,451$709,509$1,044,309$1,153,458 ìé ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012FY 2013*FY 2014 ActualActualProjectedBudget Town Manager1.001.001.001.00 Deputy Town Manager1.001.001.001.00 Management Assistant- 1.001.001.00 Senior Administrative Manager1.001.001.001.00 Emergency Management and Safety Coordinator- - - 1.00 Public Information Officer (PIO)- - 1.001.00 Graphic Designer- - 1.001.00 Council Liaison1.001.001.001.00 Administrative Assistant- - 0.500.50 Customer Service Specialist2.032.13 2.132.13 Total Town Manager6.037.139.6310.63 ìè Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì TOWN CLERK Town Clerk Council ElectionsLiquor LicensesRecordsManagement Department Overview The Town Clerk is responsible for oversight of Council meetings, town elections, including candidate orientations, candidate filings, campaign finance and financial disclosure reports, public records, claims management, liquor licenses and the coordination of interdepartmental services related to town. Under the direction of the Town Manager’s office, the Town Clerk handles claims against the town, prepares official Council agenda packets, records official minutes of all Council meetings, and is staff to the Community Connections program and the Marana Citizens’ Forum. Community and Progress and Innovation are keystones of the Strategic Plan that enhance the mission of the Town Clerk’s department, which is to assist the public and internal staff with accurate and timely information. 2012-2013 Accomplishments Rebuilt department Hired Records Administrator to oversee: Essential Records o Contracts Committee o Laserfiche digital imaging o Employed Versatile software to manage permanent records File room inventory of transitory and permanent public records Updated NovuSolutions software for electronic agenda preparation Instituted use of iPads for Councilmeetings Member of the town’s emergency management team Continue to refine Public Records Request Administrative Directive Conducted Council candidate orientation Held first all ballot by mail elections Conducted public outreach for Community Connections,Marana Citizens’ Forum ìç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2011 FY 2012 FY 2013 FY 2014 ActualActualEstimatedProjected Processed records requests500 400230250 completed within 72 hours98% 98% 98%98% Recorded documents18017580100 Regular and Special Agendas32416050 Respond to 95% of Special Events Permits Public Records (Transferred to Development 30n/an/an/a requests within 72 Services 10/2011) hours Insurance claims75405060 processed within 24 hours100%100%100%100% Liquor Licenses processed20142224 Ensure quality preparation and timely distribution of CouncilCouncil AgendaMeetings32296060 Meeting Agenda packets Prepare publicity pamphlets and process any arguments 100%n/a100%n/a received Preparation of Election Notify residents of polling materials for Primary locations and update Elections n/an/a100%100% and General web page (Deadlines are met per Ballot replacement center n/an/a100%n/a statutefor each item) Receive and publish 100%n/a100%n/a Candidate filings on time Permanent records properly 85%100%100%100% stored in acid free boxes Council meeting records filed, Records Management scanned, and processed90%100%100%100% & Administration within 3 days after meeting All non-DSC files at MOC 65% 80% 85% 85% records buildinginventoried Clerk’s file room inventory of all permanent and non-n/an/a50%100% permanent records Electronic inventory of all n/an/a25%50% town records in Versatile Records destroyed in timely - - 90%100% manner Provide adequate storage - - 50%60% space for town’s records Community Relations (Community Connections, Citizen Recruit additionalparticipation - - 50%60% Forum, Volunteer initiatives) ëð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$209,264$201,975$219,825$232,796 Contracted Services139,02815,793161,41017,921 Operating Supplies & Equipment1,3382,2324,0003,500 Total by Category$349,629$219,999 $385,235$254,217 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$349,629$219,999$385,235$254,217 Total by Fund$349,629$219,999$385,235$254,217 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Town Clerk1.001.001.001.00 Deputy Town Clerk1.001.00- - Records Administrator- - 1.001.00 Agenda & Records Clerk1.001.001.001.00 3.003.003.003.00 ëï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì HUMAN RESOURCES HR Director Administration Recruitment Benefits Employee Classification ManagementRelations Compensation 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 collaborates with leadership 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. 2012 – 2013 Accomplishments Coordinated and launched a Marana “Culture” Projectwith the University of Arizona Eller College of Management Conducted a Request for Proposal bidding process to select a consultant to perform a classification and compensation study Implemented a new process by which to review annual strategic position requests Reconvened the Benefits Committee (continued education, plan design, and employee feedback on benefits)and combined with the Wellness Committee to increase input from all departments; provide more conduits for sharing information throughout the year Conducted a Request for Proposal bidding process to select a vendor to provide life and disability insurance Conducted contract renewal negotiations on benefits plans Coordinated the Employee Benefits Expo (Fair) and conducted Employee Benefits Open Enrollment. Provided online estimator tools to assist employees in selecting the most effective plan options for their needs. Full implementation of paperless employment action processing via MUNIS for all Town departments Conducted an investment analysis on the use of current HRIS system Attended training on the Employee Self-service component of the HRIS system Implemented Employee Self-Service module in MUNIS and conducted on-line benefits enrollment Conducted surveysof new hiresand hiring managersto improve the hiring onboarding process Performed an audit of employee database to increase data integrity Updated, redesignedand maintained HR website including all forms on Intranet Coordinated the completion of 2012 Performance Reviews Revised Personnel Policies Chapters 4, 5 and 8 ëî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Conducted one executive recruitment processes for Utilities Director Conducted Employee Connections in November (2012) and January (2013) Conducted organizational analysis for two departments including employee surveys, and work with department management to determine opportunities increasing employee morale, productivity and engagement Finalized the selection of a performance evaluation tool, and developed department specific competencies to better communicate expectationsand evaluate staff performance. To be implemented in the FY14 fiscal year. 2013–2014Goals & Objectives Implement classification and compensation study results as approved; amend policies as required Continue the implementation, communication and inculcation of our Cultural Values throughout the Town and town processes, including selection of staff, evaluation of performance, and recognition of employees emulating the behaviors. Supporting this will be a workshop on recognition training for supervisors and managers. Fully implement an applicant tracking system Roll out recruitment and hiring processtraining Complete the review and amendment of the Town’s Personnel Policy and Procedures Manual (Chapter 7); maintain all remaining chapters as needed Fullyimplement a new performance management system Develop the plan (training, communication, and support) to implement the new performance tool, Perform, to all employees Design processes to implementan employee development program Survey all departments regarding training needs; seek out internal and external training opportunities and develop a training plan Develop wellness strategies and implement programs in alignment withour Wellness theme: Choose your Healthy Path, through education, prevention and healthy choices. STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget 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/A300 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 ëí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES (continued) FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Increase employee knowledge of operations in other departments by implementing N/A406075 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/A1010 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/A0.50.5 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/A1.0N/A classification project completed in FY13 and compensation completed in FY14 ëì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$303,331$381,641$463,243$478,315 Contracted Services18,52921,310100,63896,605 Operating Supplies & Equipment67,24537,52568,12669,779 Capital Outlay- - - 31,507 Total by Category$389,105 $440,477$632,007$676,206 BUDGET SUMMARY BY FUND FY 2011 FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$389,105 $440,477$632,007$676,206 Total by Fund$389,105 $440,477$632,007$676,206 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Human Resources Director1.001.001.001.00 Employee Relations Administrator1.001.001.001.00 Sr. Human Resources Analyst1.002.002.002.00 Human Resources Coordinator1.001.00- - Human Resources Technician- - 1.001.00 Administrative Assistant- - 0.500.50 Total Human Resources4.005.005.505.50 ëë Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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. 2012 – 2013 Accomplishments 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 2013 – 2014 Goals & Objectives Receive the 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 ëê ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012FY 2013 FY 2014 ActualActualProjectedTarget Receive the Distinguished Budget Presentation Award from the Award ReceivedYesYesYesYes Government 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 processed11,17111,00011,00011,000 Execute efficient accounts Accounts payable checks 5,993 6,000 6,000 6,000 payable and payroll processed activities Payroll checks direct deposited7,100 7,000 7,000 7,000 BUDGET SUMMARY FY 2011FY 2012FY 2013 FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$580,729$622,192$670,417$773,240 Contracted Services138,144121,667164,097168,554 Operating Supplies & Equipment6,0145,8487,2006,500 Total by Category$724,887$749,707 $841,714$948,294 BUDGET SUMMARY BY FUND FY 2011 FY 2012FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$724,887$749,707$841,714$948,294 Total by Fund$724,887$749,707$841,714$948,294 ëé ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012 FY 2013FY 2014 ActualActualProjectedBudget 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 Contracts Analyst- - - 1.00 Senior Accountant1.001.001.001.00 Senior Accounting Clerk1.001.001.001.00 Accounting Clerk1.35 1.351.351.35 Administrative Assistant- - 0.500.50 Total Finance & Accounting8.35 8.358.85 9.85 ëè Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì LEGAL Town Attorney Civil Legal ServicesCriminal Prosecution 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 provides legal advice on civil matters to the Mayor and Council, the Town Manager’s Office and all Town departments, and represents the Town in civil litigation either directly or through outside counsel hired to represent the Town. The Legal Department also prosecutes misdemeanor offenses committed within the Town limits and serves as an intermediary between the police, court personnel, victims, witnesses and defendants. 2012 – 2013 Accomplishments Provided legaladvice and support for the Town’s wastewater utilitylitigation and proposed settlement Provided legal services to acquire water resourcesand credits Trained a new prosecutor and continued to operate a top quality Town prosecutor’s office Researched and drafted ordinances to Revise Town Code Chapter 2-4 regarding Council procedures, agenda format, o and certain procedures for consistency with Arizona open meeting law changes Revise Town Code Chapter 9-4 regarding massage establishments, to assist in o enforcement efforts Rewrite Town Code Section 14-9-3 (escaping water) o Place the Marana Wastewater Reclamation Facility and Rillito Vista Wastewater o Reclamation Facility acquisitions on the ballot for voter authorization Amend the Town’s comprehensive fee schedule o Administrative directives: Completed revisions to the claims management administrative directive o Working on revisions to the mobile technology/cell phone administrative directive o Town policies: Re-wrote the mobile stage policy o Completed comprehensive revisions to Chapter 4 of the Personnel Policies o (Employment Benefits and Leaves) Continued to provide support and assistance in development of the Heritage Park, including the Drachman Institute Master Concept Site Planand preparing/reviewing documents regarding the sale of the train ëç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Provided support and assistance regarding special events, including: Sitting on the planning/logistics committee for special events o DraftingMOUs with Marana Heritage Conservancy and SAACA o Working on revisions to Town Code Chapter 10-6 (Special Event Permits) o Beginning the development of a new policy regarding Town sponsorship/in-kind o support of events Addressing Town insurance issues for events o Negotiated and prepared agreements to Extend the license for electric vehicle charging stations on Town-owned property o Lease the Heritage House to the Gladden Farms HOA o Provide vendors and entertainers for special events o Facilitate the receipt of grant funding o Lease airport apron space o Abate graffiti o Facilitate fire code plan review o Provide lobbying services o Determine and provide development impact fee credits o Amend the terms of water service for the Gladden Farms development project o Comprehensively restate the terms of water service for the Saguaro Bloom o development project Facilitate the conveyance of common area and park land in the Sky Ranch o development project Address the Arizona State Land Department drainageway needed for the o Saguaro Bloom development project Assure the installation of subdivision improvements in various development o projects Revise the San Lucas Floodwall Maintenance Agreement o Procure professional engineering services o Procure human resources and employee training services o Extend the Town Magistrate’s contract o Facilitate and support youth sports at Town recreational facilities o Cooperatively construct Thornydale roadway improvements with Tucson Water o Lease Marana Municipal Complex office space to U.S. Representative Ann o Kirkpatrick Extend and amend the biosolids disposal agreement with Pima County o 2013 – 2014 Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY2011FY2012FY2013FY2014 ActualActualProjectedBudget Provide high quality legal advice on personnel matters and in the Percentage of successful Progress & review of personnel policies, outcomes in personnel 89% 92% 92% 95% Innovationprocedures, administrative matters directives and Town Code personnel provisions Rewrite the Marana Land Percentage completion of Progress & Development Code and codify it the Land Development 50% 80%90% 100% Innovation into the Town CodeCode revision Ordinancesreviewed and 2722 1815 approved Commerce/Provide timely and accurate legal Communityadvice to the Town Resolutionsreviewed and 1179298 100 approved êð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY2011FY2012FY2013FY2014 ActualActualProjectedBudget Number of criminal cases 1,9082,0422,1132,125 prosecuted and closed DUI 189167228200 Commerce/Prosecute misdemeanor cases Criminal traffic672656716700 Communityefficiently and fairly Criminal758907852900 Domestic violence147154125150 Petitions to revoke142158192175 Civil traffic5 4 1720 Commerce/Enforce civil traffic and Town CommunityCode violations Town Code4 286070 Provide legal advice and Number of successful instruction to the Marana Police Commerce/claims and lawsuits Department to minimize Town - - - - Communityarising from law liability for state and federal enforcement action claims BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$661,626$630,898$619,540$634,342 Contracted Services87,349118,80284,90998,896 Operating Supplies & Equipment4,4092,9913,7004,000 Total by Category$753,385$752,691$708,149$737,238 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$753,385$787,483$708,149$737,238 Total by Fund$753,385 $752,691 $708,149$737,238 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget 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 Agent2.001.00- - Administrative Assistant- 1.001.501.50 Office Support Assistant1.001.00- - Total Legal8.008.006.506.50 êï Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì TECHNOLOGY SERVICES Technology Services Director Infrastructure Applications Department Overview The Technology Services Department provides Town departments 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. 2012 – 2013 Accomplishments Awarded the top Digital City award by the Center for Digital Government Completed the VOIP project Completed the upgrade to the Motorola Public Safety Radio system Upgraded the network infrastructure Initiated Mobile Tablet pilot with Code Enforcement Upgraded the Cooling System at the MPD Data Center Worked with Finance and HR toupgrade the Munis ERP System 2013-2014 Goals & Objectives Upgrading the dispatch equipment in the 911 communications center Rebuilding the Town Web site Upgrading bandwidth and building communications redundancy to the MOC Exploring a shared services model with other agencies Creating a new aerial layer for the Town GIS maps êî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Provide GIS map and data request services to staffand 1,3401,4801,5001300 Develop and maintain general public Town’s official maps, GIS applications, and GIS data library for town-wide use Ensure geo database data is NANA100%100% updated weekly Implement virtualization technology that provides significant decrease in hardware costs, greater Percentage of servers flexibility and 22%30% 40%60% virtualized responsiveness to user needs, and reduction of energy and server room resources Total work orders completed1,5001,6001,6001,600 Average time to complete Provide technical support non-critical work orders(in 4.0 3.02.02.0 for all data, voice, and days) video communications Respond to high priority issues N/A 100%100%100% within 2 hours Network availability –uptime N/A 99%99%99% of the Town network24 x 7 Ensure availability of Town network and server resources Server availability – uptime of N/A 99%99%99% all servers 24 x 7 BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$738,153$820,452$925,088$1,092,746 Contracted Services532,659728,676721,738774,149 Operating Supplies & Equipment85,59186,61394,679190,824 Capital Outlay228,410363,638295,000- Total by Category$1,584,812$1,999,379 $2,036,505$2,057,719 êí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$1,584,812$1,999,379$2,036,505$2,057,719 Total by Fund$1,584,812$2,383,215$2,036,505$2,057,719 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Technology Services Director1.001.001.001.00 Network Technician1.001.001.001.00 Technology Manager2.002.002.002.00 Utilities Technology Analyst1.001.001.001.00 Computer Technician1.002.001.001.00 Public Safety Technology Specialist1.001.002.002.00 Website Administrator- - - 1.00 Senior GIS Analyst1.001.001.001.00 GIS Analyst- 1.001.001.00 Database Analyst1.001.001.001.00 Senior Software Engineer1.00- - - Executive Assistant1.001.00- - Business Process Analyst- - 1.001.00 Total Technology Services 11.0012.0012.0013.00 êì Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì DEVELOPMENT SERVICES ADMINISTRATION Development Services Administration General Manager Economic Building SafetyPermits & RecordsPlanning Development Department Overview To provide clear support and coordination for the Town of Marana Development Services departments (Planning, Permits and Records, Building Safety and Engineering),Economic Development and Real Propertyto 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. 2012 – 2013 Accomplishments Continued with the reorganization of Development Services into teams. Created community beneficial projects for the teams to complete to familiarize themselves with working in a team environment Increased funding opportunities for staff to attend training (CRW, AZBO and Word/Excel 2010) Continued to expand the types of building permits that are processed over-the-counter Continued collaboration with the Building Official to improve building permit processes Obtained Economic Development and Real Property Services Re-invented the DSC pages organization and functionality of the website 2013 – 2014 Goals & Objectives To promote better communications within divisions of Development Services Better utilize staff resources with the input from staffgenerated surveys Improve the effectiveness of the Development Services teams using results from staff generated surveys êë ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Continue dissolving the “departmental silos” until Development Services becomes the department and Planning, Engineering and Building are divisions within Promote business growth in north Marana STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Assist in the creation of an Percentage complete of on- on-line permitting system 20%30%40%0% line permitting system for the Town of Marana International Code 7 7 7 7 Certifications received Improve staff training, education and certification Arizona Building Official levels. Association code training 15151515 Sessions attended per year Streamline public processes to make it In-house plan reviews as a easier for public and percent of total plan reviews 95%95%95%95% developers to work with taken the Town Single family dwelling plans 85%85%95%97% reviewed within five days Ensure sufficient response Model plan reviews completed 90%90%95%97% to public for permitting within five days and inspections Field inspections completed within one business day of 90%90%95%95% request BUDGET SUMMARY FY 2011FY 2012FY 2013 FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$169,133$36,573$200,948$352,439 Contracted Services2,2035,74557,849210,445 Operating Supplies & Equipment1,2697,7618,3008,300 Capital Outlay- 1,259- - Total by Category$172,605$51,338$267,097$571,184 êê ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY 2012 FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$172,605$51,338$230,097$399,184 Bed Tax Fund- - $37,00047,000 Downtown Reinvestment Fund- - - 125,000 Total by Fund$172,605$51,338$267,097$571,184 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013 FY 2014 ActualActualProjectedBudget Development Services General Manager1.00- - 1.00 Executive Assistant1.001.001.001.00 Development Services Center Manager- - 1.001.00 Economic Development Manager- - 1.001.00 Total Neighborhood Services & Community 2.001.003.004.00 Development êé Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì PERMITS & RECORDS Development Services Center 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. 2012 – 2013 Accomplishments Issued permits for large scale projects including the Encantada Apartments andthe Regency Casitas and Dove Mountain Casitas Issued a total of 207 (as of 2.27.13)SFR permitsand approximately 380 non-residential permits Ran over 1,400reports to provide superior service and follow-through on pending and issued permits Continuedcross-training between some employees to maintain adequate working knowledge of various systems/programs Created a redundant system of records maintenance through cross-training employees, updated customized retention schedule 2013 – 2014 Goals &Objectives nd Create an ADA compliant and more accessible entry door to 2floor reception Upgrade CRWto improve employee and customer interaction, implement iPads Continuecross-training between development coordinators and records personnel 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 êè ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Work with Clerk’s office to better determine retention/destruction through customized retention schedules STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Complete in-house reproductions within 1 85%90% 95% 100% businessday Reformat forms and increase availability of online20%50%50% 100% Streamline DSC processes information and proceduresand improve public outreach Standardize all formats and 20%30%30% 75% checklists Initiate and foster team dynamic through cross-- 30%50%50% training Draft comprehensive program to allow for alternative 25%75%80%0% Alternative hours and hours/location location permitting program Develop implementation plan10%90%95%0% Continue withpre- Continue involvement with permitting meetings for 100%100%100%100% pre-permitting meetings Commercial Development Department requirements for 50%50%60%80% all permits types CRW standards, guidance and 75%100%100%100% Outreach to other DSC administration departments to facilitate permit processing Develop checklists50%50%100%50% Cross-train all permit clerks for - 50%50%75% continuity of service BUDGET SUMMARY FY 2011FY 2012 FY 2013 FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$423,452$509,934$505,595$445,510 Contracted Services56,02366,98563,309105,933 Operating Supplies & Equipment16,67312,44320,30020,300 Capital Outlay- 54- - Total by Category$496,148$585,900 $589,204$571,743 êç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$496,148$585,900 $535,337$571,743 Total by Fund$496,148$585,900$589,204$571,743 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Permits Center & Records Manager1.001.00- - Real Property Acquisition Agent- - 1.000.00 Senior Permit Clerk1.001.001.001.00 Development Coordinator2.002.002.002.00 Permit Clerk3.003.003.003.00 Project Coordinator- 1.001.001.00 Document Imaging Clerk1.501.501.501.50 Total Permits & Records8.509.509.508.50 éð Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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 lightingand ventilation, energy conservation and safety to life and property from fire and other hazards attributed to the built environment. These crucial elementsin building safety are addressed during a plan review and inspection process. The department also assures the safety of structures for first responders such as fire fighters and other emergencyagenciesthat respondduring emergency conditions. 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 inspection of code compliance. The building safety department serves both the commercial and residential building community and acts as a supporting entityto outside fire services agencies and to our residents and visitors to ourcommunity. Our goal as the building safety department is maintain the vision of the town, as it is related to building safety by incorporating the strategic plan into our policies and procedures whenever possible. Currently the building safety department has astaff of 8 full time employees, supporting the daily operations of the Development Services Center.The department staff consistsof 4 plan review staff members, 3 inspectors and the building official. 2012 – 2013 Accomplishments Prepared amendments to 2012 International Building Code editions for adoption. This code adoption will include a fire code that was amended with significant input by the town. Plan review completed all plan review in the designated timeframe Provided expedited plan review for 16 models that builder, D.R. Horton is going to use in their redevelopment of Saguaro Bloom. éï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Completed the inspection process for the new Wal-MartNeighbor Market. This was reconstruction of existing commercial space, 36,000sq.ft. Completed allscheduled inspections on time Completed inspection for MeritageHomes as part of their fast track build schedule. This produced the completion of two homes within 30days. These models homes are located in a part of the town that has experienced a high level of permit activity. Complete inspection for D.R. Horton at Saguaro Bloom fast track build schedule for model complex center Assigned inspector for Aerie4050 that produced the completion of over 150 units within 10 months. 2013 – 2014 Goals & Objectives Adoption of the 2012 International Building Code Improve Plan Review Process Increase Certification Levels of our Staff Review Procedures for Creating a Paperless Field Inspection Report Research Needed Equipment for Paperless Field Inspection Report Develop a plan of action for moving towards electronic plan review STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Perform building Total number of building 15,87616,70017,00017,500 inspectionsinspections performed Number of Building Code Perform inspections for Compliance inspections15151520 building code compliance performed éî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY FY 2011 FY 2012 FY 2013 FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$391,133$395,752$599,811$713,518 Contracted Services8,1487,49445,22841,931 Operating Supplies & Equipment16,43438,74527,90347,258 Capital Outlay- - - 24,000 Total by Category$415,716 $502,821 $672,942$826,707 BUDGET SUMMARY BY FUND FY 2011 FY 2012 FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$415,716 $502,821 $672,942$826,707 Total by Fund$415,716 $502,821 $672,942$826,707 AUTHORIZED POSITIONS FY 2011 FY 2012FY 2013FY 2014 ActualActualProjectedBudget Building Official- - 1.001.00 Chief Building Inspector1.001.001.001.00 Senior Plans Examiner- - 1.001.00 Plans Examiner- - 2.002.00 Plan Review Technician- - 1.001.00 Building Inspector II 1.002.001.002.00 Building Inspector I 1.001.001.001.00 Code Enforcement Officer2.002.00- - Total Building Safety5.006.008.009.00 éí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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. 2012 – 2013 Accomplishments Staff provided in-kind support to the Imagine Greater Tucson project, a community based effort dedicated to creating a shared vision for Tucson region’s future. As a member of the Technical Advisory Committee, tasked with development of the Imagine Greater Tucson Pima Association of Government transportation survey, staff provided input to development of the online survey. The survey will provide citizens the opportunity to consider future prioritization of the region’s transportation system given the limited amount of transportation dollars available. Amended the Marana Main Street Specific Plan, adopted in 2008, from a single specific plan land use designation, village commercial, to two complimentary commercial land uses: HighwaySupport Commercial and Marana Main Street Commercial. Additional changes included address freeway signage, amending the criteria for drive-through facilities and modification to the street section for Marana Main Street. These changes continue to promote multi-story buildings that integrate street front retail, services, entertainment, hospitality, office and upper floor residential uses. Partnered with the Arizona State University Master of Urban and Environmental Planning Spring 2013 program to create the Marana Downtown Area Conceptual Plan, a vision for development in Downtown Marana. Student work was performed under the direction of Marana Planning staff, with Associate ProfessorJoochul Kim acting as the faculty advisor. This project provided students with an opportunity to gain planning experience working éì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² to develop concepts for the Downtown Activity Center, an area identified in the Marana Economic Roadmap as critical to the economic growth of the Town and part of the Council-approved Single Central Business District. The deliverable, the Marana Downtown Conceptual Plan- A Development Plan for Marana's Downtown Study Area will provide guidance as the town explores development opportunities in the Downtown area. Staff participated in the development of the Sustainable Marana Baseline Report.The baseline report consists of an inventory and description of Marana's current sustainable practices. Currently in the last stages of the draft, the final baseline report will be shared with the public and updated annually to measure progress from one year to the next. 2013 – 2014 Goals & Objectives STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Staff will review the current Land Development Code and propose changes to the Code Number of Code Text where necessary. Staff Amendments processed by7 4 5 5 Staff will take each text amendment through the Town’s amendment process Staff will work at finding more submittaldocuments The amount of reduction in 15%20%20%20% that can be acceptedpaper copy submittals electronically Evaluate and provide cost benefit analysis of strategic annexations into Number of proposed 2 2 2 2 Pinal County and other annexations processed by staff area’s to protect the Town’s interest Staff will process / route Percentage of submittals sent all submittals within 3 97%98%98% 98% out within 3 days days of receipt BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$505,135 $631,515 $537,409$615,383 Contracted Services15,31114,37031,11932,346 Operating Supplies & Equipment4,7862,1823,0003,600 Total by Category$525,232$648,068$571,528$651,329 éë ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY 2012 FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$525,232$648,068$571,528$651,329 Total by Fund$525,232$648,068$571,528$651,329 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013 FY 2014 ActualActualProjectedBudget Planning Director- 1.001.001.00 Assistant Planning Director 1.001.00- - Planner II 2.002.002.002.00 Planner I 4.004.004.004.00 Environmental Project Coordinator- - - 1.00 Total Planning7.008.007.008.00 éê Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì POLICE Chief of Police SupportServices BureauField Services Bureau Department Overview The Marana Police Department is committed to providing unparalleled service and unwavering protection to every person in the Town of Marana. 2012 – 2013 Accomplishments Started the Marana PoliceExplorer Programto engage and inform the youth of our community about the work of a law enforcement officer, providing an avenue for those interested in a career in LE the opportunity to get the exposure needed to prepare them for the future. Started Citizens Police Academyto engage citizens in gaining an understanding of the work, knowledge, and skills required in policing for the purpose of increasing our partnership with the community. Increased Volunteer Involvement in additional areas toreduce costs and increase efficiency. Using them specifically to take on responsibility for several crime prevention programs that were cut in 2008 due to budget constraints. These programs include but are not limited to “Crime Free Multi-housing, Neighborhood Watch, VIN etching, Business Watch, etc. Reductions in Crime: 29% in part 1violent crime and 13% in part 1 property crime, 18% overall. Started the Department’s firstHonor Guardto serve as a strong public representation of the Town’s professionalism during public events, parades, funerals, etc. Implemented a Brand New Policy Manual that is consistent with accreditation practices and policies. Started 7 minute daily training for officers (during briefing) – “every day is a training day” éé ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Created our own Leadership classes and discussions using examples of leaders from books such as “Wooden on leadership” “Powell’s Principles of Leadership” etc. Secured Grant funding to increase the traffic squad by two units to improve traffic safety in our community, added 1 additional officer to the squad. Put together a sergeant promotional process,promoted 1newsergeantand created a list from which to promote future sergeants Shut down six businesses operating in Marana engaged in illegal activity Began the implementation of “in-car” report writing for officers - to improve efficiency and increase available time spent in the field (visible police presence) as opposed to needing to respond to the station to write all reports Purchased (via restricted vehicle impound funds) an electronic citation system to decrease the amount of time spent writing a ticket, increase efficiency, improve citizen contact, etc. STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Personnel attending 24253028 supervisory/management level Provide quality police training leadership and professional service by Number of personnel who implementing a career attended one job-specific105105105105 development plan for all training MPD employees on Partnering with other law excellence and enforcement agencies to 138 8 8 sustainability 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 stops14,23315,65616,00016,000 DUI arrests150165170200 Felony arrests; part 1 crimes 63697570 only Misdemeanor arrests; part 1 195214220220 Efficient and effective crimes only Operations Division/Patrol Crimes against persons; part 1 23025324060 crimes only Crimes against property; part 1,2881,4161,3501,200 1 crimes only Average number of calls per 424466470470 officer Number of officers per 1,000 citizens; national2.32.32.3 2.1 average 2.4 éè ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Informational presentations to 60607070 community groups Establish community Number of Neighborhood partnerships with open 10152017 Watch groups and effective communications, focused Participants in GAIN “Getting N/AN/AN/A150 on addressing quality of Involved in Neighborhoods” life issues and safety Business security contacts12100150150 concerns Holiday Patrol1 1 1 1 Continuously evaluate and improve the Volunteers in Police Service Program (VIPS) including recruitment, training, Number of hours worked7,6009,5009,5009,500 outreach, reporting and communication within the Police Department and Town of Marana BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost $7,692,632 $8,173,410$8,649,477 $8,851,331 Contracted Services533,634561,252551,127595,694 Operating Supplies & Equipment694,1181,376,9561,504,6061,585,212 Capital Outlay85,723245,978922,000609,500 Total by Category$9,006,108$10,357,595$11,627,210$11,641,737 BUDGET SUMMARY BY FUND FY 2011 FY 2012 FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$8,573,389$9,807,804 $11,044,369 $10,858,908 Grants / Contribution432,719549,790582,841782,829 Total by Fund$9,006,108$10,357,595$11,627,210$11,641,737 éç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Chief of Police1.001.001.001.00 Police Captain- 1.001.001.00 Police Lieutenant3.003.003.003.00 Police Sergeant10.0010.0011.0011.00 Detective5.005.005.005.00 Police Officer58.0058.0057.0058.00 Police Telecommunications Manager1.001.001.001.00 Police Records Supervisor1.001.001.001.00 Police Telecommunications Supervisor1.001.001.001.00 Dispatcher12.0012.0012.0012.00 Police Records Clerk6.006.006.006.00 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 Total Police104.00105.00105.00106.00 èð Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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. 2012-2013 Accomplishments Continued in-house probation monitoring section, which eliminated the need to contract probation services to an outside vendor. Continued the home arrest program allowing certain offenders to be monitored at home via an electronic monitoring bracelet, saving the town significant costs for Pima County jail incarceration Bond Schedule cards continue to be printed in house 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. Enhanced the quality of video evidence with the purchase of a55” monitor so that all in the courtroom may view. Joined in a multi jurisdictional effort to establish a Veterans Court which provides enhanced court services to the veterans in our community. 2013–2014 Goals & Objectives Continue to refine and expand accomplishments of prior years èï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Focus on methods to improve collections and reduce failure to appear rates by exploring the most recent technology available, for example “robo calling.” and an IVR system. The court is waiting for the Town to expand its website to allow for online payments, as the majority of Courts in the state currently provide Explore and enhance various techniques and methods to insure the maintenance of exceptional customer service STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012 FY 2013 2014 ActualActualProjected Budget Provide fair and equal justice, and provide Case processing error rate8%7%5%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 filed8,5009,2009,6009400 affected by simple mistakes Provide exceptional customer service to litigants. Reducethe amount of complaints and Complaints received218 5 11 negative comments about Marana’scourt to less than 10 per year Maintain open communication and provide a better understanding of the judicial systemby Number of meetings with retainingand fosteringTown officials which include 17202626 open communication dept. head meetings, between the Court and community connections 101 citizens of the Town of Marana and maintaining an Open Door policy with Town officials Provide fair and equal justice to litigants and Number of home arrest 42546161 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 187200215215 probation cases ability to enforce the condition of sentencing èî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$806,727$818,852$859,922$894,186 Contracted Services90,429121,030196,784207,296 Operating Supplies & Equipment10,74014,711275,540338,500 Capital Outlay- - 5,00010,000 Total by Category$907,895$954,593 $1,337,246$1,449,982 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$868,996$905,598$963,109$988,884 JCEF Fund998- 40,80053,000 FTG Court Fund- - 31,00034,500 Local Technology Fund37,90148,994302,337373,598 Total by Fund$907,895$954,593$1,337,246$1,449,982 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget 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 Clerk4.005.005.005.00 Total Courts 13.00 14.0014.0014.00 èí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì PUBLIC SERVICES ADMINISTRATION Public Services Administration General Manager Engineering Airport Public Works Utilities 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. 2012 – 2013 Accomplishments 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 2013 – 2014 Goals & Objectives Improve wastewater operational efficiency Deploy pavement preservation program Complete asset inventory èì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012 FY 2013FY 2014 ActualActualProjectedBudget Improve wastewater Reduce operational costs by N/A15%15% operational efficiency30-percent Deploy pavement Percent of approved Budget preservation programN/A75%100% work program completed Inventory remaining systems N/A85%100% including wastewater Complete asset Complete project management inventory integration of maintenance N/A90%100% projects BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$449,977$479,345$435,074$235,317 Contracted Services6109,62712,7702,160 Operating Supplies & Equipment1,3375,3605,1902,850 Total by Category$451,923$494,331$453,034$240,327 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013 FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$451,923 $483,211 $453,034$240,327 Total by Fund$451,923 $483,211 $453,034$240,327 èë ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Public Services General Manager1.001.001.00- Public Works Director- 1.001.001.00 Assistant Public Works Director- - - 1.00 Contracts Administrator1.00- - - Contract Analyst1.001.001.00- Senior Administrative Assistant1.001.001.001.00 Customer Service Specialist0.50- - - Office Support Assistant0.50- - - Total Public Services Administration4.004.004.003.00 èê Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì OPERATIONS & MAINTENANCE Operations & Maintenance Community Facilities Code AdministrationStreetsFleet Services ResponseManagementEnforcement 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. 2012 – 2013 Accomplishments Facility Accomplishments: Successful renovation/move of MOC (PD, PW and Utilities) Completion of MOC warehouse/auto shop project (roofing, electrical and coolers) Completion of MMC parking lot seal coat and concrete flat work Completion of PD Dispatch flooring replacement 85% completion of the first Facility Master Plan (expected to have 100% by March 2013) Completed facility inventory and asset tagging (know quantities of all facility items) Completed carpet cleaning program Installed new computer based Building HVAC controls system at the MMC with capability to control all Town buildings. Will have the MCC on this system by mid February 1013. Built the DSC BDC to improve the community’s ability to process building permits Built the Fleet Shop to improve employee’s ability to schedule and wait in a safe location while repairs are being made. Fleet Accomplishments: All staff ASE Certified – added 5 new certifications and renewed 10 certifications Sixth year in a row the shop has achieved ASE Blue Seal Shop certification. The Town shop is one of only ten in the state. BMW Certified technician Purchased and outfitted over 30 units Disposed of all retired vehicles and other supplies across the Town Implemented new shop safety by installing safety chains at bay doors and by having the new Fleet Office area for employees and vendors to discuss their automotive issues away from the working shop. Provided 24/7/365 on call services èé ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Street Maintenance: I-10 East and West bound Town of Marana limits crews mowed and trimmed trees clean on and off ramps, pick up trash. Completed the landscaping of Silverbell road between Cortaro and Twin Peaks. Crack sealed Parcel 3, 4, 7, in continental ranch. The VillagesIII at Dove Mountain, The Villages at Dove Mountain, The Villages at Red Hawk in Dove Mountain. Crews removed and repaired concrete and asphalt throughout the Town of Marana for trip hazards, sink holes and failing material. Crews continued to maintain the dirt shoulders and dirt roads throughout the town for erosion hazards Crews provided support to all departments throughout the town with maintenance issues, traffic control and special events. Continued with the I 10 cleanup and removed over 100 tons ofdebris and trash Completed the repair of the Orange Grove pumps repair and electrical system Removed 5 Homeless camps and haul of over 7 tons of debris Signals/Signs/Markings: Currently upgrading all traffic signal lights to LED’s. Upgraded all signs onintersections from regular sign to an IISN (lighted sign). We accomplished a maintenance and replacement schedule on all intersections (LED’s, Controllers, Battery Backups, etc.) Established a striping schedule to stripe all long line First half in September/October Second half February/March. Upgraded all sings in subdivisions Continental Ranch Parcel #8, Cortaro ranch, The Villages at Dove Mountain, The Villages at Red Hawk, The Villages III Dove Mountain, and The Villages IV at Dove Mountain. Continued the upgrading of short line striping (crosswalks, stop bars, symbols) from thermo to pavement tape throughout the Town of Marana. Code Enforcement: Helped in the process with legal of changing the Town Code Section’s 10-2 and 11-7 to decriminalize them to be civil violations to be able to write citations. Code Enforcement is in now working alongside the Police Department assisting with graffiti, red tags, parking issues and barking dog situations. Began a graffiti abatement program, to be finalized in 2013. Assisted Community Development Department with neighborhood clean ups in Adonis and Honea Heights. Helped in the process with Legal and Water Department with changing the Utilities Code Section 14-9-3 so that Code Enforcement may be able to enforce water escaping onto private property as well as public. Created a new Code Enforcement educational brochure. Code Enforcement began attending neighborhood/business coalition meetings Created Notices of Violations for field use. Workedclosely with the Sign Code Task Force to update the codes in order to make Marana a more business friendly. Began an abatement process regarding dilapidated structures with Building Department. Continued providing customary services to the Town of Marana . èè ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2013 – 2014 Goals & Objectives Facilities: Implement Facility Master Plan. Fully implement CarteGraph into workorder system and work calendar. Complete first phase ofelectrical system code compliant list. Provide response to customers within 48 hours. Integrate central HVAC controls by upgrading systems for remote monitoring and adjustment ability. Fleet: Launch CarteGraph into work order system. Successfully bid out services needed. ASE certified staff. Renewal of ASE Blue Shop Certification. Complete routine service the same day. Develop and implement Air Emissions certification and become ADEQ third party test facility. Street Maintenance: 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 Establish a pre-maintenance program for pavement preservation program: O&M street maintenance crews are to patch sinkholes, crack seal, sign upgrade, sidewalk repair before any street preservation begins. Establish an interdepartmental supervisor weekly maintenance meetingbetween O&M, Parks, Utilities, Airport todiscuss any assistance that may be needed to accomplish each department needs. Establish a staff coaching checklist: Foremenare to notify and meet with each staff to discuss theirweaknesses and strengths to continue to build a stronger team. Code Enforcement: Complete Sign Code revisions through Sign Code Task Force Finalize Graffiti Abatement Pilot Program and implement with goal of having formal program upon completion of initial program trial period. Work with Graffiti Task Force to implement changeswithin Town Code relating to graffiti abatement. Finalize and implement Dilapidated Structure Abatement Program managed by Code Enforcement in partnership with Building & Legal. Work with Community Development for regular attendance at community meetings with different neighborhoods and HOA’s. Continue to develop relationship with PD that will allow us all to work together to address problems through a team approach in targeted areas. Increase efficiency through use of software, applications, and hardware that will allow us to spend more time in the field and complete most tasks without having to respond back to the office. Obtain designations as Certified Code Enforcement Officers through training and testing. This will assist us with ensuring we are best serving the community and within the court system. èç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Work with other Town departments and community groups to not only have neighborhoods maintained at the minimum standards, but to raise those standards both within the Town and also within these neighborhoods. Provide literature and outreach to the community so that they have a better understanding of what we do and have the resources to contact us with any questions/problems/concerns. Implement first real budget for Code Enforcement. Work with Legal to develop a formalized process for dealing with vacant/abandoned properties and serving Notice Through Publication to achieve either compliance or the authority for the Town to abate and lien property for cost. STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget 95%, will Perform site inspections and Complete a detailed have more capture detailed inventory of inventory of all Town 52% 65% once we 95% all assets thatrequire 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%50% Document Elements of this planwill encompass current andfuture Facility requirements Fleet maintenance20%50%65%75% Identify and develop Fleet replacement60%90%100%100% Standard Operating Generator operations70%85%95%100% Procedures (SOP’s) for Facility key requests65%95%100%100% all aspects of the Building Modification Facility/Fleet Operations 60%75%85%90% department requests Complete a street Complete inventory of all 52%65%90%90% inventory project which Town infrastructure will determine the amount of Town Improve tracking of signage, signage, lighting, traffic 95%100%100%100% lighting and traffic signals signals, striping, curbs, streets, and sidewalks çð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Percentage of fleet staff Reduce downtime for trained and certified as ASE100%100%100%100% routing maintenance techs and repair of Fleet Percentage of improved fleet 95% with vehicles 75%75%95% maintenance trackingCartegraph Percentage of vehicles 7%12%10%10% replaced Replace vehicles that are ineffective and Percentage of APWA inefficient to operate benchmark for staff to fleet 41%41%41%41% ratio Work with Human Resources and Administrative directive for Technology Services to 100%100%100%100% building access develop key access policy Launch the Pavement All town roads inventoried and N/A80%100%100% Preservation Programinspected BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$1,545,167$1,809,291$1,968,625$2,077,340 Contracted Services906,4061,303,2252,216,5142,502,771 Operating Supplies & Equipment296,152380,393430,085443,348 Capital Outlay824,973289,16015,000238,000 Total by Category$3,572,698$3,782,069$4,640,224$5,261,459 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$2,139,024$1,853,313$2,148,021$2,283,330 Highway User Revenue Fund1,433,6741,928,7562,492,2032,978,129 Total by Fund$3,572,698$3,782,069$4,640,224$5,261,459 çï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Facilities & Fleet Services Manager1.001.001.00- Superintendent1.001.001.003.00 Community Response Manager1.001.001.001.00 Foreman5.005.005.004.00 Signal Technician III1.001.001.001.00 Signal Technician II1.001.001.001.00 Signs & Markings Technician1.001.001.001.00 Fleet Technician II 1.001.001.001.00 Fleet Technician I1.001.001.001.00 HVAC Technician1.001.001.001.00 Facilities Technician- 1.001.001.00 Small Engine Mechanic1.001.001.001.00 Inmate Services Coordinator2.003.004.004.00 Senior Maintenance Worker3.003.003.003.00 Maintenance Coordinator1.001.001.001.00 Maintenance Worker3.003.003.003.00 Laborer7.005.005.005.00 Executive Assistant1.001.001.001.00 Administrative Assistant- - 1.001.00 Code Enforcement Officer- - 2.002.00 Total Operations & Maintenance32.0032.0035.0036.00 çî Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì ENGINEERING Town Engineer Subdivision Engineering Construction/Inspection Division Traffic 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, recommends mitigation measures to reduce impacts from development and addresses the infrastructure needs throughout the town through planning and design of major roadways and infrastructure safety enhancements. 2012 – 2013 Accomplishments Accepted into theFEMA Community Rating System program (CRS), which will result in Marana residents receiving a 10% discount on flood insurance Worked with Federal Railroad Administration, Arizona Corporation Commission, ADOT and UPRR to study Marana railroad crossings for the implementation of a quiet zone throughout Marana Assisted developers of San Lucas subdivision in completing a Letter of Map Revision (LOMR) removing San Lucas from the FEMA special flood hazard area (SFHA) Letting of contract for restudy of roadway and parks impact fees 2013 – 2014 Goals & Objectives Continue to assist Legal in the Land Development Code rewrite Update to the Subdivision Street Standardsconcurrent with the LDC rewrite Adoption of new impact fees for roads and parks çí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Number of SWPPP’s reviewed 38452026 in-house Number of Engineering plans 879490120 reviewed in-house In-house review of plans Number of Planning documents reviewed in-house 808080100 (rezones, spec plans, SLUC, minor land div) Number of Stormwater 52604770 inspections performed Number of Private In-house development permits 18201520 inspection/observation of inspected private development Number of Type 1 permits 13181825 taken in / reviewed Number of CIP projects with Facilitation of CIP programEnvironmentalFacilities in 4 4 4 3 permitting Number of Traffic Work 80120100120 Orders Maintain the operations safety of Town streets Number of Service Request 230200200220 Assignments BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$2,076,746$1,993,257$1,919,602$1,833,107 Contracted Services111,70552,713105,431137,404 Operating Supplies & Equipment40,03764,95580,97072,765 Capital Outlay11,415,6674,162,58714,818,98419,074,207 Total by Category$13,644,155$6,273,512$16,924,987$21,117,483 çì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$2,111,450 $2,151,300 $2,235,903$2,179,301 Grants10,47341,36239,60639,606 Transportation Fund222,707582,7452,275,4072,904,933 Regional Transportation Agency3,562,5971,768,8897,091,95610,366,806 Highway User Revenue Fund- - 510,0001,509,482 South Benefit Area Impact Fees118,90116,457181,45621,185 Northeast Benefit Area Impact Fees- - - 500,000 Park Impact Fees35,005908,9701,023,6432,362,522 Pima Association of Governments1,567,061- 187,000- ½ Cent Sales Tax195,70742,487331,500531,743 Other Agency Funds4,320,737347,8992,768,134490,558 Pima County Bonds- - - 110,000 2008 Series Bonds1,499,516413,399280,382101,347 Total by Fund$13,644,155$6,273,512$16,924,987$21,117,483 AUTHORIZED POSITIONS FY 2011 FY 2012 FY 2013FY 2014 ActualActualProjectedBudget Town Engineer1.001.001.001.00 Assistant Director of Engineering- - - 1.00 Engineering Division Manager1.001.001.001.00 Traffic Division Manager1.001.001.001.00 Traffic Engineer1.001.001.001.00 Civil Engineer1.001.001.001.00 Environmental Project Coordinator2.002.002.001.00 Engineering Technician3.003.003.003.00 Project Coordinator1.00- - - Engineering Aide1.001.001.001.00 Senior Plans Examiner1.001.00- - Plans Examiner2.002.00- - Plans Review Technician1.001.00- - Executive Assistant0.60- - - Construction Division Manager- - - 1.00 Construction Manager- - - 2.00 Construction Inspector- - - 2.00 Right of Way Inspector- - - 1.00 Project Control Specialist- - - 1.00 Capital Improvement Project (CIP) Manager- - - 1.00 çë ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS(continued) FY 2011 FY 2012 FY 2013 FY 2014 ActualActualProjectedBudget Project Coordinator- - - 1.00 Real Property Acquisition Agent- - - 1.00 Senior Administrative Assistant- - - 1.00 Total Engineering16.6015.0011.0022.00 çê Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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. 2012 – 2013 Accomplishments Constructed 2 additional miles of backcountry trails in the Tortolita Trail System. Receivedfor Arizona State Trail Status for Town of Marana Tortolita Trail System Connected Heritage Park buildings (HeritageHouse & Barn) to sanitary sewer. Erected 3 shade structures at Heritage Park Display Garden and constructed garden area. AddedOra Mae Harn Park to the centralized irrigation control system. nd Partnered with Oro Valley Parks and Recreation on 2M.O.V.E. Across 2 Ranges event Increased Youth Flag Football participation 40% with a 70% increase in revenue Expanded Pee Wee Soccer program participation 78% with a 102% increase in revenue Increased Egg Nog Jog participation by 63% Splash ‘N Dash duathlon participation increased 10 fold. çé ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES FY 2011 FY 2012FY 2013 FY 2014 ActualActualActualBudget 143 Provide quality parks Maintain quality park facilities133 acres135 acres135 acres acres and leisure service opportunities for the Maintain quality paths and 46miles49miles51 miles55 miles Marana Community trails Provide regional Construct Display & recreation destination Community Garden at Marana N/AN/AConstructionComplete Heritage River Park forMarana Community events at 1890154165 Provide community Crossroads at Silverbell Park supported events at the Community events at other new district park 1245146155 locations BUDGET SUMMARY FY 2011 FY 2012FY 2013 FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$1,736,633$1,664,190$1,979,120$2,097,356 Contracted Services327,776432,554428,953432,605 Operating Supplies & Equipment649,982614,164638,895684,898 Capital Outlay261,669926,250554,46670,000 Total by Category$2,976,060$3,637,159$3,601,434$3,284,859 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$2,611,226$2,644,161 $2,887,980$3,074,119 Impact Fees – Parks132,852443,835106,088- Pima County Bond Funds222,152548,960381,366209,740 Grants & Contributions9282021,0001,000 MMPC Bonds8,900- - - Other Agency- - 225,000- Total by Fund$2,976,060$3,637,159$3,601,434$3,284,859 çè ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Parks – Administration: Parks and Recreation Director1.001.001.001.00 Assistant Parks & Recreation Director- - 1.001.00 Executive Assistant1.001.001.001.00 Office Support Assistant1.00- - - Customer Service Clerk- 2.752.752.75 Parks – Recreation: Recreation Coordinator3.005.005.005.00 Recreation Programmer2.002.002.002.00 Recreation Leader 1.00- - - Recreation Assistant2.250.750.750.75 Parks – Maintenance: Superintendent1.001.001.001.00 Parks Supervisor1.001.001.001.00 Foreman1.001.001.001.00 Maintenance Worker11.009.009.009.00 Laborer4.006.006.006.00 Parks – Senior Programs Recreation Programmer1.001.001.001.00 Recreation Assistant0.750.750.750.75 Parks – Therapeutic Program Recreation Coordinator1.00- - - Total Parks32.0032.2533.2533.25 çç Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì COMMUNITY DEVELOPMENT& NEIGHBORHOOD SERVICES Community Development Director Grants & Outside Neighborhood HeritageSpecial Events 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; Special Events coordination, and Grant and Fund Development. 2012 – 2013 Accomplishments Provided housing rehabilitation services for twenty (20) area homeowners Received twenty (20) new housing rehabilitation applications Received $1.5 million in grant funding for critical projects Completed rehabilitation projectson fifteen(15) qualifying homes Developed new partnerships to track community issues Had over 75,000 riders on the Sun Shuttle routes in Marana Completed construction of two (2) signature bus shelters for Marana Main Street Produced three major regional events Star Spangled Spectacular; Holiday Festival and Christmas Tree Lighting; and Marana Main Street Festival Recognized community members with the Ora Mae Harn Crystal Legacy and Branding Iron Awards. Improved citizen participation and community outreach process ïðð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Conductedasample community survey to identify citizen perceptions and expectations Launched “Out and About” in Marana Mobile Town Hallwith 3 events 2013–2014 Goals & Objectives Conducta community surveyto identify citizen perceptions and expectations Resolve neighborhood issues by initiating interdisciplinary teams Promote the development of a balanced portfolio of housingto meet the current and future needs of Marana residents Increase awareness ofhistory and heritagewith events and community outreach Increase local transit ridership by 10% Secure grant funding for projects identified in the Strategic Plan Produce and support regionally recognized special events Establish new community partners to support Out & About in Marana STRATEGIC PLAN GOALS & OBJECTIVES FY FY 2011FY 2012FY 2013 2014 ActualActualProjected Budget Receive completed community - 250250500 surveys Participate in Increase community Business/Community Coalition 8 142424 engagement meetings Provide Mobile Town Hall for - - 7 12 special/neighborhood events Housing Rehabilitation projects 24141520 completed Preserve and produce New Affordable Housing Units2 2 1 2 affordable housing alternativesfor Marana Land Acquisition/Entitlement residents. for Affordable Housing402 - - Projects Catalogue and preserve - 502525 Strengthen community heritage objects character by linking the Encourage tours and programs past, present, and future - 2 1010 focused on heritage Facilitateneighborhood 10303535 meetings Strengthen preservation Organize neighborhood efforts in Colonia 1 2 5 5 cleanup days neighborhoods Complete neighborhood plans- 1 2 - ïðï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES (continued) FY FY 2011 FY 2012 FY 2013 2014 ActualActualProjected Budget Provide transit alternatives Increase Sun Shuttle ridership 48,00065,00075,00085,000 for Marana residentsby 10% Increase award ceremonies--11 Engage communitypartners to - - 6 8 plan Increase Community Engage community partners to Engagement in Marana - - 2550 staff events Signature Events Develop new special event- - 1 1 BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$293,888$231,775$265,385$283,100 Contracted Services338,210135,473147,399176,663 Operating Supplies & Equipment185,33698,811435,3322,815,586 Capital Outlay- 83,169260,000- Total by Category$817,434$549,228$1,108,116$3,275,349 BUDGET SUMMARY BY FUND FY 2011FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget General Fund$211,135 $211,590 $323,521$ 374,484 Community Development Block Grant93,544119,333333,9452,699,899 HOME- - 250,000- Bed Tax Fund- - 45,65030,966 Revolving Affordable Housing47,8879,24145,00070,000 Grants& Contributions287,75238,238- - LTAF Funding177,11787,658100,000100,000 Regional Transportation Fund- 83,16910,000- Total by Fund$817,434$549,228$1,108,116$3,275,349 ïðî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Community Development& Neighborhood Services Director1.001.001.001.00 Grants & Housing Coordinator1.001.001.001.00 Housing Rehabilitation Specialist1.001.001.001.00 Special Events Coordinator- - 1.001.00 Total Community Development & Neighborhood 3.003.004.004.00 Services ïðí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì WATER Utilities Director Water Delivery, Production & Capital ImprovementsRegulatory Storage Department Overview To provide our customers with superior service and the highest quality, safe, reliable 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 reliable access to the waterthey need. Marana is committed to this mission and is taking proactive steps to achieve it. 2012 – 2013 Accomplishments Installed 500 water meters as part of the annual replacement of aging meter program. Completed Hartman interconnect combining three water systems (Hartman Vistas, Cortaro Ranch, and Twin Peaks) into one system. This system improvement has provided increased gravity storage and improved fire flow for the benefit of all the water customers. Well rehabilitation at the two Airport System wells. Hired John Kmiec as the Utilities Director. Mr. Kmiec joined the Marana Utilities team after twelve years of service with Tucson Water where he last served as the Environmental & Regulatory Compliance Supervisor in the Water Quality & Operations Division. Replaced500 water meters as part of the annual replacement of aging meter program Re-plumbed the non-potable water system in Rancho Maranato improve accuracy and reduce lost and unaccounted for water Continued valve exercising program ïðì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Continueentering all assets into geodatabase Commenced working with a consultant to develop a backflow application that will greatly improve efficiency 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 2013 – 2014 Goals & 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, Lambert, Marana Park, and Oshrin STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012 FY 2013 FY 2014 ActualActualEstimatedProjected Inventory all water assets for use in maintenance 25%50%100%100% management program ïðë ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² STRATEGIC PLAN GOALS & OBJECTIVES (continued) FY 2011FY 2012 FY 2013 FY 2014 ActualActualEstimatedProjected Acquire additional water 100%100%100%100% resources New development review, hydraulic modeling, system 100%100%100%100% expansion and replacement activities Repair and maintenance of potable and non-potable 100%100%100%100% distribution system General management of water 100%100%100%100% utility. Extend water resource 100%100%100%100% portfolio BUDGET SUMMARY FY 2011FY 2012FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$1,155,611 $1,018,146 $1,219,532$1,330,636 Contracted Services366,559270,693937,706990,932 Operating Supplies & Equipment891,569818,1541,217,5661,234,410 Capital Outlay112,26718,7701,682,5003,263,000 Debt Service84,028130,518362,282281,461 Other Financing Uses782,040811,682- - Total by Category $3,392,073$3,067,963$5,419,586$7,100,439 ïðê ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011 FY 2012FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget Water Fund $3,280,469$3,039,727$4,493,586$4,695,439 Water Fund – Impact Fees18,567- 66,000635,000 Water Renewable Resources - Wastewater93,03728,235860,0001,770,000 Total by Fund $3,392,073 $3,067,963 $5,419,586$7,100,439 AUTHORIZED POSITIONS FY 2011FY 2012FY 2013FY 2014 ActualActualProjectedBudget Utilities Director1.001.001.001.00 Utilities Operations Manager1.001.001.001.00 Utilities Services Supervisor1.001.001.001.00 Superintendent1.001.001.001.00 UtilitiesProduction & Distribution Supervisor- 1.001.001.00 Foreman1.00- - - Management Assistant1.001.001.001.00 Water Quality Inspector1.001.001.001.00 ElectricPump & Well Technician1.001.001.001.00 Water Operator II - 5.005.005.00 Water Operator I 6.001.001.001.00 Civil Engineer1.001.00- 1.00 Utility Billing Specialist2.002.102.102.10 Utilities Technology Coordinator- - 1.001.00 Customer Service Specialist1.001.00- - Customer Service Clerk - - 1.001.00 Total Water Department18.0018.1018.1019.10 ïðé Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì WASTEWATER Utilities Director Wastewater Treatment Capital ImprovementsRegulatory & Collection Department Overview Marana is committed to providing its customers withquality wastewater reclamation and conveyance services andis taking proactive steps to achieve it. The Town will endeavor to ensure effluent owned by the Town is put to the highest and best possible use to meet long term planning goals and objectivesof the Town. 2012 – 2013 Accomplishments Obtained the Marana Wastewater Reclamation Facility on 03 January 2012 Obtained the Marana Wastewater Conveyance System contributing flowsto the Marana Wastewater Reclamation Facility on 03 January 2012 Commenced operation and maintenance of the Wastewater Reclamation Facility on 03 January 2012 Commenced operation and maintenance of the Wastewater Conveyance System contributing flows to the Marana Wastewater Reclamation Facilityon 03 January 2012 Operation and maintenance of the Marana Wastewater Reclamation Facility is commanded by Town employees (100%) as 01 August2012 Commenced training existing Town staff for the operation and maintenance of the Wastewater Reclamation Facility Commenced training existing Town Staff forthe operation and maintenance of the Wastewater Conveyance System contributing flows to the Marana Wastewater Reclamation Facility Commenced efforts to acquire necessary regulatory and operational permits and licenses ïðè ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Performed walk-thru to identify existing inefficiencies and deficiencies in the operation and maintenance of the Reclamation Facility Compiled a complete inventory of assets at the Reclamation Facility Commenced adding a module for wastewater in the asset management system (Cartegraph) Changed out UV bulbs for three (3) banks Commenced assessing SCADA/telemetry needs of wastewater reclamation facility Cleaned and obtained CCTV for one-half of the sanitary sewer conveyance system commencing at the southern (highest point) end of the system 2013 – 2014 Goals & Objectives Continue to train existing Town staff for the operation and maintenance ofthe wastewater reclamation facility Acquireone (1) additional operator forthe wastewater reclamation facility Continue to work with local, state, and federal regulatory agencies to maintain compliance and operation of the wastewater reclamation facility and sanitary sewer conveyance system Improve the operational efficiencyof the reclamation facility Implementasset management tracking utilizingCartegraph Change out one (1) bankof UV bulbs Reduce the amount of surface inflow to the sanitary sewer conveyance system Clean and CCTV the last half of the sanitary sewer conveyance system Implement the Industrial Waste Discharge PermitProgram Review, investigateand update the previous Industrial Waste Discharge Permits issued byPima County to businesses in the Town Review the CCTV log from the first half of the system cleaning and annotate any deficiencies along with recommendationsaccordingly Compile a complete inventory of the sanitary sewer conveyance assets Provide a comprehensive Preventative Maintenance Schedule for the Marana Wastewater Reclamation Facility Develop and implement templates for the scanning of wastewater documents into laserfiche ïðç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Development and implement an in-house training program (ADEQ certification process) for the wastewater operators Development and implement a weekly safetymeetingprogram STRATEGIC PLAN GOALS & OBJECTIVES FY 2011FY 2012FY 2013FY 2014 ActualActualActualProjected Design of work order system N/A10%100%100% completed Design and implement a cost-based work order system Identify assets which need to N/A50% 100%100% be collected Design and develop Review best management N/A50%100%100% Capacity Maintenance practices for CMOM Operation and Management program for the sanitary sewerage Develop CMOM planN/A10% 50%100% system Locate, identify and evaluate N/A50% 50%100% all manholes Design and develop sanitary sewerage Camera and rank all sanitary maintenance program to N/A50% 50%100% sewage lines minimize sanitary sewer overflows Develop sanitary conveyance N/A0% 50% 100% systemcleaning program BUDGET SUMMARY FY 2011*FY 2012*FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits CostN/A $79,300$181,728$297,553 Contracted ServicesN/A1,263,776413,753424,523 Operating Supplies & EquipmentN/A59,04491,51964,675 Capital OutlayN/A2,354,4849,488,0003,200,000 Debt ServiceN/A74,390- - Total by CategoryN/A$3,830,994$10,175,000$3,986,751 ïïð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY 2012*FY 2013FY 2014 Expenditures By Category ActualActualProjectedBudget Wastewater FundN/A$3,830,994$10,175,000$3,986,751 Total by FundN/A$3,830,994$10,175,000$3,986,751 AUTHORIZED POSITIONS FY 2011* FY 2012*FY 2013FY 2014 ActualActualProjectedBudget Utilities Operations Manager- - 1.001.00 Principal Wastewater Plant Manager- - 1.001.00 Utility Operator II- - 1.001.00 Utility Operator I- - - 1.00 Total Wastewater DepartmentN/AN/A3.004.00 ïïï Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì AIRPORT Airport Manager Airfield Maintenance Coordinator 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: Maintain and enhance airport safety and security. Continue to align airport with Town Strategic Plan. Manage all Federal Aviation Grants and State Aviation Grants for the airport. Overseeand coordinateall construction activities on the airport. Performinginspections to ensure proper maintenance and compliance with airport mandates. Coordinate with contractors and other departments to completerequired airport maintenance. Oversee, coordinate and review all plans and specifications for airport projects. Prepare contracts for maintenance activities and consultant services. Ensure land use and airspace capability with aviation uses throughout the Town and the County. Address public concerns with aeronautical activities and noise throughout the Town. Providefinancial management ofthe airports operations budget. Provide presentations, press releases, and general information for community outreach and community relations. 2013 – 2014 Accomplishments New Airport Manager hired Rehabilitation of Taxiway A Replaced #2 fire pump Replacedand repairedwater wells Repaired 2000’ of eroded fence line Crack sealed Helicopter ramp Created new airfield driver’s training program Increased business jet traffic Conducted ALTA survey and airport and surrounding property Installed new airport security signage ïïî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Maintained a safe accident free airport Installed new signage on entrance gates and hangars to create better visibility to customers and to ensure safety 2014 – 2015 Goals & Objectives Continue to improve the airport parkingpayment process Increase public awareness of the airport’s value to the townthrough airport events Market land parcels available for development Install upgrade gate access and video monitoring system Design Terminal, Helicopter, ParkingRamp rehabilitation Create Master Tenant Lease Redesign airport website Attract and manage additional aviation events on the EastRamp Update Airport Master Plan Replace obsolete and deteriorated airfield guidance signs STRATEGIC PLAN GOALS & OBJECTIVES FY 2011 FY 2012 FY 2013 FY 2014 ActualActualProjectedBudget Increase parking feesfor Parking revenue$12,000$14,000$18,000$20,000 corporate aircraft Attract additional events Number of event days15 152025 on the large ramp Maintain Airport GrowthIncrease overall revenueN/AN/A2%2% BUDGET SUMMARY FY 2011FY2012*FY 2013FY 2014 Expenditures by Category ActualActualProjectedBudget Personnel & Benefits Cost$46,18648,106122,889$136,854 Contracted Services65,617103,011116,439153,501 Operating Supplies & Equipment59,18953,54466,46680,996 Capital Outlay77,732- 2,586,4451,477,134 Other Financing Uses889,225907,698- - Total by Category$1,137,949$1,112,359$2,892,239$1,848,485 ïïí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET SUMMARY BY FUND FY 2011FY 2012*FY 2013*FY 2014 Expenditures By Category ActualActualProjectedBudget Airport Fund$1,137,949$1,112,359$2,892,239$1,848,485 Total by Fund$1,137,949$1,112,359$2,892,239$1,848,485 AUTHORIZED POSITIONS FY 2011FY 2012*FY 2013*FY 2014 ActualActualProjectedBudget Airport Manager- - 1.001.00 Total Airport Operations- - 1.001.00 ïïì 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 ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² CAPITAL IMPROVEMENT PROGRAM Fiscal 2013 – 2014 CIP Plan Overview The Fiscal Year 2013 – 2014Capital 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 April 2, 2013 at the Town Council CIP study session. The CIP budget was adopted simultaneously with the Operating Budget on June 18, 2013. 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. ïïë ÚÇîðïíóîðïì 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. ïïê 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 ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² REVENUE SCHEDULE Revenue Schedule2011 Actual2012 Actual2013 Estimated2014 Projected General Fund Sales taxes$ 20,512,419$ 21,597,158$ 20,080,948$ 19,498,321 Intergovernmental 5,724,962 6,944,530 7,635,206 8,244,233 Licenses, fees and permits 2,502,494 2,720,872 2,993,515 3,194,225 Fines and forfeiture 537,680 558,393 668,540 625,000 Charges for services 430,084 455,852 405,012 396,701 Contributions 5,211 183,030 109,802 116,525 Investment income 74,348 59,388 97,895 100,000 Miscellaneous 1,255,801 725,276 332,334 504,570 Total General Fund31,042,99933,244,49932,323,25232,679,575 Special Revenue Funds Highway User Revenue Fund 1,869,486 2,063,345 2,254,895 2,334,650 Local Transportation Assistance Fund 27,453 - - - Community Development Block Grant 64,872 89,169 159,785 2,699,899 Affordable Housing 1,943 1,920 - 100,000 Judicial Collection Enhancement 12,746 13,768 12,515 14,000 Fill-the-Gap 7,029 6,997 5,990 4,000 Local Technology 127,138 123,394 124,450 118,000 Bed Tax - - 728,165 754,269 Other SRF 795,875 896,749 385,955 829,128 Total Special Revenue Funds2,906,5423,195,3423,671,7556,853,946 Capital Projects Funds Northwest Transportation Impact Fees 51,698 36,224 89,453 233,185 Northeast Transportation Impact Fees 475,632 694,168 519,289 582,655 South Transportation Impact Fees 351,124 433,809 266,805 630,640 Park Impact Fees 945,429 987,848 650,444 1,094,735 Transportation 2,442,839 2,951,626 2,817,920 3,659,877 Pima Association of Governments 6,968,817 1,175,835 7,288,956 10,366,806 Sales Tax Capital 5,049 3,374 - - Other Capital Projects 4,827,380 581,223 3,083,134 705,558 Pima County Bonds 118,208 565,753 - 319,740 CFD Capital 164,937 57,510 49,580 256,681 Total Capital Projects Funds16,351,1137,487,37014,765,58117,849,877 Debt Service Funds 2008 MMPC Bond - 3,000,386 - - Tangerine Farms Improvement District 2,239,244 2,302,457 2,096,555 2,212,507 Gladden CFD DSF 514,606 553,454 320,910 329,846 Other Debt Service - 2 - - Total Debt Service Funds2,753,8505,856,2992,417,4652,542,353 Enterprise Funds Airport 238,226 232,539 2,673,800 1,680,509 Water Utility 3,314,902 3,281,913 3,805,272 4,015,588 Wastewater Utility - 240,590 1,536,740 1,572,863 Total Enterprise Funds3,553,1283,755,0428,015,8127,268,960 Total ALL Funds$56,607,632$53,538,552$61,193,865$67,194,711 ïêï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² EXPENDITURE SCHEDULE Expenditure Schedule2011 Actual2012 Actual2013 Estimated2014 Adopted General Fund Personnel and Benefits$ 18,575,126$ 19,786,221$ 21,005,377$ 22,036,602 Contracted Services4,310,5964,520,8004,180,2534,194,213 Operating Supplies and Equipment3,132,3572,350,1993,637,9423,925,092 Capital Outlay1,071,0641,595,4042,307,7001,298,032 Debt Service-4,395-- Total General Fund27,089,14328,257,01931,131,27231,453,939 Special Revenue Funds Highway User Revenue Fund1,433,6741,928,7552,762,0274,487,611 Local Transportation Assistance Fund177,11787,65892,000100,000 Community Development Block Grant93,545119,333307,2292,699,899 Affordable Housing47,8879,24141,40070,000 JCEF998-37,53653,000 Fill-the-Gap--28,52034,500 Local Technology37,90148,994278,150373,598 Bed Tax--673,716754,269 Other SRF764,369673,465230,0001,373,435 Total Special Revenue Funds2,555,4912,867,4464,450,5789,946,312 Capital Projects Funds Northeast Transportation Impact Fees---500,000 South Transportation Impact Fees118,90118,352181,45621,185 Park Impact Fees167,8571,356,9971,129,7312,362,522 Transportation790,684791,2642,093,3742,904,933 Pima Association of Governments5,129,6531,852,0597,288,95610,366,806 Sales Tax Capital195,70742,573304,980531,743 Other Capital Projects-779,9683,333,516776,905 Pima County Bonds222,152548,960381,366319,740 Community Facilities Distircts997,72726525,6952,308,732 Total Capital Projects Funds7,622,6815,390,43814,739,07420,092,566 Debt Service Funds 1997 MMPC Bond375,315369,742363,805347,840 2003 MMPC Bond1,380,7291,376,5281,381,4291,380,229 2004 MMPC Bond746,299765,113666,663657,775 2008 MMPC Bond 2,675,9635,240,5103,127,8533,154,628 Tangerine Farms Improvement District2,432,4882,239,0172,097,7482,212,507 Gladden CFD DSF667,202702,938700,053700,753 Other Debt Service9,676--- Total Debt Service Funds8,287,67210,693,8488,337,5518,453,732 Enterprise Funds Airport383,8781,112,358375,9851,848,485 Utilities2,545,7333,008,9423,895,6557,100,439 Wastewater-3,756,604687,7503,986,751 Total Enterprise Funds2,929,6117,877,9044,959,39012,935,675 Total ALL Funds$48,484,598$55,086,655$63,617,865$82,882,224 ïêî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² INTERFUND TRANSFERS FY 2013-2014 TRANSFERSUMMARY Transfers From: South Transfers General TransportationWaterWastewater TransportationTotal To:FundFundFundFund Fund Other 50,000- - - - $50,000 Grants Transit100,000- - - - $100,000 1997 Debt142,614- - 205,226- $347,840 2003 Debt1,380,229- - - - $1,380,229 2004 Debt657,775- - - - $657,775 2008 Debt395,0182,089,295565,851- 104,464$3,154,628 Total$2,725,636$2,089,295$565,851$205,226$104,464$5,690,472 ïêí Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïíóîðïì 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 20144,233,0004,202,4768,435,476 20154,257,0004,019,4048,276,404 20164,448,0003,825,6658,273,665 20174,661,0003,617,3898,278,389 20184,890,0003,391,5818,281,581 2019 – 202328,254,00013,093,26641,347,266 2024 – 202829,508,0005,454,40434,962,404 2029 – 20335,275,000656,4815,931,481 2034665,00019,119684,119 Totals86,191,00038,279,785124,470,785 ïêì ÚÇîðïíóîðïì 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 2014 215,000131,040346,040 2015225,000119,700344,700 2016235,000107,756342,756 2017250,00095,156345,156 2018265,00081,900346,900 2019 – 20231,360,000184,6691,544,669 Totals2,550,000720,2213,270,221 2003 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 2014 675,000702,7291,377,729 2015705,000674,7821,379,782 2016735,000644,7161,379,716 2017765,000612,4571,377,457 2018800,000577,9291,377,929 2019 – 20234,600,0002,285,1836,885,183 2024 – 20285,890,0001,007,1256,897,125 2029665,00016,625681,625 Totals14,835,0006,521,54521,356,545 2004 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 2014 355,000299,525654,525 2015380,000285,128665,128 2016395,000266,925661,925 2017415,000246,925661,925 2018430,000225,925655,925 2019 – 20232,525,000774,4753,299,475 2024 – 20261,525,000122,1941,647,194 Totals6,025,0002,221,0978,246,097 ïêë ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² 2008 Series – Municipal Property Corporation (MPC) Revenue Bonds Fiscal YearPrincipalInterestTotal 20141,465,0001,686,3533,151,353 20151,510,0001,625,0033,135,003 20161,580,0001,559,1693,139,169 20171,655,0001,486,7913,141,791 20181,745,0001,404,3783,149,378 2019 – 202310,270,0005,596,90615,866,906 2024 – 202814,445,0002,494,67516,939,675 20291,635,00041,1001,676,100 Totals34,305,00015,894,37550,199,375 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 2013 - 2014 the rate for debt service was $2.50/$100 of assessed valuation. Gladden Farms – CFD General Obligation Bonds - 2004 Fiscal YearPrincipalInterestTotal 2014 60,000110,925170,925 201565,000107,253172,253 201670,000103,288173,288 201775,00099,028174,028 201880,00094,475174,475 2019 – 2023475,000390,022865,022 2024 – 2028500,000212,984712,984 2029 – 2030465,00021,125486,125 Totals1,790,0001,139,1002,929,100 ïêê ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Gladden Farms – CFD General Obligation Bonds - 2006 Fiscal YearPrincipalInterestTotal 2014 85,000157,533242,533 201590,000153,070243,070 201690,000148,480238,480 201795,000143,763238,763 2018100,000138,690238,690 2019 – 2023585,000606,0031,191,003 2024 – 2028765,000423,6381,188,638 2029 – 20321,140,000148,2251,288,225 Totals2,950,0001,919,4004,869,400 Gladden Farms – CFD General Obligation Bonds - 2007 Fiscal YearPrincipalInterestTotal 2014 70,000148,120218,120 201575,000144,675219,675 201680,000140,915220,915 201785,000136,851221,851 201885,000132,623217,623 2019 – 2023505,000589,3561,094,356 2024 – 2028655,000435,5291,090,529 2029 – 20331,265,000223,0411,488,041 Totals2,820,0001,951,1104,771,110 Gladden Farms – CFD General Obligation Bonds - 2010 Fiscal YearPrincipalInterestTotal 2014 10,00053,17563,175 201510,00052,90562,905 201610,00052,59062,590 201710,00052,23062,230 201815,00051,78066,780 2019 – 202375,000252,803327,803 2024 – 202890,000231,744321,744 2029 – 2033105,000206,365311,365 2034665,00019,119684,119 Totals990,000972,7101,962,710 ïêé ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² Tangerine Farms Road Improvement District – 2006 Series TheTangerine 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 withinthe 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 FiscalYearPrincipalInterestTotal 2014 1,298,000913,0772,211,077 20151,197,000856,8882,053,888 20161,253,000801,8262,054,826 20171,311,000744,1882,055,188 20181,370,000683,8822,053,882 2019 – 20237,859,0002,413,85010,272,850 2024 – 20265,638,000526,5166,164,516 Totals19,926,0006,940,22726,866,227 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 2014 222,296139,891362,187 2015228,894133,195362,089 2016235,687126,301361,988 2017242,682119,202361,884 2018249,885111,892361,777 2019 – 20231,365,176441,9921,807,168 2024 – 20281,580,157223,8211,803,977 2029 – 2030699,67020,918720,588 Totals4,824,4461,317,211 6,141,657 ïêè Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Town Manager Town Manager1.001.001.001.001.00 Deputy Town Manager1.001.001.001.001.00 Management Assistant-1.001.001.001.00 Senior Administrative Manager1.001.001.001.001.00 Emergency Management and Safety Coordinator----1.00 Public Information Officer (PIO)---1.001.00 Graphic Designer---1.001.00 Council Liaison 1.001.001.001.001.00 Administrative Assistant---0.500.50 Customer Service Specialist2.032.132.132.132.13 Town Manager Total6.037.137.139.6310.63 Town Clerk Town Clerk1.001.001.001.001.00 Deputy Town Clerk1.001.00--- Records Administrator--1.001.001.00 Agenda & Records Clerk1.001.001.001.001.00 Town Clerk Total3.003.003.003.003.00 Human Resources Human Resources Director1.001.001.001.001.00 Employee Relations Administrator1.001.001.001.001.00 Sr. Human Resources Analyst1.002.002.002.002.00 Human Resources Coordinator1.001.00--- Human Resources Technician--1.001.001.00 Administrative Assistant--0.500.500.50 Total Human Resources4.005.005.505.505.50 Finance Finance Director1.001.001.001.001.00 Finance Manager1.001.001.001.001.00 Management & Budget Analyst1.001.001.001.001.00 Payroll Administrator1.001.001.001.001.00 Purchasing Coordinator1.001.001.001.001.00 Contracts Analyst----1.00 Senior Accountant1.001.001.001.001.00 Senior Accounting Clerk1.001.001.001.001.00 Accounting Clerk1.351.351.351.351.35 Administrative Assistant--0.500.500.50 Total Finance 8.358.358.858.859.85 ïêç ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Legal Department Town Attorney1.001.001.001.001.00 Deputy Town Attorney1.001.001.001.001.00 Town Attorney, Senior Assistant1.001.001.001.001.00 Town Attorney, Assistant1.001.001.001.001.00 Legal Assistant1.001.001.001.001.00 Real Property Acquisition Agent2.001.001.00-- Administrative Assistant-1.001.501.501.50 Office Support Assistant1.001.00--- Total Legal Department8.008.007.506.506.50 Technology Services Technology Services Director1.001.001.001.001.00 Network Technician1.001.001.001.001.00 Technology Manager2.002.002.002.002.00 Utilities Technology Analyst1.001.001.001.001.00 Computer Technician1.001.001.001.001.00 Public Safety Technology Specialist1.002.002.002.002.00 Website Administrator----1.00 Senior GIS Analyst1.001.001.001.001.00 GIS Analyst-1.001.001.001.00 Database Analyst1.001.001.001.001.00 Senior Software Engineer1.00---- Executive Assistant1.001.00--- Business Process Analyst--1.001.001.00 Total Technology Services11.0012.0012.0012.0013.00 Office of Strategic Initiatives Director of Strategic Initiatives1.00---- Economic Development & Strategic Initiatives Manage-1.001.00-- Public Information Officer (PIO)1.001.001.00-- Special Events Coordinator1.001.001.00-- Graphic Designer1.001.001.00-- Curation Specialist0.50---- Managemement Assistant-1.00--- Administrative Assistant--0.50-- Total Strategic Initiatives4.505.004.50-- ïéð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Community Development & Neighborhood Services Community Development Director1.001.001.001.001.00 Grants & Housing Coordinator1.001.001.001.001.00 Housing Rehabilitation Specialist1.001.001.001.001.00 Special Events Coordinator---1.001.00 Total Community Development3.003.003.004.004.00 Development Services Administration Development Services General Manager1.00---1.00 Economic Development Manager---1.001.00 Executive Assistant1.001.001.001.001.00 Development Services Center Manager--1.001.001.00 Total GM - Development Services 2.001.002.003.004.00 Building Safety Building Official---1.001.00 Chief Building Inspector1.001.001.001.001.00 Senior Plans Examiner--1.001.001.00 Plans Examiner --2.002.002.00 Plan Review Technician--1.001.001.00 Building Inspector II 1.002.002.001.002.00 Building Inspector I 1.001.001.001.001.00 Code Enforcement Officer2.002.00--- Total Building Safety5.006.008.008.009.00 Permits & Records Center Permits Center & Records Manager1.001.00--- Real Property Acquisition Agent---1.00- Senior Permit Clerk1.001.001.001.001.00 Development Coordinator2.002.002.002.002.00 Permit Clerk3.003.003.003.003.00 Project Coordinator-1.001.001.001.00 Document Imaging Clerk1.501.501.501.501.50 Total Records & Permit Center8.509.508.509.508.50 Planning Department Planning Director-1.001.001.001.00 Assistant Planning Director 1.001.00--- Environmental Project Coordinator----1.00 Planner II 2.002.002.002.002.00 Planner I 4.004.004.004.004.00 Total Planning Department7.008.007.007.008.00 ïéï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Engineering Town Engineer1.001.001.001.001.00 Assistant Director of Engineering----1.00 Engineering Division Manager1.001.001.001.001.00 Traffic Division Manager1.001.001.001.001.00 Traffic Engineer1.001.001.001.001.00 Civil Engineer1.001.001.001.001.00 Environmental Project Coordinator2.002.002.002.001.00 Engineering Technician3.003.003.003.003.00 Project Coordinator1.00---- Engineering Aide1.001.001.001.001.00 Senior Plans Examiner1.001.00--- Plans Examiner2.002.00--- Plans Review Technician1.001.00--- Executive Assistant0.60---- Construction Division Manager----1.00 Construction Manager----2.00 Construction Inspector----2.00 Right of Way Inspector----1.00 Project Control Specialist----1.00 Capital Improvement Project (CIP) Manager----1.00 Project Coordinator----1.00 Real Property Acquisition Agent----1.00 Senior Administrative Assistant----1.00 Total Engineering16.6015.0011.0011.0022.00 Police Chief of Police1.001.001.001.001.00 Police Captain-1.001.001.001.00 Police Lieutenant3.003.003.003.003.00 Police Sergeant10.0010.0010.0011.0011.00 Detective5.005.005.005.005.00 Police Officer58.0058.0058.0057.0058.00 Police Telecommunications Manager1.001.001.001.001.00 Police Records Supervisor1.001.001.001.001.00 Police Telecommunications Supervisor1.001.001.001.001.00 Dispatcher12.0012.0012.0012.0012.00 Police Records Clerk6.006.006.006.006.00 Crime Scene/Property & Evidence Supervisor1.001.001.001.001.00 Crime Analyst1.001.001.001.001.00 Crime Scene Specialist2.002.002.002.002.00 Administrative Manager1.001.001.001.001.00 Administrative Assistant1.001.001.001.001.00 Total Police Department104.00105.00105.00105.00106.00 ïéî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Courts Town Magistrate1.001.001.001.001.00 Executive Assistant1.001.001.001.001.00 Court Administrator1.001.001.001.001.00 Court Probation Monitor1.001.001.001.001.00 Court Security Guard2.002.002.002.002.00 Court Collections Specialist1.001.001.001.001.00 Court Supervisor1.001.001.001.001.00 Courtroom Specialist1.001.001.001.001.00 Court Clerk4.005.005.005.005.00 Total Courts13.0014.0014.0014.0014.00 Public Services Administration Public Services General Manager1.001.001.001.00- Public Works Director-1.001.001.001.00 Assistant Public Works Director----1.00 Contracts Administrator1.00---- Contracts Analyst1.001.001.001.00- Senior Administrative Assistant1.001.001.001.00- Customer Service Specialist0.50---- Office Support Assistant0.50---- Total GM - Public Services 5.004.004.004.002.00 Operations & Maintenance Facilities & Fleet Services Manager1.001.001.00-- Superintendent1.001.001.002.003.00 Community Response Manager1.001.001.001.001.00 Foreman3.005.005.004.004.00 Signal Technician III 1.001.001.001.001.00 Signal Technician II 1.001.001.001.001.00 Signs & Markings Technician2.001.001.001.001.00 Fleet Technician II -1.001.001.001.00 Fleet Technician I1.001.001.001.001.00 HVAC Technician1.001.001.001.001.00 Facilities Technician-1.001.001.001.00 Small Engine Mechanic1.001.001.001.001.00 Inmate Services Coordinator2.003.004.004.004.00 Senior Maintenance Worker4.003.003.003.003.00 Maintenance Coordinator1.001.001.001.001.00 Maintenance Worker3.003.003.003.003.00 Laborer7.005.005.005.005.00 Executive Assistant1.001.001.001.001.00 Administrative Assistant---1.001.00 Code Enforcement Officer--2.002.002.00 Total Operations & Maintenance31.0032.0035.0035.0036.00 ïéí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Capital Improvement Program Assistant Public Works Director1.001.001.001.00- Construction Division Manager1.001.001.001.00- Engineering Division Manager1.001.001.001.00- Construction Manager2.002.002.002.00- Construction Inspector2.002.002.002.00- Right of Way Inspector1.001.001.001.00- Acceptance Inspector1.001.001.001.00- Project Control Specialist1.001.001.001.00- Engineering Technician0.850.85--- Capital Improvement Project (CIP) Manager1.001.001.001.00- Project Coordinator-1.001.001.00- Administrative Assistant1.00---- Total Capital Improvement Program12.8512.8512.0012.00- Parks - Administration Parks and Recreation Director1.001.001.001.001.00 Assistant Parks and Recreation Director--1.001.001.00 Executive Assistant1.001.001.001.001.00 Office Support Assistant1.00---- Customer Service Clerk-2.752.752.752.75 Total - Parks Administration 3.004.755.755.755.75 Parks - Recreation Recreation Coordinator3.005.005.005.005.00 Recreation Programmer2.002.002.002.002.00 Recreation Leader 1.00---- Recreation Assistant2.250.750.750.750.75 Total Parks - Recreation 8.257.757.757.757.75 Parks - Maintenance Superintendent1.001.001.001.001.00 Parks Supervisor1.001.001.001.001.00 Foreman1.001.001.001.001.00 Maintenance Worker11.009.009.009.009.00 Laborer4.006.006.006.006.00 Total Parks - Maintenance18.0018.0018.0018.0018.00 Parks - Senior Programs Recreation Programmer1.001.001.001.001.00 Recreation Assistant0.750.750.750.750.75 Total - Parks Senior Programs1.751.751.751.751.75 Parks - Therapeutic Program Recreation Coordinator1.00---- Total Parks Therapeutic Program1.00---- 32.0032.2533.2533.2533.25 ïéì ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² AUTHORIZED POSITION SCHEDULE 20112012201320132014 ActualActualAdoptedEstimatedAdopted Water Department Utilities Director1.001.001.001.001.00 Utilities Operations Manager1.001.001.001.001.00 Utilities Services Supervisor1.001.001.001.001.00 Superintendent1.001.001.001.001.00 Utilities Production & Distribution Supervisor-1.001.001.001.00 Foreman1.00---- Management Assistant1.001.001.001.001.00 Water Quality Inspector1.001.001.001.001.00 Electric Pump & Well Technician1.001.001.001.001.00 Water Operator II -5.005.005.005.00 Water Operator I 6.001.001.001.001.00 Civil Engineer1.001.00--1.00 Utility Billing Specialist2.002.102.102.102.10 Utilities Technology Coordinator--1.001.001.00 Customer Service Specialist1.001.00--- Customer Service Clerk --1.001.001.00 Total Water Department 18.0018.1018.1018.1019.10 Waste Water Department Utilities Operations Manager--1.001.001.00 Principal Wastewater Plant Operator--1.001.001.00 Utilities Operator II--1.001.001.00 Utilities Operator I----1.00 Total Waste Water Department--3.003.004.00 Airport Operations Airport Manager--1.001.001.00 Total Airport Operations --1.001.001.00 TOTAL TOWN AUTHORIZED POSITIONS302.83309.18313.33313.33319.33 ïéë Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² CLASSIFIED SALARY SCHEDULE FY 2013-2014 FLSA** Job CodeJob TitleMinimumMidpointMaximum Status $18,595.20$23,254.40$27,913.60 GRADE 10 $1,549.60$1,937.87$2,326.13 $8.94$11.18$13.42 424Document Imaging ClerkNon-exempt 824Recreation AideNon-exempt 410Reproduction/Supply ClerkNon-exempt 446TranscriptionistNon-exempt $ 20,473.44 $ 25,586.60 $ 30,699.50 GRADE 11 $ 1,706.12 $ 2,132.22 $ 2,558.29 $ 9.84 $ 12.30 $ 14.76 412Mail Carrier/CourierNon-exempt 422Office Support AssistantNon-exempt 818Recreation Center AttendantNon-exempt $ 22,510.28 $ 28,132.52 $ 33,775.82 GRADE 12 $ 1,875.86 $ 2,344.38 $ 2,814.65 $ 10.82 $ 13.53 $ 16.24 408Customer Service SpecialistNon-exempt 700LaborerNon-exempt 822Recreation AssistantNon-exempt 820Recreation LeaderNon-exempt $ 24,759.02 $ 30,954.04 $ 37,149.32 GRADE 13 $ 2,063.25 $ 2,579.50 $ 3,095.78 $ 11.90 $ 14.88 $ 17.86 420Accounts Payable ClerkNon-exempt 456Court ClerkNon-exempt 436Customer Service ClerkNon-exempt 610Engineering AssistantNon-exempt $ 27,241.24 $ 34,051.68 $ 40,862.12 GRADE 14 $ 2,270.10 $ 2,837.64 $ 3,405.18 $ 13.10 $ 16.37 $ 19.65 417Accounting ClerkNon-exempt 406Administrative AssistantNon-exempt 812Court Security GuardNon-exempt 612Facilities TechnicianNon-exempt 614Fleet Technician INon-exempt $ 29,956.94 $ 37,446.24 $ 44,935.54 GRADE 15 $ 2,496.41 $ 3,120.52 $ 3,744.63 $ 14.40 $ 18.00 $ 21.60 404Agenda & Records ClerkNon-exempt 528Backflow SpecialistNon-exempt 450Court Collections SpecialistNon-exempt 454Courtroom SpecialistNon-exempt 438Executive AssistantNon-exempt ïéê ÚÇîðïíóîðïì 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 $ 32,948.50 $ 41,201.42 $ 49,433.28 GRADE 16 $ 2,745.71 $ 3,433.45 $ 4,119.44 $ 15.84 $ 19.81 $ 23.77 434Development CoordinatorNon-exempt 336Engineering AideNon-exempt 508Fleet Technician IINon-exempt Heating, Ventilating & Air 500Non-exempt Conditioning (HVAC) 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 534Electric Pump & Well TechnicianNon-exempt 312Geographic Information Systems Non-exempt (GIS) Technician 426Legal AssistantNon-exempt 602Maintenance CoordinatorNon-exempt 322Real Property Acquisition AgentExempt 402Records & Elections CoordinatorExempt 460Senior Administrative AssistantNon-exempt 604Senior Maintenance WorkerNon-exempt 704Signs & Markings TechnicianNon-exempt 608Utilities Operator IINon-exempt 468Utilities Technology CoordinatorNon-exempt 532Water Quality InspectorNon-exempt ïéé ÚÇîðïíóîðïì 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 514Housing Rehabilitation SpecialistExempt 208Human Resources AnalystExempt 276Management AssistantExempt 214Payroll AdministratorExempt 476Recreation CoordinatorExempt Senior Real Property Acquisition 324Exempt Agent 542Signal Technician IINon-exempt 440Special Events CoordinatorExempt 530Utilities Line Inspector/Plan Non-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 512Facilities Maintenance SupervisorExempt 252Geographic Information Systems Non-exempt (GIS) Analyst 840Graphic DesignerNon-exempt 212Management & Budget AnalystExempt 520Planner INon-exempt 302Plans ExaminerNon-exempt 464Police Telecommunications Non-exempt Supervisor 326Risk Management & Safety Exempt Coordinator 210Senior AccountantExempt ïéè ÚÇîðïíóîðïì 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 220Public Information Officer (PIO)Exempt 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 & Distribution 484Non-exempt 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 230Civil EngineerExempt Crime Scene/Property & Evidence 814 Exempt Supervisor Development Services Center 173Exempt Manager Emergency Management & Safety 325Exempt Coordinator Facilities & Fleet Services 546Exempt Manager 172Permit Center & Records ManagerExempt Police Telecommunications 164Exempt Manager Principal Wastewater Plant 612Non-exempt Operator 206Senior Human Resources AnalystExempt 256Senior Network AnalystExempt 332Software EngineerExempt 300Senior Plans ExaminerExempt 502SuperintendentExempt 334Utilities CoordinatorExempt 321Website AdministratorExempt ïéç ÚÇîðïíóîðïì 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 250Employee Relations AdministratorExempt 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 202Economic Development Manager Exempt 274Finance ManagerExempt 240Intergovernmental Affairs Exempt 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 157Assistant Director of EngineeringExempt 155Assistant Parks & Recreation Exempt Director 156Assistant Planning DirectorExempt 158Assistant Public Works DirectorExempt 148Assistant Utilities DirectorExempt 801Police CaptainExempt 262Senior Assistant Town AttorneyExempt 174Traffic Division ManagerExempt ïèð ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² FLSA** Job CodeJob TitleMinimumMidpointMaximum Status $ 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$0.50 per hour On-Call/Stand-By Pay $1.00 per hour ïèï ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² TEMPORARY SALARY SCHEDULE FY 2013-2014 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 $0.50 per Shift differential hour On-Call/Stand-By Pay $1.00 per Ratehour ïèî ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² NON-SWORN SALARY SCHEDULE FY 2013-2014 Job Job Title GradeMinimumMidpointMaximum Code 444Police Records ClerkPLRC$27,060.80$33,820.80$40,580.80 810Crime Scene SpecialistCRIM$32,961.24$41,201.68$49,442.12 808Crime Prevention SpecialistCRIM$38,230.40$47,777.60$57,324.80 Crime Analyst 248CRIM$38,230.40$47,777.60$57,324.80 Dispatcher* Job Code: 448 Grade: DISP STEP 1STEP 2STEP 3STEP 4STEP 5STEP 6STEP 7STEP 8 Monthly$2,731.73$2,941.47$3,152.93$3,360.93$3,572.40$3,782.13$3,991.87$4,203.33 Annually$32,780.80$35,297.60$37,835.20$40,331.20$42,868.80$45,385.60$47,902.40$50,440.00 Bi-weekly$1,260.80$1,357.60$1,455.20$1,551.20$1,648.80$1,745.60$1,842.40$1,940.00 Hourly$15.76$16.97$18.19$19.39$20.61$21.82$23.03$24.25 Additional Pay $0.90 per Shift Differential Pay hour $1.00 per On-Call/Stand-By Pay hour ïèí ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² SWORN EMPLOYEE SALARY SCHEDULE FY 2013-2014 Police Officer Job code: 806 Grade: PO STEP 1STEP 2STEP 3STEP 4STEP 5STEP 6STEP 7STEP 8 Annually$43,264.00$45,427.20$47,694.40$50,065.60$52,603.20$55,203.20$57,990.40$60,860.80 Monthly$3,605.33$3,785.60$3,974.53$4,172.13$4,383.60$4,600.27$4,832.53$5,071.73 Bi-weekly$1,664.00$1,747.20$1,834.40$1,925.60$2,023.20$2,123.20$2,230.40$2,340.80 Hourly$20.80$21.84$22.93$24.07$25.29$26.54$27.88$29.26 Police Sergeant Job Code: 802 Grade SGT STEP 1STEP 2STEP 3STEP 4 Annually$63,918.40$67,121.60$70,470.40$74,006.40 Monthly$5,326.53$5,593.47$5,872.53$6,167.20 Bi-weekly$2,458.40$2,581.60$2,710.40$2,846.40 Hourly$30.73$32.27$33.88$35.58 Detective (Special Assignment) Job Code: 804 Grade: DET STEP 1STEP 2STEP 3STEP 4STEP 5STEP 6STEP 7STEP 8 Annually$47,590.40$49,961.60$52,436.80$55,099.20$57,844.80$60,736.00$63,772.80$66,955.20 Monthly$3,965.87$4,163.47$4,369.73$4,591.60$4,820.40$5,061.33$5,314.40$5,579.60 Bi-weekly$1,830.40$1,921.60$2,016.80$2,119.20$2,224.80$2,336.00$2,452.80$2,575.20 Hourly$22.88$24.02$25.21$26.49$27.81$29.20$30.66$32.19 Additional Pay Shift $0.90 per Differentialhour On- $1.00 per Call/Stand- hour By Pay ïèì 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 ÚÇîðïíóîðïì Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² BUDGET RESOLUTION ïèë TOWN OF MARANA Tax Levy and Tax Rate Information Fiscal Year 2014 20132014 1.Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $$ 2.Amount received from primary property taxation in current year the in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3.Property tax levy amounts A. Primary property taxes$$ B. Secondary property taxes462,646422,958 C.Total property tax levy amounts$462,646$422,958 4.Property taxes collected* A. Primary property taxes (1) Current year's levy$ (2) Prior years’ levies (3) Total primary property taxes$ B. Secondary property taxes (1) Current year's levy$462,646 (2) Prior years’ levies (3) Total secondary property taxes$462,646 C. Total property taxes collected$462,646 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. ïèé TOWN OF MARANA Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED ACTUAL ESTIMATED REVENUESREVENUES*REVENUES SOURCE OF REVENUES 20132013 2014 GENERAL FUND Local taxes Sales taxes$19,835,770$20,080,948$19,498,321 Licenses and permits Building and development fees1,756,7502,356,9502,544,000 Business and license fees135,000145,620144,725 Franchise fees325,000324,965325,000 Other licenses and fees130,500165,980180,500 Intergovernmental State shared sales taxes2,923,4472,765,8943,020,895 Urban revenue sharing3,570,8673,570,5603,900,421 Auto lieu1,327,2771,298,7521,312,917 Other10,000 Charges for services Charges for services381,100405,012396,701 Fines and forfeits Court fines and fees570,000668,540625,000 Interest on investments Investment income100,00097,895100,000 In-lieu property taxes Contributions Voluntary contributions102,750109,802116,525 Miscellaneous Other miscellaneous562,070332,334504,570 Total General Fund$31,720,531$32,323,252$32,679,575 *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 Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED ACTUAL ESTIMATED REVENUESREVENUES*REVENUES SOURCE OF REVENUES 20132013 2014 SPECIAL REVENUE FUNDS Highway user revenue$2,314,521$2,254,895$2,334,650 Affordable housing revolving100,000100,000 HOME250,000 $2,664,521$2,254,895$2,434,650 Local JCEF$13,500$12,515$14,000 Fill the GAP3,0005,9904,000 Local technology enhancement116,000124,450118,000 Community development block grants245,000159,7852,699,899 $377,500$302,740$2,835,899 Bed tax$732,300$728,165$754,269 Other grants and contributions1,329,128385,955829,128 $2,061,428$1,114,120$1,583,397 Total Special Revenue Funds$5,103,449$3,671,755$6,853,946 *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$2,097,748$ 2,096,555$2,212,507 Gladden farms CFD debt700,053320,910329,846 $2,797,801$2,417,465$2,542,353 Total Debt Service Funds$2,797,801$2,417,465$2,542,353 CAPITAL PROJECTS FUNDS Transportation$3,420,950$2,817,920$3,659,877 Impact fee funds1,555,9912,359,7652,571,215 Other capital projects10,663,4567,569,500490,558 Downtown reinvesement fund125,000 Pima County bond fund319,740 Regional transportation authority fund10,366,806 $15,640,397$12,747,185$17,533,196 Tangerine farms road improvement district$60,000$57,945$60,000 Community facilities district (CFD) capital277,97149,580 Gladden farms CFD capital37,491 Vanderbilt CFD capital25,369 Saguaro Springs CFD capital193,821 $337,971$107,525$316,681 Total Capital Projects Funds$15,978,368$12,854,710$17,849,877 *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. ïèç TOWN OF MARANA Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED ACTUAL ESTIMATED REVENUESREVENUES*REVENUES SOURCE OF REVENUES 20132013 2014 ENTERPRISE FUNDS Water utility$3,805,272$$4,015,588 Airport 2,673,8001,680,509 Wastewater utility1,536,7401,572,863 $8,015,812$$7,268,960 Total Enterprise Funds$8,015,812$$7,268,960 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. TOTAL ALL FUNDS$63,615,961$51,267,182$67,194,711 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. ïçð TOWN OF MARANA Other Financing Sources/<Uses> and Interfund Transfers Fiscal Year 2014 OTHER FINANCINGINTERFUND TRANSFERS 20142014 FUNDSOURCES<USES>IN<OUT> GENERAL FUND Series 1997 debt$$$$142,614 Series 2003 debt1,380,229 Series 2004 debt657,775 Series 2008 debt395,018 Local Transportation Assistance Fund100,000 Other grants50,000 Total General Fund$$$$2,725,636 SPECIAL REVENUE FUNDS Other grants$$$50,000$ Local Transportation Assistance Fund100,000 Total Special Revenue Funds$$$150,000$ DEBT SERVICE FUNDS Series 1997 debt$$$347,840$ Series 2003 debt1,380,229 Series 2004 debt657,775 Series 2008 debt3,154,628 Total Debt Service Funds$$$5,540,472$ CAPITAL PROJECTS FUNDS South Transportion Impact Fee$$$$565,851 Transportation2,089,295 Gladden Farms CFD1,000,000 Saguaro Springs CFD1,000,000 Water Utility1,000,000 Wastewater Utility3,200,000 Total Capital Projects Funds$6,200,000$$$2,655,146 ENTERPRISE FUNDS Water Utility$$$$205,226 Wastewater Utility104,464 Total Enterprise Funds$$$$309,690 $6,200,000$$5,690,472$5,690,472 TOTAL ALL FUNDS ïçï TOWN OF MARANA Expenditures/Expenses by Fund Fiscal Year 2014 ADOPTED EXPENDITURE/ BUDGETED EXPENSE ACTUAL BUDGETED EXPENDITURES/ADJUSTMENTS EXPENDITURES/EXPENDITURES/ EXPENSESAPPROVED EXPENSES*EXPENSES FUND/DEPARTMENT2013201320132014 GENERAL FUND Non-departmental$1,359,786$10,428$1,291,795$639,954 Mayor and council289,343274,875289,568 Town manager804,196215,797863,9901,132,887 Town clerk385,235366,075254,217 Human resources632,007600,407644,699 Finance841,714789,628948,294 Legal757,237(53,867)696,375737,238 Technology services1,759,756(10,000)1,721,7682,057,719 Strategic initiatives394,321(394,321) Development services admin126,151103,946219,843399,184 Permits and records535,33753,867548,570571,743 Building safety662,244629,132802,707 Planning571,528542,952651,329 Engineering1,082,4591,028,3362,043,316 Police9,593,1049,113,44910,589,408 Courts963,109914,954988,884 Public services admin450,434427,912240,327 Public works3,073,2052,919,5452,273,330 Parks and recreation2,818,502(6,800)2,677,5773,016,619 Community development240,70480,950298,669374,484 Capital outlay2,290,9002,176,3551,298,032 Contingency1,500,0001,500,000 Total General Fund $31,131,272$$28,102,207$31,453,939 SPECIAL REVENUE FUNDS Highway user revenue$3,002,203$$2,762,027$4,487,611 Local transportation assistance100,00092,000100,000 Revolving affordable housing45,00041,40070,000 HOME250,000230,000 Local JCEF40,80037,53653,000 Fill the GAP31,00028,52034,500 Local technology302,337278,150373,598 Community development block grant333,945307,2292,699,899 Bed tax732,300673,716754,269 Other grants and contributions1,621,9471,373,435 Total Special Revenue Funds $6,459,532$$4,450,578$9,946,312 DEBT SERVICE FUNDS Series 1997 debt$363,805$$363,805$347,840 Series 2003 debt1,381,4291,381,4291,380,229 Series 2004 debt666,663666,663657,775 Series 2008 debt3,127,8533,127,8533,154,628 Tangerine farms ID debt2,097,7482,097,7482,212,507 Gladden farms CFD debt700,053700,053700,753 Total Debt Service Funds $8,337,551$$8,337,551$8,453,732 CAPITAL PROJECTS FUNDS Transportation $2,275,407$$2,093,374$2,904,934 1/2 cent sales tax331,500304,980531,743 Impact fee funds1,311,1871,206,2922,883,707 Tangerine farms ID60,00055,20060,000 Other capital projects10,943,8387,569,500591,904 Downtown reinvestment fund125,000 Pima County bond fund319,740 Regional transportation authority10,366,806 CFD capital projects3,777,97125,6952,308,732 Total Capital Projects Funds $18,699,903$$11,255,041$20,092,566 ENTERPRISE FUNDS Water utility$4,285,086$$3,895,655$7,100,439 Airport2,892,239375,9851,848,485 Wastewater utility10,174,828687,7503,986,751 Total Enterprise Funds$17,352,153$$4,959,390$12,935,675 TOTAL ALL FUNDS$81,980,411$$57,104,767$82,882,224 *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. ïçî TOWN OF MARANA Expenditures/Expenses by Department Fiscal Year 2014 ADOPTED EXPENDITURE/ BUDGETED EXPENSE ACTUAL BUDGETED EXPENDITURES/ADJUSTMENTS EXPENDITURES/EXPENDITURES/ EXPENSES APPROVED EXPENSES* EXPENSES 2013201320132014 DEPARTMENT/FUND Town Manager: General Fund$804,196$215,797$863,990$1,132,887 Bed Tax Fund20,571 Department Total $804,196$215,797$863,990$1,153,458 Development Services Admin : General Fund$126,151$103,946$219,843$399,184 Bed Tax Fund47,000 Department Total $126,151$103,946$219,843$446,184 Police: General Fund$9,593,104$$9,113,449$10,589,408 Other Grants531,341235,950782,829 Department Total $10,124,445$$9,349,399$11,372,237 Court: General Fund$963,109$$914,954$988,884 Local JCEF40,80053,000 Fill the Gap31,00034,500 Local Tech Enhancement302,33747,955373,598 Department Total $1,337,246$$962,909$1,449,982 Public Works: General Fund$3,073,205$$2,919,545$2,273,330 Highway User Revenue Fund3,002,0032,275,9652,978,129 Other Capital Projects3,976,4631,256,950 Department Total $10,051,671$$6,452,460$5,251,459 Community Development: General Fund$240,704$80,950$298,669$374,484 CDBG333,945159,7852,699,899 Revolving Affordable Housing45,00070,000 HOME250,000 LTAF100,00099,955100,000 Bed Tax30,966 Department Total $969,649$80,950$558,409$3,275,349 ïçí Ì±©² ±º Ó¿®¿²¿ ß²²«¿´ Þ«¼¹»¬ ú Ú·²¿²½·¿´ Ð´¿² ÚÇîðïíóîðïì 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 ïçë ÚÇîðïíóîðïì 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, 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 used to 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. ïçê ÚÇîðïíóîðïì 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. ïçé ÚÇîðïíóîðïì 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. ïçè ÚÇîðïíóîðïì 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. ïçç ÚÇîðïíóîðïì 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. îðð ïïëëë É»¬ Ý·ª·½ Ý»²¬»® Ü®·ª» Ó¿®¿²¿ô ß®·¦±²¿ èëêëí ëîðóíèîóïççç ©©©ò³¿®¿²¿ò½±³