HomeMy WebLinkAboutManager's Recommended Operating Budget Package - FINAL - EMCONTENTS
M ANAGER ’S M ESSAGE ……………………………………………….1
R ECOMMENDED I NVESTMENTS ……………………….……………….5
G OVERNMENTAL F UNDS B UDGET S UMMARY ………….……….…….7
E NTERPRISE F UNDS B UDGET S UMMARY ……………………………..15
D EPARTMENTAL B UDGET S UMMARIES …………………….…………21
O PERATING C APITAL AND P ROJECTS ……………………………….90
C APITAL I MPROVEMENT P LAN (CIP) R EQUESTS ……………..…….92
C ARRY F ORWARD R EQUESTS ………….…………………………….92
A UTHORIZED P ERSONNEL …………………..………………………..93
11555 WEST CIVIC CENTER DRIVE / MARANA, ARIZONA 85653 / (520) 382-1900 / FAX: (520) 382-1901 / MaranaAZ.gov
Honorable Mayor and Members of Council,
I am pleased to present to you the Manager’s recommended operating budgets for the General Fund, Bed Tax
Fund, Highway User Revenue Fund, Water Enterprise Operating Fund, Wastewater Enterprise Operating Fund,
and Airport Enterprise Operating Fund. Additionally, included is the recommended Capital Improvement
Program General Fund request for fiscal year 2018-2019. This recommendation reflects the Town of Marana’s
commitment to sound fiscal policy and positive investment in our community. Strategic initiatives are balanced
against existing priorities, resulting in a robust and efficient financial plan for the coming year. In developing this
plan, Town staff were guided by the priority initiatives identified by the Council and the community in the
recently adopted Strategic Plan IV. These guiding principles, along with the foundational principles of sound
financial planning, combine to form the vision of this budget document.
Accomplishments and Goals
In 2017 the Town of Marana released Strategic Plan IV. This document presents updated goals and initiatives
outlining the vision for the future, and focuses on ensuring financial sustainability, quality public service, strategic
partnerships, and local resource investment. The following five focus areas highligh t the Town’s most recent
accomplishments and goals.
Commerce
The Town of Marana has begun implementing the 2017 Economic Development Strategic Plan in an effort to
bring more businesses to the region. Strategies include increasing targeted marketing of select premiere
properties to key site selectors, identifying prime employment corridors with plans for infrastructure development,
and continued advocacy and marketing to attract new and retain existing retail and restaurant entities.
The Town worked with third-party consultant Placemakers to create a form-based zoning code specifically for
Downtown Marana. The zone facilitates a walkable and bikeable area featuring zero lot lines for buildings and
other traditional form-based aesthetic guidelines, and also institutes developer-friendly guidelines that minimize
expenses.
The Marana Main Street Roundabout reached structural completion this year. This critical piece of infrastructure
acts as the gateway to Marana Main Street. Ongoing work will include a design element at the center of the
roundabout that will establish Downtown Marana’s identity.
In an effort to ensure quality customer service and a business-friendly environment, all Development Services
applications and forms have been updated on the website and can be downloaded and/or submitted online.
Future process improvements include expanding the online submittal process. Additionally, Development
Services released its new Current & Proposed Projects Map this year highlighting active projects in t he
community in an easy-to-navigate online format.
Marana Regional Airport is a valuable asset to the community. To encourage business and development
growth, the Town of Marana is leading an effort to reconcile the Airport Master and Business Plan and Airport
Marketing Plan for integrated and collaborative marketing strategies that will drive aeronautical business,
distribution, and logistics development. Partnerships will also be explored with National Business Aviation
Association, Arizona Commerce Authority and Zoom Prospector to bring in more businesses.
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11555 WEST CIVIC CENTER DRIVE / MARANA, ARIZONA 85653 / (520) 382-1900 / FAX: (520) 382-1901 / MaranaAZ.gov
Community
With over 44,000 people living in Marana, the Town is dedicated to providing quality public services and
opportunities for citizen engagement. Since its creation in 2012, the Marana Citizens’ Forum has had a significant
impact on Town initiatives and projects. This committee of residents and community partners meet regularly on
various topics throughout the year before presenting a list of recommendations to Marana Town Council.
Successfully implemented recommendations include civic engagement opportunities, job creation and
retention, Development Services process improvement, technology use in the town, and the Tangerine Sky Park
ad hoc committee for public art. Moving forward, Town staff will be working closely with the Marana Citizens’
Form to begin the initial process in developing a Town-wide public art policy.
This past year, the Town embarked on an initiative to establish its own Animal Services Division with the goal of
providing enhanced service to the residents of Marana. In partnership with the Humane Society of Southern
Arizona, the Town has been able to deliver the exceptional service that our citizens have come to expect, while
realizing a cost efficiency in operations as well. The success of Marana Animal Services speaks to the benefits of
careful analysis and strategic planning, which are values we strive to inspire in the budgeting process.
This budget year has also seen the continued strategic expansion of the Town’s infrastructure network. By the
end of FY ’18, the new Wastewater Treatment Facility will be completed, creating additional sewer treatment
capacity to support community growth and economic development for years to come. In the recommended
budget, also included are funds to study future development areas and assess their water and sewer
infrastructure needs in order to plan for future capital programs.
Marana Police Department released its new education campaign in 2017 with a new digital series called
“Focus.” Police officers are now able to teach residents about the importance of public safety through a more
modern and accessible platform. Residents can learn about the dangers of distracted driving, retail theft, and
child safety.
Every year, the Town of Marana offers a variety of entertainment options for residents, business owners, and
visitors. In 2017, Marana Star Spangled Spectacular brought in over 15,000 spectators to Crossroads at Silverbell
District Park. Marana Farm Festival and Marana Holiday Festival grew in numbers as well, bringing in
approximately 6,000 people each. For those wanting a more laid back and intimate environment, the Town of
Marana brings free movies and music performances to its parks throughout the year.
Innovation
The Town of Marana’s innovative workforce is dedicated to improved government transparency and customer
service through the identification and evaluation of technological tools and applications. The Town currently
offers four apps to the public: My Marana App, Project Ina, Marana Events, and Marana Animal Services. Each
app offers a unique user experience that enhances the Town’s customer service to its various residents.
One of the Town’s commitments to innovation is through transparency, and it maintains internally -produced
applications to help reach this commitment. The Financial Transparency Dashboard, an online feature which
allows citizens to drill down through Town finances and track transactions from purchase order to fund category,
is a tool that staff is consistently working to advance with Microsoft’s Business Intelligence tools and other
platforms. In the next fiscal year, the Town will be able to provide an online dashboard of other critical
indicators, furthering the goal of open and transparent local government.
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11555 WEST CIVIC CENTER DRIVE / MARANA, ARIZONA 85653 / (520) 382-1900 / FAX: (520) 382-1901 / MaranaAZ.gov
The Town’s Communications Division has ensured accurate and timely information is available to employees
and the public through proactive use of the Town’s website, social media accounts, media relations, and more.
Heritage
Marana’s heritage plays a large role in today’s development and special events. Marana Farm Festival and
Marana Founders’ Day showcase Marana’s rodeo and agricultural history with an emphasis on people living in
the community. This year, Marana Founders’ Day had a record number of parade participants with 90 entries.
Additionally, the Town of Marana is working to get a policy in place to begin expanding conservation efforts of
historical documents and artifacts.
Recreation
The Town of Marana is currently developing new facilities and programs as demonstrated with the construction
of three 2018 Capital projects: the new Tangerine Sky Community Park, Crossroads at Silverbell District Park
Splash Pad, and Honea Heights Pocket Park. Recreation staff have also focused heavily on developing new
outdoor recreational opportunities for our residents. Guided hikes, biking, horseback riding, and the Dirt Dash
trail race in the Tortolita Mountains have been very well received by Marana Residents. The Recreation
programming also expanded in the area of Arts & Culture Programs by starting the Marana Community Choir.
The Town of Marana continues to link trail systems throughout the community with the extension of the shared-
use path from the El Rio Preserve on Coachline Road north to Avra Valley Road. Staff also continues to work with
developers to provide quality green space and trails in their development plans.
Marana Parks and Recreation Department has maintained and developed relationships with community,
government, and contracted partners to expand programming beyond internal capabilities. In addition to
continued partnerships with sports little leagues, the American Youth Soccer Organization, and Marana unified
School District, agreements have been established with Pima Community College, Leman Academy, Startline
Racing, Northwest Medical and Banner Medical in 2018 in order to expand quality services for Marana
residents.
The recommended budget for Fiscal Year 2019 seeks to support the dedication and innovation evidenced by
these projects and programs, while expanding the Town’s initiatives in areas of need. In this next budget year,
the Marana organization will use these resources to fulfill the expectations of Council as described in the
Strategic Plan IV, adhering always to the core values of respect, teamwork, engaged innovation, and
dedicated service.
Respectfully,
Jamsheed Mehta
Town Manager
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Recommended Investments
The following outline describes the Town’s investment into identified priority areas. The
General Fund’s (GF) contributions to these are detailed below. These investments
represent additional costs that are included within the recommended budget, the
summaries of which are presented later in the document.
I. Employee Compensation and Benefits Investment = $1,074,204 ($964,300 GF)
a. Performance pay adjustments - $741,864 ($665,393 General Fund (GF))
Up to 3.5% team performance pay adjustment added to base pay
or lump sum for those at the top of their pay range
Eligibility and other criteria apply
b. Other pay and benefits $332,340 ($298,907 GF), includes health,
retirement, disability insurance, etc.
Employee Retirement – $146,352 ($129,214 GF)
Health Insurance - $137,893 ($133,698 GF)
Training and development - $48,095 ($35,995 GF)
II. Resources and Tools Investment - $3,827,200 ($3,338,700 GF)
a. Vehicle & Equipment Replacements $1,170,600 ($682,100 GF)
b. Development
General Plan 2020 Update - $250,000 (GF)
Land Development Code Phase 2 - $20,000 (GF)
Drainage Study - $380,000 (GF)
c. Technology
Integration into PCWIN - $575,000 (GF)
Permitting, code enforcement, business license software - $125,000
(GF)
Audio and video upgrades to Council Chambers - $20,000 (GF)
d. Facilities
MMC B Building Remodel/Sally Port - $477,100 (GF)
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MMC Courts Remodel/Addition - $375,000 (GF)
MOC A Building Remodel - $60,000 (GF)
HVAC Upgrades to Council Chambers - $170,000 (GF)
Parks maintenance projects $204,500 (GF)
III. Strategic Positions
The addition of key positions is critical in maintaining service levels. This is especially true
in a growing community like Marana. For example, the Associate Town Attorney
position will provide for increased capacity to support civil matters. The police positions
of Dispatcher and Records Clerk will provide additional service support based upon call
volume as well as associated records requests, while the police Customer Service Clerk
will provide a dedicated service contact for the new police facility. The addition of a
new Facilities Tradesman with a strong electrical background will provide much
needed support to maintain electrical systems. The additional Water and Water
Reclamation positions will assist in the identification, management and maintenance of
those key infrastructure assets.
The following table lists the new full time equivalent (FTE) positions added:
Working Position Title FTE Department Funding Source
Associate Town Attorney 1.00 Legal General Fund
Dispatcher 1.00 Police General Fund
Police Records Clerk 1.00 Police General Fund
Customer Service Clerk 1.00 Police General Fund
Facilities Tradesman – Electrician 1.00 Public Works General Fund
Asset Coordinator 1.00 Water Water Fund
Technology Support Specialist 1.00 Water Water Fund
Water Reclamation Mechanic 1.00 Water Reclamation Water Reclamation
Total FTE Changes 8.00
Multi-year FTE Position Change Summary
FY2016 FY2017 FY2018 FY2019
Budgeted FTE 338.73 348.63 355.75 363.75
Position change from previous year 10.15 9.90 8.00 8.00
Percentage change from previous year 3% 3% 2% 2%
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Governmental Funds Budget Summary
General Fund
The following General Fund summary is structurally balanced with ongoing revenues
supporting ongoing services and programs. One-time resources support one-time
projects and programs. Of the amounts included below, $41.5 million represents
ongoing costs and $4.7 million represents one-time costs.
Summary of General Fund
Recommended Budget
Fiscal Year 20191
Note 1: Both the FY2018 and FY2019 budgets shown here exclude contingency which may only be utilized when
approved by Council. The FY2019 budget will include a contingency appropriation.
The following describes major changes between fiscal years:
• Sales tax revenues – Anticipated overall tax revenue growth of 1.8% includes
anticipated increases of 3.9% in retail, 10.8% in restaurants and 17.4% in hotel
Revenues FY2018
FY2019
Recommended $ Change % Change
Sales tax revenues 25,817,378$ 26,284,560$ 467,182 1.8%
Intergovernmental revenues 11,479,759 11,748,196 268,437 2.3%
Licenses, fees & permits 4,454,185 4,818,090 363,905 8.2%
Charges for services 534,650 518,637 (16,013) -3.0%
Fines and forfeiture 625,000 585,000 (40,000) -6.4%
Grants and contributions 224,300 247,757 23,457 10.5%
Investment income 200,000 185,000 (15,000) -7.5%
Miscellaneous revenues 666,719 568,769 (97,950) -14.7%
Total Revenue 44,001,991 44,956,009 954,018 2.2%
Expenditures
Personnel & benefits 28,563,104 29,298,914 735,810 2.6%
Contracted services 6,276,698 8,460,110 2,183,413 34.8%
Operating supplies & equip 4,350,077 4,938,558 588,481 13.5%
Capital outlay 2,550,667 967,600 (1,583,067) -62.1%
Total Expenditures 41,740,546$ 43,665,182$ 1,924,637 4.4%
Over/(Under)2,261,446$ 1,290,827$ (970,619) -42.9%
Other Sources and (Uses)
Transfers out (6,107,870) (2,585,245) 3,522,625 -57.7%
Total Sources and (Uses)(6,107,870) (2,585,245) 3,522,625 -57.7%
Change in fund balance (3,846,425) (1,294,418) 2,552,007 -66.3%
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taxes paid. However, a significant reduction in contracting taxes reduces the
overall average increase to 1.8%. This reduction in contracting taxes was
anticipated and is associated with the wind down of major capital projects like
the water reclamation expansion, police facility and Tangerine Road.
Intergovernmental revenues – The shared revenue estimate is based on HB2483,
which authorizes the State of Arizona to utilize annual Federal Census population
estimates as the basis for allocating state shared revenues to Arizona cities and
towns. The intergovernmental revenue estimate shown here is based upon a
preliminary estimate provided by the League of Arizona Cities and Towns. The
final Federal population estimate and shared revenue numbers will be provided
to cities and towns by mid-May. Therefore, the revenue estimate presented in
the summary above could change significantly if the Federal Census estimates
used for the final shared revenue allocation are materially different than the
population estimates used in the above estimate.
Charges for services revenue – The majority of this revenue variance is
attributable to the estimated increase in single family residential permits (SFR’s)
budgeted from 625 to 740 in fiscal years 2018 and 2019, respectively.
Personnel and benefits – The changes in personnel costs include the addition of
the new strategic positions listed earlier as well as the costs for all other
compensation and benefit changes.
Contracted Services – The change is primarily associated with increases related
to outside services for election services, General Plan 2020, drainage study, and
north Marana parks plan. The other significant portion of the change is
associated with remodel costs necessary to get building B ready for the Water
and Parks departments which is expected to happen early calendar year 2019.
Additional information can be found in the Operating Capital and Project
section of this document.
Transfers out – In addition to required debt service transfers, the General Fund
budget for FY2018 included a transfer for up to $3M for drainage and other site
improvements related to the new police headquarters. That work will be
substantially complete by the end of the current fiscal year. Recommended
budget transfers for FY2019 are largely for required debt service.
The charts on the following page present the overall General Fund sources and uses of
projected resources.
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General Fund Reserve Balances
Fund balance reserves provide the Town with the liquidity to meet current cash needs,
the capacity to invest in key initiatives and flexibility in determining how certain items
are funded. Recognizing the importance of healthy reserve balances, Town Council
adopted a target, minimum reserve balance of 25% of estimated revenues for the
budget year. As depicted in the chart below, the Town exceeded the minimum
reserve balance in all fiscal years.
Sales tax
revenues
, $26.3 , 59%
Intergovernme
ntal revenues
, $11.7 , 26%
Licenses, fees
& permits ,
$4.8 , 11%
Charges for
services, $0.5 ,
1% Fines and
forfeiture, $0.6
, 1%
Grants and
contributions,
$0.2 , 1%
Investment
income
, $0.2 , 0%
Miscellaneous
revenues, $0.6
, 1%
FY2018-2019 General Fund - Uses
Personnel &
benefits , $29.3
, 63%
Contracted
services, $8.5 ,
18%
Operating
supplies &
equip, $4.9 ,
11%
Capital outlay,
$1.0 , 2%
Transfers out,
$2.6 , 6%
FY2018-2019 General Fund - Uses
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The Town has been modestly adding back to General Fund reserve balances since
fiscal year 2008-2009 to a recent high of $25.0 million at the end of fiscal year 2016-2017.
The fund balance reduction of $1.8M in fiscal year 2015-2016 was expected and is
largely due to the planned, one-time investment in the gravity portion of the downtown
sewer conveyance project Phase I. Fund balances are projected to increase by
approximately $1.2M in fiscal year 2017-2018 due to General Fund revenue estimates
that are anticipated to modestly outperform budgeted expectations at 102% and
expenditure estimates to be slightly under budgeted expectations at 94%. The
estimated dip in reserves for fiscal year 2018-2019 is driven by planned General Fund
investments in operating capital and other projects. The numbers included in the
General Fund summary and the fund balance represented above exclude any impact
of new CIP project investment and carry forward of existing projects.
Reserves are, by definition, a one-time resource which can be deployed toward one-
time projects and programs. Often the nature of these one-time project uses are
beyond the normal operating capital needs of the organization. Other times, the use of
reserves may advance an important initiative.
The following projects and initiatives are being considered in the 2018-2019 fiscal year
budget. The chart below also includes estimated future year costs which must also be
considered when deciding to fund projects through reserves.
Project Description
Manager
Recommended
Adonis subdivision improvements
(General Fund tipping fees and HURF)
Additional funding allocated to road
and drainage elements of project. $85,000
Downtown visitor center Site identification and design concept 200,000
Parks maintenance yard parking lot
paving
Paving to address drainage and safety
issues 100,000
Total for General Fund $385,000
24.6 22.8 25.0 26.2 24.9
$0
$5
$10
$15
$20
$25
$30
2014-15 2015-16 2016-17 2017-18
Estimated
2018-19
BudgetedMillions General Fund Reserve Balances
Fund Balance 25% Coverage
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The chart and table below depict the possible impact on reserves should all projects
under consideration move forward in the amounts originally requested.
Estimated Fund Balance
@6/30/18 $ 26,158,903
Project Carry Over 1,132,351
Current Year Projects 385,000
Due from Wastewater 3,100,000
Due from Airport 2,224,844
Target Reserve 10,916,296
Unassigned $ 8,400,412
Project Carry
Over, 1,132,351
, 4%
Current Year
Projects,
385,000 , 1%
Due from
Wastewater,
3,100,000 , 12% Due from
Airport,
2,224,844 , 9%
Target Reserve,
10,916,296 ,
42%
Unassigned,
$8,400,412 ,
32%
General Fund Balance
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Bed Tax Fund
The Bed Tax Fund accounts for the discriminatory portion of the transient lodging (bed tax) rate
which exceeds the Town’s regular tax rate on other businesses. This portion must be used
exclusively for the promotion of tourism as required by A.R.S. § 9-500.06(C).
Summary of Bed Tax Fund
Recommended Budget
Fiscal Year 2019
The following describes major changes between fiscal years:
Sales tax revenues – The anticipated bed tax revenue increase of 9.9% is
consistent with the continued increased trend in average occupancy and
overage rates. Revenues will continue to advance the Town’s tourism initiatives
including the new Discover Marana website.
Operating Supplies & Equipment – The changes in operating costs include the
addition of a restricted budget that is reserved for contingency and possible
unanticipated events.
Revenues
FY2018
Budget
FY2019
Recommended $ Change
%
Change
Sales tax revenues 989,558$ 1,088,016$ 98,458 9.9%
Total Revenue 989,558 1,088,016 98,458 9.9%
Expenditures
Personnel & benefits 120,858 112,865 (7,993) -6.6%
Contracted services 761,700 760,322 (1,378) -0.2%
Operating supplies & equip 107,000 214,829 107,829 100.8%
Capital outlay - - - 0.0%
Total Expenditures 989,558$ 1,088,016$ 98,458 9.9%
Over/(Under)-$ -$ - 0.0%
Change in fund balance - - - 0.0%
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Highway User Revenue Fund
The Highway User Revenue Fund (HURF) accounts for our portion of state shared taxes
on the sale of gasoline, sale of diesel fuels and other transportation related fees. A state
constitutional restriction on the use of the highway user revenues requires that these
funds be used solely for street and highway purposes within the public right-of-way. This
shared gas tax is the primary source of revenue used for the maintenance of our
transportation system.
Summary of Highway User Revenue Fund
Recommended Budget
Fiscal Year 2019
The following describes major changes between fiscal years:
• Intergovernmental revenues - The HURF shared revenue estimate
(intergovernmental revenues) is based on HB2483 – Municipal population
estimates bill which passed in the 2016 legislative session. This bill utilizes the
annual Federal Census population estimate as the basis for allocating state
shared revenues to the various cities and towns. The intergovernmental revenue
Revenues
FY2018
Budget
FY2019
Recommended $ Change
% Change
I n t ergovernmental reven 3,331,043$ 3,268,578$ (62,465) -1.9%
Investment income 7,500 7,500 - 0.0%
Total Revenue 3,338,543 3,276,078 (62,465) -1.9%
Expenditures
Personnel & benefits 25,000 47,200 22,200 88.8%
Contracted services 2,476,168 3,024,357 548,189 22.1%
Operating supplies & equi 238,406 188,000 (50,406) -21.1%
Capital outlay 781,375 386,500 (394,875) -50.5%
Total Expenditures 3,520,949$ 3,646,057$ 125,108 3.6%
Over/(Under)(182,406)$ (369,979)$ (187,573) 102.8%
Other Sources and (Uses)
Transfers out - - - 0.0%
Total Sources and (Uses)- - - 0.0%
Change in fund balance (182,406) (369,979) (187,573) 102.8%
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estimate shown here is based upon a preliminary estimate provided by the
League of Arizona Cities and Towns. The final Federal population estimate and
shared revenue numbers and final revenue estimate will be provided by League
of Arizona Cities and Towns around mid-May. Therefore, the revenue estimate
presented in the summary above could change significantly if the Federal
Census estimates used for the final shared revenue allocation are materially
different than the population estimates used in the above estimate.
• Personnel and benefits – The variance is due to staffing used in assisting in the
identification, tagging and inventorying of road-related assets in the Town’s asset
management system.
• Contracted services – Change primarily due to the addition of outside consulting
services for a pavement assessment study,as well as projects like
active/adaptive signal timing and replacing high pressure sodium lights with
energy efficient LED technology.
• Capital outlay – The majority of the change is due to the replacement purchase
of a semi-tractor trailer truck, steel roller and rubber tire roller purchased in
FY2018. The current year recommended budget includes a large dump truck
that is at the end of its useful life. This dump truck is used to move materials
throughout our community.
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Enterprise Funds Budget Summary
Water Operating Fund
The primary revenues for the Water Operating Fund are from charges for water delivered
and sold to customers outside of the organization. As such, it is set up and operates as
a stand-alone enterprise fund.
Summary of Water Operating Fund
Recommended Budget
Fiscal Year 2019
The following describes major changes between fiscal years:
• Charges for services – Water revenues are anticipated to increase by
approximately 13.7% in fiscal year 2018-2019. This is primarily due to a
combination of account growth (new customers) and water rate and fee
Revenues
FY2018
Budget
FY2019
Recommended $ Change
%
Change
Intergovernmental 60,000$ 60,000$ - 0.0%
Licenses, fees and permits 25,000 25,000 - 0.0%
Charges for services 4,958,829 5,637,381 678,552 13.7%
Investment income 5,000 20,000 15,000 300.0%
Miscellaneous 28,000 28,000 - 0.0%
Total Revenue 5,076,829 5,770,381 693,552 13.7%
Expenditures
Personnel & benefits 2,000,208 1,968,083 (32,125) -1.6%
Contracted services 1,255,152 1,726,699 471,547 37.6%
Operating supplies & equip 1,491,994 1,656,209 164,215 11.0%
Capital outlay 144,000 211,300 67,300 46.7%
Debt service 373,830 517,543 143,713 38.4%
Total Expenditures 5,265,184$ 6,079,834$ 814,650 15.5%
Over/(Under)(188,355)$ (309,453)$ (121,098) 64.3%
Other Sources and (Uses)
Transfers in 222,501 309,453 86,952 39.1%
Total Sources and (Uses)222,501 309,453 86,952 39.1%
Change in fund balance 34,146 - (34,146) 0.0%
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increases previously approved by Council which have been implemented or
will be implemented in the new fiscal year.
• Investment income – The change is primarily attributable to additional interest
received from increased cash balances invested as well as improved interest
rates.
• Contracted services – The major change between fiscal years is primarily due to
the continuation of a water tank and reservoir preventative maintenance
program. This new program is intended to take a proactive stance in the
inspection and maintenance of the tanks and reservoirs. It also includes a major
electrical update at selected existing well sites.
• Operating supplies and equipment – The majority of the budget change
between fiscal years is attributable to increased water purchase costs and an
increase in the administrative charge that the water utility pays the General Fund
for central services (human resources, legal, finance, etc.).
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Wastewater Operating
The primary revenues for the Wastewater Operating Fund are for customer charges to
treat sewer flows to the north Marana Water Reclamation Facility. The primary
customers are outside of the organization. As such, it is set up and operates as a stand-
alone enterprise fund.
Summary of Wastewater Operating Fund
Recommended Budget
Fiscal Year 2019
The following describes major changes between fiscal years:
• Licenses, fees and permit – Change is primarily due to a budget correction for
FY2019. The fund is projected to collect significantly more than the $3,000
budgeted for FY2018. The increased revenues are due to increased overall
connections and the addition of a full year of Saguaro Bloom development
activity.
Revenues
FY2018
Budget
FY2019
Recommended $ Change % Change
Licenses, fees and permits 3,000$ 30,000$ 27,000 900.0%
Charges for services 1,303,764 1,491,914 188,150 14.4%
Total Revenue 1,306,764 1,521,914 215,150 16.5%
Expenditures
Personnel & benefits 381,182 584,062 202,880 53.2%
Contracted services 685,532 519,704 (165,828) -24.2%
Operating supplies & equip 183,550 363,348 179,798 98.0%
Capital outlay 56,500 54,800 (1,700) 0.0%
Debt service 1,186,813 809,069 (377,744) 0.0%
Total Expenditures 2,493,577$ 2,330,983$ (162,594) -6.5%
Over/(Under)(1,186,813)$ (809,069)$ 377,744 0.0%
Other Sources and (Uses)
Transfers in 1,186,813 809,069 (377,744) 0.0%
Transfers out - - - 0.0%
Total Sources and (Uses)1,186,813 809,069 (377,744) 0.0%
Change in fund balance - - - 0.0%
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• Charges for services – Wastewater revenues are anticipated to increase by
approximately 14.4% in fiscal year 2018-2019. This is primarily due to a
combination of account growth (new customers) within existing areas and
projected new customers in the Saguaro Bloom development.
• Operating supplies and equipment – The major change between fiscal years is
primarily due to the anticipated increases in electrical usage during the fiscal
year due to the expanded treatment plant and related treatment technologies.
• Debt service – The fiscal year budget included projected debt service on the
portions of the 2017 Series bonds attributable to the WRF expansion to 1.5MGD.
18
Airport Operating Fund
The primary revenues for the Airport Operating Fund are for customer charges for
facility or ground lease revenues, open tie-down permits and fueling fees for planes at
the airport. The primary services are to customers outside of the organization. As such,
it is set up and operates as a stand-alone enterprise fund.
Summary of Airport Operating Fund
Recommended Budget
Fiscal Year 2019
The following describes major changes between fiscal years:
• Licenses, fees and permits – The major change between fiscal years is primarily
due to anticipated revenue growth from the new lease agreements and related
rate structures.
• Contracted services – The change is primarily due to the request for a mesh
network of security cameras. The networked cameras will provide additional
security and visibility in various areas of the airport including, but not limited to,
Revenues
FY2018
Budget
FY2019
Recommended $ Change
%
Change
Licenses, fees and permits 249,000$ 330,068$ 81,068 32.6%
Miscellaneous 18,000 18,000 - 0.0%
Total Revenue 267,000 348,068 81,068 30.4%
Expenditures
Personnel & benefits 279,190 282,586 3,396 1.2%
Contracted services 150,394 199,083 48,689 32.4%
Operating supplies & equip 76,400 79,500 3,100 4.1%
Capital outlay 71,467 10,000 (61,467) -86.0%
Total Expenditures 577,451$ 571,169$ (6,282) -1.1%
Over/(Under)(310,451)$ (223,101)$ 87,350 -28.1%
Other Sources and (Uses)
Transfers in 310,451 223,101 (87,350) -28.1%
Transfers out - - - 0.0%
Total Sources and (Uses)310,451 223,101 (87,350) -28.1%
Change in fund balance - - - 0.0%
19
airport tie-down parking. This security camera project would supplement the
Airport’s existing camera system.
• Capital outlay – Reduction in capital outlay due to the completion of one-time
projects and acquisition of capital assets.
• Transfers in – The budgeted transfer for fiscal year 2018-2019 represents what may
likely be an ongoing, operating subsidy from the General Fund. In fact, over the
years, these operating deficiencies have accumulated to a balance of
approximately $2.2M which the airport owes the General Fund. The airport
does not generate revenues adequate to support the needs of an airport with
significantly aged infrastructure. Additional airport planning is underway in an
effort to improve its ability to generate adequate revenues.
20
21
MAYOR & TOWN COUNCIL
Department Overview
The Marana Town Council is committed to providing its residents with a high standard of
living, efficient municipal services, and progressive community planning. Their actions
are based on solid values, uncompromising integrity, and servant leadership for the
community.
2017 – 2018 Accomplishments
• Adopted a structurally balanced operating budget
• Joint meeting with Town Council and the Town of Oro Valley Town Council
• Selected new Town Logo
• Participated with the Strategic Plan IV Update
2018 – 2019 Goals & Objectives
• 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
• Ensure that Marana remains a safe, clean and healthy community
Community
Outreach
Intergovernmental Relations
Policy
Development
Mayor & Town Council
Members
22
Mayor & Council - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
To promote and increase
regionalism with neighboring
communities
Number of yearly joint meetings
with council members from
neighboring communities
TBD
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits* $249,541 $256,311 $256,132 $304,090 Note 1 $47,958
Contracted Services 6,706 4,981 20,511 20,461 (50)
Operating Supplies & Equipment 5,539 5,816 13,985 13,486 (500)
Total by Category $261,786 $267,108 $290,628 $338,036 $47,408
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $261,786 $267,108 $290.628 $338,036 $47,408
Total by Fund $261,786 $267,108 $290,628 $338,036 $47,408
Budget Notes and Changes
1. Personnel & Benefits – Change due to increases in employer’s contribution
toward Elected Officials Retirement Plan (EORP).
*Note: Town Council does not have FTE’s. Town Council members are paid a stipend and are eligible to
receive benefits.
23
TOWN MANAGER
Department Overview
The Town Manager’s Office, under the policy and direction of the Town Council, provides
oversight, support and coordination of administrative activities across the Town. The
Manager’s Team provides 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 Team promotes
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 Team will never
compromise our integrity or the public’s trust.
TOWN MANAGER’S OFFICE
2017 – 2018 Accomplishments
• Maintained a structurally balanced budget
• Centralized the cashiering process
• Updated the Strategic Plan IV
• Developed and Implemented the Animal Care Services Division within the Town
of Marana
• Commemorative the Town’s 40th Anniversary
• Supported and fiscally managed the Signature Events
• Enhanced the esthetics and provided support with the Marana Chamber of
Commerce for the State of the Town Address
• Developed the “Ina Business Program” to assist the Ina Road businesses during
the interchange reconstruction project
2018 – 2019 Goals & Objectives
• Construction of a new police facility
• Continue to support efforts to encourage development in Marana’s Downtown
area
• Maintain a structurally balanced budget
• Continue to improve and maintain for our residents and visitors a high level of
professionalism at our signature events
Administration Support Services
Community Outreach
Council Support & Constituency
Staff Oversight
Town Manager
24
• Continue to support the Ina Road businesses during construction of the I-10
overpass
• Sunset the half-cent sales tax
• Collaborate with Town Departments to centralize permitting and licensing
system
COMMUNICATIONS AND MARKETING DIVISION
2017 – 2018 Accomplishments
• Standardized method of news releases for all departments, including
implementing formal channels for Town departments to provide the
Communications and Marketing Division information.
• Standardized the Daily Mail for all internal communications.
• Established workflow calendar for Newsroom articles to include a regular stream
of special interest stories and guest writers.
• Hired Marketing and Design Associate to specialize in parks and recreation and
tourism projects.
• Created the Employee Portal on MaranaAZ.gov to be an easy-to-access
resource for employees.
2018- 2019 Goals
• Standardize 3rd party work hiring processes, such as videographers and
photographers.
• Strategize in-house methods for creative and cost-effective advertising for
programs, services, and events.
• Address community identity confusion with identifiable visuals around Town that
reinforce the Marana border.
• Establish a media tracking system that enables the Town to accurately track news
coverage, and gauge community concerns and engagement online.
SPECIAL EVENTS DIVISION
2017 – 2018 Accomplishments
• Acquired and implemented Marcato Festival Management Software to manage
vendors, performers and online forms for Cotton Festival and Holiday Festival.
• Boosted attendance at Movies in Music in Marana series. Average attendance
growth from a range of 5-200 people to an average of 150 per event.
• Implemented a new Events Planning Team to plan and execute all signature
events with representatives from each key department.
• Implemented a new position, Special Events Programmer, to the
Communications Division specifically for events.
• Significantly increased size of Cotton Festival attendance from 4,000 to 6,000
attendees.
25
2018 - 2019 Goals
• Increase use of Marcato Festival Management Software to further standardize
event planning process by using additional features: contracts, payments, etc.
• Create 5-year plan for Special Events in relation to Town goals, growth, and
opportunities.
• Use new Special Events Program & Sponsorship book to network and acquire
additional sponsorships for signature and community events.
• Acquire and formalize volunteer opportunities within special events.
Town Manager’s Office - KEY PERFORMANCE MEASUREMENTS
Town
Manager
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Innovation
Foster a culture of innovation
throughout the Town
organization.
Number of town-wide innovation
seminars. 2
Community Ensure Town information is easily
accessible to the public.
Development of transparency
apps and platforms.
Creation of Town
performance dashboard.
Community Invest in community input on
Town services.
Development and deployment
of survey instruments.
Administer town-wide
citizen survey.
Community
To provide high level service to
other Town departments for
marketing and branding projects
Increase the frequency of
project communications with
departments during project
timeline by 10%
TBD
Reduce the initial response time
for project requests by 20% TBD
Innovation To increase accuracy in planning
for special event growth
Accurately predict event
attendance within 10% of
actual/estimated post event
<10%
26
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $1,172,219 $1,170,600 $ 1,313,596 $ 1,364,617 Note 1 $51,021
Contracted Services 152,960 128,304 152,149 163,496 Note 2 11,347
Operating Supplies & Equipment 161,879 203,207 226,445 275,455 Note 3 49,010
Capital Outlay 12,623 19,803 - - -
Other Financing Uses - - 37,000 32,000 Note 4 (5,000)
Total by Category $ 1,499,681 $1,521,915 $ 1,729,190 $ 1,835,568 $ 106,378
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $1,477,338 $1,520,894 $1,724,190 $1,835,568 $111,378
Bed Tax Fund 22,343 1,021 5,000 - (5,000)
Total by Fund $1,499,681 $1,521,915 $1,729,190 $1,835,568 $106,378
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Town Manager 1.00 1.00 1.00 1.00 -
Deputy Town Manager 1.00 1.00 1.00 1.00 -
Assistant Town Manager - 1.00 1.00 1.00 -
Assistant to the Town Manager 1.00 1.00 1.00 1.00 -
Management Assistant 2.00 - - - -
Graphic Designer 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Customer Service Clerk 1.13 1.13 1.00 1.00 -
Customer Service Representative - - 1.00 1.00 -
Special Events Coordinator 1.00 1.00 1.00 1.00 -
Special Events Programmer - - 1.00 1.00 -
Communications Manager 1.00 1.00 1.00 1.00 -
Communications Specialist - 1.00 1.00 1.00 -
Executive Assistant to the Town
Manager - 1.00 1.00 1.00 -
Marketing & Design Associate - - 0.50 0.50 -
Senior Executive Assistant 1.00 - - - -
Total Town Manager 11.13 11.13 13.50 13.50 -
27
Budget Notes and Changes
1. Personnel & Benefits Cost – Increased budget associated with the mid-year move
of an employee from Parks & Rec into the Special Events division.
2. Contracted Services – Increased budget associated with increased software to
monitor social media presence.
3. Operating Supplies & Equipment – Increased budget associated with growth and
upkeep of Signature Events
4. Restricted Budget – Budget to be used primarily for Signature Events, if needed.
28
TOWN CLERK
Department Overview
The Town Clerk is responsible for oversight of Council meetings, the administration of town
elections, public records management, coordination of public records requests, claims
management, processing liquor licenses and the coordination of interdepartmental
services related to the 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 Marana Citizens’
Forum. Community is the keystone of the Strategic Plan that enhances the mission of the
Town Clerk’s department, which is to assist the public and internal staff with accurate
and timely information.
2017-2018 Accomplishments
Records Administration
• Laserfiche digital imaging clean-up continues with the removal of over 68,227
transitory and duplicate documents from the repository.
• Launched public facing Laserfiche portal to increase citizen access to town
archived records.
• Reviewed and transferred over 70 permanent planning boxes to off-site storage.
• Reviewed and transferred over 145 semi-permanent capital improvement project
boxes to off-site storage.
• Reviewed and transferred over 300 permanent flat plat files to off-site storage.
• File room inventory of transitory and permanent public records ongoing.
Council and Department Organization
• Continue to provide agenda training as needed to all staff.
• Member of the Town’s safety team.
• Member of the Town’s wellness team.
• Member of the Town’s benefits team.
• One staff member working towards Municipal Clerk Certification.
• One staff member working towards Laserfiche Operator Certification.
Council
Elections
Records Management
Community
Town Clerk
29
2018-2019 Goals & Objectives
In addition to those items listed below, all goals and objectives noted above as
‘ongoing’ will continue to be a focus objective during this period.
• Complete outreach for 2018 elections via website and neighborhood meetings.
• Continue Laserfiche and Versatile clean-up project to enhance software
capabilities.
• Complete the clean-up of the Public Works templates and other aspects of the
repository.
• Continue reorganization of the Records room and relocation of files to the
Sanders Road Archive unit.
Town Clerk - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Evaluate and
continuously
improve the
Marana
Citizens’ Forum
Bring relevant topics to Citizens’
Forum for deliberation
Maintain minimum of 20-25
delegates; recommendations
approved by Council are
launched for implementation
Ongoing
Create a
comprehensive
preservation
policy for
historic and
culturally
significant items
Establish comprehensive policy
Start a draft outline within first
year, engaging entities such as U
of A, AZ State Museum, Sonoran
Desert Coalition, and Old Pueblo
Archaeology
First draft of policy
Maintain
partnership with
the Marana
Heritage
Conservancy
and seek out
new
partnership
opportunities
Archaeological tour of sites in
Marana
- Seek out archaeologist
- Research
- Identify internal departments to
assist with collaboration
- Potential establishment of new
programs
Ongoing
30
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $259,258 $377,255 $386,551 $387,510 $ 959
Contracted Services 11,181 4,735 16,992 99,205 Note 1 68,213
Operating Supplies & Equipment 4,841 84,194 25,650 19,650 8,000
Restricted Budget - - - 65,000 Note 2 65,000
Total by Category $275,280 $466,184 $429,193 $571,365 $142,172
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $275,280 $466,184 $429,193 $571,365 $142,172
Total by Fund $275,280 $466,184 $429,193 $571,365 $142,172
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Projected FY 2019 Budget Change
Town Clerk 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 -
Executive Assistant - 1.00 1.00 1.00 --
Records Clerk 2.00 2.00 2.00 2.00 -
Assistant to the Town Clerk 1.00 - - - -
Total Town Clerk 5.00 5.00 5.00 5.00 -
Budget Notes and Changes
1. Contracted Services – Increased budget associated with the primary and
possible general election in 2018.
2. Restricted Budget – Increase in restricted provides budgetary capacity for special
election or other closely related item.
31
HUMAN RESOURCES
Department Overview
The Human Resources Department’s mission is to support and advance the Town of
Marana by hiring, developing and keeping the best talent. In collaboration with all Town
employees, we work to promote Marana’s culture and an organization of excellence.
2017 – 2018 Accomplishments
Administration
• Enhanced the PERFORM interactive quarterly touch base process to align with
the strategic plan
• MUNIS upgrade
• Created workforce data report
• Created a classification source document
• Updated and formalized Policies and Procedures and administrative directives
• Updated HR website for better user experience
• Developed the Employee Portal with Communications department
Benefits
• Coordinated the annual Open Enrollment Benefits and Wellness Fair
• Deadlines met for Affordable Care Act Reporting and disbursement of 1095C
forms to all benefit eligible employees
• Continued to review benefit plans for sustainability
• Created Total Compensation Statement for all benefits eligible employees
• Conducted benefits requests for proposals (medical/stop loss, EAP, Life,
Disability, FSA, HSA, Cobra)
Compensation & Classification
• Created organizational Job Descriptions
• Updated and implemented the Reclassification and New Position Request
Process
Benefits & Wellness
Organizational Development
Recruitment Classification & Compensation
Safety & Occupational Health
HR Director Administration
32
Organizational Development
• Invested in employee leadership development (AGTS Supervisor’s Academy,
Eller College Foundations in Public Sector Leadership and Southwest
Leadership Program)
• Enhanced Employee Appreciation and Recognition events
• Conducted Six Block training and development analysis throughout the
organization
• Conducted leadership time and attendance training
• Conducted administrative directive training
Recruiting
• Enhanced the use of NEOGOV features
• Enhanced the recruiting process and implemented pre-employment hiring
process for applicable job classifications
Safety & Emergency Management
• Established motor vehicles records checks program
• Mitigated and abated annual facilities inspections
• Maintained 100% of National Incident Management System (NIMS) training
• Maintained 90% Safe Personnel Training completion rate
• Updated five year review of the Town’s Emergency Operations Plan (EOP)
• Created Job Hazard Assessments (JHAs) for all job classifications
Wellness
• Held wellness clinics throughout the year, including the Flu Shot Clinic, Mobile
On-Site Mammography Clinic and 10,000 Steps program
• Implemented new employee health fair
2018 – 2019 Goals & Objectives
Administration
• Develop the HR brand to be a model in all the services we provide
• Develop a HR website that promotes the Town as an organization of
excellence
• Continue to be a driving force to cultivate and promote the Town’s goals,
strategic plan and cultural values
• Update and formalize Policies and Procedures
• Update workforce data report
• Implement Human Resources scorecard
• Introduce the concept of an alternate work schedule
Benefits
• Move towards auto file feeds on medical and dental plans
• Improve TCM utilization
33
• Increase utilization of Employee Self Service for employee compliance
notifications
Compensation & Classification
• Implement an interactive process with the organization for the Reclassification
and New Position Request process
• Continue to enhance job descriptions and the process
• Enhance the overall compensation philosophy
Organizational Development
• Implement an interactive process and developmental tool for leaders that link
talent assessment with organizational development
• Assess organizational training needs and develop a strategic training plan
based on organizational need
• Conduct Six Block training and development analysis throughout the
organization
• Enhance the overall training and development philosophy
Recruiting
• Implement a new and enhanced recruiting process and Hiring Manager
Toolkit
• Implement an updated interactive on-boarding process to enhance the new
hire experience
• Enhance the use of NEOGOV features
Safety & Emergency Management
• Continue to reduce workplace injuries and enhance claims management
process
• Complete the development of the Continuity of Operations Plans (COOP) for
all Town departments and incorporate them into the Town’s Emergency
Operations Plan (EOP)
• Update the Town’s Emergency Operations Plan (EOP)
• Maintain 90% Safe Personnel Training completion rate
Wellness
• Hold wellness clinics throughout the year, including biometrics, a Flu Shot
Clinic, Mobile On-Site Mammography Clinic and 10,000 Steps program
• Increase organizational participation
• Utilize innovative wellness programs and resources
34
Human Resources - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Progress &
Innovation
10% reduction in cost related to
injuries and 10% reduction in
injuries
To reduce the frequency and cost
related to injuries.
Track the cost related to injuries
and the number of injuries
10% reduction in injury claims
10% reduction with associated
injury costs
The target number will not
be identified until FY18
numbers are calculated
after June 30, 2018
Progression &
Innovation
10% increase in employee
engagement
Track the number of touch base
meetings
The target number will not
be identified until FY 18
numbers are calculated
after June 30, 2018
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $537,934 $ 646,613 $659,849 $661,428 $1,579
Contracted Services 66,080 46,721 71,742 70,613 (1,129)
Operating Supplies & Equipment 95,955 88,520 118,004 124,754 6,750
Capital Outlay 12,963 - - - -
Restricted Budget - - 20,000 35,000 Note 1 15,000
Total by Category $712,932 $781,854 $869,595 $891,795 $22,200
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $712,932 $781,854 $869,595 $891,795 $22,200
Total by Fund $712,932 $781,854 $869,595 $891,795 $22,200
35
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Projected FY 2019 Budget Change
Human Resources Director 1.00 1.00 1.00 1.00 -
Human Resources Deputy Director 1.00 1.00 1.00 1.00 -
Sr. Human Resources Analyst 2.00 2.00 2.00 2.00 -
Human Resources Analyst 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Safety and Emergency Management
Coordinator 1.00 1.00 1.00 1.00 -
Total Human Resources 7.00 7.00 7.00 7.00 -
Budget Notes and Changes
1. Restricted Budget – Increased budget associated with providing capacity for
executive and high-level recruitments, if needed.
36
FINANCE DEPARTMENT
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.
2017 – 2018 Accomplishments
• Received 10th consecutive 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 for the 9th consecutive year
• Developed a Budget Webpage that helps citizens stay up-to-date with key
dates, information on budget development, and a citizens’ voice section with
FAQ’S as well as, a place where questions can be submitted.
• Assisted Courts in allowing online payments solutions for its customers
• Successfully implemented a Financial Transparency Searchable Database on the
Town’s Website
2018 – 2019 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
• Streamline payment processing to include the use of alternatives to paper checks
such as (ACH, Wire, Pcard, Etc.)
• Acquire and implement a new business licensing software system
Budget
Accounting Administration
Procurement Treasury Management
•Sales Tax & Audit
Finance Director
37
Finance Department - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
We will strive to
maintain our
reputation as a
safe and well-
managed
community
Maintain or improve credit rating
Bond rating Excise Tax Revenue
Obligations
• Fitch
AA
Bond rating Excise Tax Revenue
Obligations
• Standard & Poor's
AA
Receive a clean audit opinion
without any findings or questioned
costs
Unqualified audit opinion in
financial statements by external
CPA Firm
Yes
Invest idle cash to achieve best
investment results considering
safety, liquidity and yield
Compliance with Town
investment and
financial policies
100%
Provide detailed and transparent
financial information to the public
about the use of public resources
Receipt of GFOA
• Certificate of Achievement
for Excellence in Financial
Reporting
Yes (12th consecutive)
Receipt of GFOA
• Distinguished Budget
Presentation Award
Yes (11th consecutive)
Ensure budgeted numbers are
reasonably conservative and
maximize use of available funds
and a structurally balanced
budget
Targeted variance in from
budget to actual
• Operating revenues
• Operating expenses
±5%
±5%
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $ 875,302 $ 876,479 $1,024,011 $1,010,931 $(13,080)
Contracted Services 141,899 126,215 167,610 139,660 Note 1 (27,950)
Operating Supplies & Equipment 7,112 10,151 6,000 9,690 3,690
Total by Category $1,024,312 $1,012,845 $1,197,621 $1,160,281 (37,340)
38
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $1,024,312 $1,012,845 $1,197,621 $1,218,421 $(37,340)
Total by Fund $1,024,312 $1,012,845 $1,197,621 $1,218,421 $(37,340)
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Finance Director 1.00 1.00 1.00 1.00 -
Finance Manager 1.00 1.00 1.00 1.00 -
Budget Analyst 1.00 1.00 1.00 1.00 -
Payroll Administrator 1.00 1.00 1.00 1.00 -
Procurement Officer 1.00 1.00 1.00 1.00 -
Procurement Agent - 1.00 1.00 1.00 -
Senior Accountant 2.00 2.00 2.00 2.00 -
Senior Accounting Associate 1.00 1.00 1.00 1.00 -
Accounting Associate 1.75 1.75 .75 .75 -
Administrative Assistant 0.50 0.50 .50 .50 -
Asset System Administrator - 1.00 - - -
Contracts Administrator 1.00 - - - -
Tax & License Specialist - - 1.00 1.00 -
Grants Manager - - 1.00 1.00 -
Total Finance 11.25 12.25 12.25 12.25 -
Budget Notes and Changes
1. Contracted Services – Decrease primarily related to the reduction of one-time
business licensing software item which was included in the FY2018 budget. For
FY2019, the budget request was moved to the Technology Services budget
because the scope of the software project expanded to also include
development and community functions, including but not limited to, permitting
and code enforcement.
39
LEGAL
Department Overview
The Marana Legal Department provides quality legal services to help the Town become
a sustainable community with a high quality of life. The Legal Department provides legal
advice to the Mayor and Council, the Town Manager’s Office and all Town departments,
and directly or through outside counsel represents the Town in litigation. 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.
2017 – 2018 Accomplishments
• Commerce: Completed comprehensive revision of the Town procurement code
and the Town telecommunications code, both of which were adopted by
Council and are now part of the Marana Town Code. Drafted amendments to all
existing airport lease agreements. Provided technical feedback to outside
consultants and staff for the creation of the Downtown and Mixed-Use zoning
districts and for the Land Development Code revision process, to modernize,
simplify, and shorten Town development requirements.
• Community: Completed the property rights acquisitions needed for the Tangerine
Corridor project, Twin Peaks/Dove Mountain Boulevard to La Cañada Drive.
Worked on the contracts and Town Code provisions required to bring Animal
Control in-house. Provided top-quality municipal criminal and code enforcement,
including efficiently and fairly handling nearly 1600 misdemeanor prosecutions.
• Innovation: Tested and implemented the new Legal Department software,
developed by the Technology Services Department with input and feedback
from the Legal Department, to streamline standard documentation and increase
department productivity. Actively participated in and assisted in the regional roll-
out of Coalition Against Retail Theft (CART) initiatives and strategies.
• Heritage: Assisted with all aspects of Town special events (Cotton Festival,
Founders Day, Christmas Tree Lighting, etc.), including agreements and insurance
issues, and coordination with Marana Heritage Conservancy on legal issues.
• Recreation: Revised administrative directive regarding fingerprinting of Parks
volunteers to adopt disqualification guidelines of the National Recreation & Parks
Association. Assisted in the acquisition of property rights and the preparation and
review of contracts necessary for the development of El Río Preserve. Prepared
and reviewed agreements and documents for the future expansion of the Santa
Cruz River Shared Use Path and the CAP Trail and trailhead.
Civil Legal Services Criminal Prosecution
Town Attorney
40
2018 – 2019 Goals & Objectives
• Commerce: Update Business License code provisions.
• Community: Provide legal advice, prepare agreements, and acquire right of way
for Adonis Road. Provide advice and prepare agreements and Council
documents for Town acquisition of the Tortolita Preserve and the Arizona State
Land Department’s Tangerine Corridor rezoning process. Update Alcohol and
Drug-Free Workplace policy.
• Innovation: Assist and advise Town consultants and departments in reducing the
size, bulk, and complexity of the Land Development Code, and bring them to
public hearings before the Planning Commission and Council. Expand the use of
the community restitution program for misdemeanor offenses. Update all
administrative directives to improve efficiencies and effectiveness.
• Heritage: Provide legal advice and assistance related to continued development
of the Heritage Park and implementation of the Heritage Park Master Plan.
• Recreation: Provide legal advice and prepare agreements related to design and
construction of the El Río Preserve, the Santa Cruz River Shared Use Path, and the
CAP Trail and trailhead.
Legal Department - KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2019 Target
Community
Efficiently and effectively
prosecute misdemeanor
cases
% of cases with initial victim
notices sent out by first pretrial
conference
80%
% of cases with disclosure
completed by first pretrial
conference
80%
Community/Progress
& Innovation
Provide timely and accurate
legal advice to the Town
% of successful outcomes in
personnel matters 95%
% of ordinances/ resolutions
adopted by Council within 30
days of drafting
90%
41
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $672,174 $ 712,310 $732,386 $838,868 Note 1 $106,482
Contracted Services 71,236 134,459 111,788 116,807 5,019
Operating Supplies & Equipment 4,125 3,234 3,000 12,630 9,630
Restricted Budget - - - 22,000 Note 2 22,000
Total by Category $747,535 $832,495 $847,174 $990,305 $143,131
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $699,988 $832,495 $847,174 $990,305 $143,131
Total by Fund $699,988 $832,495 $847,174 $990,305 $143,131
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Town Attorney 1.00 1.00 1.00 1.00 -
Deputy Town Attorney 1.00 1.00 1.00 1.00 -
Senior Assistant Town Attorney 1.00 1.00 1.00 1.00 -
Assistant Town Attorney 1.00 1.00 1.00 1.00 -
Legal Assistant 1.00 1.00 1.00 1.00 -
Legal Document Clerk 1.00 1.00 1.00 1.00 -
Administrative Assistant 0.50 0.50 .50 .50 -
Associate Town Attorney - - - 1.00 1.00
Total Legal 6.50 6.50 6.50 7.50 1.00
Budget Notes and Changes
1. Personnel & Benefits – Increased budget due to new Associate Town Attorney
position for FY19.
2. Restricted Budget – Increased budget for outside legal counsel, if needed.
42
TECHNOLOGY SERVICES
Department Overview
The Technology Services Department provides Town departments with the leadership,
skills and technology infrastructure that enable the effective, secure, and efficient use of
technology solutions in support of the vision, principles and strategic goals of the Town of
Marana.
2017-2018 Major Accomplishments
• Created the Animal Services App and Ina Rd App
• Updated technology continuity of operations plan
• Upgraded Firewalls to protect Town Data and System
• Created the new GIS portal for Town maps
• Completed a security audit of all Town systems, security policies and procedures
2018-2019 Goals & Objectives
• Create an Open Data Portal for Town data
• Create a transparency dashboard for the Town web site
• Create a solution to map documents to GIS maps
• Explore the use of Augmented Reality technology for department uses
• Upgrade the Town phone system
• Expand the Wi-Fi system to Heritage Park and Tangerine Sky park
Infrastructure
Applications
Technology
Services Director
43
Technology Services - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Progress and
Innovation
To increase the availability of
Town network and server
resources
Network and Servers available
99% of time 99%
Progress and
Innovation
Efficient resolution of Town
technology issues
Increase Help Desk problem
tickets resolved within 1 working
day
90%
Progress and
Innovation
Timely development of
application features and
functionality
Length of time new application
features or tasks take to move
from one status to another (eg.
open to closed).
15 days
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $1,214,723 $1,315,538 $ 1,355,690 $1,402,611 Note 1 $46,921
Contracted Services 791,392 904,991 1,075,310 1,198,350 Note 2 123,040
Operating Supplies & Equipment 396,243 348,980 233,643 835,500 Note 3 601,857
Capital Outlay 23,555 37,383 - - -
Total by Category $2,425,914 $2,606,892 $2,664,643 $3,436,461 $771,818
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund 2,425,914 2,606,892 2,664,643 3,436,461 771,818
Total by Fund $2,425,914 $2,606,892 $2,664,643 $3,436,461 $771,818
44
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Technology Services Director 1.00 1.00 1.00 1.00 -
Technology Manager 2.00 2.00 2.00 2.00 -
Network Administrator 1.00 1.00 1.00 1.00 -
Database Administrator 1.00 1.00 1.00 1.00 -
Website Administrator 1.00 1.00 1.00 1.00 -
Senior GIS Analyst 1.00 1.00 1.00 1.00 -
GIS Analyst 1.00 1.00 1.00 1.00 -
Technology Analyst 1.00 1.00 1.00 1.00 -
Technology Support Specialist II 2.00 2.00 2.00 2.00 -
Technology Support Specialist I 1.00 1.00 1.00 1.00 -
Business Process Analyst 1.00 1.00 1.00 1.00 -
Senior Network Administrator 1.00 1.00 1.00 1.00 -
Total Technology Services 14.00 14.00 14.00 14.00 -
Budget Notes and Changes
1. Personnel & Benefits – Increased budget mostly due to short-term temporary
employee to assist with GIS data.
2. Contracted Services – Increased budget primarily associated with $125,000
software solution for development and community related functions.
3. Operating Supplies & Equipment – Increased budget mostly due to $575,000 in
Pima County Wireless Integrated Network (PCWIN). Costs include upgrade of
dispatch consoles, new licensing and other necessary improvements. Most of this
is a one-time cost.
45
OFFICE OF ECONOMIC DEVELOPMENT AND TOURISM
Department Overview
To provide clear direction and coordination of economic development and tourism
activities in Marana by the building of public/private sector partnerships to attract and
retain a diverse business and employment base, support new local businesses, develop
amenities and attractions to create a world class destination and provide a high quality
workforce. To ensure that all departmental activities enhance and support the vision of
the strategic plan by providing responsiveness to internal and external customers by the
creation of those partnerships.
2017 – 2018 Accomplishments
• Implemented a business seminar series in conjunction with the Arizona Center for
Innovation, UA Tech Park, and Town of Marana
• Initiated the Downtown Marana Main Street visioning and planning process to
forge partnerships with the private development industry that included the
Downtown Overlay District
• Worked with multiple business entities to identify location sites and zoning
requirements
• Identified 44 projects through the ACA & Sun Corridor for proposal submissions
• Successfully implemented MJCIP with three additional businesses
• Created an Education to Work Taskforce to successfully lobby for CTE/JTED
programs involving a workforce pipeline for various industries
• Instituted a “Welcome Packet” for businesses in Marana
• Setup the ZoomProspector Enterprise Suite to market Marana assets and
demographic intelligence for corporate and site selection searches – Ongoing
database maintenance
• Successfully completed two Marana Business Walks with the Chamber
• Completed initial conceptual design for landscape/hardscape architecture for
the new Marana Main Street roundabout
• Presentations given to various community groups and conferences
• Current President of AAED, the statewide economic development organization,
which provided opportunities to promote Marana within the economic
development community
Tourism
Economic Development & Tourism
46
• Created the regional Gastronomy Tour to showcase the historical and modern
day uses of foods grown in Marana and launched the first tours
• Participated in 2nd annual Marana Segment of the El Tour De Tucson bicycle race
with a complete marketing and social media campaign
• Used social media and print campaigns to successfully market Marana to the
Hispanic International Traveler for commerce tourism
• Conducted seven familiarization tours with national travel and food writers, travel
operators from China, film officers, and national event planners
• Launched Made in Marana program to brand local producers
• Supported the Ritz Carlton through a grant for broadcast media campaigns
targeting Chicago and New York markets
• Launched Marana Film Office and dedicated webpage on Discover Marana
• Participated on two Boards to promote Marana within the tourism community
2018 – 2019 Goals & Objectives
• Continue implementation of the newly completed Economic Development
Strategic Plan
• Complete construction of the Marana Main Street roundabout feature
• Initiate preliminary planning and development for a shared gathering space in
Downtown Marana
• Complete a dedicated incentive for Downtown Marana to incentivize the vision
of the downtown experience
• Complete site certification process for key land assets within the town
• Develop merchandise for the Visitor Center
• Participate in highly attended leisure travel shows for brand positioning
• Continue to support the Ritz Carlton with cooperative opportunities for marketing in
other markets
• Support the launch of Topgolf Marana with new cooperative advertising efforts
• Support revenue growth of Tucson Premium Outlets with a new influencer
campaign
• Leverage Arizona Film Office partnership opportunities to attract more filming
projects
• Launch Historic Dude Ranch District tourism map and website
• Implement a tourism dashboard highlighting impact upon community
47
Economic Development & Tourism - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Economic
Development
To maintain a sustainable
increase in living standards and
quality of life in Marana.
Connecting people with
decision making tools
10% increase year over
Provide 100% response rate on
RFI where applicate and 100%
response rate within 24 hours of
unsolicited inquiries.
100% response rate on RFI’s
where applicable. 100%
response within 24 hrs of
unsolicited inquiries
Increase theNumber of
unsolicited inquiries 10% increase year over
Implementation of the Econ Dev
Strategic Plan by marketing the
four focus areas
Two campaigns per year
Tourism
Influencing visitation and
purchasing decisions in the Town
of Marana
Increase website traffic through
organic searches 10% increase
Increase personal responsive
interactions 20%
Creating and innovating tourism
products One per year
Influencing travel stays
Frequency & reach – 15
marketing campaigns per
year
Favorable media mentions of
the town 10% increase year over
48
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $203,029 $218,037 $333,959 $321,512 $(12,447)
Contracted Services 185,137 219,408 231,475 243,750 12,275
Operating Supplies & Equipment 3,802 4,029 3,700 4,600 900
Other Financing Uses - - 17,378 7,900 (9,478)
Total by Category $391,967 $441,474 $586,512 $577,762 $(8,750)
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $156,807 $195,040 $276,876 $277,497 $621
Bed Tax Fund 235,160 246,434 309,636 300,265 (9,371)
Downtown Reinvestment Fund - - - - -
Total by Fund $391,967 $441,474 $586,512 $577,762 $(8,750)
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Budget
FY 2019
Recommended Change
Director of Economic Development
and Tourism 1.00 1.00 1.00 1.00 -
Tourism and Marketing Manager 1.00 1.00 1.00 1.00 -
Economic Development Specialist - 1.00 1.00 1.00 -
Marketing & Design Associate - - 0.50 0.50 -
Total Economic Development and
Tourism 2.00 3.00 3.50 3.50 -
Budget Notes and Changes
No major changes
49
DEVELOPMENT SERVICES ADMINISTRATION
Department Overview
To provide clear support, coordination and quality control oversight for the Town of
Marana Development Services departments (Planning, Permits and Records, Building
Safety and Engineering), Economic Development and Real Property to ensure that all
departmental activities enhance and support the vision of the strategic plan by providing
responsiveness to, and creating partnerships with, the development community.
2017 – 2018 Accomplishments
• Hired and promoted staff to best match qualifications and personalities required
for their position
• Developed a Customer Satisfaction Survey and provided easy access via tablet
and hard copy formats located at the front desk
• Enhanced the DSC portion of the Town’s website by making it more user-friendly
and interactive.
• Continued work on creating an online permitting system for the Town’s customers
• Continued to optimize the applications available through CRW project and
permitting software
• Transferred all record archives from Marana Operations Center to the new storage
facility located on Sanders Road.
• Prepared SOP’s for the processing of Public Records Requests and Business
Licenses for a simplified and more efficient customer experience
2018 – 2019 Goals & Objectives
• Continue to enhance the DSC website for use by the Town’s residents, businesses
and customers
• Continue to find ways to assist new small businesses wishing to conduct e-
commerce from home or office
• Continue to work on creating an online permitting system for the Town’s customers
• Through cross-training, enhance the DSC “Single Point of Contact” service
provided to the Town’s customers by the Development Coordinators
Records Center
Customer Service
DSC Reception Desk
Development Services Administration
50
DHYHORSPHQW6HUYLFHV – KEY PERFORMANCE MEASURES
Council
Strategic
Plan Goal
Expected Outcome Performance Indicator FY 2019 Target
Progress &
Innovation
Assist in the creation of an on-
line permitting system for the
Town of Marana
Percentage complete of on-line
permitting system >50%
Progress &
Innovation
Commerce
Improve staff training,
education and certification
levels
International Code Certifications
received TBD
Arizona Building Official Association
code training sessions attended per
year
TBD
Commerce
Streamline public processes to
make it easier for public and
developers to work with the
Town
In-house plan reviews as a percent of
total plan reviews taken TBD
Commerce
Ensure sufficient response to
public for permitting and
inspections
Single family dwelling plans reviewed
within five days TBD
Model plan reviews completed within
five days TBD
Field inspections completed within one
business day of request TBD
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $208,414 $86,720 $213,654 $270,153 Note 1 $56,499
Contracted Services - - 124,620 119,190 (5,430)
Operating Supplies & Equipment 4,917 5,358 6,000 6,000 -
Total by Category $213,331 $92,077 $ 344,274 $395,343 $51,069
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund 213,331 92,077 344,274 395,343 51,069
Bed Tax Fund - - - - -
Downtown Reinvestment Fund - - - - -
Total by Fund 213,331 92,077 344,274 395,343 51,069
51
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Development Services Director - 1.00 1.00 1.00 -
Development Services Center
Manager 1.00 - - - -
Executive Assistant 1.00 1.00 1.00 1.00 -
Customer Service Clerk 1.00 1.00 - - -
Business Process Analyst - - - 1.00 1.00
Total Development Services Admin 3.00 3.00 2.00 3.00 1.00
Budget Notes and Changes
1. Personnel & Benefits – Increased budget due to a personnel change from Planning
to Development Services. No overall positive impact to General Fund.
52
BUILDING SAFETY
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 and properties,
stability, sanitation, adequate lighting and ventilation, energy conservation and safety to
life and property from fire and other hazards attributed to the built environment. These
crucial elements in building safety are addressed during the plan review and the
inspection process. The department also assures the safety of structures for first
responders, such as fire fighters and other emergency responding agencies.
The enforcement of building code is an essential function of the department’s
commitment to provide a safe and attractive built environment for our citizens and
visitors to our community. This is accomplished through adoption of the most up-to-date
technical building code, and administration of that code through field inspection.
The Building Safety department in an effort to provide the highest level of service to our
community, collectively works with fire service agency within the town to administer
provisions of the fire code. Our goal as the Building Safety department is to maintain the
vision of the town, by incorporating the strategic plan into our policies and procedures
whenever possible.
The Building Safety department has a staff of 13 full time employees. Staff is committed in
supporting the daily operations of the town’s Development Services and Business
Development Center. The department staff consists of 4 plan review staff members, 4
inspectors, 4 permitting clerks and the department director.
2017 – 2018 Accomplishments
• Refined Occupancy Compliance program
o Improved services for new business owners
o Improved processing time of Occupancy Compliance request
o Added “Welcome to Marana” business package
• Completed TRACKiT upgrades
o Created an SOP manual and completed training for all staff
o Enhanced communication between departments to facilitate better
communication
o Collected fees now report directly to MUNIS, eliminating need for Cash
Receipts program
Building Safety Inspections
Building Safety
Plans Examiners
Building Safety Permit Clerks
Building Safety Manager
53
• Updated all building process checklists including content and format
• Improved permit processing through concurrent reviews for the following:
o SFR permits
o Sign Permits
o Change of Copy Signs
• Improved Plan Review Timeframes
o Review timeframes have been reduced
o Includes coordination with NWFD to match the Town’s
• Rolled out Bluebeam electronic plan review
o Completed training for all employees
o Purchased new monitors to facilitate better use of software
2018 - 2019 Goals & Objectives
• Begin discussions with regional partners regarding 2018 building code update
• Field Inspections
o Improve inspection consistency among inspectors
o Develop inspector’s skills to include commercial inspection
o Checklist for quick response inspection items
o Electronic inspection reports
• Etrakit
o Clean up data base
o Set up training program for our contractors
o Beginning developing process to intake minor permits online
• Electronic Plan Review
o Develop training program for Bluebeam software program
o Set up training schedule
o Implement eplan review
• Seek educational opportunities for staff that helps develop their skill sets
Building Safety – KEY PERFORMANCES MEASURES
Council
Strategic Plan
Goal
Expected Outcome Performance Indicator FY 2019 Target
Community Perform building
inspections
Total number of building
inspections performed 16,000
Community
Perform inspections for
building code
compliance
Number of Building Code
Compliance inspections performed 25
Commerce Certificate of
Occupancy inspections
Number of C of O inspections
performed 40
54
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $940,479 $751,007 $951,116 $1,040,744 Note 1 $ 89,628
Contracted Services 17,054 84,901 60,369 65,695 5,326
Operating Supplies & Equipment 34,721 28,787 43,686 50,929 7,243
Total by Category $992,255 $864,695 $1,055,171 $1,157,368 $102,197
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $ 992,255 $864,695 $1,055,171 $1,157,368 $102,197
Total by Fund $992,255 $864,695 $1,055,171 $1,157,368 $102,197
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Chief Building Official - - - 1.00 -
Chief Building Inspector 1.00 1.00 1.00 1.00 -
Building Safety Coordinator 1.00 1.00 1.00 - (1.00)
Senior Plans Examiner 1.00 1.00 1.00 2.00 1.00
Building Safety Manager 1.00 1.00 1.00 - -
Plans Examiner 1.00 1.00 1.00 1.00 -
Building Inspector II 2.00 2.00 2.00 3.00 1.00
Building Inspector I 1.00 1.00 1.00 1.00 -
Development Coordinator 1.00 1.00 3.00 3.00 -
Permit Clerk 3.00 3.00 1.00 1.00 -
Total Building Safety 12.00 12.00 12.00 13.00 1.00
Budget Notes and Changes
1. Personnel & Benefits – Increased budget due to a personnel change from
Planning to Building Safety. No overall positive impact to General Fund.
55
PLANNING
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.
2017 – 2018 Accomplishments
• Development Services staff have created consolidated review options for plan
and permit review. These include the combined development/improvement
plan review process and plan/building permit review for commercial buildings.
The objective of saving time and offering greater flexibility for our customers was
accomplished with these additions
• Planning staff simplified all of its procedural guides into simple to follow
applications checklists for each type of its plan and permit processes
• Planning staff kicked off the Land Development Code update in November with
a week-long charrette process. PlaceMakers was hired to assist with public input
and code writing. The goals established for the update include looking for
process enhancements and creating zone districts that respond to dynamic
housing and commercial markets
Development Review
Development Coordination
Long Range Planning
Planning Director
56
Planning Department - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
We will provide exceptional
customer service through our
Development and Utility Services
Higher submittal return time
goals met through efficiency
improvements of development
services processes and
procedures
TBD% of development
related projects (plats,
development plans,
landscape plans)reviewed
within assigned time frame
for first submittal
We will provide exceptional
customer service through our
Development and Utility Services
Higher submittal approval time
goal met through efficiency
improvements of development
services processes and
procedures
TBD% of permits approved
within assigned time frame
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $654,667 $691,677 $742,203 $613,902 Note 1 $ (128,301)
Contracted Services 19,926 127,321 209,851 350,212 Note 2 140,361
Operating Supplies & Equipment 2,443 6,104 3,500 3,350 (150)
Total by Category $677,036 $825,102 $975,554 $967,464 $(8,090)
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $677,036 $825,102 $975,554 $967,464 $(8,090)
Total by Fund $677,036 $825,102 $975,554 $967,464 $(8,090)
57
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Planning Director 1.00 1.00 1.00 1.00 -
Environmental Project Manager 1.00 1.00 1.00 1.00 -
Principal Planner - 1.00 1.00 1.00 -
Senior Planner 1.00 4.00 4.00 4.00 -
Planner 3.00 1.00 - 1.00 -
Development Coordinator 1.85 1.00 1.00 - (1.00)
Planner II 2.00 - - - -
Business Process Analyst - - 1.00 - (1.00)
Total Planning 9.85 9.00 9.00 7.00 (2.00)
Budget Notes and Changes
1. Personnel & Benefits – Reduction in budget due to two positions moving from
Planning to Development Services Admin and Building Safety.
2. Contracted Services – Increased budget due to Town General Plan re-write. One-
time cost.
58
POLICE
Department Overview
The Mission of the Marana Police Department is to provide unparalleled service and unwavering
protection to every person in the Town of Marana and to do so with uncompromised integrity. We
are committed to becoming the most highly regarded police department in the State of Arizona.
2017-2018 Accomplishments
• Maintained or reduced current crime rates based on Part I crimes per thousand residents
• Improved and maintained police response times at current levels
• Implemented an information based targeting strategy for chronic offenders
• Implemented a new Mobile Video in-car camera system to supplement the body worn
cameras for patrol officers
• Identified the BMW police motorcycle platform since Polaris will no longer be producing the
Victory models
• Began Construction of New Police Facility
• Reduced training related injuries by 50%
2018 - 2019 Goals and Objectives
• Complete Construction of New Police Facility
• Join the Southern Arizona Law Enforcement Foundation
• Complete a feasibility study on a new police bike unit
• Maintain clearance rates higher than the national average for crimes of violence
according to the FBI publication, Crime in the United States.
• Maintain clearance rates for property offenses that are higher than the national average
according to the FBI publication, Crime in the United States.
• Maintain or exceed department clearance rates for crimes of violence as compared to the
previous year.
• Maintain or exceed department clearance rates for property crimes as compared to the
previous year.
Field Services Bureau
Patrol, Criminal Investigations, DART, SRO, Motors, K-9, Auto-theft, CNA, DEA
Support Services Bureau
Communications, Records,Property and Evidence,Crime Scene Unit, Community Resources, Training, PIO, IA
Chief of Police
59
Police Department - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
To maintain a safe community for
all Marana residents, citizens, and
visitors
Maintain or exceed department
clearance rates for all part one
crimes (Part 1 crimes as defined
by the FBI Uniformed Crime
Reporting codes) as compared
to the previous year
TBD
Maintain or reduce Part 1 crime
rates based on total number of
part 1 crimes (excluding
shoplifting) per 1000 residents as
compared to the previous year
Maintain or reduce traffic
collision rates based on total
number of collisions per 1000
residents as compared to the
previous year
BUDGET SUMMARY
Expenditures by Category FY2016
Actual
FY2017
Actual
FY2018
Budget
FY2019
Recommended Change
Personnel & Benefits $10,385,616 $10,864,496 $11,278,942 $11,906,429 Note 1 $627,487
Contracted Services 504,786 477,187 498,354 548,580 Note 2 50,226
Operating Supplies & Equipment 1,069,958 1,228,638 1,151,024 945,580 Note 3 (205,544)
Capital Outlay 90,364 132,840 124,000 - (124,000)
Restricted Budget - - - 6,000 6,000
Total by Category $12,050,724 $ 12,703,161 $ 13,052,320 $13,406,089 $ 353,769
BUDGET SUMMARY BY FUND
Expenditures By Fund
FY2016
Actual
FY2017
Actual
FY2018
Budget
FY2019
Recommended Change
General Fund $12,050,724 $ 12,703,161 $ 13,052,320 $13,223,450 $ 353,769
Grants / Contribution - - - - -
RICO Fund - - - - -
Impound Fee - - - - -
Emergency Telecommunication - - - - -
1/2 Cent Sales Tax - - - - -
Other Capital Fund - - - - -
Total by Fund $12,050,724 $ 12,703,161 $ 13,052,320 $13,223,450 $ 353,769
TBD
TBD
60
AUTHORIZED POSITIONS
FY2016
Actual
FY2017
Actual
FY2018
Projected
FY2019
Recommended Change
Chief of Police 1.00 1.00 1.00 1.00 -
Deputy Chief of Police 1.00 1.00 1.00 1.00 -
Police Captain 1.00 1.00 1.00 1.00 -
Police Lieutenant 2.00 2.00 2.00 2.00 -
Police Sergeant 11.00 11.00 11.00 11.00 -
Police Officer 67.00 69.00 71.00 71.00 -
Police Telecommunications
Supervisor 2.00 2.00 2.00 2.00 -
Police Records Supervisor 1.00 1.00 1.00 1.00 -
Dispatcher 12.00 12.00 12.00 13.00 1.00
Police Records Specialist - 2.00 2.00 2.00 -
Police Records Clerk 6.00 4.00 4.00 5.00 1.00
Crime Scene/Property & Evidence
Supervisor 1.00 1.00 1.00 1.00 -
Crime Scene Specialist 3.00 3.00 3.00 3.00 -
Crime Analyst 1.00 1.00 1.00 1.00 -
Administrative Manager - - 1.00 1.00 -
Customer Service Specialist - - - 1.00 1.00
Executive Assistant 1.00 1.00 - - -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Total Police 111.00 113.00 115.00 118.00 3.00
*Does not include 5 Grant funded positions
2 SRO’s, C.N.A., DEA, and ATTF
Budget Notes and Changes
1. Personnel & Benefits – Increased budget due to the addition of three new positions
(Dispatcher, Police Records Clerk and Customer Service Specialist).
2. Contracted Services – Increased budget mostly due to increased costs for specialized
software programs.
3. Operating Supplies & Equipment – Reduction due to savings with PCWINN conversion.
61
COURTS
Department Overview
Marana Municipal Court adjudicates civil and criminal traffic, Town ordinance, and
criminal misdemeanor offenses that occur within the Town limits, as well as issuing civil
orders of protection and injunctions against harassment. The mission of Marana
Municipal Court is to provide a forum for the fair, impartial, and efficient adjudication of
those violations in an environment that is respectful and safe for all who interact with the
justice system.
2017 - 2018 Accomplishments
• Participated in multiple Saturday warrant court sessions at Pima County Justice
Court, thereby providing improved access to the court system and reducing jail
costs for the Town
• Provided defendants with active warrants the option of walking in to court during
business hours to address their warrants, rather than requiring them to wait for the
next official court session, thereby preventing unnecessary incarceration and
reducing jail costs for the Town
• Provided judicial staffing during Marana Police Department warrant sweeps to
prevent police officers from having to transport defendants to the jail, thereby
increasing the efficiency of the program, preventing unnecessary incarceration,
and reducing jail costs for the Town
• Began implementation of the Arizona Supreme Court’s Security Standards
Recommendations
• Participated in training and education regarding the Arizona Chief Justice’s Fair
Justice for All initiatives, with court staff both attending and presenting at various
trainings
• Served as a pilot court for the implementation of text notifications of upcoming
court dates and payments.
2018 – 2019 Goals & Objectives
• Continue updates to the Marana Court webpage to provide the public with
additional resources for interacting with the court system
• Continue to seek out methods to provide court users with greater access to
justice
• Implement security policies, procedures, and training consistent with the Arizona
Supreme Court’s Court Security Standards Recommendations
Judicial Division
Administrative Division
Town Magistrate
62
Municipal Court - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Community
Provide a forum for fair,
impartial, and efficient
adjudication of alleged
violations in an environment that
is respectful and safe.
% of cases with customer service
complaints
Less than 1%
Percentage of cases
adjudicated 100%
Percentage of cases referred to
judicial commission Less than 1%
Community
Provide participants in the court
system with necessary services
for the fair adjudication of cases.
% of qualified cases receiving
court appointed cases
100%
Percentage of qualified cases
receiving interpreter services 100%
Community
Promptly disburse monies
received by the court, which are
held in trust and payable as
restitution, bonds, or fees.
% of timely disbursements for
bond refunds, restitution orders,
fees to other government
agencies, and payment for
services
100%
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $882,660 $832,986 $882,829 $927,789 Note 1 $44,960
Contracted Services 116,839 110,528 94,800 96,200 1,400
Operating Supplies & Equipment 13,689 11,492 15,300 15,300 -
Capital Outlay - - - - -
Total by Category $1,013,187 $955,006 $992,929 $1,039,289 $46,360
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Projected FY 2019 Budget Change
General Fund $1,013,187 $955,006 $992,929 $1,039,289 $46,360
JCEF Fund - - - - -
FTG Court Fund - - - - -
Local Technology Fund - - - - -
Total by Fund $1,013,187 $955,006 $992,929 $1,039,289 $46,360
63
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Budget FY 2019 Budget Change
Town Magistrate 1.00 1.00 1.00 1.00 -
Court Operations Specialist 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 -
Court Probation Monitor 1.00 1.00 1.00 1.00 -
Court Security Guard 2.00 2.00 2.00 2.00 -
Court Collections Specialist 1.00 1.00 1.00 1.00 -
Court Supervisor 1.00 1.00 1.00 1.00 -
Courtroom Specialist II 1.00 1.00 1.00 1.00 -
Courtroom Specialist I 1.00 1.00 1.00 1.00 -
Court Clerk 4.00 4.00 4.00 4.00 -
Total Courts 14.00 14.00 14.00 14.00 -
Budget Notes and Changes
1. Personnel & Benefits Cost – Increased budget primarily due to projected increases
in employer related insurance costs for FY19, based on individual selections.
64
ENGINEERING
Department Overview
The Engineering Department is responsible for addressing the infrastructure needs
throughout the Town. The Engineering department plans, designs, and constructs public
infrastructure. The Engineering Department provides oversight of projects to ensure that
private 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.
2017-2018 Accomplishments
Commerce
• Formal adoption of 2018 Impact fee program for streets
• Completed construction of Cracker Barrel Rd. Pavement Restoration
• Completed construction of Tangerine Road Corridor Phase I, Twin Peaks to
Thornydale, and a portion from Thornydale to La Canada
• Continued to work with ADOT on the Ina Bridge over the Santa Cruz River
project – including savings on the river grade control structure
• Completed design of Ina and Aerie Rd. Pavement Reconstruction
• Completed Marana Road realignment project including a new roundabout
at the intersection of Sandario Road and the future Marana Main Street
• Obtained $3.6M in funding from Pima Association of Governments for Ina
Road Bridge and Tangerine Road projects
Community
• Began construction of the Marana Public Safety facility
• Completed annual Pavement Preservation program
• Completed construction of Tangerine Downtown Sewer Conveyance phase I
and II
• Assisted the Water department with the construction of the Constructed
Recharge for Effluent project
• Performed outreach to 400 elementary school students on engineering and
water pollution prevention
• Completed construction of Transportation Art By Youth Deer Sculptures SE of
Camino de Oeste and Tangerine
• Completed design of Coachline Blvd. Reconstruction
Development Engineering
Traffic Engineering
Sr. Executive Assistant
Environmental CIP Engineering
Construction Engineering
Town Engineer
Deputy Director of Engineering
65
Progress/Innovation
• Integrated the RWU Permit Process with RW License Agreements to facilitate
smoother application processing
• Continued migration to paperless reviews using Blue Beam software system
• Continue update of Title 19 (Standards for Grading and Related Site Work)
• Updated traffic studies manual
• Simplified and reformatted the Development Engineering construction
applications and permits
Recreation
• Assisted Parks with the new 2018 Park Impact Fee adoption
• Completed construction of the Tangerine Sky Community Park
• Completed construction of shared use path from El Rio Park to Avra Valley
Road
• Completed design and construction of new splash pad at Crossroads Park
• Competed construction of Ora Mae Park Ball Field Improvements
• Completed construction of new pocket park in Honea Heights
2018 – 2019 Goals & Objectives
• Develop design policies, procedures, and standards for CIP project
management
• Continue to assist the Planning Department with the Land Development
Code (LDC) rewrite
• Continue with the FEMA Community Rating System program (CRS), with
outreach and education which results in Marana residents receiving a higher
discount on flood insurance
• Complete the construction of the Public Safety Facility
• Continue to Work with ADOT for a successful conclusion to the Ina
Interchange Project
• Complete the construction of Ina Road and Coachline Boulevard
rehabilitation projects
66
Engineering - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Commerce
2.15
Ensure that capital improvement
projects advance the
community’s economic
development goals
Percent of projects that
advance economic
development goals
100%
Commerce
2.15
Ensure that capital rehabilitation
projects adhere to aesthetic
standards
Percent of rehabilitation projects
that are able to improve upon
the aesthetics of the corridor
25%
Commerce
2.15
Ensure that capital improvement
projects adhere to aesthetic
standards
Percent of projects that are able
to improve upon the aesthetics
of the corridor
100%
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $1,867,392 $2,236,602 $2,378,372 $2,312,302 Note 1 (66,070)
Contracted Services 53,116 114,872 164,400 532,400 Note 2 368,000
Operating Supplies & Equipment 72,857 79,043 75,712 70,540 (5,172)
Capital Outlay 89,327 68,228 1,044,304 98,000 Note 3 (946,304)
Other Financing Uses - - 40,000 90,000 50,000
Total by Category $2,082,693 $2,498,745 $3,702,788 $3,103,242 $(599,546)
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $2,062,153 $2,432,737 $3,017,324 $3,033,242 $15,918
Highway User Revenue 20,540 66,008 685,464 70,000 (615,464)
Total by Fund $2,082,693 $2,498,745 $3,702,788 $3,103,242 $(599,546)
67
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Town Engineer 1.00 1.00 1.00 1.00 -
Engineering Deputy Director 1.00 1.00 1.00 1.00 -
CIP Engineering Division Manager 1.00 1.00 1.00 1.00 -
Traffic Division Manager 1.00 1.00 1.00 1.00 -
Civil Engineer 1.00 1.00 1.00 1.00 -
Environmental Project Manager 1.00 1.00 1.00 1.00 -
Engineering Specialist 3.00 3.00 3.00 3.00 -
Engineering Aide 1.00 1.00 1.00 1.00 -
CIP Engineering Division Manager 1.00 1.00 1.00 1.00 -
Construction Manager 2.00 2.00 2.00 2.00 -
Project Coordinator 2.00 2.00 2.00 2.00 -
Construction Inspector 2.00 2.00 2.00 2.00 -
Right of Way Inspector 1.00 1.00 1.00 1.00 -
Project Control Specialist 1.00 1.00 1.00 1.00 -
Project Manager 1.00 1.00 1.00 1.00 -
Real Property Acquisition Agent 1.00 1.00 1.00 1.00 -
Development Engineering Division
Manager - 1.00 1.00 1.00 -
Senior Executive Assistant - 1.00 1.00 1.00 -
Executive Assistant 1.00 - - - -
Real Property Document Clerk - - 1.00 1.00 -
Total Engineering 22.00 23.00 24.00 24.00 -
Budget Notes and Changes
1. Personnel & Benefits – Reduction in budget primarily due to changes in staffing
throughout the fiscal year.
2. Contracted Services – Increased budget related to the Drainage Study Master
Plan.
3. Capital Outlay – Reduction in budget due to General Fund CIP projects not
currently factored into budget.
68
PUBLIC WORKS
Department Overview
The Public Works Department is committed to providing the highest level of service while
maintaining a safe and reliable infrastructure for all members of the community. We strive to
always seek innovative ways to improve, maintain, and enhance public facilities, public
roadways, sidewalks, drainageways, landscaping and traffic operations systems in a cost-
effective manner. The department supports the Town’s strategic plan, and considers itself a
developing partner in the growth and prosperity of the community.
2017 - 2018 Accomplishments
Facilities Management:
• Remodeled Marana Community Center Kitchen to be in food prep compliance and
added new cabinetry to the hallway
• Replaced the carpet at the Marana Community Center with LVT style flooring
• Repaired blisters, patched and coated with elastomeric membrane all the roofs at the
MMC A, B and C buildings
• Added HVAC controls and monitoring sensors to the MOC Server Room and Beacon Hill
site to have the ability to receive alerts and control the system remotely
• Remodeled the 2nd Floor Reception area at the MMC A Building to make the space
more functional for DSC
• Contracted Solon Solar to add solar arrays to 5 Town sites (MMC Parking, Wastewater
Plant, Crossroads Basketball Court, Ora Mae Harn Park and Marana Pool)
Fleet Services:
• 11th year in a row the shop has achieved ASE Blue Seal Shop certification. The Town
shop is one of 16 in the State of Arizona.
• Purchased and replaced 22 vehicles and support equipment with a value over $945,000
• Disposed of 17 surplus vehicles and equipment.
• All Fleet Employees gained the OSHA/SAE Certification towards Automotive Air Condition
Standards for 609 and the new 1234YF refrigerant systems.
• Will dispense approximately 15,000 Gallons of Diesel Fuel at MOC yard valued at $35,000
to the end of the current fiscal year.
• Fleet is completing updates for outside Car Wash system that will utilize bar coding for
billing through Mr. Car Wash. This will assist with identifying vehicles for correct billing.
• Continued asset management upgrades through Cartegraph
• Provided over 60 man hours of outside technical training for Fleet employees
Traffic Operations
Streets
Facilities Management Fleet Services
Public Works
69
• Obtaining material and equipment to outfit Sallyport at MMC for future vehicle
maintenance. This is part of a two year project.
Street Maintenance:
• Completed first half of Special Events overflow parking on Bill Gaudette Dr.
• Will complete Tangerine Farms Beautification on medians with DG, Trees, and Plants by
April 30th. Replacing dead trees and plants to restore medians to original plans.
• Replaced twelve dead Arizona Ash trees in medians on Tangerine Farms Rd between
Clark Farms Blvd and Moore Rd.
• Established ADA ramp repair and upgrade program. (Pines Subdivision )
• Completed the first annual maintenance program for Orange Grove Pump Station.
• Completed Los Morteros curb and drainage project.
• Completed painting of Town bridges Twin Peaks between Indian Summer Dr and Palm
Canyon Dr, Sanders Rd and Santa Cruz River, Avra valley Rd and Brawley Wash.
• Pavement Preservation in progress scheduled to be completed by June 2018.
• Established annual crack sealing program as part of Pavement Preservation Program.
Traffic Operations:
• Replaced aging traffic signal cabinets at Arizona Pavilions and Cortaro Rd as well as
Silverbell and Cortaro Roads.
• Coordinated with ADOT and MPD to help with traffic mitigation and congestion at the
Orange Grove Rd and Thronydale Rd traffic signal to help with the progression of traffic
during peak hour traffic flows.
• Coordinated the activation of three traffic signals for the construction of the new
Tangerine Road corridor.
• Coordinated efforts to repair and replace the gate switches at the two main operating
gates with the Marana Airport.
• Installed over 750 street name signs to comply with Federal regulations
• Restriped over 1.6 million linear feet of pavement markings throughout the Town
2018 - 2019 Goals & Objectives
Facilities Management:
• Remodel the 1st and 2nd floors of the MMC B Building after PD moves into their new facility
for Marana Water and Parks and Recreation and add a Fleet bay at the Sally Port to be
able to service vehicles at the MMC Complex
• Remodel the MOC A Building after Marana Water moves out for Public Works to utilize
this space. Building is in need of carpet, VCT Flooring and paint
• Remodel the Wastewater Operation Building to replace flooring, new HVAC and repaint
• Review and plan out request from Courts to add a Jury Selection/Conference Center
addition to the MMC C Building
• Update Facilities Master Plan to add standard Town colors, asset inventory with
replacement program and updated department needs assessments, to identify
ownership and responsibilities of all Town Assets
• Review the recommendations of the comprehensive energy audit from Wendel Energy
and plan out a replacement plan based on the Town’s best interest and practices
70
• Review the HVAC replacement recommendations from Wendel Energy for the MMC
Council Chambers and plan out a project to replace the VAV System currently
in place
Fleet Services:
• Continue to upgrade and enhance Cartegraph software to effectively run reports on
productivity and cost associated with general fleet repair. This will assist with identifying
trends and offer analysis to possible change of products and technician practices to
reduce overhead cost and equipment downtime.
• GPS Tracking of Vehicles and Equipment to reduce ideal time, saving on fuel cost, allow
departments to monitor activities based on equipment location, and prioritize equipment
and vehicle assignments in the field. Possible reduction in insurance and wear and tear
on the Town’s Fleet.
• Equipment Replacement Program update a modern pool of vehicles and equipment
that are over 15 years of age to reduce overhead operating cost on outdated and non-
available parts.
Street Maintenance:
• Continue ADA ramp repair and upgrade program (Cortaro Ranch Subdivision).
• Complete second half of Special Events overflow parking on Bill Gaudette Dr.
• Bridge painting and maintenance Twin Peaks bridge at Santa Cruz, Marana TI touch
up ( IGA ADOT).
• Establish annual culvert maintenance program contractor services (600 Town Wide).
• Establish annual road failure repair program this will minimize emergency repairs. By
identifying road failure issues ahead of time when possible will allow us the opportunity
to work towards being proactive and not reactive.
• Complete Landscape Beautification Project on Tangerine Farms Rd shoulders and
walking path. This will require some irrigation repairs, DG, and replacement of
dead trees and plants as needed.
Pavement Management
• Conduct a complete assessment of the entire pavement network to establish new
Overall Condition Index (OCI) baselines.
• Work on dialing in on current pavement deterioration curves, activity impacts and
regional inspection protocols
• In Cartegraph, create and run scenarios on pavement condition to assist in prioritizing
pavement segments and develop accurate budget forecasts
• Continue researching new treatments to help prolong life expectancy of pavement
Traffic Operations:
• Install automatic traffic data collection and traffic signal delay, progression and
congestion and traffic performance management equipment along the Ina Road
corridor that will communicate with Pima County existing traffic signals monitoring
system.
71
• Eliminate all 5-section left-turn lane permissive-protective traffic signals, and convert
them to the 4-section flashing-yellow arrow operation.
• Upgrade a minimum of two aging traffic signal cabinets throughout the Town help with
the reduction of maintenance and failure rate of our oldest and most problematic traffic
signals within the Town
• Complete the remainder of the street name signs upgrade to comply with Federal
regulations and requirements.
• Upgrade all roadside traffic signs along Silverbell Road, Cortaro Road, and Ina Road.
Public Works – KEY PERFO5MANCE MEASURES
Council
Strategic
Plan Goal
Expected Outcome Performance Indicator FY 2019 Target
Facilities
Accurately assess Town
Facilities and Assets to
determine ownership for
budget and staff
requirements
Completion and maintaining of
ownership assessment TBD
Fleet Services
Update a modern pool of
vehicles and equipment
that are over 15 years of
age to reduce overhead
operating costs
Stewardship of Equipment
Replacement Program TBD
Street
Maintenance
To Maintain the Town’s
Streets at an acceptable
high level
Continue with the Pavement
Preservation approved 5 year plan TBD
Traffic
Operations
Increase the capacity of
roadway corridor’s
through innovational use
of technologies and
decrease traffic delays
% Increase of Roadway Capacity
and % decrease of Traffic Delays TBD
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $ 2,645,351 $2,524,591 $2,791,271 $2,892,201 Note 1 $100,930
Contracted Services 2,902,950 3,465,563 3,666,590 5,049,287 Note 2 1,382,697
Operating Supplies & Equipment 412,533 386,307 513,099 526,505 13,406)
Capital Outlay 273,101 370,482 389,100 487,000 Note 3 97,900
Restricted Budget - - 81,141 35,000 (46,141)
Total by Category $6,233,934 $6,746,944 $7,441,201 $8,837,681 $1,396,480
72
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $3,486,807 $ 3,205,445 $4,448,527 $ 5,261,624 $813,097
Highway User Revenue Fund 2,747,127 3,541,499 2,992,674 3,576,057 583,383
Total by Fund $6,233,934 $ 6,746,944 $7,441,201 $8,837,681 $1,396,480
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Projected
FY 2019
Budget Change
Public Works Administration
Public Works Director 1.00 1.00 1.00 1.00 -
Traffic Operation Engineering
Manager 1.00 1.00 1.00 1.00 -
Community Response Manager 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Code Enforcement Officer 2.00 - - - -
Fleet Division
Superintendent 1.00 1.00 1.00 1.00 -
Lead Fleet Technician 1.00 1.00 1.00 1.00 -
Equipment Mechanic 1.00 1.00 1.00 1.00 -
Fleet Technician II 2.00 2.00 2.00 2.00 -
Fleet Technician I - - 1.00 1.00 -
Streets Division
Superintendent 1.00 1.00 1.00 1.00 -
Traffic Signal Technician III 1.00 1.00 1.00 1.00 -
Traffic Signal Technician II 1.00 1.00 1.00 1.00 -
Public Works Supervisor 2.00 2.00 2.00 2.00 -
Senior Equipment Operator 1.00 1.00 1.00 -
Equipment Operator 3.00 2.00 2.00 2.00 -
Maintenance Associate 3.00 4.00 4.00 4.00 -
Senior Maintenance Associate - 6.00 7.00 7.00 -
Attendant - - 2.00 2.00 -
Signs & Markings Technician 1.00 1.00 1.00 1.00 -
Inmate Services Coordinator 4.00 - - - -
Laborer 5.00 - - - -
73
Facilities Division
Superintendent 1.00 1.00 1.00 1.00 -
Public Works Supervisor 1.00 1.00 1.00 1.00 -
Facilities Tradesman - - - 2.00 2.00
Senior Facilities Technician III 1.00 1.00 1.00 - (1.00)
Senior Facilities Technician II - 1.00 1.00 1.00 -
Senior Facilities Technician I 2.00 1.00 1.00 1.00 -
Total Public Works Administration 38.00 36.00 38.00 39.00 1.00
Budget Notes and Changes
1. Personnel & Benefits Cost – Increased budget due to the addition of a new Facilities
Tradesman position for FY19.
2. Contracted Services – Increased budget primarily due to the anticipated remodel of
MMC, Courts and MOC buildings.
3. Capital Outlay – Increased budget primarily due to vehicle purchase and outfitting for
new FY19 position.
74
PARKS & RECREATION
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.
2017 – 2018 Accomplishments
• Completed installation of new irrigation and plantings along Marana Main Street
• Complete renovation of Ora Mae Harn District Park Ballfield #5
• Constructed and opened Tangerine Sky Community Park
• Designed, constructed, and opened a new splash pad at Crossroads District Park
• Constructed and opened a pocket park at Honea Heights neighborhood
• Constructed and opened a new portion of the Santa Cruz Shared Use Path –
Gladden Farms to the Beard House
• Completed design of the Santa Cruz Shared Use Path at CalPortland
• Completed improvements at Marana Heritage River Park that included upgrading all
lighting to LED, upgrading festival area with ¼” minus DG, and installing new
irrigation, fencing, a sliding gate, and grass sod under pecan tree grove
• Increase number of recreation program offerings by 86%
• Implemented new lifeguard certification programs that provide instruction for
aquatic professionals working throughout Southern Arizona
• Launched a new wellness education series to promote healthy lifestyles though
partnerships with Pima County Public Library and Northwest Medical Center
• Diversified Outdoor Recreation programs to incorporate equestrian and mountain
biking user groups and implemented a new trail running event
• Continued growth in senior program participation
2018 – 2019 Goals and Objectives
• Construct Central Arizona Project (CAP) trailhead and trail from Tangerine Road to
Pinal County
• Complete design and development of the Northwest Nature Park
• Pave maintenance yard parking lot
• Complete Ora Mae Harn District Park Master Plan
• Complete design for El Rio Recreation Area
• Incorporate paths in the Town’s Pavement Preservation Plan
• Incorporate a seasonal print activity guide in the department’s communications and
marketing strategy
• Increase program participation by 15%
• Increase the number of inclusion program offerings by 15%
• Submit department programs, facilities, and staff for state awards
Administration
Recreation
•Outdoor Paths/Trails, Sports/Aquatics
•Seniors, Community Enrichment
Park Maintenance
Parks & Recreation Director
75
Parks & Recreation - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Maintain the
highest
standards of
customer
service for
guest of our
parks and
customers of
our recreation
programming
Provide high levels of service to
stakeholders, program
participants, and public
Solicit and capture feedback
from participants and partners
through department feedback
surveys
Develop surveys for park
rentals and all recreation
program offerings
Maintain the
highest
standards of
customer
service for
guest of our
parks and
customers of
our recreation
programming
Implement a management
program to better measure
department assets
Increase management of
departmental assets
Utilize Cartegraph to track park
maintenance
Convert work orders to
digital format utilizing
Cartegraph
Promote
healthy and
active lifestyles
through
dynamic
programming,
community
partnerships,
and high-
quality
recreational
amenities for
Marana
residents and
visitors
Promote healthy and active
lifestyles through diverse
recreation opportunities
Use recreation facilities and
programming as opportunities to
highlight the unique Sonoran
Desert
Increase Outdoor
Recreation and Special
Interest programming
Increase the total number of
participants registered in
recreation programs and
community events by 15%
TBD
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $2,291,499 $2,276,694 $2,736,979 $2,574,434 Note 1 $(162,545)
Contracted Services 434,536 419,146 870,664 910,575 39,911
Operating Supplies & Equipment 768,868 855,564 875,334 1,063,849 188,515
Capital Outlay 223,277 389,466 1,318,142 156,500 Note 2 (1,161,642)
Restricted Budget - - 8,385 42,500 34,115
Total by Category $ 3,718,180 $ 3,940,870 $5,809,504 $4,747,858 $(1,061,646)
76
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $ 3,718,180 $3,940,870 $5,809,504 $4,747,858 $(1,061,646)
Parks Impact Fee - - - - -
Grants & Other Contributions - - - - -
Total by Fund $3,718,180 $3,940,870 $5,809,504 $4,747,858 $(1,061,646)
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Budget
FY 2019
Recommended Change
Parks – Administration:
Parks and Recreation Director 1.00 1.00 1.00 1.00 -
Parks and Recreation Deputy
Director 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Parks and Recreation Services Clerk 2.75 2.75 2.00 2.00 -
Assets Coordinator 1.00 1.00 1.00 1.00 -
Parks – Recreation:
Recreation Superintendent 1.00 1.00 1.00 1.00 -
Recreation Coordinator 3.00 3.00 3.00 3.00 -
Recreation Programmer 2.00 2.00 2.00 2.00 -
Recreation Assistant 0.75 1.00 1.00 1.00 -
Parks – Maintenance:
Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 2.00 2.00 2.00 2.00 -
Senior Maintenance Associate 11.00 12.00 12.00 12.00 -
Attendant 8.00 10.00 10.00 10.00 -
Irrigation Control Specialist 1.00 1.00 1.00 1.00 -
Foreman - - -
Parks – Senior Programs
Recreation Programmer 1.00 1.00 1.00 1.00 -
Recreation Assistant 1.00 1.00 1.00 - (1.00)
Total Parks 38.50 41.75 41.00 40.00 (1.00)
Budget Notes and Changes
1. Personnel & Benefits – Reduction primarily due to a personnel change from Parks
& Rec to Special Events and updated salary projections for FY19.
2. Capital Outlay – Reduction in budget due to capital parks projects not currently
factored in for FY19.
77
COMMUNITY & NEIGHBOR+OOD SERVICES
Department Overview
Improving the quality of life for our residents and neighborhoods is the primary goal of
Community & Neighborhood Services. 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 areas in Community & Neighborhood Services focus 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, Housing Rehab, Animal Services, Transit Management, Code Enforcement, and
Community-wide outreach.
2017 – 2018 Accomplishments
• Created the Town’s first Animal Services Division to include enforcement, shelter,
licensing and community programs
• Developed new partnerships with many regional animal organizations to
successfully operate the daily animal services operations as well as special
community events
• Held six very successful animal services programs for the community
• Partnered with World Care on the first electronic recycling event
• Received nine (9) new housing rehabilitation applications
• Received $350,000 in grant funding for critical programs and projects
• Completed rehabilitation projects on six (6) qualifying homes that included 5 new
HVAC units, a water heater replacement, and a water line replacement/drywall
repair.
• Created Sun Shuttle stops at the new Tucson Premium Outlet Mall for two of the
Sun Shuttles within Marana
• Provided forty-nine (48) dumpsters to the neighborhoods throughout the Town for
neighborhood cleanups
• Successfully rolled out the Marana Community Resource Network to all the
participants of the Marana Hope Summit
• Utilized CDBG funding to successfully provide new addresses on 32 homes within
the Colonia neighborhoods that were not properly addressed.
• Residents utilized the Neighborhood Community Clean-Up Trailer program a total
of 29 times during the year
Housing Rehab
CDBG
Neighborhood Outreach & Services
Code Enforcement &
Animal Services Transit Services
Community Development Director
78
2018 – 2019 Goals & Objectives
• Rename the department to Community Services to better align with the
programs and services offered to the community
• Revamp the current department webpage to reflect the change in department
name and better highlight the services offered to the citizens
• Offer monthly community events or programs at various locations
• Improve and strengthen communications with neighborhoods and residents
• Increase the number of dog license issued by 10%
• Continue to evaluate ridership needs in areas of new commercial development
and evaluate the changes to made to the current routes of the Sun Shuttle 410,
412 and 413
• Work to increase opportunities and participation in the Community Restitution
Program
• Improve communication of the Town’s Neighborhood Mediation Program to the
residents
Community & Neighborhood Services - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Community
Enhance the Community
Protect Property Values
Engage the Community
Increase the voluntary
Compliance by property owners
on violation notices
90%
Tons of refuse collected from
utilization of the Community
Trailer by residents/communities
20 tons
Tons of refuse collected in
Community Dumpsters provided
in Neighborhoods
80 tons
Community
Return lost pets to owners without
having to take them into the
shelter environment
Pets receiving services from Town
sponsored microchipping,
vaccination, licensing, spay and
Neuter clinics
200 pets
Expand the social media reach
by increasing registered users on
the Marana Pets App
300 users
Increase the percentage of
Return to Owner of all strays
encountered by staff
33%
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $254,725 $493,891 $670,709 $629,458 Note 1 $(41,251)
Contracted Services 323,266 360,571 267,210 225,760 Note 2 (41,450)
Operating Supplies & Equipment 17,420 42,481 104,455 92,056 (12,399)
Capital Outlay - 116,995 37,500 12,000 (25,500)
Restricted Budget - - - 25,000 Note 3 25,000
Total by Category $595,412 $1,013,937 $1,079,874 $984,274 $(95,600)
79
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
General Fund $595,412 $1,013,937 $1,079,874 $984,274 $(95,600)
Community Development Block
Grant - - - - -
Revolving Affordable Housing - - - - -
Grants & Contributions - - - - -
Bed Tax Fund - - - - -
Local Transportation - - - - -
Regional Transportation Fund - - - - -
Total by Fund $595,412 $1,013,937 $1,079,874 $984,274 $(95,600)
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget FY 2019 Budget Change
Community Development Director 1.00 1.00 1.00 1.00 -
Community Development
Coordinator 1.00 1.00 1.00 1.00 -
Housing Rehabilitation Specialist 1.00 1.00 1.0 1.0 -
Code Enforcement Division (10)
Code Enforcement Official - 1.00 1.0 1.0 -
Code Enforcement Officer - 2.00 1.0 1.0 -
Animal Services Division (20)
Animal Control Officer - 2.00 3.00 3.00 -
Total Community Development &
Neighborhood Services 3.00 8.00 8.00 8.00 -
Budget Notes and Changes
1. Personnel & Benefits – Reduction in budget primarily due to changes in staffing
throughout fiscal year.
2. Contracted Services – Reduction in budget due to grant writing services no
longer needed with addition of Town Grants Manger.
3. Restricted Budget – Budget for clean-up of dilapidated structures in Town
boundaries, if needed.
80
WATER
Department Overview
“The Town of Marana Water Department is committed to providing our customers with
safe, reliable, efficient water and water reclamation services through utilization of
effective industry practices, innovative technology, and the strategic use of water
resources.”
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 water they need. Marana is committed to this mission and is taking
proactive steps to achieve it.
2017 – 2018 Accomplishments
• Installed several hundred water meters as part of the annual replacement of
aging meter program
• Final construction of the Marana Water Reclamation Facility Recharge Project
• Completion of construction of the San Lucas 16” Interconnect project
• Finish construction of the Pioneer Well compound.
• Completed electrical system upgrades to two water system well sites to meet
current safety guidelines and provide efficiencies. Initiated construction at a
third site
• Continue with Storage Tank maintenance program; three storage tanks
coated.
• Continued partnerships with other local community water suppliers
• Continue with implementation of SCADA System Master plan identified projects
• Begin design process for W+ zone booster station in North Marana
2018 – 2019 Goals & Objectives
• Begin design and construction of the Continental Reserve Interconnect
• Complete the design and start construction of the Picture Rocks Interconnect
• Complete construction of the W+ Zone booster station
• Begin the program management of the Northwest Recharge and Recovery
Delivery System with Metro Water and Oro Valley
• Begin implementation of an updated asset management program
• Continue implementation program to replace the current SCADA system with
updated infrastructure based on recommendations from the SCADA Master plan
• Develop conservation based messaging campaign for customer base
Capital Improvements
Regulatory
Water Delivery, Production & Storage
Water Director
81
• Replace several hundred water meters as part of the annual replacement of the
aging meter program
• Design of electrical upgrade at one facility
• Rehabilitate three reservoirs with exterior coatings
Water - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Community Continuous increase in number of
water customers Number of new water customers 400
Community
Provide resources necessary to
maintain the water distribution
system and accurately account
for water produced and
consumed
Percent of lost and
unaccounted for water 6%
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $1,610,546 $1,821,367 $2,000,208 $1,968,083 Note 1 $(32,125)
Contracted Services 620,704 923,133 1,255,152 2,138,359 Note 2 883,207
Operating Supplies & Equipment 929,437 1,214,437 1,491,994 1,656,209 Note 3 164,215
Capital Outlay - - 180,300 175,000 (5,300)
Debt Service 140,578 130,810 373,830 517,543 143,713
Other Financing Uses (940,388) 694,025 - - -
Total by Category $2,360,875 $4,783,771 $5,265,184 $6,455,194 $1,153,710
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Water Fund $2,360,875 $4,783,771 $5,265,184 $6,455,194 $1,153,710
Water Fund – Impact Fees - - - - -
Water Renewable Resources - - - - -
Total by Fund $2,360,875 $4,783,771 $5,265,184 $6,455,194 $1,153,710
82
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Budget FY 2019 Budget Change
Water Director 1.00 1.00 1.00 1.00 -
Water Deputy Director 1.00 1.00 1.00 1.00 -
Water Business Services Coordinator 1.00 1.00 1.00 1.00 -
Water Superintendent 1.00 1.00 1.00 1.00 -
Water Distribution Supervisor 1.00 1.00 1.00 1.00 -
Water Production Supervisor 1.00 1.00 1.00 1.00 -
Water Resource Coordinator 1.00 1.00 1.00 1.00 -
Water Quality Inspector 1.00 1.00 1.00 1.00 -
Construction Inspector 1.00 1.00 1.00 1.00 -
Electric Pump & Well Technician 1.00 1.00 - - -
Water Mechanic 1.00 1.00 1.00 - (1.00)
Water Operator III - - 2.00 2.00 -
Water Operator II 6.00 6.00 6.00 6.00 -
Water Operator I 1.00 1.00 1.00 1.00 -
Civil Engineer 1.00 1.00 1.00 1.00 -
Water Billing Specialist 2.00 2.00 2.00 2.00 -
Water Technology Coordinator 1.00 1.00 1.00 1.00 -
Water Technology Support Specialist - - - 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 -
Assets Coordinator - - - 1.00 1.00
Total Water Department 23.00 23.00 24.00 25.00 1.00
Budget Notes and Changes
1. Personnel & Benefits – Reduction in budget due to moving two Water
Reclamation employees to the Water Reclamation Fund who were previously
budgeted from Water Fund.
2. Contracted Services – Increased budget primarily due to increased well
rehabilitation, meter replacement program, and increased water
testing/sampling for FY19.
3. Operating Supplies & Equipment – Increased budget primarily due to CAP water
purchase.
83
Water Reclamation
Department Overview
The Marana Water Department is committed to providing its customers with quality
wastewater reclamation and conveyance services and is 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 objectives of the
Town.
2017 – 2018 Accomplishments
• Passed Arizona Department of Environmental Quality Inspection (physical &
regulatory) of Water Reclamation Facility (WRF). No deficiencies
• Evaluated, updated, and optimized the Preventative Maintenance Schedule
and Program for the WRF
• Established CCTV, Cleaning, & GPSing Services Contract for the Sanitary Sewer
System. Half of system completed
• Finalized Capacity Management, Operations, and Maintenance (CMOM)
Program for the Sanitary Sewer System
• Changed out UV bulbs for one (1) bank at WRF
• Connected Saguaro Bloom lift station to the main system
2018 – 2019 Goals & Objectives
• Vector Control Program or all of Sanitary Sewer System
• Continue to train existing Town staff for the operation and maintenance of the
water 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
• Complete the Expansion of Marana Water Reclamation Facility (1.5 MGD)
• Implement asset management program utilizing a Computerized
Maintenance Management System (CMMS)
• Change out one (1) bank of UV bulbs
• Reduce the amount of surface inflow to the sanitary sewer conveyance
system
• Clean, CCTV, and GPS the last quarter of the sanitary sewer conveyance
system
• Continue implementation of the Industrial Waste Discharge Permit Program
• SCADA Master Plan Implementation for the WRF and Lift Station(s)
Capital Improvements
Regulatory
Wastewater Treatment
& Collection
Utilities Director
84
Water Reclamation - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Community Continuous increase in number of
sewer customers Number of new sewer customers 320
Community
Provide resources necessary
maintain safe, compliant and
environmentally friendly operation
of the sanitary sewer conveyance
system
Number of sanitary sewer
overflows 0
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $402,712 $392,221 $381,467 $584,062 Note 1 $202,595
Contracted Services 529,704 573,597 685,532 519,704 Note 2 (165,828)
Operating Supplies & Equipment 133,340 121,695 183,550 363,348 Note 3 179,798
Capital Outlay - - 56,500 54,800 (1,700)
Debt Service - 263,392 1,186,813 809,069 (377,744)
Total by Category $1,065,755 $1,350,905 $2,493,862 $2,330,983 $(162,879)
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Wastewater Fund $1,065,755 $1,350,905 $2,493,862 $2,330,983 $(162,879)
Wastewater – Impact Fees - - - - -
Total by Fund $1,065,755 $1,350,905 $2,493,862 $2,330,983 $(162,879)
85
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Budget
FY 2019
Budget Change
Water Reclamation Operations
Manager 1.00 1.00 1.00 1.00 -
Chief Water Reclamation Operator 1.00 1.00 1.00 1.00 -
Water Reclamation Operator II 1.00 1.00 2.00 2.00 -
Water Reclamation Operator I 1.00 1.00 1.00 1.00 -
Water Reclamation Mechanic - - - 1.00 1.00
Water Reclamation Mechanic Appr. - - - 1.00 1.00
Total Wastewater Department 4.00 4.00 5.00 7.00 2.00
Budget Notes and Changes
1. Personnel & Benefits – Increased budget due to two positions funded from the
Water Reclamation Fund for FY19. One position is a new FY19 position, while the
other was previously funded by the Water Fund.
2. Contracted Services – Reduction in budget due to reduced costs associated with
operating the new treatment facility.
3. Operating Supplies & Equipment – Increased budget primarily due to electricity
costs.
86
AIRPORT
Department Overview
The Airport department provides the community with a valuable general aviation air
transportation resource that is part of the National Air Transportation System and
enhances and preserves the aeronautical industry for the community while maintaining
the highest level of safety and professional customer service. The department also
markets and leases airport land for aviation related businesses and development. Other
department duties include:
• Maintain and enhance airport safety and security
• Continue to align the airport with Town Strategic Plan
• Seek new business development opportunities for the airport
• Manage all Federal Aviation Grants and State Aviation Grants
• Manage and coordinate all construction activities on the airport
• Perform inspections to ensure proper maintenance and compliance in
accordance with FAA regulations and grant assurances.
• Coordinate with contractors and other departments to complete required airport
maintenance
• Manage, 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
• Provide financial management of the airports operations budget
• Provide presentations, press releases, and general information for community
outreach and community relations
Airport Operations Coordinator
Airport Director
87
2017 – 2018 Accomplishments
• Increased public awareness of the airport’s value to the town through airport
events.
• Increase involvement with aviation educational opportunities including
partnership with MUSD High School Aviation Program.
• Ongoing marketing of available airport land parcels for additional business
development.
• Acquired two new airport tenants:
o Velocity Training (military parachuting training)
o Volare Helicopters (flight training and sight seeing tours)
• Completed airport rules and regulations revamp project.
• Completed ramp rehabilitation project design ($425,000).
• Entered into two new 25 year land leases with Pima Aviation.
• Entered into new 2 year land lease with Maricopa Aircraft Service.
• Implemented new airfield driver’s training program.
• Repainted runway/taxiway centerlines/edge lines/hold lines.
• Started Phase 1 of Airport Marketing Plan project.
• Implemented new air traffic radio transmission recording system to record all
radio transmissions and track aircraft operation counts.
• Conducted airport open house event (November 11, 2017).
2018 – 2019 Goals & Objectives
• Increase public awareness of the airport’s value to the town through airport
events.
• Market land parcels available for additional business development.
• Secure new corporate and maintenance hangar projects.
• Secure FAA grant for ramp/taxiway reconstruction ($5.7 million).
• Ramp reconstruction project (May-Sep. 2018).
• Develop Phase 2 of Airport Marketing Plan.
• Begin implementation of Phase 1 of Airport Marketing Plan.
• Conduct airport open house event (November 2018).
AIRPORT - KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target
Increase Lease
Opportunities
To increase Airport Business Land
Leases
YoY increase in Land Lease
Revenue $254,000
Increase Airport
Corporate Jet
Operations
To increased Aircraft Parking and
Fuel Flowage Revenue
YoY increase in Corporate Jet
Operation Count 1,400
Increase
Aircraft Parking
Fee Revenue
Collection Rate
To increased Aircraft Parking Fee
Revenue
YoY increase in Parking Fee
Revenue Collected 85%
88
BUDGET SUMMARY
Expenditures by Category FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Personnel & Benefits $224,113 $268,131 $279,190 $282,586 $ 3,396
Contracted Services 245,522 112,023 150,394 176,090 Note 1 25,696
Operating Supplies & Equipment 58,949 68,889 76,400 79,500 3,100
Capital Outlay - - 71,467 10,000 (61,467)
Other Financing Uses - - - -
Total by Category $528,583 $449,043 $ 577,451 $ 571,169 $(6,282)
BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Recommended Change
Airport Fund $528,583 $449,043 $577,451 $571,169 ($6,282)
Total by Fund $528,583 $449,043 $577,451 $571,169 $(6,282)
AUTHORIZED POSITIONS
FY 2016
Actual
FY 2017
Projected
FY 2018
Budget FY 2019 Budget Change
Airport Director 1.00 1.00 1.00 1.00 -
Airport Operations Coordinator 1.00 1.00 1.00 1.00 -
Airport Maintenance Worker 1.00 1.00 1.00 1.00 -
Total Airport Operations 3.00 3.00 3.00 3.00 -
Budget Notes and Changes
1. Contracted Services – Increased budget primarily due to increased facilities
maintenance and installation of cameras.
*The day-to-day operations of the airport are managed by a fixed-base operator (FBO) which provides
aeronautical services such as fueling, aircraft rental and maintenance, flight instruction, etc
89
Operating Capital and Projects
Operating capital and projects capture costs associated with the repair and
maintenance of capital assets, replacement of equipment, master plans, studies, and
all other project type costs that do not result in the acquisition or construction of a
capital infrastructure asset.
Operating Capital and Projects
Manager
Recommended
Town Clerk
Election services for 2018 Primary and General $ 70,000
Capacity for Special election or unforeseen election costs 65,000
Total for Town Clerk 135,000
Technology Services
PCWIN Upgrades 575,000
Continue audio and video upgrades in Council Chambers 20,000
New permitting, code enforcement, business licensing software system 125,000
Total for Technology Services 720,000
Planning
Consulting services for General Plan 2020 update includes public outreach 250,000
Land Development Code Rewrite - Phase 2 public participation and outreach 20,000
Total for Planning 270,000
Public Works - Fleet Division
Fleet related equipment for MMC Sally Port for minor vehicle services 47,100
Total for Public Works - Fleet Division 47,100
Public Works - Facilities
MMC B Building remodel for Water and Parks & Recreation 430,000
MOC A Building remodel 60,000
MMC Courts remodel addition 375,000
Heating, ventilation and air conditioning upgrade for Council Chambers 170,000
Total for Public Works - Streets Division 1,035,000
Engineering - CIP Division
Drainage study (includes $230,000 in carryforward) 380,000
Total for Engineering - CIP Division 380,000
Parks and Recreation - Parks Maintenance Division
Parks master plan for north Marana 225,000
Unit 813 - JOHN DEERE BACKHOE 35310; Replace with equivalent unit 63,500
New Patriot Lift Station to fit on Workman HDX series. 25,800
New Weidenman Terraspike: pulled buy 3 point hitch Parks tractor 44,200
New Barreto Model 1320H RotoTiller 6,500
Irrigation improvements at Ora Mae Harn District Park 75,000
90
Operating Capital and Projects
Manager
Recommended
Playground Mulch at parks in northern Marana 25,000
Zetacore water treatment system at Crossroads at Silverbell District Park 12,000
Well Improvements at Ora Mae Harn and Heritage River Park 50,000
Unit 8807 - Kubota RTV 900 Utility Vehicle; Replace with equivalent unit 16,500
Playground repairs Town-wide 42,500
Total for Parks and Recreation - Parks Maintenance Division 586,000
Public Works - Streets Maintenance (HURF)
Pavement condition assessment study and pavement condition data collection 140,000
Unit 270 - ISUZU NPR FLAT BED 5.3L; Replace with equivalent unit 58,000
Active/Adaptive signal technologies for traffic signal timing 57,500
Unit 288 - FORD F-450 REG. CAB 6.8L; Replace with equivalent unit 87,500
16" High Flow Planer for road repair 21,500
Unit 604 - 2000 KENWORTH 6500 DUMP TRUCK; Replace with equivalent unit 168,000
Upgrade of traffic signal video detection systems 21,000
New Chevy 1 Ton Inmate Van with lighting and rear airbags 42,500
Total for Public Works - Streets Maintenance (HURF) 596,000
Water Operating
Unit 806 - 1995 JOHN DEERE BACKHOE 310D; Replace with equivalent unit 90,000
Unit 2005 - 2009 FORD F-350 4X4 CREW CAB 6.8L; Replace with equivalent unit 46,500
Unit 268 - 2004 TOYOTA TACOMA EXT. CAB 4X4 4.0L; Replace with equivalent unit 38,500
SCADA software updates 29,500
Total for Water Operating 204,500
Airport Operating
Surveillance security cameras and wireless mesh network 60,000
Total for Airport Operating 60,000
Vehicle Replacements
Unit 539 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 542 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 565 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 533 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 544 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 540 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 534 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 541 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Unit 559 - 2011 Crown Vic; Replace with PPV Tahoe 66,900
Total for Vehicle Replacements 602,100
Grand Total $ 4,410,700
91
Capital Projects
The following projects and initiatives are being considered in the 2018-2019 fiscal year
budget.
Project Description
Manager
Recommended
Adonis subdivision improvements
(General Fund tipping fees and HURF)
Additional funding allocated to road
and drainage elements of project. $85,000
Downtown visitor center Site identification and design concept 200,000
Parks maintenance yard parking lot
paving
Paving to address drainage and safety
issues 100,000
Total for General Fund $385,000
Carry Forward Requests
The following items were requested for carry forward into the recommended fiscal year
2018-2019 budget. The amounts included within this section are projected carry
forward only reflect the request to expend remaining budget approved in the prior
fiscal year.
Manager
Recommended
Planning carry forward
Land Development Code Rewrite $60,126
Total carry forward for Planning 60,126
Public Works carry forward
Non-HURF beautification projects (funded from ½ of tipping fee revenue) 130,000
MMC electrical outlets at lighting poles and building 20,000
MMC refinish conference tables due to address excessive wear 8,000
Total carry forward for Public Works - Streets Division 158,000
Engineering - CIP Division carry forward
Drainage study 230,000
Splash pad, Crossroads at Silverbell Park 684,225
Total carry forward for Engineering - CIP Division carry forward 914,225
General Fund Total $1,132,351
Airport Operating
Gate control unit 10,000
Total for Airport Operating 10,000
92
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Town Manager
Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Deputy Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager - - - 1.00 1.00 1.00 1.00
Management Assistant 2.00 2.00 3.00 - - - -
Executive Assistant to the Town Manager - - 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Customer Service Clerk 1.13 1.13 1.13 1.13 1.00 1.00 1.00
Assistant to the Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Customer Service Representative - - - - 1.00 1.00 1.00
Communication and Marketing Division (20)
Communications Manager - - 1.00 1.00 1.00 1.00 1.00
Communications Specialist - - - 1.00 1.00 1.00 1.00
Graphic Designer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Public Information Officer (PIO)1.00 1.00 - - - - -
Marketing & Design Associate (Tourism & Marketing)- - - - 0.50 0.50 0.50
Special Events Division (30)
Special Events Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Special Events Programmer - - - - - 1.00 1.00
Safety Division (40)
Emergency Management and Safety Coordinator 1.00 - - - -
Total Town Manager Office 12.13 11.13 12.13 11.13 12.50 13.50 13.50
Town Clerk
Town Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Deputy Town Clerk - 1.00 1.00 1.00 1.00 1.00 1.00
Executive Assistant - - 1.00 1.00 1.00 1.00 1.00
Records Clerk - 2.00 2.00 2.00 2.00 2.00 2.00
Records Administrator 1.00 - - - - - -
Assistant to the Town Clerk 1.00 1.00 - - - - -
Total Town Clerk 3.00 5.00 5.00 5.00 5.00 5.00 5.00
93
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Human Resources
Human Resources Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Human Resources Deputy Director - - 1.00 1.00 1.00 1.00 1.00
Sr. Human Resources Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Human Resources Director 1.00 1.00 - - - - -
Emergency Management and Safety Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00
Total Human Resources 6.00 7.00 7.00 7.00 7.00 7.00 7.00
Finance
Finance Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Finance Deputy Director - - 1.00 1.00 1.00 1.00 1.00
Finance Manager 1.00 1.00 - - - - -
Budget Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Payroll Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Procurement Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Procurement Agent - - 1.00 1.00 1.00 1.00 1.00
Senior Accountant 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Senior Accounting Associate 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Accounting Associate 1.75 1.75 1.75 1.75 0.75 0.75 0.75
Tax & License Specialist - - - - 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50 0.50 0.50 0.50 0.50
Asset Administrator - - 1.00 1.00 1.00 - -
Grants Manager - - - - - 1.00 1.00
Contracts Administrator 1.00 1.00 - - - - -
Total Finance 11.25 11.25 12.25 12.25 12.25 12.25 12.25
94
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Legal Department
Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Deputy Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Senior Assistant Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Legal Document Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50 0.50 0.50 0.50 0.50
Associate Town Attorney - - - - - - 1.00
Total Legal Department 6.50 6.50 6.50 6.50 6.50 6.50 7.50
Technology Services
Technology Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Technology Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Senior Network Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Network Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Database Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Website Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Senior GIS Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
GIS Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Technology Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Technology Support Specialist II - - 2.00 2.00 2.00 2.00 2.00
Technology Support Specialist I 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Business Process Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Senior Technology Support Specialist 2.00 2.00 - - - - -
Total Technology Services 14.00 14.00 14.00 14.00 14.00 14.00 14.00
95
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Office of Economic & Tourism Development
Director of Economic and Tourism Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Tourism Development Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Economic Development Specialist - - - 1.00 1.00 1.00 1.00
Marketing & Design Associate (Tourism & Marketing)- - - - 0.50 0.50 0.50
Total Office Economic & Tourism Development 2.00 2.00 2.00 3.00 3.50 3.50 3.50
Community & Neighborhood Services
Community Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Grants & Housing Coordinator 1.00 1.00 1.00 1.00 1.00 - -
Community Development Coordinator - - - - - 1.00 1.00
Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Code Enforcement Division (10)
Code Enforcement Official - - 1.00 1.00 1.00 - -
Chief Code Enforcement & Animal Control Officer - - - - - 1.00 1.00
Code Enforcement Officer II - - 2.00 2.00 2.00 1.00 1.00
Animal Services Division (20)
Animal Control Officer - - - 2.00 2.00 3.00 3.00
Total Community Development 3.00 3.00 6.00 8.00 8.00 8.00 8.00
Development Services Administration
Development Services Director - - - 1.00 1.00 1.00 1.00
Development Services Center Manager 1.00 1.00 1.00 - - - -
Business Process Analyst - - - - - 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Customer Service Clerk 1.00 1.00 1.00 1.00 - - -
Total GM - Development Services 3.00 3.00 3.00 3.00 2.00 3.00 3.00
96
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Records Center
Records Clerk 1.00 - - - - - -
Document Imaging Clerk 0.50 0.50 - - - - -
Total Records Center 1.50 0.50 - - - - -
Building Safety
Building Safety Director 1.00 1.00 1.00 - - - -
Chief Building Official - - - - - 1.00 1.00
Building Safety Manager - - - 1.00 1.00 - -
Chief Building Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Building Safety Coordinator - 1.00 1.00 1.00 1.00 - -
Senior Plans Examiner 2.00 1.00 1.00 1.00 1.00 2.00 2.00
Plans Examiner 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Building Inspector II 2.00 2.00 2.00 2.00 2.00 3.00 3.00
Building Inspector I 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Permit Clerk 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Development Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00
Senior Permit Clerk 1.00 - - - - - -
Plan Review Technician 1.00 - - - - - -
Total Building Safety 13.00 12.00 12.00 12.00 12.00 13.00 13.00
Planning Department
Planning Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Environmental Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Principal Planner - - 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 - 4.00 4.00 4.00 4.00 4.00
Planner - - 1.00 1.00 - - -
Business Process Analyst - - - - 1.00 - -
Development Coordinator 1.85 1.85 1.00 1.00 1.00 - -
Planner II 2.00 3.00 - - - - -
Planner I 3.00 3.00 - - - - -
Total Planning Department 9.85 9.85 9.00 9.00 9.00 7.00 7.00
97
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Engineering
Town Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Engineering Deputy Director - - 1.00 1.00 1.00 1.00 1.00
CIP Engineering Division Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Traffic Division Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Environmental Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Engineering Specialist 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Engineering Aide 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Construction Manager 2.00 2.00 2.00 2.00 2.00 - -
Project Coordinator - CIP 2.00 2.00 2.00 2.00 2.00 1.00 1.00
Development Coordinator - - - - - 1.00 1.00
Construction Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Right of Way Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
CIP Process Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Project Manager 1.00 1.00 1.00 1.00 1.00 3.00 3.00
Real Property Acquisition Agent 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Senior Executive Assistant - - 1.00 1.00 1.00 1.00 1.00
Development Engineering Division Manager - - 1.00 1.00 1.00 1.00 1.00
Assistant Director of Engineering 1.00 1.00 - - - - -
Executive Assistant 1.00 1.00 - - - - -
Engineering Document Clerk - - - - 1.00 1.00 1.00
Total Engineering 22.00 22.00 23.00 23.00 24.00 24.00 24.00
98
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Police
Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Deputy Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Police Sergeant 11.00 11.00 11.00 11.00 11.00 11.00 11.00
Police Officer 67.00 67.00 69.00 69.00 71.00 71.00 71.00
Police Records Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Police Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Dispatcher 12.00 12.00 12.00 12.00 12.00 12.00 13.00
Police Records Specialist - - 2.00 2.00 2.00 2.00 2.00
Police Records Clerk 6.00 6.00 4.00 4.00 4.00 4.00 5.00
Crime Scene Property & Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Crime Scene Specialist 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Administrative Supervisor - - - - 1.00 1.00 1.00
Customer Service Representative - - - - - - 1.00
Executive Assistant 1.00 1.00 1.00 1.00 - - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Police Department 111.00 111.00 113.00 113.00 115.00 115.00 118.00
99
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Courts
Town Magistrate 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court Services Operations Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court Probation Monitor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court Security Guard 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Court Collections Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Sr. Courtroom Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Courtroom Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court Clerk 4.00 4.00 4.00 4.00 4.00 3.00 3.00
Sr Court Clerk - - - - - 1.00 1.00
Executive Assistant - - - - - - -
Total Courts 14.00 14.00 14.00 14.00 14.00 14.00 14.00
Public Works
Public Works Administration
Public Works Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Public Works Deputy Director - - - - - 1.00 1.00
Traffic Operations Engineering Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Community Response Manager 1.00 1.00 1.00 1.00 1.00 - -
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Code Enforcement Division (10)
Code Enforcement Officer 2.00 2.00 - - - - -
Fleet Division (20)
Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Lead Fleet Technician - - 1.00 1.00 1.00 1.00 1.00
Equipment Mechanic - - 1.00 1.00 1.00 1.00 1.00
Fleet Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Fleet Technician I - - - - 1.00 1.00 1.00
Small Engine Mechanic 1.00 1.00 - - - - -
Foreman 1.00 1.00 - - - - -
100
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Streets Division (30)
Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00
TrafficTechnician III 1.00 1.00 1.00 1.00 1.00 1.00 1.00
TrafficTechnician II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Traffic Technician I - - - - - 1.00 1.00
Public Works Supervisor - - 2.00 2.00 2.00 2.00 2.00
Senior Equipment Operator - - 1.00 1.00 1.00 1.00 1.00
Equipment Operator 3.00 3.00 2.00 2.00 2.00 2.00 2.00
Maintenance Associate - - 3.00 4.00 4.00 3.00 3.00
Assets Coordinator - - - - - 1.00 1.00
Signs & Markings Technician 1.00 1.00 1.00 1.00 1.00 - -
Senior Maintenance Associate - - 6.00 6.00 7.00 7.00 7.00
Attendant - - 3.00 2.00 2.00 2.00 2.00
Foreman 2.00 2.00 - - - - -
Inmate Services Coordinator 4.00 4.00 - - - - -
Maintenance Worker 3.00 3.00 - - - - -
Laborer 5.00 5.00 - - - - -
Facilities Division (40)
Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Public Works Supervisor - - 1.00 1.00 1.00 1.00 1.00
Facilities Tradesman - - - - - 1.00 2.00
Facilities Technician III - 1.00 1.00 1.00 1.00 - -
Facilities Technician II - 1.00 1.00 1.00 1.00 1.00 1.00
Facilities Technician I - 1.00 1.00 1.00 1.00 1.00 1.00
Foreman 1.00 1.00 - - - - -
Senior Facilities Technician 1.00 - - - - - -
Facilities Technician 2.00 - - - - - -
Total Public Works Department 38.00 38.00 36.00 36.00 38.00 38.00 39.00
101
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Parks & Recreation
Parks & Recreation Admin
Parks and Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Parks and Recreation Deputy Director - - 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Assets Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Parks and Recreation Services Clerk 2.75 2.75 2.75 2.75 2.00 2.00 2.00
Assistant Parks and Recreation Director 1.00 1.00 - - - - -
Recreation Division
Business Services Coordinator - 1.00 1.00 1.00 1.00 - -
Superintendent - - - - - 1.00 1.00
Recreation Coordinator 4.00 3.00 3.00 3.00 3.00 3.00 3.00
Recreation Programmer 2.00 2.00 2.00 2.00 2.00 3.00 3.00
Recreation Assistant 0.75 0.75 1.00 1.00 1.00 - -
Maintenance Division
Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Parks Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Irrigation Control Specialist 1.00 1.00 1.00 1.00 1.00 2.00 2.00
Senior Maintenance Associate - - 12.00 12.00 12.00 11.00 11.00
Attendant - - 10.00 10.00 10.00 10.00 10.00
Senior Maintenance Worker 11.00 11.00 - - - - -
Laborer 8.00 8.00 - - - - -
Senior Programs Division
Recreation Programmer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Recreation Assistant 1.00 1.00 1.00 1.00 1.00 - -
Total Parks Department 38.50 38.50 41.75 41.75 41.00 40.00 40.00
102
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Water Department
Water Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Deputy Director - - 1.00 1.00 1.00 1.00 1.00
Water Business Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Superintendent 1.00 1.00 1.00 - - - -
Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Production Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Resource Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Quality Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Electric Pump & Well Technician 1.00 1.00 1.00 1.00 - - -
Water Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 -
Water Operator III - - - - 1.00 2.00 2.00
Water Operator II 6.00 6.00 6.00 6.00 7.00 6.00 6.00
Water Operator I 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Billing Specialist 3.00 2.00 2.00 2.00 2.00 2.00 2.00
Water Technology Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Technology Specialist - - - - - - 1.00
Assets Coordinator - - - - - - 1.00
Executive Assistant - 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Director of Utilities 1.00 1.00 - - - - -
Water Operations Manager - - - 1.00 1.00 1.00 1.00
Total Water Department 23.00 23.00 23.00 23.00 24.00 24.00 25.00
Waste Water Department
Water Reclamation Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Chief Water Reclamation Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Reclamation Operator II 1.00 1.00 1.00 1.00 2.00 2.00 2.00
Water Reclamation Operator I 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Reclamation Mechanic - - - - - - 1.00
Water Reclamation Mechanic Apprentice - - - - - - 1.00
Total Waste Water Department 4.00 4.00 4.00 4.00 5.00 5.00 7.00
103
PROPOSED DETAILED AUTHORIZED POSITION SCHEDULE
FISCAL YEAR 2018 - 2019 MANAGER RECOMMENDED BUDGET
2016 2016 2017 2017 2018 2018 2019
Adopted Actual Adopted Actual Adopted Estimated Recommended
Airport Operations
Airport Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Airport Operations Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Sr Maintenance Associate - - - - - 1.00 1.00
Maintenance Associate - - 1.00 1.00 1.00 - -
Airport Maintenance Worker 1.00 1.00 - - - - -
Total Airport Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00
TOTAL TOWN AUTHORIZED POSITIONS 338.73 338.73 346.63 348.63 355.75 355.75 363.75
104