HomeMy WebLinkAboutCouncil Presentation 04-23-2019 Fiscal Year 2019-2020 Manager Recommended Budget BookTABLE OF CONTENTS
Table of Contents………………………………………………………….……………………..…..3
Manager’s Message…………………………………………….………..………….…….....……..5
Recommended Investments……………………………………………………………………….11
Governmental Funds Budget Summary……………………………………………………….…17
Enterprise Funds Budget Summary…………………………………………….…………..………29
Department Budget Summaries……………………………………………………………………37
Operating Capital and Projects……………………………………………………………….….109
Carry-Forward Requests…………………………………………………………………………….115
Authorized Personnel…………………………………………………………………………….….119
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MANAGER’S MESSAGE
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 2019-2020. These recommended budgets
exhibit the Town of Marana’s balanced approach to responsible fiscal policy and
positive investment in the community. Every year, we examine closely our goals and
accomplishments during the budget development process. We do this to make sure
that allocations are aligned with need, and that strategies are resulting in the
appropriate outcomes. This past year, we have had many accomplishments across the
five Focus Areas of our Strategic Plan, all of which put the Town on a strong footing
going into Fiscal Year 2020.
Commerce
This has been a banner year for commercial development in Marana. The success of
the Top Golf opening has added a new dimension of entertainment not only to our
community but to the whole Southern Arizona region. The new Hampton Inn and Suites
at Marana Center increased our capacity to provide the full range of overnight stay
options to visitors. Finally, the advanced medical facilities in the Northwest Emergency
Center at Linda Vista and the Carondelet Microhospital at Cortaro are providing our
residents and visitors with state-of-the-art healthcare options. With over 800 Single Family
Residential permits issued last year, and new multi-family housing such as the
Encantada Apartments at the Pines currently being constructed, these commercial
investments help to meet the growing demand in Marana.
The Marana Regional Airport is one of the Town of Marana’s key assets in Economic
Development, and this past year has seen a significant period of growth in its activities.
Operating at nearly 90,000 flight operations per year, the Airport serves a wide range of
users from hobbyists, to corporate jet traffic, to military training as well, resulting in a
diverse customer base for ongoing operations. To support these customers, the Town
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has completed or is engaged in several strategies, including a $5.5 million
reconstruction of the taxiway pavement, and working with the Federal Aviation
Administration to develop an Air Traffic Control Tower.
The future of the Town of Marana’s Downtown District is one of the top priorities of the
Town’s economic development strategies. This year saw significant investment in the
road infrastructure in the area, including the construction of the Sandario Road
Roundabout and the Marana Road Realignment. In response to these positive
investments in the northern Marana community, we have begun to see development
interest spur in the private sector. Construction is ongoing at a new multi-tenant
commercial center at the northeast corner of the Sandario Roundabout, with new
restaurants planned for the area as well. It is these private-sector responses to public
investment that show that well-planned, strategic initiatives can provide multiples of
economic and community benefit.
The Town is always seeking to serve its Development Services customers in the fastest
and most effective ways possible. In the past, we have worked to create a more
efficient fee structure, gone through rigorous process improvement programs, and
improved our forms and applications through the website. This year, we worked to
improve the physical environment of our Development Services Center. DSC staff can
now work directly with customers at improved customer assistance stations outfitted
with the appropriate technology to review plans and get answers to customer
questions on the spot. These new arrangements on the front end complement
improvements behind the scenes as well. Employees are now situated in areas aligned
with their functions, bringing them closer to the customer action so that services can be
delivered all that much faster.
Community
As the fastest growing community in Southern Arizona, Marana has critical infrastructure
needs that the Town Council and staff have worked consistently to address. This past
year was certainly no different, with several major infrastructure projects coming to a
successful close. These projects not only expand capacity for our current residents, but
prepare us for future growth as well.
Reconstruction of the Ina Interchange at Interstate 10 is nearly at a close, with the
ramps and overpass now officially opened for traffic. While business owners are surely
breathing a sigh of relief as the roads return to their normal patterns of use, this shift in
traffic represents a whole new era in the Ina Commercial Corridor. The Town of Marana
made the decision to make the best use of the Ina project, so that when the
interchange was finally reopened, it would be opening to a new experience of
Marana: fresh streets, new sidewalks, updated landscaping, and soon-to-be-installed
lighting along the whole of Ina Road and Aerie Drive within Town limits. We are excited
to see the marked impact these changes will have on the Ina Corridor.
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Other major infrastructure projects included the Tangerine Road Corridor expansion,
which provides a four-lane, divided median connection between I-10, Marana, and
Oro Valley, serving as a regional corridor. This prepares not only Marana but our
neighbors as well for continued commercial and residential growth.
With all of this growth comes a need to provide not only new capacity in our roads, but
in our water services as well. This year, the Town commissioned its newly expanded
Water Reclamation Facility, which is capable of processing 1.5 million gallons per day of
wastewater. Directly adjacent to the site resides our Water Recharge Facility, where we
can take the treated water from the Water Reclamation Facility and put it back in the
aquifer, earning water credits for future development.
Water quality is a national issue, but it became a local one in Marana this year. The
introduction of potentially hazardous substances into the ground is not something the
Town can control if it occurs outside of our jurisdictions, but it is our responsibility to make
sure that the water we pull from our wells is the best possible quality for our customers.
That is why we began this year to design and construct two new potable water
treatment facilities. Through strategic investments in these types of facilities, as well as
additional connections between existing well sites, we will be able to develop a secure
ongoing water supply for our residents.
When it comes to security, Marana is consistently rated as one of the safest
communities in the State of Arizona. Our investment in the new Public Safety Facility
helps to continue this legacy. With all the advanced tools and technology necessary to
lead a 21st Century police force, this facility prepares the Town not only to meet current
needs, but the needs of future generations as well.
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 rolled out a new mobile app out to the
public this year, the Marana Parks app, which connects park users to their favorite parks
and activities, giving them up-to-date information on field availability, reservations, and
more. In addition, the Town went live with its public facing Laserfiche portal to allow the
public to access all of our Town Council records from 1977 to present. Each app and
online portal offers a unique user experience that enhances the Town’s customer
service to its various residents.
Internal applications and equipment are vital components to innovative work spaces.
In the public safety sphere the deployment of vehicle cameras in police cars, and
migration to the PCWIN system each allow for better transparency and
communication. Equally important to applications and equipment are the facilities
and infrastructures themselves. The new $22 million Police Facility includes many
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upgrades such as state-of-the-art training facilities: classrooms, gym, shooting range,
and virtual training room. These training spaces are currently being utilized region-wide
because of their advanced and exceptional technology. The Town has also
constructed Solar Structures that increase energy efficiency and minimize impact on
the environment. Through applications, equipment, and facilities the Town of Marana is
dedicated to having a cutting edge approach.
While we continue to make investments in critical infrastructure, we are also committed
to maintaining our assets to extend their useful life. The Annual Road Failure Repair
Program identifies road failure issues ahead of time that will help reduce emergency
repairs and will allow us to be more proactive with roadway maintenance. This
complements the detailed inventory and condition rating of all roadways in Marana.
Additionally, with the expansion efforts with the asset management system in
Cartegraph there will be more accountability, transparency, and oversight of Town
resources.
Heritage
Marana’s heritage plays a large role in today’s development, special events, and Town
offerings. One of the Town’s priorities is to continue the community heritage dialogue
while place-making through development and expanded services. This priority has
been demonstrated through events like the Town of Marana’s Farm Festival and
Founders Day. Offerings like Gastronomy Tours have reinforced this commitment.
The Town of Marana hosted the Farm Festival this year at Heritage River Park. It
exhibited Marana’s Rodeo and agricultural history. One example was the sunflower
display at the event with educational components to teach the public about this type
of crop. Individuals from the public were able to take these flowers with them after
engaging with our heritage, the agriculture, and educational pieces.
Marana Founders’ Day theme this year was the past, present, and future. This was an
opportunity to reflect on our heritage, but also how to conserve it through the future
within the 2040 General Plan. This year’s Founders’ Day event included an Art Expo that
featured local artist and students from the community. The display was showcased in
Town Hall and the art was very heritage centric.
The Town of Marana has reinforced heritage through Discover Marana events. The two
events, Marana Gastronomy Tour and Taste of the Wild: The Marana Wild Foods
Gastronomy Tour, are perfect examples. The tours take the community through
archaeological sites and exclusive tastings of ancient Sonoran wild foods. It also
highlights cultures that farmed and foraged in this area for thousands of years and built
the oldest agricultural irrigation canal system found in the United States.
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Recreation
The Town of Marana has completed construction and upgrades for several parks across
town: Continental Reserve Community Park upgrades, the Splash Pad and Solar
Structure in Crossroads at Silverbell District Park, and the grand opening of Tangerine Sky
Park. One major capital project that has moved from 2019 to 2020 is the Honea Heights
Pocket Park, a recreation facility that will both complement the Heritage River Park and
bring needed amenities to the neighborhood.
The Town of Marana continues to further develop trail systems throughout the
community. The Tortolita Trail System will be expanded to attract new users through
mountain bike and equestrian specific trails. The Santa Cruz Path will be developed
through the CalPortland section, connecting North Marana trail users to the greater
path system throughout the Marana community and the region at large.
This year was a great year in offering recreation activities and funding to underserved
populations. Two new inclusive programs, Sensory Swimming Program and the Cape
Chase Adaptive Race Event, were offered to community members with special needs
and their families. In addition, there was an increase in scholarship programs for
individuals needing financial assistance. Not only do these inclusive programs bring
recreation to new parts of the community, but it gives the Town an opportunity to
interact and engage with residents it may not have before.
Recreation staff have worked to develop a concierge approach to customer service,
which includes users being surveyed and given the opportunity to rate programs based
on their experiences. Overall, they have increased the number of program offerings by
20% with over 30 activities/events available. They have increased program participation
and increased program attendance. All of these positive outcomes have further
assisted in the collection of feedback data to provide excellent customer service.
The recommended spending plan detailed in this budget proposal considers these
accomplishments as guide posts for future goals, while also recognizing the diverse
challenges we will continue to face in the future. As Marana succeeds and grows, it will
need to continue to invest strategically while continually innovating to deliver the best
service to its residents and customers. This budget demonstrates a commitment to that
vision, and to the tenets of the Strategic Plan.
Jamsheed Mehta
Town Manager
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RECOMMENDED INVESTMENTS
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Recommended Investments
The following outline describes several of the Town’s investments into identified priority
areas. The General Fund’s 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 = $1,702,645 ($1,597,887
General Fund)
a. Performance pay adjustments - $1,096,844 ($980,267 General Fund)
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 - $605,761 ($617,620 General Fund)
Includes health, retirement, disability insurance, etc.
1. Employee Retirement – $281,209 ($260,493 General Fund)
2. Health Insurance & other benefits - $184,552 ($219,127
General Fund)
3. Parental Leave program – $48,000 (General Fund)
4. Employee Rewards and Recognition program – $51,000
(General Fund)
5. Costs related to additional employee paid holiday – $41,000
($39,000 General Fund)
II. Resources and Tools Investment - $3,770,363 ($2,414,363 General Fund)
a. Vehicle & equipment purchases $2,078,500 ($1,489,500 General Fund)
b. Technology
Permitting, code enforcement, business license software - $125,000
(General Fund)
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Virtual Machine Disaster Recovery software - $60,000 (General
Fund)
Utility billing software - $100,000 (Water Fund)
c. Facilities
MMC campus drainage improvements - $126,125 (General Fund)
Furniture Replacement Program for aging and broken furniture -
$35,000 (General Fund)
MOC campus maintenance and improvements - $92,500 (General
Fund)
d. Recreation
Park Enhancements - $84,000 (General Fund)
Other Recreation Enhancements - $35,300 (General Fund)
Pickleball court conversions - $22,500 (General Fund)
III. Strategic Positions
The following table lists the new full time equivalent (FTE) positons added:
Working Position Title FTE Department Funding Source
Code Enforcement Officer I 1.00 Community & Neighborhood Services General Fund
Business Process Supervisor 1.00 Parks & Recreation General Fund
Park Maintenance Supervisor 1.00 Parks & Recreation General Fund
Police Officer 3.00 Police General Fund
Equipment Operator 1.00 Public Works General Fund
Facilities Technician II 1.00 Public Works General Fund
Traffic Technician I 1.00 Public Works General Fund
Water Billing Specialist 0.40 Water Water Fund
Water Quality Technician 2.00 Water Water Fund
Total FTE Changes 11.40
The addition of key positions is critical in maintaining service levels. This is especially true
in a fast growing community like Marana. For example, the new Code Enforcement
position will provide for increased coverage as new homes are built in Marana. Similarly,
the addition of three new Police Officers will allow the Town to continue to provide
exceptional service levels, even as the community continues to grow. Two new Parks &
Recreation positions will ensure that as popularity in the Town’s parks and programs
increase each year, quality of service does not deteriorate. Finally, the addition of two
Water Quality Technicians will provide much needed support to help monitor and
maintain the soon to be completed Water Treatment Campuses.
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Multi-year FTE Position Change Summary
The following table shows the change in authorized positions by FTE over the past four
fiscal years.
Mid-year FTE Position Change Summary
The following table highlights mid-year FTE changes and reclassifications by position title
and department for positions that were vacant and unfilled for an extended period of
time. Changes are only considered if they help advance one of the five focus areas of
the Town’s Strategic Plan.
Previous Position
Title
Previous
Department Revised Position Title
Revised
Department
Civil Engineer Engineering
Asset Systems
Administrator Finance
Real Property
Acquisition Agent Engineering Revenue & Customer
Service Manager Finance
Environmental
Project Manager Planning Senior Planner Planning
Planning Director
Planning Community Services
Specialist
Community
Services
FY2017 FY2018 FY2019 FY2020
Budgeted FTE 348.63 355.75 363.75 375.15
Position change from previous year 9.90 8.00 8.00 11.40
Percentage change from previous year 3% 2% 2% 3%
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GOVERNMENTAL FUNDS BUDGET SUMMARY
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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, $44.8 million represents
ongoing costs and $5.8 million represents one-time costs.
Summary of General Fund
Recommended Budget
Fiscal Year 20201
Note 1: Both the FY2019 and FY2020 budgets shown here exclude contingency which may only be utilized when
approved by Council. The FY2020 budget will include a contingency appropriation.
Revenues FY2019
FY2020
Recommend $ Change % Change
Sales tax revenues 26,284,560$ 26,910,247$ 625,687$ 2.4%
Intergovernmental revenues 11,748,196 12,840,139 1,091,943 9.3%
Licenses, fees & permits 4,818,090 4,877,700 59,610 1.2%
Charges for services 518,637 494,750 (23,887) -4.6%
Fines and forfeiture 585,000 402,000 (183,000) -31.3%
Grants and contributions 247,757 209,600 (38,157) -15.4%
Investment income 185,000 350,000 165,000 89.2%
Miscellaneous revenues 568,769 673,919 105,150 18.5%
Total Revenue 44,956,009$ 46,758,355$ 1,802,346$ 4.0%
Expenditures
Personnel & benefits 29,860,421$ 31,320,308$ 1,459,887$ 4.9%
Contracted services 7,728,240 7,835,679 107,439 1.4%
Operating supplies & equip 5,687,079 4,437,589 (1,199,490) -21.1%
Capital outlay 1,191,418 2,540,100 1,348,682 113.2%
Total Expenditures 44,467,158$ 46,183,676$ 1,716,518$ 3.7%
Over/(Under)488,851$ 574,679$ 85,828$ 17.6%
Other Sources and (Uses)
Transfers out (4,302,646) (4,561,182) (258,536) 6.0%
Total Sources and (Uses)(4,302,646) (4,561,182) (258,536) 6.0%
Change in fund balance (3,813,795)$ (3,986,503)$ (172,708)$ 4.5%
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The following describes major changes between fiscal years:
Revenues:
• Sales tax revenues – Anticipated overall tax revenue growth of 2.4% includes
anticipated increases of 2.9% in retail, 10.0% in restaurants and 11.6% in hotel
taxes paid. However, a significant reduction in contracting taxes reduces the
overall average increase to 2.4%. This reduction in contracting taxes was
anticipated and is associated with the completion of major capital projects like
Ina Road Traffic Interchange, police facility and Tangerine Road projects.
• 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.
• Licenses, fees & permits – The majority of this revenue is attributable to single
family residential permits (SFR’s). Budgeted SFR’s for fiscal year 2020 are 735.
• Charges for services revenue – This revenue stream is primarily comprised of user
fees the Town charges for specific services rendered. A slight decrease is
expected as fees are routinely reviewed for costs-of-service and equity.
• Fines and forfeiture – A decrease in this revenue stream is due to an anticipated
decline in the number of court fines issued. This decline is an overall national
trend.
Expenditures:
• 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 – Slight budget increases to contracted services are
primarily associated with design costs in regards to remodel and enhancements
to areas of the MMC campus.
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• Operating supplies & equipment – A 21% decrease of $1.2 million is due to
several large one-time projects that were planned in FY2019; such as the
PCWINN upgrade and facilities projects.
• Capital Outlay – Costs associated with capital outlay include the purchases of
vehicles and equipment as well as construction costs to remodel MMC B-building
for Water, Parks & Recreation and Courts.
• Transfers out – In addition to required debt service transfers, the General Fund
budget for FY2020 includes transfers for planned capital projects and cash
matches for potential grant awards. Also shown is a transfer to the Water and
Wastewater Funds for debt service payments.
• Change in Fund Balance – The General Fund is structurally balanced with
ongoing expenses financed with ongoing revenues. Reserves are, by definition, a
one-time resource which can only be deployed toward one-time projects and
programs. For fiscal year 2019-2020, utilization of $4.0 million of reserve balances
is related to one-time expenses most of which are comprised of carry-forward
amounts related to important one-time initiatives that were not completed in the
previous fiscal year.
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The following charts present the overall General Fund sources and uses of projected
resources.
Sales tax
revenues
$26.9M, 58%
Intergov'
revenues
$12.8, 27%
Licenses, fees
& permits
$4.9M, 10%
All others
$2.1M, 5%
FY2019-2020 General Fund Revenue
Sources
Personnel &
benefits
$31.3M, 62% Contracted
services $7.8M,
15%
Operating
supplies &
equip $4.4M,
9% Capital outlay
$2.5M, 5% Transfers out
$4.6M, 9%
FY2019-2020 General Fund Expenditure
Uses
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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.
The Town has been modestly adding back to General Fund reserve balances since
fiscal year 2008-2009 to a recent high of $29.6 million at the end of fiscal year 2017-2018.
General Fund balances are estimated to increase by approximately $2.8 million by end
of fiscal year 2018-2019. This is attributed to revenue estimates that are anticipated to
modestly outperform budgeted expectations at 107% in addition to expenditure
estimates to be slightly under budgeted expectations at 87%. The majority of unspent
funds is related to one-time projects that will be brought forward in the next fiscal year.
The estimated dip in reserves for fiscal year 2019-2020 is driven by planned one-time
General Fund investments in operating capital and other projects, some of which is
carry-forward from the current fiscal year. This estimate also anticipates a transfer out of
the General Fund for debt service related to the two Water Treatment Campuses. The
numbers included in the General Fund summary and the fund balance represented
above exclude any use of contingency.
As mentioned above, reserves are, by definition, a one-time resource which can only
be deployed toward one-time projects and programs. Often the nature of these one-
time project uses is beyond the normal operating capital needs of the organization.
Often times, the use of reserves may advance an important initiative.
22.8 25.0 29.6 32.4 28.4
$0
$5
$10
$15
$20
$25
$30
$35
$40
2015-16 2016-17 2017-18 2018-19
Estimated
2019-2020
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 @6/30/19 $ 32,368,948
Project Carry Over 1,574,322
FY2019-2020 Projects 412,709
Transfers to Other Funds 2,012,636
Restricted for Debt Service 2,500,546
Due from Wastewater 3,111,943
Due from Airport 2,013,701
Target Reserve 11,689,589
Unassigned $ 9,053,502
Project Carry
Over $1.6M, 5%
Transfers to
Other Funds
$2.0M, 6%
Restricted for
Debt Service
$2.5M, 8%
FY2020 Projects
$0.4M, 1%
Due from
Wastewater
$3.1M, 10% Due from
Airport $2.0M,
6%
Target Reserve
$11.7M, 36%
Unassigned
$9.0M, 28%
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 2020
The following describes major changes between fiscal years:
Revenues:
• Sales tax revenues – The anticipated bed tax revenue increase of 12.8% is
consistent with the continued increased trend in average occupancy and
overage rates, as well as the recent addition of a hotel in Marana. Revenues will
continue to advance the Town’s tourism initiatives including the Discover
Marana website.
Expenditures:
• 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 FY2019 Budget
FY2020
Recommended $ Change % Change
Sales revenues 1,088,016$ 1,227,600$ 139,584$ 12.8%
Miscellaneous revenues - - - 0.0%
Total Revenue 1,088,016$ 1,227,600$ 139,584$ 12.8%
Expenditures
Personnel & benefits 116,477$ 129,108$ 12,631$ 10.8%
Contracted services 760,322 758,622 (1,700) -0.2%
Operating supplies & equip 211,217 339,870 128,653 60.9%
Capital outlay - - - 0.0%
Total Expenditures 1,088,016$ 1,227,600$ 139,584 11.4%
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 2020
The following describes major changes between fiscal years:
• Intergovernmental revenues – The HURF shared revenue estimate
(intergovernmental revenues) is based on HB2483. 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
estimate shown here is based upon a preliminary estimate provided by the
Revenues FY2019 Budget
FY2020
Recommended $ Change % Change
Intergovernmental revenues 3,268,578$ 3,640,329$ 371,751$ 11.4%
Grants and contributions - - - 0.0%
Investment income 7,500 15,000 7,500 100.0%
Miscellaneous revenues - - - 0.0%
Total Revenue 3,276,078$ 3,655,329$ 379,251$ 11.6%
Expenditures
Personnel & benefits 23,600$ -$ (23,600)$ -100.0%
Contracted services 2,802,622 4,017,881 1,215,259 43.4%
Operating supplies & equip 407,000 470,000 63,000 15.5%
Capital outlay 667,827 419,000 (248,827) -37.3%
Total Expenditures 3,901,049$ 4,906,881$ 1,005,832$ 20.5%
Over/(Under)(624,971)$ (1,251,552)$ (626,581)$ 100.3%
Change in fund balance (624,971)$ (1,251,552)$ (626,581)$ 100.3%
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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.
Expenditures:
• Personnel and benefits – In the prior fiscal year, staffing was used in assisting in
the identification, tagging and cataloging of road related assets in the Town’s
asset management system. As this project comes to completion funding will not
be needed for fiscal year 2020.
• Contracted services – The increase in contracted services is mainly attributable
to the Town’s pavement preservation program. Pavement preservation for fiscal
year 2019 was modified to coordinate with Pima County’s program. As such,
unspent funds in fiscal year 2019 are budgeted to be brought forward into the
next fiscal year.
• Operating supplies & equipment – For fiscal year 2019-2020 restricted funding
was added to respond to potential monsoon related damages.
• Capital outlay – Capital outlay is associated with the replacement and purchase
of vehicles and equipment required to maintain the Town’s roads and right-of-
way. For fiscal year 2019-2020 several pieces of equipment are scheduled to be
replaced due to age and/or mileage.
• Changes in Fund Balance – Similar to the General Fund, HURF is structurally
balanced with ongoing expenses financed with ongoing revenues. One-time
expenses are financed with one-time revenue sources. For fiscal year 2019-2020,
utilization of $1.25 million of reserve balances is anticipated to primarily advance
the Town’s Pavement Preservation Program. The fund is anticipating adding to
reserve balances by the end of fiscal year 2018-2019.
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ENTERPRISE FUNDS BUDGET SUMMARY
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Enterprise Funds Budget Summary
Water Operating Fund
The primary revenues for the Water Operating Fund are for charges for water delivered
and sold to customers. As such, it is set up and operates as a stand-alone enterprise
fund.
Summary of Water Operating Fund
Recommended Budget
Fiscal Year 2020
Revenues FY2019
FY2020
Recommended $ Change % Change
Charges for services 5,637,381$ 5,895,969$ 258,588 4.6%
Intergovernmental revenues 60,000 60,000 - 0.0%
Licenses, fees & permits 25,000 50,000 25,000 100.0%
Grants and contributions 28,000 28,000 - 0.0%
Investment income 20,000 25,000 5,000 25.0%
Miscellaneous revenues 21,201 50,000 28,799 135.8%
Total Revenue 5,791,582$ 6,108,969$ 317,387$ 5.5%
Expenditures
Personnel & benefits 2,030,413$ 2,218,377$ 187,964$ 9.3%
Contracted services 1,733,699 1,663,841 (69,858) -4.0%
Operating supplies & equip 1,662,279 1,884,686 222,407 13.4%
Capital outlay 210,000 145,000 (65,000) -31.0%
Debt Service 517,543 1,270,764 753,221 145.5%
Total Expenditures 6,153,934$ 7,182,668$ 1,028,734$ 14.3%
Over/(Under)(362,352)$ (1,073,699)$ (711,347)$ 196.3%
Other Sources and (Uses)
Loan Proceeds/Transfers in 222,368 1,073,699 851,331 382.8%
Total Sources and (Uses)222,368 1,073,699 851,331 382.8%
Change in fund balance (139,984)$ - 139,984$ -100.0%
31
The following describes major changes between fiscal years:
Revenues:
• Charges for services – Charges for services, or rate revenues are the main source
of revenue for the Water Fund. Rate revenues are solely based on the existing
rate structure plus new account growth. The Town is in the process of a water
rate study and will bring recommendations forward to Council for consideration,
as appropriate.
• License fees & permits – Changes in this revenue source are related to
modifications to Comprehensive Fee Schedule adopted by Town Council to
better reflect costs of service.
• Transfers in – Increases in this category are associated with a transfer from the
General Fund to the Water Fund for debt service payments for the WIFA loan
acquired to build the two new Water Treatment Campuses.
Expenditures:
• Personnel & benefits – Increases in this category is attributable to the addition of
two new Water Quality Technician positions for fiscal year 2019-2020. These
positions will aid in the operation and maintenance of the two new Water
Treatment Campuses. There is also an increase of a Water Billing Specialist
position from 0.6 FTE to 1.0 FTE.
• Contracted Services – This category includes the majority of the Water Fund’s
maintenance and rehabilitation programs. For fiscal year 2019-2020 several high
priority programs were identified but were not able to be included in the
Manager’s Recommended Budget to ensure the fund stays structurally
balanced. As such, some programs are considered to be deferred to future
fiscal years, unless new funding is identified.
• Operating supplies & equipment – The increase is attributable to increased water
quality testing and monitoring in all water production and distribution systems.
• Capital outlay – This category includes the purchase and replacement of
vehicles and equipment necessary to provide services. For fiscal year 2019-2020
several replacement items were identified but not all were able to be included in
the Manager’s Recommended Budget to ensure the fund stays structurally
balanced. As such, some programs are considered to be deferred to future fiscal
years, unless if new funding is identified.
• Debt service – The increase in debt service for fiscal year 2019-2020 includes the
payment of a WIFA loan to fund the two new Water Treatment Campuses.
32
Water Reclamation Operating
The primary revenues for the Water Reclamation Operating Fund are for customer
charges to deliver and treat sewer flows at 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 Water Reclamation Operating Fund
Recommended Budget
Fiscal Year 2020
Revenues FY2019
FY2020
Recommend $ Change % Change
Charges for services 1,419,602$ 1,490,045$ 70,443$ 5.0%
Licenses, fees & permits 30,000 30,000 - 0.0%
Investment income - 1,000 1,000 0.0%
Total Revenue 1,449,602 1,521,045$ 71,443$ 4.9%
Expenditures
Personnel & benefits 601,211$ 541,059$ (60,152)$ -10.0%
Contracted services 438,965 549,885 110,920 25.3%
Operating supplies & equip 354,924 360,850 5,926 1.7%
Capital outlay 54,424 71,800 17,376 31.9%
Debt Service 809,069 856,265 47,196 5.8%
Total Expenditures 2,258,593$ 2,379,859$ 121,266$ 5.1%
Over/(Under)(808,991)$ (858,814)$ (49,823)$ 6.2%
Loan Proceeds/Transfers in 809,069 858,814 49,745 6.1%
Total Sources and (Uses)809,069 858,814 49,745 6.1%
Change in fund balance 78$ -$ (78)$ -100.0%
33
The following describes major changes between fiscal years:
Revenues:
• Charges for services – Charges for services, or rate revenues are the main source
of revenue for the Water Reclamation Fund. Rate revenues are solely based on
the existing rate structure plus new account growth. The Town is in the process of
a waste water rate study and will bring recommendations forward to Council for
consideration, as appropriate.
Expenditures:
• Personnel & benefits – The major change between fiscal years is primarily a sharp
budgeted reduction in the Worker’s Compensation rates as well as overall
reduced employee related costs.
• Contracted Services – The major change between fiscal years is primarily due to
increased system repair and maintenance on the sanitary sewer collection
system.
• Operating supplies and equipment – This category accounts for the majority of
costs to operate the recently constructed water reclamation facility.
• Capital outlay – This category includes the purchase and replacement of
vehicles, equipment and infrastructure necessary to provide services. For fiscal
year 2019-2020 several replacement items were identified but not all were able
to be included in the Manager’s Recommended Budget to ensure the fund stays
structurally balanced. As such, some items are considered to be deferred to
future fiscal years, unless if new funding is identified.
• 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 as
well as a WIFA loan for repairs to the collections system in the Adonis
neighborhood.
34
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 2020
The following describes major changes between fiscal years:
Revenues:
• Charges for services – This revenue source is comprised of air hangar leases, fuel
charges, and open tie-downs.
Revenues FY2019
FY2020
Recommend $ Change % Change
Charges for services 330,068$ 339,200$ 9,132$ 2.8%
Miscellaneous revenues 18,000 18,000 - 0.0%
Total Revenue 348,068 357,200$ 9,132$ 2.6%
Expenditures
Personnel & benefits 292,114 280,744 (11,370) -3.9%
Contracted services 176,090 124,649 (51,441) -29.2%
Operating supplies & equip 79,500 73,900 (5,600) -7.0%
Capital outlay 27,500 30,000 2,500 9.1%
Total Expenditures 575,204$ 509,293$ (65,911)$ -12.9%
Over/(Under)(227,136)$ (152,093)$ 75,043$ -33.0%
Other Sources and (Uses)
Loan Proceeds/Transfers in 209,636 152,093 (57,543) -27.4%
Total Sources and (Uses)209,636 152,093 (57,543) -27.4%
Change in fund balance (17,500)$ -$ 17,500$ -100.0%
35
• Transfers in – The budgeted transfer for fiscal year 2019-2020 represents what may
likely be an ongoing, operating subsidy from the General Fund. In fact, over the
years, these operating deficiencies have accumulated to balance of
approximately $2.0M which the Airport Fund 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.
Expenditures:
• Personnel & benefits – The major change between fiscal years is primarily a sharp
budgeted reduction in the Worker’s Compensation rates.
• Contracted services – The change is associated with a one-time facilities
maintenance project during fiscal year 2018-2019. There are no large non-capital
facilities projects budgeted for fiscal year 2019-2020.
• Capital outlay – An increase in capital outlay is associated with a one-time
purchase of equipment to help maintain current airport facilities.
36
DEPARTMENT BUDGET SUMMARIES
37
38
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.
2018- 2019 Accomplishments
• Adopted a structurally balanced operating budget
• Hosted the Marana Legislative Day
• Rescinded the half cent sales tax
• Commissioned Staff to proceed with the construction of two water treatment
plants
2019- 2020 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
39
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome
Performance
Measure
FY2019
Actual
FY 2020 Target
To promote and
increase regionalism
with neighboring
communities
Number of yearly joint
meetings with council
members from
neighboring
communities
1 1
BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits Cost* $256,311 $253,605 $304,090 $315,670 Note 1 $11,580
Contracted Services 4,981 6,942 20,461 20,461 -
Operating Supplies & Equipment 5,816 9,441 13,485 13,485 -
Total by Category $267,108 $269,988 $338,036 $349,616 $11,580
BUDGET SUMMARY BY FUND
Expenditures By Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $267,108 $269,988 $338,036 $349,616 $11,580
Total by Fund $267,108 $269,988 $338,036 $349,616 $11,580
*Note: Town Council does not have FTE’s. Town Council members are paid a stipend and are eligible to
receive benefits.
Budget Notes & Changes
1. Personnel & Benefits – Slight increases budgeted due to increases in health care
related costs
40
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
2018 – 2019 Accomplishments
• Maintained a structurally balanced budget
• Worked with the Town Council to rescind the half-cent sales tax
• Coordinated successful intergovernmental efforts, including hosting the Marana
Legislature Day
• And provided the leadership and direction to:
Develop the new Water Reclamation and Recharge Facility
Initiate the process of creating new Water Treatment Campuses
Complete and inaugurate the new Public Safety Facility
Cut the ribbon on the expanded Tangerine Road Corridor
2019 - 2020 Goals & Objectives
• Complete the Ina Road Restoration, Interchange and Santa Cruz River Bridge
Reconstruction projects while assisting businesses and residents with the transition
• Continue to lead the effort to create a centralized permitting and licensing
system
• Complete and present the 2040 Marana General Plan
• Work with Town departments to develop strategic infrastructure plans, such as the
North Marana Drainage Study, Sewer Conveyance Plan, Parks & Recreation
Administration Support Services
Community Outreach
Council Support & Constituency
Staff Oversight
Town Manager
41
Master Plan Update, Potable Water System Master Plan Update and conclude
and present the Comprehensive Zoning Update.
COMMUNICATIONS AND MARKETING DIVISION
2018 - 2019 Accomplishments
• Completed the first parks and recreation guide insert for the Marana Newspaper.
• Created the Culture & Engagement program in a proposal to HR.
• Developed the web design and branding for Marana 2040 General Plan update.
• Launched the Marana Events engagement book.
• Successful disseminated information through the Joint Information Center
function of the Emergency Operation Center for the July flood events.
• Began the Marana Town Talk podcast, interviewing key players from the Town of
Marana and their projects.
• Improved response times to constituents on social media.
• Branded and marketed the Marana Momentum Alliance initiative in
collaboration with Southern Arizona Food Bank, Marana Unified School District,
and MHC Healthcare.
2019 - 2020 Goals & Objectives
• Establish strategies for hard-to-reach audiences, including those who are not
active on social media and other technical forms of contact.
• Continuously research and implement new communication strategies based on
best practices in the public and private sector.
• Evaluate the effectiveness of the current MaranaAZ.gov website, and begin
researching ways to improve the layout to best fit the modern user’s needs.
• Continue to evaluate and update the Brand book to accommodate evolving
organizational needs, including the implementation of a brand package for
capital improvement projects.
• Identify areas of brand expansion, including the front desk, lobby, and interoffice
mailing.
• Continue to cultivate brand loyalty through creative social media interactions
and strategically placed digital advertising.
• Formalize work flow process with departments, including draft templates,
approval processes, and presentations.
• Manage lines of communication for the public to continuously provide feedback
or register complaints/concerns.
SPECIAL EVENTS DIVISION
2018 - 2019 Accomplishments
• Improved shuttle logistics for Star Spangled Spectacular
42
• Managed crowd control with the successful implementation of carnival ride fees.
• Implemented new events (both on-going and one-time) including Marana
Macro Machines, Town Hall Youth Days, and various grand opening ceremonies.
• Won a 3CMA award for one-time event for Town Hall Youth Days.
• Included the position of Special Event Programmer to enhance customer service,
vendor flow, and logistics.
2019 - 2020 Goals & Objectives
• Seek solutions for event safety concerns.
• Evaluate community needs and identify possible opportunities for expanding or
modifying the events program.
• Identify sponsorship revenue opportunities. Establish a work flow process for
marketing special events to businesses.
• Evaluate effectiveness of current public feedback tools and explore additional
ways to solicit event feedback.
• Identify opportunities for employee support, such as the Marana Town Hall Youth
Days.
KEY PERFORMANCE MEASUREMENTS
Town
Manager
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019
Target
FY 2020
Target
Innovation
Foster a culture of
innovation
throughout the
Town organization.
Number of town-wide innovation
seminars. 2 2
Community
Ensure Town
information is
easily accessible
to the public.
Development of transparency
apps and platforms.
Creation of
Town
performance
dashboard.
Creation of Town
performance
dashboard.
43
KEY PERFORMANCE MEASUREMENTS
Community
Invest in
community input
on Town services.
Development and deployment
of survey instruments.
Administer
town-wide
citizen survey.
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%
10% Increase 10% Increase
Reduce the initial response time
for project requests by 20% 20% Reduction 20% Reduction
Innovation
To increase
accuracy in
planning for
special event
growth
Accurately predict event
attendance within 10% of
actual/estimated post event
<10% <10%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimate
FY 2020
Recommended Change
Personnel & Benefits $1,170,600 $ 1,239,477 $ 1,426,495 $1,414,677 Note1 $(11,818)
Contracted Services 128,304 100,853 163,496 132,676 Note 2 (30,820)
Operating Supplies &
Equipment 203,207 221,985 276,955 287,065 Note 3 10,110
Capital Outlay 19,803 (835) - - -
Restricted Budget - - 32,000 32,000 -
Total by Category $1,521,915 $ 1,561,480 $ 1,898,946 $1,866,418 $(32,528)
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimate
FY 2020
Recommended Change
General Fund $1,520,894 $1,560,990 $1,898,946 $1,866,418 $(32,528)
Bed Tax Fund 1,021 490 - - -
Total by Fund $1,521,915 $1,561,480 $1,898,946 $1,866,418 $(32,528)
44
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
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 1.00 -
Assistant to the Town Manager 1.00 1.00 1.00 1.00 -
Graphic Designer 1.00 1.00 1.50 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Customer Service Clerk 1.13 1.00 - - -
Customer Service
Representative - 1.00 2.00 - (2.00)
Special Events Coordinator 1.00 1.00 1.00 1.00 -
Special Events Programmer - 1.00 1.00 1.00 -
Communications Manager 1.00 1.00 1.00 1.00 -
Communications Specialist 1.00 1.00 1.00 1.00 -
Executive Assistant to the Town
Manager 1.00 1.00 1.00 1.00 -
Marketing & Design Associate - 0.50 - - -
Total Town Manager 11.13 13.50 13.50 11.50 (2.00)
Budget Notes and Changes
1. Personnel & Benefits – Decrease associated with the moving of two Customer
Service Representatives to the Finance department. Budget figures also include
the addition of a temporary, term-limited position.
2. Contracted Service – Decrease associated with savings in software and
computer line items
3. Operating Supplies & Equipment – Increase associated with growth and upkeep
of Signature Events
45
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.
2018-2019 Accomplishments
Records Administration
• Laserfiche digital imaging clean-up continues with the removal of over 19,105
transitory and duplicate documents from the repository
• Reviewed and transferred over 129 permanent planning boxes to off-site storage
• Reviewed and transferred over 40 semi-permanent capital improvement project
boxes and permit record boxes to off-site storage
• Reviewed and inventoried 95 permanent archive record boxes adding new
labels, Versatile tracking numbers, and refiled in acid free folders
• File room inventory of transitory and permanent public records ongoing
Community
• Hosted a voter registration drive at the July 4th Celebration and did voter
outreach to local business before the August 2018 Primary Election
• Hosted regional community town hall with other government agencies and non-
profits in Pima County discussing the impacts of the criminal justice system on
local services and citizens
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
46
2019-2020 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.
• Continue Laserfiche and Versatile clean-up project to enhance software
capabilities
• Complete the clean-up of the Public Works and Real Property templates and
continue to improve the search capabilities within the repository
• Continue reorganization of the Records room and relocation of files to the
Sanders Road Archive unit
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019 Target FY 2020
Target
Community
Bring relevant topics to
Citizens’ Forum for
deliberation
Maintain minimum of 20-25
delegates; recommendations
approved by Council are
launched for implementation
Ongoing Ongoing
Progress and
Innovation
Create a comprehensive
preservation policy for
historic and culturally
significant items
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 First draft of policy
Community
Maintain partnership with
the Marana Heritage
Conservancy and seek
out new partnership
opportunities
- Identify internal departments
to assist with collaboration and
establishment of program
Ongoing Ongoing
47
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $377,255 $388,132 $400,093 $406,363 $6,270
Contracted Services 80,600 22,890 99,205 48,515 Note 1 (50,690)
Operating Supplies &
Equipment 8,328 6,440 19,650 14,650 (5,000)
Capital Outlay - - - 31,600 Note 2 31,600
Restricted Budget - - 65,000 65,000 -
Total by Category $466,183 $417,463 $583,948 $566,128 $(17,820)
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $466,183 $417,463 $583,948 $566,128 $(17,820)
Total by Fund $466,183 $417,463 $583,948 $566,128 $(17,820)
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended
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 1.00 -
Records Clerk 2.00 2.00 2.00 2.00 -
Total Town Clerk 5.00 5.00 5.00 5.00 -
Budget Notes and Changes
1. Contracted Services – Reduction due to 2018 election related expenses in prior
year budget.
2. Capital Outlay – Increase due to a one-time purchase request for a large format
printer/copier.
48
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.
2018 – 2019 Accomplishments
Administration
• Provided organizational workforce data report
• Provided Total Compensation Statement for all benefits eligible employees
• Developed HR Metric Dashboard
Benefits
• Managed the Affordable Care Act Reporting and disbursement of 1095C
forms to all benefit eligible employees
• Conducted benefits requests for proposals the dental and vision platforms
• Managed request for proposal provider changes for medical/stop loss, EAP,
Life, Disability, FSA, HSA, Cobra platforms
• Evaluation of a Tuition Reimbursement platform
• Evaluation of a Parental Leave platform
Compensation & Classification
• Implementation roll-out of Job Descriptions for all classifications/positions
• Implemented a source index for compliance tracking for minimum
requirements for all classifications/positions
Organizational Development
• Increased employee engagement and the interactive quarterly touch base
process and goal deployment (PERFORM)
• Conducted Town Wide:
o Time and Attendance training
o Employee Assistance Training
o Accident & Injury Training
o Sexual Harassment Training
• Conducted Department & Position specific training:
o Respect & Diversity Training
o Employee Assistance Training for Supervisors
Benefits & Wellness
Organizational Development
Recruitment Classification & Compensation
Safety & Occupational Health
HR Director Administration
49
Recruiting
• Improved the efficiency of the recruiting process by implementing pre-
employment compliance & index tracking for job classifications/positions
Safety & Emergency Management
• Established motor vehicles records checks program
• Completed state multi-jurisdiction hazard mitigation plan
• Maintained 90% Safe Personnel Training completion rate
• Obtained an Emergency Management Preparedness grant (EOC upgrade)
• Updated 3 year operator equipment card/certification
• Implemented Job Hazard Assessments (JHAs) for all job classifications
• Worker’s Compensation claims reduction
• Managed the occupational health care provider change from US
HealthWorks to Concentra
• Implemented Tele-med services for PD workplace injuries
Wellness
• Held wellness clinics throughout the year, including the Flu Shot Clinic, Mobile
On-Site Mammography Clinic
• Introduced and implemented new wellness platform
2019 – 2020 Goals & Objectives
Administration
• Continue to be a driving force to cultivate and promote the Town’s goals,
strategic plan and cultural values
• Upgrade the PAF/REQ workflow with process & electronic enhancements
Benefits
• Move towards auto file feeds on medical and dental plans
• Increase utilization of Employee Self Service for employee compliance
notifications
• Enhance online benefit processes and acknowledgements
Compensation & Classification
• Enhance the organizational Reclassification Request process
Organizational Development
• Assess organizational training needs and develop a strategic training plan
based on organizational need
• Implement a rewards & recognition platform to include service, performance,
appreciation and culture-based platforms
• Conduct Six Block training and development analysis throughout the
organization
Recruiting
• Implement an enhanced recruiting process and Hiring Manager Toolkit
• Implement an electronic interactive on-boarding & orientation process to
enhance the new hire experience
50
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)
• Certification of OSHA required positions for first-aid, CPR & AED
• Update the Town’s Emergency Operations Plan (EOP)
Wellness
• Hold wellness clinics throughout the year, including biometrics, a Flu Shot
Clinic, and Mobile On-Site Mammography Clinic
• Increase organizational wellness participation and incorporate new platforms
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019
Target
FY 2020
Target
Progress &
Innovation
To reduce the
frequency and cost
related to injuries.
Reduction in injury claims
and reduction with
associated injury costs
10% 5%
Progression &
Innovation
To increase
employee
engagement
Increase in the number of
touch base meetings 4% 2%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $ 646,613 $657,874 $683,141 710,794 $27,653
Contracted Services 46,721 39,578 70,613 123,369 Note 1 52,756
Operating Supplies & Equipment 88,520 112,099 124,794 174,454 Note 2 49,660
Restricted Budget - - 35,000 98,000 Note 3 63,000
Total by Category $781,854 $809,551 $913,548 $1,106,617 $193,069
51
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Budget Change
General Fund $781,854 $809,551 $913,548 $1,106,617 $193,069
Total by Fund $781,854 $809,551 $913,548 $1,106,617 $193,069
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Budget
FY 2020
Recommended
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. Contracted Services – Increase due to one-time cost associated with completing
compensation market survey.
2. Operating Supplies & Equipment – Increase due to a new Employee Recognition
Program to recognize outstanding members of the organization.
3. Restricted Budget – Increase due to possible costs associated with increased
employee wellness and benefit items.
52
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.
2018 – 2019 Accomplishments
• Received 11th consecutive Distinguished Budget Presentation Award from the
Government Finance Officers of America
• Received the Certificate of Excellence in Financial Reporting from the
Government Finance Officers of America for the 10th consecutive year
• Coordinated with other Town departments to update Chapter 9, Business
Regulations of the official code of the Town of Marana
• Established the Town’s Public Safety Personnel Retirement System funding policy
• Successfully implemented interactive Quarterly financial briefs on the Town’s
website.
• Implemented payment processing to include the use of alternatives to paper
checks such as (ACH, Wire, Pcard, Etc.)
• Implemented electronic time entry for all town employees
2019 – 2020 Goals & Objectives
• Receive the Distinguished Budget Presentation Award from the Government
Finance Officers of America
• Receive the Certificate of Excellence in Financial Reporting from the Government
Finance Officers of America
• Acquire and implement a new business licensing software system
• Establish a debt management policy and related processes
• Develop and implement a cash flow forecasting model
• Update the Town’s Investment Policy
Budget
Accounting Administration
Procurement Treasury Management
•Sales Tax & Audit
Finance Director
53
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY2019
Actual FY 2020 Target
Progress and
Innovation
Maintain or improve
credit rating
Bond rating Excise Tax
Revenue Obligations
• Fitch
AA- AA-
Bond rating Excise Tax
Revenue Obligations
• Standard & Poor's
AA AA
Progress and
Innovation
Receive a clean audit
opinion without any
findings or questioned
costs
Unmodified audit opinion in
financial statements by
external CPA Firm
Yes Yes
Invest idle cash to
achieve best
investment results
considering safety,
liquidity and yield
Compliance with Town
investment and
financial policies
100% 100%
Progress and
Innovation
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 (11th
consecutive)
Yes (12th
consecutive)
Receipt of GFOA
• Distinguished Budget
Presentation Award
Yes (10th
consecutive)
Yes (11th
consecutive)
Progress and
Innovation
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
TBD ±5%
±5%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Budget
FY 2020
Recommended Change
Personnel & Benefits $ 876,479 $851,260 $1,055,031 $1,327,404 Note 1 $271,723
Contracted Services 126,215 114,961 139,660 159,788 Note 2 20,118
Operating Supplies &
Equipment 10,151 6,851 9,690 17,900 8,210
Total by Category $1,012,845 $973,071 $1,205,031 $1,505,082 $300,051
54
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $1,012,845 $973,071 $1,205,031 $1,505,082 $300,051
Total by Fund $1,012,845 $973,071 $1,205,031 $1,505,082 $300,051
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Budget 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 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 .75 .75 .75 -
Administrative Assistant 0.50 .50 .50 .50 -
Asset System Administrator 1.00 - - 1.00 1.00
Customer Service Rep. - - - 2.00 2.00
Tax & License Specialist - 1.00 1.00 1.00 -
Grants Manager - 1.00 1.00 1.00 -
Revenue and Customer
Service Manager - - - 1.00 1.00
Total Finance 12.25 12.25 12.25 16.25 4.00
Budget Notes and Changes
1. Personnel & Benefits – Costs for fiscal year 2019-2020 include the addition of an
Asset Manager position as well as budget amounts for a Revenue and Customer
Service Manager and two Customer Service Representatives. The latter were
previously located within the Town Manager’s Budget.
2. Contracted Services – Increase is related to fiscal/admin charges as part of the
Town’s investment portfolio. Increased investment income will offset these
charges.
55
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. In addition to prosecution of cases, the office helps with the MPD Citizens
Police Academy and MPD Explorers and participates in new officer training, issuing
cases, the Coalition Against Retail Theft (CART) program, the DUI Task Force, and the
Pima County Domestic Violence Fatality Review Team.
2018 – 2019 Accomplishments
• Commerce: Completed comprehensive revision of the Town sign code and
business license code. Provided legal advice to the Airport director, Community
Development, and Finance-Procurement regarding the ongoing Airport
rehabilitation project. Prepared documents necessary for the Town’s participation
in the Arizona Department of Transportation’s Urban Logo Sign program.
Prepared legal documents needed to sunset the temporary half cent Town sales
tax to fund the new Marana Police Department facility.
• Community: Assisted in obtaining funding for the design and construction of two
new water treatment facilities. Drafted new Town Code Chapter 9-12 governing
Commercial Filming and Photography Permits and provided legal advice to the
new Marana Film Office. Completed the property rights acquisitions needed for
the Tangerine Adonis Road Extension project. Prepared a protected facility
ordinance and the Tangerine-Downtown Sewer Protected Facility Designation
and Charge, which were adopted by Council. Assisted in the acquisition of
property rights and financial assistance needed to connect the Adonis
neighborhood to the public sewer and eliminate the use of an open sewer
lagoon. Assisted in obtaining emergency access for the San Lucas area of
Marana via the Central Arizona Project canal maintenance road. Provided top-
quality municipal criminal and code enforcement, including efficiently and fairly
handling about 1,350 misdemeanor prosecutions.
• Innovation: Implemented the Legal Department’s new training series. Completed
the update of 18 administrative directives. Assisted Human Resources and
Finance-Procurement in the bidding and contracting process to switch the
Town’s health insurance provider and other benefits providers.
Civil Legal Services Criminal Prosecution
Town Attorney
56
• Heritage: Assisted with all aspects of Town special events (Fall Festival, Founders
Day, Christmas Tree Lighting, Star Spangled Spectacular etc.), including
agreements and insurance issues, and coordination with Marana Heritage
Conservancy on legal issues.
• Recreation: Assisted in the acquisition of property rights from Marana Unified
School District and Pima County for the development of El Río Preserve. Prepared
and reviewed agreements and documents for the Santa Cruz River Shared Use
Path and the CAP Trail and trailhead.
2019 – 2020 Goals & Objectives
• Commerce: Assist the Planning Department in finalizing the land development
code comprehensive revision and corresponding translation of old alphabet
zones to modern zoning designations. Assist in bringing the 2020-2040 Marana
General Plan through the public hearing process and to Council for approval.
• Community: 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 the Planning Department in reducing the size, bulk,
and complexity of the remaining chapters of the Land Development Code, and
bring them to public hearings before the Planning Commission and Council.
Update the Town’s email and social media Administrative Directives. Assist
Human Resources and Finance in establishing a medical insurance trust as
required by A.R.S. § 11-981 for a self-funded program in a county with a
population of over one million.
• 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 the Pima
County Flood Control District’s design and construction of the soil cement bank
protection for the El Río Preserve, for the Town’s acquisition of the CalPortland
segment of the Santa Cruz River Shared Use Path, and for the CAP Trailhead.
57
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal
Expected
Outcome
Performance
Measure
FY 2019
Target
FY 2020
Target
Community
Efficiently and
effectively prosecute
misdemeanor cases
% of cases with initial
victim notices sent out
by first pretrial
conference
100% 100%
Ratio of cases disposed
to cases filed 80% 80%
Community/Progress &
Innovation
Provide timely and
accurate legal
advice to the Town
% of successful
outcomes in personnel
matters
95% 95%
% of ordinances/
resolutions drafted
within 30 days of
request
90% 90%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $ 712,310 $731,144 $862,768 $906,751 Note 1 $43,983
Contracted Services 134,459 97,561 138,807 131,874 (6,933)
Operating Supplies &
Equipment 3,234 3,815 4,000 5,000 1,000
Total by Category $850,003 $832,520 $1,005,575 $1,043,625 $38,050
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Budget
FY 2020
Recommended Change
General Fund $850,003 $832,520 $1,005,575 $1,043,625 $38,050
Total by Fund $850,003 $832,520 $1,005,575 $1,043,625 $38,050
58
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
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 .50 .50 .50 -
Associate Town Attorney - - 1.00 1.00 -
Total Legal 6.50 6.50 7.50 7.50 -
Budget Notes and Changes
1. Personnel & Benefits – Increase due to increased employee related costs and the
addition of a part time Law School intern.
59
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.
2018-2019 Major Accomplishments
• Parks Field App
• Parks Amenities (“Know Before You Go”)
• Marana Data Dashboard
• Parks Mobile App
• Contracts Application
• Performance Dashboard
• Upgraded email system
• Deployment of vehicles cameras in police cars
• Migration to PCWIN radio system
• Designed and deployed network technology for new Police facility
• Upgraded security devices to block malicious Web and email content
2019-2020 Goals & Objectives
• Modernize service delivery that is based upon industry frameworks and leads to
increases response times, productivity and customer satisfaction; to include
adoption of formalized standard operating procedures
• Perform a security assessment and create an information security strategy
• Implement a security awareness program
• Determine requirements and make recommendations to replace CRW
• Update the Town’s Wi-Fi setup to include BYOD options
• Assist in the usage of data for dashboard and performance metrics
Infrastructure
Applications
Technology
Services Director
60
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019
Target
FY 2020
Target
Progress and
Innovation
To increase the
availability of Town
network and server
resources
Network and Servers
available 99% of time 99% 99%
Progress and
Innovation
Efficient resolution of
Town technology
issues
Resolve incident tickets
submitted to the Help
Desk within the defined
Service Level Objective.
80% 80%
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,
15 days 15 days
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits
$1,315,538 $ 1,265,968 $1,418,331 $1,477,525 Note 1 $ 59,194
Contracted Services 904,991 976,964 1,192,350 1,272,000 Note 2 79,650
Operating Supplies &
Equipment 348,980 203,978 835,500 207,500 Note 3 (628,000)
Capital Outlay 37,383 38,266 - - -
Total by Category $2,606,892 $2,485,176 $3,446,181 $2,957,025 $(489,156)
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $2,606,892 $2,485,176 $3,446,181 $2,957,025 $(489,156)
Total by Fund $2,606,892 $2,485,176 $3,446,181 $2,957,025 $(489,156)
61
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Budget 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 – Increase due to increased employee related costs as well
as the addition of a temporary, term-limited, GIS Technician position.
2. Contracted Services – Increase due to increased software maintenance for
several programs as well as one-time investments in network upgrades.
3. Operating Supplies & Equipment – Decrease primarily associated with the
PCWINN upgrade that took place in fiscal year 2018-2019. This was a one-time
cost in fiscal year 2018-2019.
62
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.
2018 – 2019 Accomplishments
• Expanded business assistance/mentorship program with AZ Center for Innovation
and UA Tech Park by offering more classes per year
• Completed a dedicated incentive to attract development to downtown Marana
• Completed redesign of Marana Main street roundabout hardscape/landscape
• Continue to update and maintain the www.selectmarana.com property
database system
• Consulted with, and successfully entered three business entities into the MJCIP
incentive (Micro Hospital, Dove Mtn Assisted Living, & Dialysis Surgi-Center)
• Completed term as Arizona Association for Economic Development President –
the statewide economic development organization
• Continued to promote Marana by participating on several public speaking
panels, monthly Chamber Updates, and serving on the Marana Chamber Board
of Directors
• Completed Economic Impact Study of the Marana Regional Airport
• Kicked off annexation study to analyze Pinal Airpark and surrounding land for
future annexation
• Met with the CEO of the Arizona Commerce Authority to explore new partnering
opportunities
• Launched the Marana Wild Foods Gastronomy Tour
• Leveraged the Marana Gastronomy Tour program and Marana archaeology sites
to garner more than a dozen feature food and travel articles in Fodor’s Travel
Guide, Arizona Office of Tourism, Arizona Daily Star, Tucson Foodie, Tucson
Weekly, and professional travel blogs
Tourism
Economic Development
Economic Development & Tourism
63
• Conducted national food journalist tasting event at The Ritz-Carlton, Dove
Mountain and guided tour of wild foods in the Wild Burro Wash
• Conducted 16 familiarization tours for film location managers and scouts, and film
producers, and helped to organize a film industry outreach event in partnership
with the Arizona Film Program Director, Matthew Earl Jones
• Personally assisted 18 film projects, 12 of which were filmed in Marana
• Produced Marana Film Office promotional video to market Marana to outside
producers
2019 – 2020 Goals & Objectives
• Complete the Pinal County/Airpark annexation study and begin the process to
acquire those parcels into the Town of Marana
• Complete BR&E (Business Retention & Expansion) study and implement plan
• Successfully complete four current recruitment/expansion projects
• Continue to market and recruit/expand the four main business sectors as outlined
in the Economic Development Strategic Plan
• Continue to promote the DMRF program and Downtown Overlay Zone for future
Marana Main Street Businesses
• Complete the Marana Main Street roundabout landscaping/hardscape project
• Continue to recruit unique retail projects for the Marana Center and Marana
Main Street projects
• Continue to identify growth areas of the town for infrastructure strategies
• Continue to work with the Marana Chamber of Commerce for
collaboration/partnering opportunities
• Launch Tourism Master Plan
• Produce three TV episodes documenting film projects and locations to target
new business from outside producers
• Develop comprehensive production crew database for Film Office website
• Continue to market the Town for tourism travel, dining, and shopping
opportunities
64
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019
Target 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
10% increase year
over
Provide 100% response rate on
RFI where applicate and 100%
response rate within 24 hours of
unsolicited inquiries.
100% 100%
Increase the number of
unsolicited inquiries
10% increase
year over
10% increase year
over
Implementation of the Econ
Dev Strategic Plan by
marketing the four focus areas
Two
campaigns
per year
Two campaigns per
year
Tourism
Influencing
visitation and
purchasing
decisions in the
Town of Marana
Increase website traffic through
organic searches 10% increase 10% increase
Increase personal responsive
interactions 20% 20%
Creating and innovating
tourism products One per year One per year
Influencing travel stays
Frequency &
reach – 15
marketing
campaigns
per year
Frequency & reach
– 15 marketing
campaigns per year
65
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $218,037 $322,490 $332,133 $357,455 Note 1 $25,322
Contracted Services 219,408 179,384 243,750 239.080 (4,670)
Operating Supplies &
Equipment 4,029 2,110 4,600 4,200 (400)
Total by Category $441,474 $503,985 $580,483 $600,735 $20,252
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Budget Change
General Fund $195,040 $247,649 $284,506 $287,827 $9,321
Bed Tax Fund 246,434 256,336 303,877 314,808 10,931
Downtown Reinvestment Fund - - - - -
Grants and Contributions - - - - -
Total by Fund $441,474 $503,985 $580,483 $600,735 $20,252
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Budget 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 1.00 -
Marketing & Design Associate - 0.50 - - -
Graphic Designer - - 0.50 0.50 -
Total Economic Development
and Tourism 3.00 3.50 3.50 3.50 -
Budget Notes and Changes
1. Personnel & Benefits – Increase is associated with the reclassification of a position
to better meet needs of the organization.
66
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.
2018 – 2019 Accomplishments
• Improved customer service experience - front remodel
• Improved department workflow through workspace modifications
• Flex room remodel to free up DSC Large for front counter overflow
• Increased involvement in the process of town initiated projects and events
2019 – 2020 Goals & Objectives
• Continue to enhance the DSC website for use by the Town’s residents, businesses
and customers
• Evaluate new or upgraded software to improve workflow
• Evaluate staffing models based upon software improvements
• Through cross-training, enhance the DSC “Single Point of Contact” service
provided to the Town’s customers by the Development Coordinators
Customer Service
DSC Reception Desk
Development Services Administration
67
KEY PERFORMANCE MEASURES
Council
Strategic
Plan Goal
Expected Outcome Performance Indicator FY 2019
Target
FY 2020
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% >50%
Progress &
Innovation
Commerce
Improve staff training,
education and
certification levels
International Code Certifications
received 91% 100%
Percentage of employees
attending training sessions to
maintain minimum education
units for certifications
100% 100%
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
99% 99%
Commerce
Ensure sufficient response
to public for permitting
and inspections
Single family dwelling plans
reviewed within published
timeframes
85% 90%
Model plan reviews completed
within published timeframes 85% 90%
Field inspections completed
within one business day of request 100% 100%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $86,720 $52,552 $274,164 $283,411 $9,247
Contracted Services - 108,119 119,190 116,430 (2,760)
Operating Supplies &
Equipment 5,358 5,648 6,000 11,000 5,000
Restricted Budget - - - 18,000 Note 1 18,000
Total by Category $92,077 $166,319 $399,354 $428,841 $29,487
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $92,077 $166,319 $399,354 $428,841 $29,487
Total by Fund $92,077 $166,319 $399,354 $428,841 $29,487
68
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Budget Change
Development Services Director 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Customer Service Clerk 1.00 - - - -
Business Process Analyst - - 1.00 1.00 -
Total Development Services
Admin 3.00 2.00 3.00 3.00 -
Budget Notes and Changes
1. Restricted Budget – One-time costs associated with possible minor renovations to
the Development Services area of MMC building to increase storage.
69
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.
Code enforcement is an essential function of the Building Safety 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. The department
staff consists of 3 plan review staff members, 5 inspectors, 2 permitting clerks, 1
development coordinator, 1 assistant building official and the chief building official.
2018 – 2019 Accomplishments
• Implemented electronic inspection program
• Established on-line inspection requests and reports
• IBC/IFC 2018 adoption
• GPS units installed in all fleet vehicles
• 100% certified staff
Building Safety Inspections
Building Safety
Plans Examiners
Building Safety Permit Clerks
Building Safety Development Coordinator
Chief Building Official
70
2019 – 2020 Goals & Objectives
• Electronic plan review
• Electronic plan submittal – on-line submittals
• Simplify permit reviews where permit techs/coordinator complete general plan
review (over the counter issuance)
• Public outreach and educational awareness (schools)
KEY PERFORMANCES MEASURES
Council Strategic
Plan Goal Expected Outcome Performance Indicator FY 2019 Target FY 2020 Target
Community Perform building
inspections
Total number of
building inspections
performed
16,000 16,000
Community
Perform inspections for
building code
compliance
Number of Building
Code Compliance
inspections performed
25 25
Commerce Certificate of
Occupancy inspections
Number of C of O
inspections performed 40 40
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $751,007 $788,222 $1,067,222 $1,092,024 $24,802
Contracted Services 84,901 20,665 65,695 40,100 Note 1 (25,595)
Operating Supplies &
Equipment 28,787 41,749 50,929 41.507 (9,422)
Total by Category $864,695 $850,636 $1,183,846 $1,173,631 $(10,215)
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $864,695 $850,636 $1,183,846 $1,173,631 $(10,215)
Total by Fund $864,695 $850,636 $1,183,846 $1,173,631 $(10,215)
71
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Chief Building Official - - 1.00 1.00 -
Chief Building Inspector 1.00 1.00 1.00 1.00 -
Building Safety Coordinator 1.00 1.00 - - -
Senior Plans Examiner 1.00 1.00 2.00 2.00 -
Building Safety Manager 1.00 1.00 - - -
Plans Examiner 1.00 1.00 1.00 1.00 -
Building Inspector II 2.00 2.00 3.00 3.00 -
Building Inspector I 1.00 1.00 1.00 1.00 -
Development Coordinator 1.00 3.00 3.00 3.00 -
Permit Clerk 3.00 1.00 1.00 1.00 -
Total Building Safety 12.00 12.00 13.00 13.00 -
Budget Notes and Changes
1. Contracted Services – Decrease primarily associated with reductions in software
licenses and travel costs.
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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.
2018 – 2019 Accomplishments
• Planning staff began the management and development of the 2010 General
Plan update. The first deliverable product of this work, the Make Marana 2040
General Plan Map Atlas, a 68 page document that is a snapshot of current
conditions in the Town, was presented to the public and Town Council.
• Planning staff continues to work on the Land Development Code update. As a
part of that work, a new, sign code has been adopted that is legally compliant
with recent court rulings and replaces outdated standards with clear and concise
regulations that will meet users’ needs.
• Planning staff created a monthly report based on key metrics of commercial and
residential development permit activity. The report identifies important trends that
are easily identified through graphic representation.
2019 – 2020 Goals & Objectives
• Planning staff will work to adopt the revised Land Development Code and
associated Town-wide rezoning of non-conforming parcels.
• Planning staff will lead the effort to coordinate and engage Town departments,
local stakeholders and Marana citizens in the creation and completion of the
new, Make Marana 2040 General Plan.
• Planning staff will continue to review, assess, revise and implement new
development review policies and procedures in order to provide better service
for our customers.
• Present bi-annual reports on development trends and projections.
Development Review
Development Coordination
Long Range Planning
Planning Director
73
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019 Target FY 2020 Target
Community
To 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
95% of
development
related projects
(plats,
development
plans, landscape
plans)reviewed
within assigned
time frame for first
submittal
95% of development
related projects
(plats, development
plans, landscape
plans)reviewed within
assigned time frame
for first submittal
Higher submittal approval
time goal met through
efficiency improvements
of development services
processes and procedures
95% of permits
approved within
assigned time
frame
95% of permits
approved within
assigned time frame
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $691,677 $666,156 $582,191 $512,632 Note 1 $(69,559)
Contracted Services 127,321 138,455 350,212 117,250 Note 2 $(232,962)
Operating Supplies &
Equipment 6,104 7,751 3,350 13,000 9,650
Total by Category $825,102 $812,362 $935,753 $642,882 $(292,871)
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $825,102 $812,362 $935,753 $642,882 $(292,871)
Total by Fund $825,102 $812,362 $935,753 $642,882 $(292,871)
74
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Planning Director 1.00 1.00 1.00 - (1.00)
Environmental Project
Manager 1.00 1.00 - - -
Principal Planner 1.00 1.00 1.00 1.00 -
Senior Planner 4.00 4.00 5.00 5.00 -
Planner 1.00 - - - -
Development Coordinator 1.00 1.00 - - -
Business Process Analyst - 1.00 - - -
Total Planning 9.00 9.00 7.00 6.00 (1.00)
Budget Notes and Changes
1. Personnel & Benefits – Decrease due to the Planning Director position being
reclassified and shifted to another department as part of the strategic position
process.
2. Contracted Services – Decrease due to the General Plan Update, for which most
work primarily took place during fiscal year 2018-2019.
75
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.
2018-2019 Accomplishments
Completed the construction of a 22 million dollar police facility and moved into the
building, beginning day to day operation out of the facility in October (2018)
Became an active member of the Southern Arizona Law Enforcement Foundation,
thereby making us eligible to receive funding for police equipment
Completed a feasibility study on the creation of a new bike patrol unit, to be
implemented in keeping with the strategic plan when staffing allows
Reduced Worker’s Compensation Injuries
Raised $16,000 for charity via our 3rd annual Pride for the Patch Golf Tournament
Implemented the first Pride for the Patch Fitness Challenge with 188 public safety
personnel participating
Maintained current crime rates based on Part I crimes/thousand residents
Maintained police response times at current levels
2019-2020 Goals and Objectives
In conjunction with the University of AZ develop an Internship program whereby four
Criminal Justice majors participate as interns for one semester (2 /semester)
Begin the self-assessment phase of the Arizona Law Enforcement Accreditation Program
as the first step toward becoming an accredited police agency
Outsource Police Off-Duty management
Complete the police shooting range
Transition to new state e-citation system (AZ Tracs) to save $20,000/year.
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
76
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019
Target FY 2020 Target
Community
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
48.1 48
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
22.2 22
Maintain or reduce traffic
collision rates based on total
number of collisions per 1000
residents as compared to
the previous year
5% 5%
OPERATING BUDGET SUMMARY
Expenditures by Category FY2017
Actual
FY2018
Actual
FY2019
Estimated
FY2020
Recommended Change
Personnel & Benefits $10,864,496 $11,572,094 $12,130,894 $12,292,111 Note 1$161,217
Contracted Services 477,187 488,904 554,580 603,859 49,279
Operating Supplies &
Equipment 1,228,840 1,148,928 1,203,242 1,425,761 Note 2 222,519
Capital Outlay 132,840 38,242 6,000 201,600 Note 3 195,600
Total by Category $12,703,161 $13,248,168 $13,894,716 14,523,331 $628,615
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY2017
Actual
FY2018
Actual
FY2019
Estimated
FY2020
Recommended Change
General Fund $12,703,161 $13,248,168 $13,888,716 $14,523,331 $628,615
Grants / Contribution - - - - -
RICO Fund - - - - -
Impound Fee - - - - -
Emergency
Telecommunication - - - - -
Total by Fund $12,703,161 $13,248,168 $13,894,716 $14,523,331 $628,615
77
AUTHORIZED POSITIONS
FY2017
Actual
FY2018
Actual
FY2019
Estimated
FY2020
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 69.00 71.00 71.00 74.00 3.00
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 13.00 13.00 -
Police Records Specialist 2.00 2.00 2.00 2.00 -
Police Records Clerk 4.00 4.00 5.00 5.00 -
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 1.00 -
Customer Service Specialist - - 1.00 1.00 -
Executive Assistant 1.00 - - - -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Total Police 113.00 115.00 118.00 121.00 3.00
*Does not include 6 Grant funded positions
1 SRO’s, 3 C.N.A., DEA, and ATTF
Budget Notes and Changes
1. Personnel & Benefits – Increase due to the addition of three new Police Officer positions.
PSPRS contribution rates slightly decreased for fiscal year 2019-2020 which offset some
costs.
2. Operating Supplies & Equipment – Increased costs primarily related to equipment and
supplies to outfit new officers as well as increases for vehicle replacement charges.
3. Capital Outlay – Increase due to the purchase and outfitting of three new police vehicles
for the three new Police Officer Positions.
78
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.
2018 - 2019 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.
2019 – 2020 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
79
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019
Target
FY 2020
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%
Less than 1%
Percentage of cases
adjudicated 100% 100%
Percentage of cases
referred to judicial
commission
Less than 1% 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% 100%
Percentage of qualified
cases receiving interpreter
services
100% 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% 100%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $832,986 $772,887 $946,527 $1,404,816 Note 1 $94,289
Contracted Services 110,528 94,493 96,200 101,600 5,400
Operating Supplies & Equipment 11,492 13,082 15,300 14,250 (1,050)
Capital Outlay - - - - -
Total by Category $955,006 $880,461 $1,058,027 $1,156,666 $98,639
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2018
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $955,006 $880,461 $1,058,027 $1,156,666 $98,639
JCEF Fund - - - - -
FTG Court Fund - - - - -
Local Technology Fund - - - - -
Total by Fund $955,006 $880,461 $1,058,027 $1,156,666 $98,639
80
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended 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 Officer 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 -
Senior Courtroom Specialist 1.00 1.00 1.00 1.00 -
Courtroom Specialist 1.00 1.00 1.00 1.00 -
Court Clerk 4.00 4.00 4.00 4.00 -
Senior Court Clerk - 1 1 1 -
Total Courts 14.00 14.00 14.00 14.00 -
Budget Notes and Changes
1. Personnel & Benefits – Change due to slight increase in personnel costs as well as
transferring one FTE employee’s personnel & benefits from a special revenue fund
(Local Technology Fund) to the General Fund. This was done to increase
available funding for Court technology needs and as the special revenue fund
cannot pay for staffing on a permanent basis.
81
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.
2018-2019 Accomplishments
Facilities Management:
• Solar arrays have been started and/or completed at 4 Town sites (MMC Employee
Parking, Police Secure Parking, Crossroads Basketball Court, and Marana Pool)
• B Building Remodel and Visitors Center Design have been started with the Project
Manager and construction on the B Building Remodel will start in April and carry over
through fiscal 2020
• Design for the HVAC upgrade at the MMC Chambers have been submitted and
approved, project to start in fiscal 2020
• Remodeled the Wastewater Operation Building, replaced sub-floor and finished with LVT
Flooring, painting and replaced fixtures
• Replaced half of the worn out and damaged carpet and VCT at the MOC Water
Department Building with LVT that was effected by a water leak
• Repainted the Community Room at the MOC with Community Center colors and
upgraded all the lighting to new LED inserts
Fleet Services:
• All Fleet employees obtained tire repair certification adopted by Federal and DOT
standards
• All Fleet Employees gained the OSHA/SAE Certification towards Automotive Air Condition
Standards for 609 and the new 1234YF refrigerant systems
• Car wash service in place to accept bar code reading for vehicles and billing thru
vendor
• Continued asset management upgrades through Cartegraph
Traffic Operations
Streets
Facilities Management
Fleet Services
Administration
82
• Fleet has a GPS Pilot program in place for 5 town vehicles, and is working with
management to see if this will be adopted by Town Government
Street Maintenance:
• ADA Ramp Repair and Upgrade Program. A subdivision is selected annually for ADA
upgrades and repairs. Cortaro Ranch Subdivision Phase I scheduled to be completed
by June 30th.
• Bridge Painting at Marana TI is scheduled to be completed by June 30th. ( IGA ADOT)
• Implemented Annual Culvert Cleaning Program Contractor Services. (600 Town Wide)
• Implemented Annual Road Failure Repair Program. By identifying road failure issues
ahead of time when possible will allow us the opportunity to work towards being
proactive and not reactive.
• Landscape Beautification Project on Tangerine Farms Rd shoulders and walking path
scheduled to be completed by June 30th. Install DG, trees and plants as needed.
• Continue Annual Maintenance Program for Orange Grove Pump Station.
• Implemented Bridge De-Icing Program. (Operation freeze)
• Implemented Storm Preparedness Plan.
• Completed (RLRRP) Regional Local Road Repair Program 1.1 million in crack seal.(Town
Subdivisions)
• Pavement Preservation Program FY2019 in progress scheduled to be completed by
June 30th.
• Interred into an (IGA) Intergovernmental Agreement with Pima County for Roadway
Maintenance.
• Implemented Pavement Assessment Program.
Traffic Operations:
• Finalized installation and activation of flashing yellow arrows (FYA’s) for all
protective/permissive movements (17 in house conversions and 4 project activations).
• Completed the fiber optic installation along the Cortaro Road and Silverbell Road
corridors.
• 100 street light luminaires converted/upgraded from high pressure sodium to LED.
• Replaced over 700 traffic signs due to age and damage.
• Restriped over 2 million linear feet of pavement markings throughout the Town.
• Upgraded the Dove Mountain Blvd./Moore Road intersection to radar activated LED
traffic signs to enhance the traffic control.
• 11 Traffic Impact Analysis (TIA) reports accepted as of March 1 2019. Please note, some
TIA’s are part of planning development plan packages so there may be a few more.
• 90 traffic control plans (TCP’s) reviewed as of March 1, 2019. The TCP’s are for CIP
projects, ROW permits, Special Events, etc.
• 10 traffic count studies performed as of March 1, 2019.
• 13 sight visibility studies performed as of March 1, 2019.
83
2019 - 2020 Goals & Objectives
Facilities Management:
• Finish remodel the 1st and 2nd floors of the MMC B Building 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
• Update Facilities Master Plan to add standard Town colors, asset inventory with
replacement program and updated department needs assessments, need 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
• Replace the HVAC System in the Chambers based on recommendations from Wendel
Energy
Fleet Services:
• Continue to upgrade and enhance Cartegraph software to effectively run reports on
productivity and cost associated with general fleet repair.
• 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
• Updates to the Equipment Replacement Program.
• Continued educational training in areas of maintenance and general tire repair
Street Maintenance:
• ADA Ramp Repair and Upgrade Program. A subdivision is selected annually for ADA
upgrades and repairs. (Cortaro Ranch Subdivision Phase II)
• Bridge Painting and Maintenance Twin Peaks Bridge at Santa Cruz, and Cortaro TI
touch up. ( IGA ADOT)
• Continue Annual Culvert Cleaning Program Contractor Services. (600 Town Wide)
• Landscape Beautification Project on Cortaro Rd, Cortaro Farms Rd, and Ina Rd.
Installing DG, trees and plants to restore medians and shoulders to original plans.
• Continue Annual Road Failure Repair Program. By identifying road failure issues ahead
of time when possible will allow us the opportunity to work towards being proactive
and not reactive.
• Continue Annual Maintenance Program for Orange Grove Pump Station.
• Continue Bridge De-Icing Program. (Operation freeze)
• Continue Improving Storm Preparedness Plan.
• Establish a Town Bridge Maintenance Program. Addressing any needed repairs
identified by ADOT’s National Bridge Inspection Program.
• Continue to work on overflow parking areas for Special Events and Facilities.
• Pavement Preservation Program FY2020.
84
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.
• Install retro reflective yellow border on all signal heads throughout the town, to increase
safety and visibility at all signalized intersections.
• Complete the remainder of the street name signs upgrade to comply with Federal
regulations and requirements.
• Implement sign upgrade program along major corridors to comply with Federal
regulations and requirements.
• Utilize Cartegraph to stream line Traffic Division workflow process between the
engineering and maintenance areas.
KEY PERFORMANCE MEASURES
Council
Strategic
Plan Goal
Expected Outcome Performance Indicator FY 2019 Target FY 2020
Target
Community
Accurately assess Town
Facilities and Assets to
determine ownership
Updating and maintaining
of ownership assessment 100% 100%
Progress and
Innovation
Update pool of vehicles and
equipment that are over 15
years of age to reduce
overhead operating costs
Stewardship of Equipment
Replacement Program 100% 100%
Community To Maintain the Town’s Streets
at an acceptable high level
Continue with the
Pavement Preservation
approved 5 year plan
100% 100%
Community
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
5% 5%
85
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $2,450,627 $2,563,668 $2,963,171 $3,068,347 Note 1 $105,176
Contracted Services 3,465,547 2,563,886 4,575,067 5,562,187 Note 2 987,120
Operating Supplies & Equipment 383,753 410,717 622,149 421,044 Note 3 (201,105)
Capital Outlay 370,482 357,139 604,949 1,413,000 Note 4 808,051
Restricted Budget - - 193,224 435,000 Note 5 241,776
Total by Category $6,670,410 $5,895,410 $8,958,560 $10,899,578 $1,941,018
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $ 3,128,911 $3,641,087 $ 5,409,338 $5,992,697 Note 6 $583,359
Highway User Revenue Fund 3,541,499 2,254,323 3,549,222 4,906,881 Note 7 1,357,659
Total by Fund $ 6,670,410 $5,895,410 $8,958,560 $10,899,578 $1,941,018
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Public Works Administration
Public Works Director 1.00 1.00 1.00 1.00 -
Public Works Deputy Director - - 1.00 1.00 -
Traffic Operation Engineering
Manager 1.00 1.00 1.00 1.00 -
Community Response Manager 1.00 1.00 - - -
Executive Assistant 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
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 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 -
86
AUTHORIZED POSITIONS
Traffic Technician I - - - 1.00 1.00
Equipment Operator II 1.00 1.00 1.00 1.00 -
Equipment Operator I 2.00 2.00 2.00 3.00 1.00
Maintenance Associate III 4.00 4.00 4.00 4.00 -
Maintenance Associate II 6.00 7.00 7.00 7.00 -
Maintenance Associate I - 2.00 2.00 2.00 -
Signs & Markings Technician 1.00 1.00 1.00 1.00 -
Engineering Specialist - - 1.00 1.00 -
Engineering Aide - - 1.00 1.00 -
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 -
Facilities Technician III 1.00 1.00 - - -
Facilities Technician II 1.00 1.00 1.00 2.00 1.00
Facilities Technician I 1.00 1.00 1.00 1.00 -
Total Public Works Administration 36.00 38.00 41.00 44.00 3.00
Budget Notes and Changes
1. Personnel & Benefits – Increased costs are associated with three new positions for fiscal
year 2019-2020. New positions for fiscal year 2019-2020 include a Traffic Technician I,
Equipment Operator I and a Facilities Technician II.
2. Contracted Services – Increased costs are primarily associated with the roll-over of the
fiscal year 2018-2019 pavement preservation program (discussed in Note 7) and
increases in landscaping and weed control throughout the Town.
3. Operating Supplies & Equipment – Decreased costs are expected due to a large one-
time cost incurred during fiscal year 2018-2019 related to monsoon storm damage. For
fiscal year 2019-2020, $200,000 was added as a restricted item for potential storm
damage repairs.
4. Capital Outlay – Costs in this line item are associated with new vehicle and equipment
purchases needed for additional personnel and replacement of older street equipment.
Also included within capital outlay are costs associated with the MMC B-Building
Remodel.
5. Restricted Budget – Costs in this line item are associated with restricted contingency items
such as emergency road repair, storm damage repairs and unforeseen repairs to Town
facilities.
6. General Fund – Increases within the General Fund portion of the Public Works budget
correlates to costs for the remodel and planned enhancements to the MMC campus as
well as necessary repairs and improvements to the MOC campus.
87
7. HURF – Increases within the HURF Fund portion of the Public Works budget correlates to a
large amount of carry-forward of the Pavement Preservation Program funding. For fiscal
year 2018-2019, the Pavement Preservation Program was modified to coordinate with
Pima County’s program. As such, unspent funds are currently being budgeted to be
brought forward into fiscal year 2019-2020.
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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.
2018-2019 Accomplishments
• Completed construction of Tangerine Road Corridor Phase I
• Completed construction of the Marana Public Safety facility
• Completed construction of McDuff
• Completed construction of Coachline Blvd.
• Completed construction of Santa Cruz Shared Use Path Phase III
• Completed design and construction of a new traffic signal at Arizona
Pavilions and WalMart
• Competed stabilization of Starry Night Settlement Repair
• Completed Ina Road Reconstruction
• Completed Aerie Road Reconstruction
• Completed construction CAP Trailhead
• Completed a feasibility study for the SUP at CalPortland
• Completed design for the Nighthawk Memorial at the Airport
• Completed design for Camino de Oeste Road Restoration
• Completed design for Thornydale north widening
• Completed design and construction of Silverbell Road Sidewalks
• Completed design for Avra Valley Road
• Completed designs for El Rio Phase IA
• Increased the insurance benefit to residents by obtaining a higher
certification classification in the CRS program
• Established a process for over-sized vehicles
• Revised and simplified the Real Property submittal process
• Streamlined the custom home building package
• Complete engineering related titles in the LDC
2019 – 2020 Goals & Objectives
• Develop standardized contracts and special provisions for CIP projects
Development Engineering Sr. Executive Assistant
Environmental
Real Property
CIP Engineering
Construction Engineering
Town Engineer
89
• 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 design and begin construction for Lon Adams
• Complete design and construction of Adonis Subdivision improvements
• Complete construction of Avra Valley Road
• Complete construction for Thornydale Road
• Complete construction Camino de Oeste
• Marana Main Street and Settlement Repair Completion
• Complete the Gladden Farms Hawk Signal
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019
Target
FY 2020
Target
Commerce
Ensure that capital
improvement projects
advance the
community’s
economic
development goals
Percent of projects that
advance economic
development goals
100% 100%
Commerce
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% 25%
Commerce
Ensure that capital
improvement projects
adhere to aesthetic
standards
Percent of projects that are
able to improve upon the
aesthetics of the corridor
100% 100%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $2,430,516 $2,076,754 $2,325,982 2,098,012 Note 1$(227,970)
Contracted Services 114,872 86,476 532,400 285,585 Note 2 (245,815)
Operating Supplies &
Equipment 79,043 64,196 70,540 64,867 (5,673)
Restricted Budget - - 90,000 125,000 Note 3 35,000
Total by Category $2,430,516 $2,227,416 $3,018,922 2,574,464 $(444,458)
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OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $2,380,858 $2,227,426 $2,948,922 $2,574,464 Note 4$(374,458)
Highway User Revenue 49,658 - 70,000 - Note 5 (70,000)
Northeast Benefit Impact Area - - - - -
Transportation Fund - - - - -
Total by Fund $2,430,516 $2,227,416 $3,018,922 $2,574,464 $(444,458)
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
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 2.00 2.00
Traffic Division Manager 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 2.00 2.00 -
Engineering Aide 1.00 1.00 - - -
Development Coordinator - 1.00 1.00 1.00 -
Construction Manager 2.00 - - - -
Project Coordinator – CIP 2.00 1.00 1.00 1.00 -
Construction Inspector 2.00 2.00 3.00 3.00 -
Right of Way Inspector 1.00 1.00 1.00 1.00 -
CIP Process Analyst 1.00 1.00 1.00 1.00 -
Project Manager 1.00 1.00 3.00 3.00 -
Real Property Acquisition Agent 1.00 1.00 1.00 - (1.00)
Development Engineering
Division Manager 1.00 1.00 1.00 1.00 -
Senior Executive Assistant 1.00 1.00 1.00 1.00 -
Executive Assistant - - - - -
Engineering Document Clerk - 1.00 1.00 1.00 -
Total Engineering 23.00 24.00 22.00 20.00 (2.00)
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Budget Notes and Changes
1. Personnel & Benefits – Decreases in budget are due to reallocation of personnel
from Engineering/CIP to Public Works. The Town’s Traffic Division was moved from
Engineering to Public Works better align goals to the Town’s strategic plan. Other
decreases are associated with the departure of several tenured employees.
2. Contracted Services – Decreases in budget are associated with one-time costs in
fiscal year 2018-2019 for a drainage study that will be completed. Other
decreases are associated with the movement of the Traffic Division from
Engineering to Public Works.
3. Restricted Budget – This budget category is associated with restricted
contingency funding should unanticipated highly specialized engineering tasks
be needed in the fiscal year.
4. General Fund – Decreases within the General Fund budget for the Engineering
department is primarily associated with the movement of staff and resources from
Engineering to Public Works (See Note 1). Other decreases are associated with
the one-time drainage study (See Note 2).
5. Highway User Revenue Fund (HURF) – Decreases within the HURF budget for the
Engineering department are solely associated with the movement of staff and
resources from Engineering to Public Works (See Note 1).
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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.
2018 – 2019 Accomplishments
• Constructed and opened Tangerine Sky Community Park
• Constructed and opened a new splash pad at Crossroads at Silverbell District Park
• Constructed and opened a new portion of the Santa Cruz Shared Use Path –
Gladden Farms to the Beard House
• Completed pavement repairs of the Santa Cruz Shared Use Path between Tiffany
Loop (Twin Peaks) and Cortaro Road.
• Construct Central Arizona Project (CAP) trailhead and trail from Tangerine Road to
Pinal County
• Improvements to Ora Mae Harn District Park including LED light fixtures at tennis
courts, constructing a new bullpen, concession stand upgrades, and maintenance
yard parking lot improvements
• Improvements at Heritage River Park including irrigation redesign and installation of
sod
• Repaired booster pump and flow sensors at Continental Reserve Community Park
• Achieve Tree City USA distinction for the fourth year in a row
• Incorporate a seasonal print activity guide
• Increased number of recreation program offerings by 20% with over 30 new
activities/events offered and program participation by 13.5%
• Introduced two new inclusion programs by offering a sensory swim program and
adaptive race event
2019 – 2020 Goals and Objectives
• Construct and open Honea Heights Neighborhood Park
• Complete Parks and Recreation 10-Year Master Plan
• Increase program participation by 10%
• Complete Phase 1A of El Rio Preserve improvements
• Grow environmental education programs based at El Rio Preserve
• Completed design of the Santa Cruz Shared Use Path at CalPortland
• Work with D.R. Horton to oversee the design and construction of Saguaro Bloom
Community Park
• Install new sod at the Marana Municipal Complex and San Lucas Community Park
dog park
Administration
Recreation
•Outdoor Paths/Trails, Sports/Aquatics
•Seniors, Community Enrichment
Park Maintenance
Parks & Recreation Director
93
• Extend irrigation control and water from Heritage River Park to the new Honea
Heights Park
• Improve infield soil mix at Ora Mea Harn District Park ballfield complex
• Repair cracks on the west side of the Santa Cruz Shared Use Path between El Rio Park
and Wade McLean Park.
• Improve water drainage on the west side of the Santa Cruz Shared Use Path directly
north of Ina bridge
• Improve water drainage on west side of Santa Cruz Shared Use Path and at entrance
to east side tunnel at Twin Peaks from Tiffany Loop
• Expand utilization of the Tortolita trail system and feature mountain bike elements and
equestrian specific trails to attract new users
• Introduce one new community event in all recreation program areas
• Increase the number of customer feedback survey responses YOY from recreation
participants
• Continue to pursue new programming opportunities at Crossroads at Silverbell District
Park new splash pad and solar structure
• Staff continue to pursue professional certifications and credentials in the Parks and
Recreation industry
• Continue to promote programs and communicate with the Marana community via
the Parks and Recreation app
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome
Performance
Measure
FY 2019
Target
FY 2020
Target
Recreation
To provide high
levels of service to
program
participants and
public
Solicit and capture YoY
increase in satisfaction
from participants and
partners through
department feedback
surveys
Increase the
number of
programs surveyed
by 35%
4.5 out of 5 Stars
Survey Results
Increased the
number of
programs surveyed
by 40%
4.8 out of 5 Stars
Survey Results
Progress and
Innovation
To increase
management and
tracking metrics of
department assets
Utilize Cartegraph to
track park
maintenance via work
orders analytics
66% work orders
completed
digitally
100% work orders
completed digitally
Recreation
To promote healthy
and active lifestyles
through diverse
recreation
opportunities
Increase Outdoor
Recreation and Special
Interest programming
offerings
Increase 60% Increase 70%
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KEY PERFORMANCE MEASUREMENTS
YoY increase the total
number of participants
registered in recreation
programs and
community events
Increase 13.5% Increase 15%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $2,276,694 $2,383,790 $2,579,730 $2,814,293 Note 1 $234,563
Contracted Services 419,146 520,366 857,325 848,570 (8,755)
Operating Supplies &
Equipment 855,564 948,026 1,064,930 1,118,560 53,630
Capital Outlay 185,352 22,877 156,500 6,500 Note 2 (150,000)
Total by Category $ 3,736,756 $3,875,059 $4,658,485 $4,787,923 $129,438
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $3,736,756 $3,875,059 $4,658,485 $4,787,923 $129,438
Total by Fund $3,736,756 $3,875,059 $4,658,485 $4,787,923 $129,438
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
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 -
Assets Coordinator 1.00 1.00 1.00 1.00 -
Business Process Manager - - - 1.00 1.00
Parks – Recreation:
Recreation Superintendent 1.00 1.00 1.00 1.00 -
Recreation Coordinator 4.00 4.00 4.00 4.00 -
Recreation Programmer 2.00 2.00 2.00 2.00 -
Parks and Recreation Services
Clerk 2.75 2.00 2.00 2.00 -
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AUTHORIZED POSITIONS
Recreation Assistant 1.00 1.00 - - -
Parks – Maintenance:
Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 2.00 2.00 2.00 3.00 1.00
Maintenance Associate III 11.00 11.00 11.00 11.00 -
Maintenance Associate II - - 4.00 4.00 -
Maintenance Associate I 10.00 10.00 6.00 6.00 -
Irrigation Control Specialist 1.00 1.00 2.00 2.00 -
Parks – Senior Programs
Recreation Programmer 1.00 1.00 1.00 1.00 -
Recreation Assistant 1.00 1.00 - - -
Total Parks 41.75 41.00 40.00 42.00 2.00
Budget Notes and Changes
1. Personnel & Benefits – Increased costs are associated with the two new Parks &
Recreation positions needed to keep up with growth. New positions for fiscal year
2019-2020 are a Business Process Manager and a Park Maintenance Supervisor.
2. Capital Outlay – Decreased costs are associated with one-time purchases made
in fiscal year 2018-2019 to repair and upgrade several park amenities.
96
COMMUNITY AND NEIGHBORHOOD SERVICES
Department Overview
Improving the quality of life for our residents and neighborhoods is the primary goal for
Community and 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 functions in Community and Neighborhood Services all center on providing
appropriate services to the general population and working to solve issues that affect
individuals, neighborhoods, and the entire community. These functions include:
Neighborhood Services, Housing Rehab, Animal Services, Transit Management, Code
Enforcement, and Community-wide outreach.
2018 – 2019 Accomplishments
• Held five successful animal services programs for the community, to include the
first doggy ice cream social
• Created a recycling section of the department web page and actively highlight
recycling opportunities for the residents
• Held community electronic, paper shred, grease and Christmas tree recycling
events
• We completed rehabilitation on six qualifying homes that included two AC units,
two electrical upgrades, two roof replacements, a water leak, a new septic
system and a termite treatment
• Moved the Sun Tran Express park-n-ride to the Crossroads Park and completed
parking lot and sidewalk improvements for the riders
• Provided 51 dumpsters to the neighborhoods throughout the Town for
neighborhood cleanups
• Held the Town’s first three Council Connections, allowing the residents to come
talk with their elected officials in a casual atmosphere
• Partnered with the Marana Food Bank, MUSD and MHC Healthcare to create the
Marana Momentum Alliance and host the first Education and Employment Fair
2019 – 2020 Goals & Objectives
• Organize and hold the Town’s first hazardous waste recycling event
• Continue to look for monthly community events or programs for the residents
• Improve and strengthen communications with neighborhoods and residents
CDBG
Housing Rehab
Colonia Cleanup
Neighborhood Outreach & Services
Transit Services
Code Enforcement Animal Services
Community & Neighborhood Services Director
97
• Provide the Animal Control Officers more opportunities to educate the residents
of Marana on responsible pet ownership and animal safety
• Create a program for monitoring off-site donation bins throughout the Town
• Create a program for off-site shopping cart retrieval throughout the Town
• Work to increase opportunities and participation in the Community Restitution
Program
• Improve communication of the Town’s Neighborhood Mediation Program to the
residents
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY2019
Target FY 2020 Target
Community
To enhance the
community,
protect property
values, and
engage the
community
Increase the voluntary
Compliance by property owners
on violation notices
94% 90%
Tons of refuse collected from
utilization of the Community Trailer
by residents/communities
23 tons 25 tons
Tons of refuse collected in
Community Dumpsters provided
in Neighborhoods
40 tons 60 tons
Community
To return lost pets to
owners without the
need for shelter
intake
Number of pets receiving services
from Town sponsored
microchipping, vaccination,
licensing, spay and Neuter clinics
108 pets 200 pets
YoY increase registered users on
the Marana Pets App
355 users 400 users
Increase the percentage of
Return to Owner of all strays
encountered by staff
66% 55%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $493,891 $628,774 $647,885 $826,946 Note 1 $179,061
Contracted Services 360,571 165,426 225,760 201,770 Note 2 (23,990)
Operating Supplies &
Equipment 42,481 64,322 96,347 114,848 18,501
Capital Outlay 116,995 37,558 11,250 32,500 Note 3 21,250
Total by Category $1,013,937 $896,080 $981,242 $1,176,064 $194,822
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OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $1,013,937 $896,080 $981,242 $1,176,064 $194,822
Community Development
Block Grant - - - - -
Revolving Affordable Housing - - - - -
Total by Fund $1,013,937 $896,080 $981,242 $1,176,064 $194,822
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Community Services Director 1.00 1.00 1.00 1.00 -
Community Services Specialist - - 1.00 1.00 -
Community Outreach
Coordinator 1.00 1.00 1.00 1.00 -
Housing Rehabilitation
Specialist 1.00 1.00 1.00 1.00 -
Code Enforcement Division
Chief Code & Animal Officer - 1.00 1.00 1.00 -
Code Enforcement Officer II 2.00 1.00 1.00 1.00 -
Code Enforcement Officer I - - - 1.00 1.00
Animal Services Division
Animal Control Officer 2.00 3.00 3.00 3.00 -
Total Community and
Neighborhood Services 8.00 8.00 9.00 10.00 1.00
Budget Notes and Changes
1. Personnel & Benefits – Increased costs are primarily associated with the addition
of a new Code Enforcement Officer I position for fiscal year 2019-2020 and a mid-
year addition in fiscal year 2018-2019 of the Community Services Specialist. Other
costs are associated with slight increases to employee related expenses.
2. Contracted Services – Decreased costs are attributable to several line items
throughout the Animal Services Division. As the Town continues to gain
institutional knowledge in this area, forecasting becomes more precise.
3. Capital Outlay – Costs in this category are associated with purchasing a vehicle
for the new Code Enforcement I position.
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WATER
Department Overview
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.
2018 – 2019 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 of two water system well sites to meet
current safety guidelines and provide efficiencies.
• Continue with Storage Tank maintenance program; three storage tanks
coated.
• Continued partnerships with other local community water suppliers
2019 – 2020 Goals & Objectives
• 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
100
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2019
Target FY 2020 Target
Community
Continuous
increase in number
of water customers
Number of new water
customers 400 400
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% 6%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $1,821,367 $1,889,563 $2,030,413 $2,218,377 Note 1 $187,964
Contracted Services 923,133 1,400,557 1,733,699 1,663,841 Note 2 (69,858)
Operating Supplies &
Equipment 1,214,437 1,389,539 1,662,279 1,884,686 Note 3 222,407
Capital Outlay - - 210,000 145,000 Note 4 (65,000)
Total by Category $3,958,936 $4,679,668 $5,636,391 $5,911,904 $275,513
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Water Fund $3,958,936 $4,679,668 $5,636,391 $5,911,904 $275,513
Water Infrastructure Fund - - - - -
Water Renewable Resources
Fund - - - - -
Total by Fund $3,958,936 $4,679,668 $5,636,391 $5,911,904 $275,513
101
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended 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 Operations Manager 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 Specialist 1.00 1.00 1.00 1.00 -
Water Quality Technician - - - 2.00 2.00
Construction Inspector 1.00 1.00 1.00 1.00 -
Pump & Well Technician 1.00 - - - -
Water Reclamation Mechanic 1.00 1.00 - - -
Water Operator III - 2.00 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 2.20 2.60 0.40
SCADA Administrator 1.00 1.00 1.00 1.00 -
Water Technology 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 24.00 25.20 27.60 2.40
Budget Notes and Changes
1. Personnel & benefits – Increases in this category is attributable to the addition of
two new Water Quality Technician positions for fiscal year 2019-2020. These
positions will aid in the operation and maintenance of the two new Water
Treatment Campuses. These positions are anticipated to be hired in time to
service the new treatment campuses as they are brought online.
2. Contracted services – This category includes the majority of the Water Fund’s
maintenance and rehabilitation programs. For fiscal year 2019-2020 several high
priority programs were identified but were not included in the Manager’s
Recommended Budget to ensure the fund stays structurally balanced.
3. Operating supplies & equipment - The increase is attributable to increased water
quality testing and monitoring in all water production and distribution systems.
4. Capital outlay – This category includes the purchase and replacement of vehicles
and equipment necessary to provide services. For fiscal year 2019-2020 several
replacement items were identified but were not included in the Manager’s
Recommended Budget to ensure the fund remains structurally balanced.
102
Water Reclamation
Department Overview
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.
2018 – 2019 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
• Completed construction of the Marana Water Reclamation Facility
• Acquired abd assumed operation of the Adonis Sewer System. Cleaned,
located and as-built Adonis conveyance system.
2019 – 2020 Goals & Objectives
• Vector Control Program all of Sanitary Sewer System
• 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 design and construction of the Adonis Sewer Lift Station and Force
Main
• Implement asset management program utilizing a Computerized Maintenance
Management System (CMMS)
• 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
• SCADA Master Plan Implementation for the WRF and Lift Station(s)
Capital Improvements
Regulatory
Wastewater Treatment
& Collection
Utilities Director
103
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2019
Target
FY 2020
Target
Community
Continuous increase in
number of sewer
customers
Number of new sewer
customers 320 320
Community
Provide resources
necessary maintain
safe, compliant and
environmentally
friendly operation of
the sanitary sewer
conveyance system
Number of sanitary sewer
overflows 0 0
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits $392,221 $351,378 $601,211 $541,059 Note 1$(60,152)
Contracted Services 573,597 647,235 438,965 549,885 Note 2 110,920
Operating Supplies &
Equipment 121,695 132,773 357,548 360,850 5,926
Capital Outlay - - 54,424 71,800 Note 3 17,376
Total by Category $1,087,514 $1,131,387 $1,452,524 $1,523,594 $121,266
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Wastewater Fund $1,087,514 $1,131,387 $1,452,524 $1,523,594 $121,266
Wastewater – Impact Fees - - - - -
Gladden Farms CFD Capital
Fund - - - - -
Total by Fund $1,087,514 $1,131,387 $1,452,524 $1,523,594 $121,266
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AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended 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 2.00 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 5.00 7.00 7.00 -
Budget Notes and Changes
1. Personnel & benefits – The major change between fiscal years is primarily a sharp
budgeted reduction in the Worker’s Compensation rates as well as overall
reduced employee related costs.
2. Contracted services – The major change between fiscal years is primarily due to
increased system repair and maintenance on the sanitary sewer collection
system.
3. Capital outlay – This category includes the purchase and replacement of
vehicles, equipment and infrastructure necessary to provide services. For fiscal
year 2019-2020 several replacement items were identified but not all were able to
be included in the Manager’s Recommended Budget to ensure the fund stays
structurally balanced.
105
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 capital improvement
projects budget
• Provide presentations, press releases, and general information for community
outreach and community relations
2018 – 2019 Accomplishments
• Increased public awareness of the airport’s value to the town through airport
events.
•
• Ongoing marketing of available airport land parcels for additional business
development.
• Began ramp/taxiway rehabilitation project construction (FAA/ADOT grants).
Airport Operations Coordinator
Airport Director
106
• Completed FAA Air Traffic Control Tower benefit/cost analysis.
• Entered into two new 25 year land leases with Pima Aviation.
• Repainted taxiway centerlines/edge lines/hold lines.
• Completed phase 1 Airport Marketing Plan
• Completed airport economic impact study
• Crack sealed 800,000 sq. ft. of ramp asphalt
2019 – 2020 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.
• Continue to work with Pro Flight International with proposed development of a
FAA Part 141 flight school.
• Complete ramp/taxiway reconstruction project (August 2019)
• Begin implementation of Phase 1 of Airport Marketing Plan.
• Conduct airport open house event (October 2019).
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2019
Actual
FY 2020
Target
Commerce To increase Airport
business land leases
YoY increase in land
lease revenue $254,000 $275,000
Commerce
To increase Airport
parking and fuel
flowage revenue
YoY increase in
corporate jet operations
count
1,353 1,500
Commerce To increase aircraft
parking fee revenue
YoY increase in parking
fee revenue collected 10% 35%
107
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Personnel & Benefits Cost $268,131 $277,869 $292,114 $280,744 $(11,370)
Contracted Services $112,023 550,181 176,090 124,649 Note 1 (51,441)
Operating Supplies & Equipment $68,889 57,834 79,500 73,900 (5,600)
Capital Outlay - - 10,000 30,000 Note 2 20,000
Other Financing Uses - - - - -
Total by Category $449,043 $885,884 $557,704 $509,293 $(48,411)
OPERATING BUDGET SUMMARY BY FUND
Expenditures By Category FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
Airport Fund $449,043 $885,884 $557,704 $509,293 $(48,411)
Total by Fund $449,043 $885,884 $557,704 $509,293 $(48,411)
AUTHORIZED POSITIONS
FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Changed
Airport Director 1.00 1.00 1.00 1.00 -
Airport Operations Supervisor - - 1.00 1.00 -
Maintenance Associate III - - 1.00 1.00 -
Airport Maintenance Associate 1.00 1.00 - - -
Airport Operations Coordinator 1.00 1.00 - - -
Total Airport Operations 3.00 3.00 3.00 3.00 -
Budget Notes and Changes
1. Contracted Services – Decreases are primarily associated with a one-time
facilities maintenance project in fiscal year 2018-2019 that will be completed and
not be part of the fiscal year 2019-2020 budget.
2. Capital Outlay – Costs are associated with the purchase of a sweeper machine
to help maintain the airport runways.
108
OPERATING CAPITAL AND PROJECTS
109
110
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 2020 Primary and General 20,000
Capacity for Special election or unforeseen election costs 65,000
OCE Scanning/Printing Equipment replacement 31,600
Total for Town Clerk $116,600
Human Resources
Compensation/Market survey 50,000
Total for Human Resources $50,000
Technology Services
Equipment to upgrade Town Network Firewall protection 10,000
Virtual Machine Disaster Recovery Software 35,000
Total for Technology Services $45,000
Planning
Consulting Services for the Land Development Code, includes
mailings 25,000
Capacity for possible General Plan Update with Matrix 10,000
Total for Planning $35,000
Police
Spillman National Incident Based Reporting System Software 57,527
Total for Police $57,527
Public Works – Facilities Division
Community Room Water Main at MOC 30,000
Fleet Services Bay Doors Replacement 25,000
Furniture Replacement – for aging and broken furniture 35,000
Heating, ventilation and air conditioning upgrade for Council
Chambers [includes $170,000 carryforward] 274,736
MOC A Building Remodel [includes $50,000 carryforward] 110,000
MMC Complex Electric Work Cart 11,000
Total for Public Works – Facilities Division $485,736
111
Operating Capital and Projects
Manager
Recommended
Parks and Recreation – Parks Maintenance Division
Movable Fencing for 5 Fields 50,500
Re-seal and striping of Crossroads parking lot 50,000
Conversion of Tennis Courts to Pickleball Courts [includes $7,500 carry-
forward] 22,500
Movable Mounds – Baseball, Softball 12,000
Ball Field Maintenance Equipment – Toro Sand Pro 6,500
Total for Parks and Recreation – Parks Maintenance Division $141,500
Public Works – Streets Maintenance (HURF)
Unit 853 - JD Mower. Vehicle Replacement 85,000
Unit 2037 – 2013 Ford 350. Upgrade to GM 14 passenger mini bus 83,000
Unit 2007 – 2010 Ford F350. Vehicle Replacement for Inmates 49,500
Unit 822 – 2009 Case 570XLT Gannon. Vehicle tractor 87,500
Unit 223 – 1998 Ford E150. Vehicle Replacement for Traffic Signals 34,500
Unit 854 – 2008 Superior Broom. Equivalent replacement 79,500
Capacity for emergency storm repairs 200,000
Total for Public Works – Streets Maintenance (HURF) $619,000
Water Operating
BEACON meter reading program 10,000
New F450 with crane 75,000
Laboratory Information System (LIMS)- Software 70,000
New Utility Billing Software 100,000
New dump truck 65,000
New water quality treatment plant testing services 70,000
Reservoir rehab – replacement & booster 262,000
Total for Water Operating $652,000
Wastewater Operating
Dump/Lift Trailer with Tall Sides 13,500
Hydraulic Modeling Software - Innovise 10,000
Trailer Mounted Gas-Powered Air Compressor 10,000
Total for Wastewater Operating $33,500
Airport Operating
Gate cameras/keypads/control panels replacement 20,000
Operations office monitors 1,500
Pavement sweeper 30,000
Total for Airport Operating $51,500
112
Operating Capital and Projects
Manager
Recommended
Vehicle Purchases related to New Positions
Vehicles for 3 New Police officers 201,600
Vehicle for New Code Enforcement Officer 25,000
Vehicle for New Facilities Tech II position 32,500
Vehicle for New Traffic Tech I position 46,500
Total for Vehicle Purchases related to New Positions $305,600
Vehicle Replacements
Unit 554 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Unit 285 - 2006 Toyota Tacoma. Replace with SUV 33,500
Unit 256 - 2002 F150. Replace with F250 44,900
Unit 549 - 2009 BMW Motorcycle; Replace with Equivalent 41,500
Unit 524 - 2009 Tahoe; Replace with PPV Tahoe 67,200
Unit 281 - 2006 Toyota Tacoma. Replace with Equivalent 33,500
Unit 563 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Unit 587 - 2013 Victory Motorcycle; Replace with Equivalent 41,500
Unit 299 - 2008 Ford F350 Utility. Replace with equivalent. 49,500
Unit 557 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Unit 840 - 2000 TMC 800lb Forklift. Replace with equivalent 80,000
Unit 564 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Unit 291. 2006 Toyota Tacoma. Replace with SUV 33,500
Unit 514 - 2009 Tahoe; Replace with PPV Tahoe 67,200
Unit 527 - 2010 Tahoe; Replace with PPV Tahoe 67,200
Unit 2001 - 2008 F350 Utility - Replace with Equivalent 43,000
Unit 558 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Unit 2020 - 2012 Ford F150. Replace with SUV 33,500
Unit 124 - 2008 Toyota Prius. Replace with SUV/Truck 36,500
Unit 550 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Unit 2013 - 2010 F150. Replace with equivalent 34,500
Unit 567 - 2011 Crown Vic; Replace with PPV Tahoe 67,200
Total for Vehicle Replacements $1,177,400
Grand Total $ 3,770,363
113
Capital Projects
The following projects and initiatives are being considered in the 2019-2020 fiscal year
budget process and are currently factored in when calculating the estimated ending
fund balance for fiscal year 2019-2020.
Project Description
Manager
Recommended
Honea Heights Pocket Park
New location and reinvestment
of funding to project 86,584
Street Lighting Program
Initial funding toward improving
lighting conditions on Town
streets 100,000
MMC Building A Waterproofing
and Drainage Improvements
Funding to address water
related damage to MMC
Building A 126,125
Unanticipated Facilities Repairs
Funding to provide budget
capacity for unforeseen repairs
to Town Facilities 100,000
Total for General Fund $412,709
114
CARRY FORWARD REQUESTS
115
116
Carry Forward Requests
The following items were requested for carry forward into the recommended fiscal year
2019-2020 budget. The amounts included within this section are projected carry
forward, and only reflect the request to expend remaining budget approved in the
prior fiscal year.
Carry Forward Requests
Manager
Recommended
Technology Services
New permitting, code enforcement, business licensing software
system 125,000
Total for Technology Services $125,000
Planning
Consulting Services for General Plan 2040 update, includes public
outreach 80,000
Total for Planning $80,000
Public Works – Facilities Division
MMC Interior lighting and controls upgrade 202,000
MMC Building B remodel for Water and Parks Recreation 480,000
MMC Courts remodel addition 375,000
Total for Public Works – Facilities Division $1,057,000
Engineering – CIP Division
Drainage study 160,000
Total for Engineering – CIP Division $160,000
Parks and Recreation – Parks Maintenance Division
Parks Master Plan 152,322
Total for Parks and Recreation – Parks Maintenance Division $152,322
General Fund Total $1,574,322
Wastewater Operating
Adonis System Repairs 73,000
Total for Wastewater Operating $73,000
117
118
AUTHORIZED PERSONNEL
119
120
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 1.00 1.00
Management Assistant 3.00 - - - - - -
Executive Assistant to the Town Manager 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
Customer Service Clerk 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 2.00 -
Communication and Marketing Division
Communications Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Communications Specialist - 1.00 1.00 1.00 1.00 1.00 1.00
Graphic Designer 1.00 1.00 1.00 1.00 1.00 1.50 1.50
Marketing & Design Associate (Tourism & Marketing)- - 0.50 0.50 0.50 - -
Special Events Division
Special Events Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Special Events Programmer - - - 1.00 1.00 1.00 1.00
Total Town Manager Office 12.13 11.13 12.50 13.50 13.50 13.50 11.50
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 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Records Clerk 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Town Clerk 5.00 5.00 5.00 5.00 5.00 5.00 5.00
121
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 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
Safety Division
Emergency Management and Safety Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Human Resources 7.00 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 1.00 1.00
Revenue Supervisor - - - - - - 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 1.00 1.00
Grants Manager - - - 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 0.75 0.75 0.75 0.75 0.75
Tax & License Specialist - - 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
Asset Administrator 1.00 1.00 1.00 - - - 1.00
Customer Service Representative - - - - - - 2.00
Total Finance 12.25 12.25 12.25 12.25 12.25 12.25 16.25
122
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 Specialist 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 1.00 1.00
Total Legal Department 6.50 6.50 6.50 6.50 7.50 7.50 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
Software Developer 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 2.00 2.00
Technology Support Specialist II 2.00 2.00 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 - -
Total Technology Services 14.00 14.00 14.00 14.00 14.00 14.00 14.00
123
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 & Marketing 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 1.00 1.00
Graphic Designer - - - - - 0.50 0.50
Marketing & Design Associate (Tourism & Marketing)- - 0.50 0.50 0.50 - -
Total Office Economic & Tourism Development 2.00 3.00 3.50 3.50 3.50 3.50 3.50
Community & Neighborhood Services
Community & Neighborhood Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Grants & Housing Coordinator 1.00 1.00 1.00 - - - -
Community Outreach Coordinator - - - 1.00 1.00 1.00 1.00
Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Community Services Specialist - - - - 1.00 1.00
Code Enforcement Division
Code Enforcement Official 1.00 1.00 1.00 - - - -
Chief Code Enforcement & Animal Control Officer - - - 1.00 1.00 1.00 1.00
Code Enforcement Officer II 2.00 2.00 2.00 1.00 1.00 1.00 1.00
Code Enforcement Officer I - - - - - - 1.00
Animal Services Division
Animal Control Officer - 2.00 2.00 3.00 3.00 3.00 3.00
Total Community & Neighborhood Services 6.00 8.00 8.00 8.00 8.00 9.00 10.00
Development Services Administration
Development Services Director - 1.00 1.00 1.00 1.00 1.00 1.00
Development Services Center Manager 1.00 - - - - - -
Business Process Analyst - - - 1.00 1.00 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 - - - - -
Total GM - Development Services 3.00 3.00 2.00 3.00 3.00 3.00 3.00
124
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
Building Safety
Building Safety Director 1.00 - - - - - -
Chief Building Official - - - 1.00 1.00 1.00 1.00
Assistant Building Official - - - - - 1.00 1.00
Building Safety Manager - 1.00 1.00 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 - - - -
Senior Plans Examiner 1.00 1.00 1.00 2.00 2.00 2.00 2.00
Plans Examiner 1.00 1.00 1.00 - - 1.00 1.00
Building Inspector II 2.00 2.00 2.00 3.00 3.00 2.00 2.00
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 1.00
Total Building Safety 12.00 12.00 12.00 13.00 13.00 13.00 13.00
Planning Department
Planning Director 1.00 1.00 1.00 1.00 1.00 - -
Environmental Project Manager 1.00 1.00 1.00 1.00 1.00 - -
Principal Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Senior Planner 4.00 4.00 4.00 4.00 4.00 5.00 5.00
Planner 1.00 1.00 - - - - -
Business Process Analyst - - 1.00 - - - -
Development Coordinator 1.00 1.00 1.00 - - - -
Total Planning Department 9.00 9.00 9.00 7.00 7.00 6.00 6.00
125
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 1.00 1.00
Traffic Division Manager 1.00 1.00 1.00 1.00 1.00 - -
Civil Engineer 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 2.00 2.00
Engineering Aide 1.00 1.00 1.00 1.00 1.00 - -
Construction Manager 2.00 2.00 2.00 - - - -
Construction Inspector - - - - - 1.00 -
Development Engineering Division Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Development Coordinator - - - 1.00 1.00 1.00 1.00
Senior Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Capital Improvement Program
CIP Engineering Division Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Project Manager 1.00 1.00 1.00 3.00 3.00 3.00 3.00
CIP Process Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Construction Inspector 2.00 2.00 2.00 2.00 2.00 2.00 3.00
Right of Way Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Real Property Acquisition Agent 1.00 1.00 1.00 1.00 1.00 1.00 -
Project Coordinator - CIP 2.00 2.00 2.00 1.00 1.00 1.00 1.00
Engineering Document Clerk - - 1.00 1.00 1.00 1.00 1.00
Total Engineering 23.00 23.00 24.00 24.00 24.00 22.00 20.00
126
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 69.00 69.00 71.00 71.00 71.00 71.00 74.00
Police Records Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Police Telecommunications Manager - - - - - 1.00 1.00
Police Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 1.00 1.00
Dispatcher 12.00 12.00 12.00 12.00 13.00 13.00 13.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Police Records Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00
Crime Scene Property & Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Property & Evidence Records Clerk - - - - 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 1.00 1.00
Customer Service Clerk - - - - 1.00 1.00 1.00
Executive Assistant 1.00 1.00 - - - - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Police Department 113.00 113.00 115.00 115.00 118.00 118.00 121.00
127
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
Courts
Town Magistrate 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Court 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 Officer 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
Senior 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 3.00 3.00 3.00 3.00
Senior Court Clerk - - - 1.00 1.00 1.00 1.00
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 1.00 1.00
Traffic Division Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Community Response Manager 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
Fleet Division
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 1.00 1.00
Equipment Mechanic 1.00 1.00 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 1.00 1.00
128
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
Streets Division
Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Traffic Technician III 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Traffic Technician II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Traffic Technician I - - - 1.00 1.00 - 1.00
Signs & Markings Technician 1.00 1.00 1.00 - - - -
Signs & Marking Specialist - - - - - 1.00 1.00
Public Works Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Equipment Operator II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Equipment Operator I 2.00 2.00 2.00 2.00 2.00 2.00 3.00
Maintenance Associate II 3.00 4.00 4.00 3.00 3.00 4.00 4.00
Assets Coordinator - - - 1.00 1.00 1.00 1.00
Maintenance Associate III 6.00 6.00 7.00 7.00 7.00 7.00 7.00
Maintenance Associate I 3.00 2.00 2.00 2.00 2.00 1.00 1.00
Engineering Aide - - - - 1.00 1.00
Engineering Specialist - - - - 1.00 1.00
Facilities Division
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 1.00 1.00
Facilities Tradesman - - - 1.00 2.00 2.00 2.00
Facilities Technician III 1.00 1.00 1.00 - - - -
Facilities Technician II 1.00 1.00 1.00 1.00 1.00 1.00 2.00
Facilities Technician I 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Public Works Department 36.00 36.00 38.00 38.00 39.00 41.00 44.00
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 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Superintendent - - - 1.00 1.00 1.00 1.00
Business Process Manager - - - - - - 1.00
129
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
Recreation Division
Recreation Coordinator 3.00 3.00 3.00 3.00 1.00 1.00 1.00
Recreation Programmer 2.00 2.00 2.00 2.00 1.00 1.00 1.00
Business Services Coordinator 1.00 1.00 1.00 - - - -
Recreation Assistant 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 3.00
Irrigation Control Specialist 1.00 1.00 1.00 2.00 2.00 2.00 2.00
Assets Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Maintenance Associate III 12.00 12.00 12.00 11.00 10.00 10.00 10.00
Maintenance Associate II - - - - - 4.00 4.00
Maintenance Associate I - - - - - 5.00 5.00
Attendant 10.00 10.00 10.00 10.00 9.00 - -
Aquatics Division
Recreation Coordinator - - - - 1.00 1.00 1.00
Recreation Programmer - - - - 1.00 1.00 1.00
Special Interests Division
Parks and Recreation Services Clerk 2.75 2.75 2.00 2.00 2.00 2.00 2.00
Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Recreation Programmer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Outdoor Division
Recreation Coordinator - - - - 1.00 1.00 1.00
Maintenance Associate III - - - - 1.00 1.00 1.00
Maintenance Associate I - - - - 1.00 1.00 1.00
Total Parks Department 41.75 41.75 41.00 40.00 40.00 40.00 42.00
130
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 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 - - - - - -
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 Specialist - - - - - 1.00 1.00
Water Quality Technician 1.00 1.00 1.00 1.00 1.00 - 2.00
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 - - - - -
Water Mechanic 1.00 1.00 1.00 1.00 - - -
Water Operator III - - 1.00 2.00 2.00 2.00 2.00
Water Operator II 6.00 6.00 7.00 6.00 6.00 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 2.00 2.00 2.00 2.00 2.20 2.20 2.60
SCADA Administrator - - - 1.00 1.00 1.00 1.00
Water Technology Coordinator 1.00 1.00 1.00 - - - -
Water Technology Support Specialist II - - - - 1.00 1.00 1.00
Assets Coordinator - - - - 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Water Operations Manager - 1.00 1.00 1.00 1.00 1.00 1.00
Total Water Department 23.00 23.00 24.00 24.00 25.20 25.20 27.60
131
2017 2017 2018 2018 2019 2019 2020
Adopted Actual Adopted Actual Adopted Estimated Budget
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 2.00 2.00 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 1.00 1.00
Associate Water Reclamation Mechanic - - - - 1.00 1.00 1.00
Total Waste Water Department 4.00 4.00 5.00 5.00 7.00 7.00 7.00
Airport Operations
Airport Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Airport Operations Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Maintenance Associate III - - - 1.00 1.00 1.00 1.00
Maintenance Associate 1.00 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 346.63 348.63 355.75 355.75 363.95 363.95 375.35
132
133