HomeMy WebLinkAboutCouncil Presentation 05/26/2020-FY2021 Manager Recommended Operating Budget BookMANAGER’S
RECOMMENDED
OPERATING
BUDGET
2021
TABLE OF CONTENTS
Table of Contents .........................................................................................................................3
Manager’s Message ....................................................................................................................5
Recommended Investments .................................................................................................... 13
Governmental Funds Budget Summary .................................................................................. 19
Enterprise Funds Budget Summary ........................................................................................... 31
Department Budget Summaries ............................................................................................... 41
Operating Capital and Projects ............................................................................................ 115
Carry-Forward Requests ......................................................................................................... 121
Authorized Personnel .............................................................................................................. 125
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MANAGER’S MESSAGE
Honorable Mayor and Members of Council:
It is with great pleasure that I 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. Also included is the recommended Capital Improvement
Program General Fund request for fiscal year 2020-2021. These recommended budgets
demonstrate the Town of Marana’s balanced approach to responsible fiscal policy and
positive investment in the community, even during times of hardship. 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 result 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 2021.
COVID19
As we are all aware, 2020 was an anomalous year for the Town of Marana, and indeed,
for the entire world. As the COVID19 pandemic gripped our nation and took hold
globally, the world scrambled to implement changes that would protect public health
at all costs. As a result of this pandemic, as well as these policy changes at the federal,
state, county, and local levels, the economy has exhibited symptoms that are
reminiscent of the 2007/2008 financial crisis. General consensus is that, from an
economic standpoint, we are in uncharted territory and are expected to see
continued contraction of economic activity. Due to the modifications imposed on
businesses throughout our local and regional community, as well as the Stay at Home
Executive Order issued by Governor Doug Ducey, most transaction privilege taxes (TPT),
including retail and restaurant revenues have dropped, housing and general
development has slowed, and state-shared revenues are expected to be lower than
originally anticipated. However, even in the face of these difficult times, the Town of
Marana stands well-positioned to weather these financial difficulties, and continue to
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deliver exemplary business and customer service to our community. The combination of
a strong first 3 quarters of FY20, multiple Federal level stimulus packages aimed at
assisting individuals and small businesses, as well as sound budgeting practices over the
years, has allowed us to identify and reprioritize our budget that preserves high profile
projects, infrastructure development, and perhaps most importantly, maintains our
current staffing levels in anticipation of economic recovery.
COMMERCE
The first three quarters of FY 20 have been monumental for commercial development in
Marana. The brand new Carondelet Microhospital opened at Cortaro and I10, and
provides state of the art healthcare options for our residents. We have also seen the
beginning of construction of the Dove Mountain Assisted Living facility, which greatly
expands medical and assisted living options for our aging population. Marana has also
seen expansions begin for some of our major tech industry employers, including Alicat
Scientific and FL Smidth Krebs Mining. PSE Archery has also announced its expansion of
its retail and distribution and logistics operations in Marana, and will repurpose and
reuse the old Basha’s grocery store building at Dove Mountain and Tangerine Road.
We’ve also seen the grand opening of the Hitting Factory, as well as the new Spice
Garden Indian Cuisine Restaurant at Arizona Pavilions. We are also expecting
construction to begin on two major projects within the Town for FY21, including PVB
Fabrications at Tangerine Business Park, and the new Luke Automotive Dealership at the
Premium Outlet Mall at Marana Center. In short, Marana continues to be an attractive
destination for businesses to start, or for those that are expanding existing operations.
Marana Regional Airport continues to be one of the Town’s key Economic
Development assets, and we have seen significant accomplishments in its growth and
activities over the year. Marana Regional currently has 295 based aircraft, 232 storage
hangars, and 28 shade ports, all at 100% occupancy, with a 30 aircraft waiting list. The
airport also sees over 92,000 operations per year, and serves a wide variety of users,
from hobbyists to corporate jet traffic, as well as military training. Most recently, Marana
Regional was awarded 3 ADOT grants in December of 2019. These awards include
funding for a Safety Area Improvement Study, to replace and upgrade runway lighting,
precision approach path indicators, and the airport beacon light tower, and lastly, to
complete repairs and upgrades to the airport’s electrical vault houses.
The airport was also accepted into the FAA’s Federal Contract Tower Program, and the
Town is continuing to engage with the FAA in grant opportunities to fund the
construction of an Air Traffic Control Tower through that program, which includes the
preliminary Air Traffic Control Tower Siting Study, and the Air Traffic Control Tower
Environment Assessment. Lastly, the Marana Regional Airport, in coordination with
Economic Development, has developed four different Economic Development
prospects in FY 20, including development of aircraft storage hangars, a private
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corporate jet aircraft hangar, a Jet Center FBO (fixed base operator) facility, and
additional hangar space construction to facilitate military parachute training. The
Airport has also been able to generate revenue in the face of the COVID19 pandemic
by parking airline aircraft for storage. In short, Marana Regional Airport continues to
serve its community, and develop its Economic Development assets to better diversify
our local economy.
The Town of Marana’s Downtown District continues to be a top priority in the Town’s
Economic Development Strategy. Since Council’s approval of the Downtown Marana
Overlay District, we have seen substantial progress in development of Marana’s
Downtown. The construction of a brand new multi-tenant building on the NE corner or
the roundabout at Sandario Road has been completed, and has officially seen its first
tenant, Bisbee Breakfast Club, complete tenant improvements and move in. The old
Sandario Market, now known as Main Street Market, has also completed improvements
to its facility, making it an additional grocery destination for residents in North Marana,
the other option being the new Dollar General Store. We are also seeing utility
installation for construction of Marana Main Street, going east from the Sandario
Roundabout.
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 improve the physical
environment of our Development Services Center concierge area, allowing DSC Staff to
engage customers directly and improve customer assistance via stations that are
outfitted with appropriate technology to review plans, assist in site selection, and
answer questions for customers on the spot. DSC has also worked with Engineering to
identify any shortcomings in development review processes and to remedy those issues,
to ensure the timeliest review of development plans, and create unparalleled
turnaround times for our customers.
DSC has also coordinated the Town’s Make Marana 2040 General Plan. This has been a
coordinated effort among the majority of departments, external stakeholders, and
private consultation, to help shape the way the Town of Marana grows for the next
twenty years. The document has been completed, and will go to voters in August 2020
for approval.
COMMUNITY
Marana continues to be the fastest growing community in Southern Arizona, and as
such, has critical infrastructure needs that the Town Council and staff have worked
consistently to address. In the past year, we have seen the completion of several large-
scale infrastructure projects, as well as the completion of several Town-wide
infrastructure plans. These projects and plans not only enhance the existing quality of
life for our residents, but also position us for intelligent growth in the future.
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This year, the Town has seen the completion of the Ina Road Restoration, Interchange,
and Santa Cruz River Bridge reconstruction projects, all while implementing a program
to assist businesses during the transition. These critical infrastructure projects now allow
for better and safer traffic flow in an already heavily-trafficked commercial area. It also
facilitates additional commercial growth in the region, which is crucial to continued
growth in our town.
Water quality continues to be a national issue, as well as a focus area for the Town. To
that point, we have secured funding through the Water Infrastructure Finance Authority
(WIFA) for the design and construction of two water treatment campuses that will
address perfluorinated compounds in our drinking water. These campuses have begun
construction this year, and are anticipated to be complete and operational by
October 2020. Additional funding has been secured through WIFA for the Adonis
Colonia Wastewater Project, as well. This project modernizes wastewater processing for
one of Marana’s oldest neighborhoods, and continues to show the Town’s dedication
to the revitalization and maintenance of our colonias throughout Marana.
As mentioned above, Staff has also completed multiple infrastructure plans and studies
to address the various needs of our community, and to actively plan for the future.
These plans and studies include the Utility Rate Study, the Sewer Conveyance Plan, the
N. Marana Drainage Study, and the Pavement Management Plan. Each of these plans
and studies was methodically identified and completed in an effort to address existing
needs of our community, and to identify future needs. These documents will better
prepare us to continue to deliver exemplary service today, as well as in the future.
Public safety is something that the Marana Town Council, Staff, and community holds
dear. In addition to the construction and opening of the new Marana Police
Department Public Safety Facility, this year, Marana PD was the recipient of statewide
accreditation as an organization. Once again, Marana PD has demonstrated its
unwavering commitment to public safety, and has answered the call to protect our
community while balancing the needs and wants of all.
INNOVATION
The Town of Marana puts innovation at the forefront of how we operate. From our
innovative and dedicated workforce, to our innovative day to day practices and Town-
wide strategies, innovation is at the core of our operations and allows us to deliver the
best services to our residents and customers in the most efficient and transparent
manner possible.
To continue to ensure that the Town delivers the best quality roads in the region, our
Public Works Department contracted with a 3rd party, Infrastructure Management
Services (IMS), to survey, assess, and map the Town’s roadway network, and establish a
five year pavement management plan. The survey established the overall condition
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index (OCI) rating for each individual road throughout the Town, and allowed us to
identify an OCI of 75 for our overall road network. As a result, Public Works has more
efficiently designed our Pavement Preservation Program for the Town to maintain an
OCI rating of 75 for our street network, while applying the right treatment to the right
road at the right time. This greatly enhances service delivery, extends the life of our
roads, and extends the value of every dollar we spend on pavement management.
As part of the Town’s response to COVID19 to ensure the health and safety of our Staff
and our residents, the Town coordinated and implemented innovative solutions to allow
for a seamless transition of services, which allowed the vast majority of our staff to work
from home. By utilizing a combination of mobile technology, machine virtualization,
digital meeting platforms, expanded VPN access, and mobile conferencing tools, our
Technology Services Department was able to facilitate telework for in-office Staff. This
permitted Town Staff to continue to deliver high levels of service to customers and to
the public, while preserving their health and safety.
With additional coordination among key departments, Technology Services was also
able to transition Town Council Meetings to a virtual medium as well. This allowed for
further protection of the health and well-being of Staff, Council, and the public, while
assuring that critical issues continued to be addressed by Council as necessary.
Development Services also contributed by implementing full digital review for plans and
permits, as well as the use of virtual inspections. This enabled Development Services to
keep their pace of development review and customer responsiveness, and to continue
delivering a high level of service.
Lastly, Parks and Recreation also employed innovative ways of keeping the community
engaged. In lieu of in-person recreation programming, they developed a series of
videos focused on health and safety during the pandemic, as well as a series of
interactive activities for youth to engage in. In this way, Parks and Rec was able to
continuously educate and engage our community in positive ways through social
media. These are but a few of the many ways in which Town Staff adapt and
implement innovative solutions to meet the rapidly changing needs of the times.
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 Star Spangled
Spectacular and Founders’ Day. Additional offerings like Gastronomy Tours and Movie
Familiarization Tours have reinforced this commitment.
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The Town of Marana held its annual Star Spangled Spectacular Signature event this
year, to the enjoyment of our region. The largest 4th of July Event in the region, the Star
Spangled Spectacular sees between 12,000 and 15,000 visitors each year, and
celebrates our national heritage by bringing people together from all over the
community, as well as our surrounding community neighbors. Featuring live music,
events for kids, a huge variety of food trucks, and the region’s largest fireworks show,
this event truly accomplishes our goal of unifying our community and providing an
exceptional experience for all.
Marana Founders’ Day is another example of our prized and treasured Signature Events
that focuses on our local heritage and history. Typically held in North Marana in our
Downtown, Founders’ Day features a parade, local food vendors, arts and crafts events
for children, car shows, live music, and more. While we were not able to celebrate
Founders’ Day this year due to the pandemic, the support that we received from our
community in canceling this event and waiting until such a time as it is safe to celebrate
truly showed how unified and dedicated our community is to one another, for which
we are grateful.
We have also embraced a piece of our heritage that few knew anything about:
Marana’s filming heritage. Discover Marana has developed a comprehensive program,
in coordination with the Marana Chamber of Commerce, to help incentivize film
project production in Marana. By leveraging Marana’s history as a filming hotspot for
old western movies in the 40’s, 50’s and 60’s, and coupling that history with our iconic
scenery and historic dude ranches, Discover Marana assisted with 27 film projects this
year. Discover Marana has also created the Town’s first filming permits, to generate
revenue for the Town, and also created and organized first-of-its-kind FAM
(familiarization) tours to attract movie scouting talent. Consider this a new trick with an
old twist.
RECREATION
The Town of Marana takes Parks and Recreation very seriously. To continue to keep our
community healthy and to take advantage of local and regional assets, Parks and
Recreation officially kicked off its Parks and Recreation Master Plan process this year. In
coordination with a third-party consultant, the Town’s Parks and Rec Department
Master Plan process will take a hard look at our parks assets, solicit feedback from the
community, and compile this information to create a comprehensive plan that not only
addresses maintenance of existing park and recreation assets, but identifies potential
for further expansion of those assets. This will allow the Town to better prepare from a
budget perspective, as well as from an asset delivery perspective for our community.
Additionally, the Town also completed construction and opened the Honea Heights
Pocket Park in the historic Honea Heights Neighborhood. A much-needed amenity
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addition to the area, this pocket park features brand new jungle gym equipment, a
water fountain, basketball court, and ramada. This recreation facility will further
complement the Heritage River Park, as well as the Town’s extensive park system.
The Town also continues to enhance and extend its regional trail system, as well. A
shining example of this is the Shared Use Path at CalPortland to Avra Valley Road. This
project will construct a path that will connect the existing Santa Cruz Shared Use Path
to the existing Shared Use Path at Avra Valley Road. This will also connect the Town of
Marana directly to the Pima County Loop Trail System. It will also provide additional
connectivity for existing neighborhoods, as well new residential developments and
schools, to proposed commercial developments, all while continuing to provide an
additional alternate transportation route for work, play, and recreation.
From a programming perspective, we continue to offer adaptive and inclusive
programs, including the Sensory Swimming Program and the Cape Chase Adaptive
Race events. These programs allow the Town to interact with community members that
it may not have been able to do so with before, as well as offers much-deserved active
programming to those with special needs.
CONCLUSION
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. It also fully recognizes the challenge
presented by the COVID19 pandemic as a key driver in how our economy has
changed, and how we as an organization continue to be nimble to adapt quickly to
such changes. 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 and the well-being of our community.
Thank you,
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 changes in costs that are included within the recommended budget, the
summaries of which are presented later in the document.
I. Employee Compensation and Benefits Investment - $344,628 reduction ($684,619
reduction in General Fund)
a. Compensation – The overall reduction in compensation and related
employer related benefit costs were achieved through vacancy
management. No pay cuts or furloughs are included in the Manager’s
Recommended budget. However, additional cost cutting measures may
be considered as economic data becomes available in the new year.
b. General fund includes salary savings of $576,271 due to the freezing of
vacant positions for some portion of the new fiscal year.
c. Non-General Fund overtime increases for grant funded hours - $215,400
d. Other pay and benefits:
Includes health, retirement, disability insurance, etc.
1. Employee Retirement – $31,533 reduction ($19,684 increase
in General Fund)
2. Worker’s Compensation - $58,818 reduction ($59,211 from
General Fund)
3. Health Insurance & other benefits - $180,367 increase
($119,113 General Fund). The Town absorbed 100% health
care insurance increases for the new fiscal year.
4. Tuition Reimbursement program - $25,000 maintained
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II. Resources and Tools Investment - $2,744,677 ($1,414,397 General Fund)
a. Vehicle & equipment purchases $1,271,817 ($1,005,017 General Fund).
Much of this budgeted amount reflects the use of replacement dollars set
aside in previous fiscal years and demostrates the organization’s
commitment in ensuring employees have safe and reliable vehicles and
equipment needed to provide a high level of service. Some vehicle
replacements may be necessary early in the year but most replacements
will be ordered based on economic conditions.
b. Technology
Permitting, code enforcement, business license software - $82,500
(General Fund carry over)
Utility billing software - $100,000 (Water Fund carry over)
Cartegraph database structure analysis - $25,000 (General Fund)
c. Facilities
MMC campus drainage improvements - $126,125 (General Fund)
MMC Court remodel addition - $538,764 (General Fund, Local
Technology Fund)
Visitor’s Center remodel - $483,161 (General Fund)
MOC campus remodel - $70,000 (General Fund)
d. Recreation
Parks Master Plan - $110,000 (General Fund)
III. Strategic Positions
The following table lists the new full time equivalent (FTE) positions added:
Working Position Title FTE Department Funding Source
Water Operator II 1.00 Water Water Fund
Electrician 1.00 Water Water Fund
Total FTE Changes 2.00
The addition of key positions is critical in maintaining service levels. The addition of an
additional Water Operator II and an Electrician will provide much needed support to
help monitor and maintain the soon to be completed Water Treatment Campuses. The
positions were included within the approved Water rate plan and will likely be hired mid
fiscal year or as need arises and financial conditions allow.
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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
2 Police Officers Police 2 Police Sergeants Police
Police Sergeant Police Police Lieutenant Police
5 Police Officers* Police 5 Detectives Police
Water Quality
Specialist Water Water Quality
Supervisor Water
Budget Analyst Finance Senior Budget Analyst Finance
Permit Clerk Building Safety Building Inspector I Building Safety
*The Police Department has been using police officer FTEs with the use of special assignment
pay to staff the department with detectives. The above change formalizes the classification of
Detectives in the Town’s job classification schedule. The change has no financial or FTE impact.
FY2018 FY2019 FY2020 FY2021
Budgeted FTE 355.75 363.75 375.35 377.35
Position change from previous year 8.00 8.00 11.40 2
Percentage change from previous year 2% 2% 3% 0.5%
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GOVERNMENTAL FUNDS BUDGET SUMMARY
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Governmental Funds Budget Summary
General Fund
The following General Fund summary is within $76,000 of being structurally balanced
(i.e. ongoing revenues supporting ongoing services and programs). One-time resources
support one-time projects and programs. Of the amounts included below, $42.7 million
represents ongoing costs and $3.9 million represents one-time costs.
Summary of General Fund
Recommended Budget
Fiscal Year 20211
Note 1: Both the FY2020 and FY2021 budgets shown here exclude contingency which may only be utilized when
approved by Council. The FY2021 budget will include a contingency appropriation.
Revenues FY2020
FY2021
Recommended $ Change % Change
Sales tax revenues 26,910,247$ 24,389,464$ (2,520,783) -9.4%
Intergovernmental revenues 12,840,139 13,047,755 207,616 1.6%
Licenses, fees & permits 4,881,012 4,427,112 (453,900) -9.3%
Charges for services 494,750 563,000 68,250 13.8%
Fines and forfeiture 402,000 408,500 6,500 1.6%
Grants and contributions 209,600 188,100 (21,500) -10.3%
Investment income 777,000 610,000 (167,000) -21.5%
Miscellaneous revenues 673,919 614,471 (59,448) -8.8%
Total Revenue 47,188,667 44,248,402 (2,940,265) -6.2%
Expenditures
Personnel & benefits 31,029,155 30,344,536 (684,619) -2.2%
Contracted services 7,870,623 5,845,015 (2,025,608) -25.7%
Operating supplies & equip 4,442,589 4,833,462 390,873 8.8%
Capital outlay 3,444,180 1,655,792 (1,788,388) -51.9%
Total Expenditures 46,786,547$ 42,678,805$ (4,107,742) -8.8%
Over/(Under)402,120$ 1,569,597$ 1,167,477 290.3%
Other Sources and (Uses)
Transfers out (4,510,542) (3,789,685) 720,857 -16.0%
Total Sources and (Uses)(4,510,542) (3,789,685) 720,857 -16.0%
Change in fund balance (4,108,422) (2,220,088) 1,888,334 -46.0%
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The following describes major changes between fiscal years:
Revenues:
• Sales tax revenues – Anticipated overall tax revenue reduction 9.4% includes
anticipated decreases of 10% across all categories including retail, restaurants
and hotel taxes paid. However, remained unchanged compared to fiscal year
2020 levels as those were deemed to be at already conservative levels
compared to actual revenues collected in prior years and as we expect a
slowdown in building activity due to the uncertainty caused by the pandemic.
• 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 and
Town developed forecasts. The final Federal population estimate and shared
revenue numbers will be provided to cities and towns later in the year.
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 SFRs for fiscal year 2020-2021 are 617,
a 16.1% reduction from the prior year budgeted SFRs of 735. This adjustment
reflects information received from various members of the home building
industry, that the COVID-19 pandemic will have an impact on new single-family
residential units.
• Charges for services revenue – This revenue stream is primarily comprised of user
fees the Town charges for specific services rendered. An overall increase is
expected based on current forecasts of Parks ramadas and other facility rental
revenues, but these amounts are undergoing further review as we determine the
ultimate impact of the pandemic.
• Fines and forfeiture – This revenue stream has performed above budgeted
expectations in recent years while the number of court fines have been
declining nationally. The current forecast includes a drop from actual amounts
collected in recent years.
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Expenditures:
• Personnel and benefits – The changes in personnel costs include salary savings to
be realized by maintaining 4 FTE positions vacant throughout the fiscal year, and
delaying the hiring of certain other select positions. Further, all changes to salary
charges and benefits, such as health care premium contributions, payroll tax
changes and pension contributions are included. Health benefit contributions
are increasing slightly by 3.2% from the prior year. The Town is absorbing the full
cost of this increase in fiscal year 2020-2021. Finally, no new General Fund
positions or merit increases are being considered at this time.
• Contracted Services – Significant budget decreases to contracted services are
primarily associated with the completion of one-time projects such as the
Council Chambers HVAC upgrade, the deferment of some projects, as well as
fewer one-time item requests as part of cost saving measures associated with the
pandemic. Further, ongoing costs were also reduced, including an overall
reduction of approximately 40% of the travel and training budget.
• Operating supplies & equipment – The increase of 1.2% is due to an anticipated
reimbursement of $654,000 as part of the Marana Jobs Creation economic
development program. All other costs were controlled or adjusted to amounts
that will allow the Town to continue operations at current levels.
• Capital Outlay – Costs associated with capital outlay decreased due to the
completion of projects such as the remodel of the MMC B-Building and the
deferment of $1.750 million of new projects to future periods as well as some
other capital purchases. Costs include the purchases of replacement vehicles
and equipment as well as construction costs to remodel the Visitor’s center and
some funding for the new Jury Court. Some vehicle replacements may be
necessary early in the year but most will be ordered based on economic
conditions.
• 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 2020-2021, utilization of $2.2 million of reserve balances is related to one-time
expenses some 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, $24.4
Intergovernment
al revenues,
$13.0
Licenses, fees &
permits, $4.4 All others, $2.4
FY2020-2021 General Fund - Sources
Personnel &
benefits, $30.3
Contracted
services, $5.8
Operating
supplies & equip,
$4.8
Capital outlay,
$1.7 Transfers out,
$3.8
FY2020-2021 General Fund - 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 $36.6 million at the end of fiscal year 2018-2019.
General Fund balances are estimated to increase by approximately $2.9 million by end
of fiscal year 2020-2021. This is attributed mostly to controlled spending in response to
the current economic uncertainty caused by the pandemic as the Town is
experiencing a drastic drop in economic activity in the last quarter of the fiscal year.
Also, some of the 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 2020-2021 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 and
continued support of airport operations. 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.
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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 @6/30/20 $ 39,455,856
Project Carry Over 911,425
FY2020-2021 Projects 2,637,651
Transfers to Other Funds 1,190,122
Restricted for Debt Service 2,599,563
Due from Wastewater 3,111,943
Due from Airport 1,079,926
Pre-paid Expenses 330,333
Target Reserve 11,797,726
Unassigned $ 15,797,726
Project Carry
Over, $1.6M, 4%
Transfers to other
funds, $2.0M, 6%
Restricted for
Debt Service,
$2.5M, 7%
New Projects &
One-time, $2.8M,
8%
Due from
Wastewater,
$3.1M, 8%
Due from Airport,
$1.1M, 3% Target Reserve,
$11.8M, 32%
Pre-paid
Expenses, $330K,
1%
Unassigned,
$11.3M, 31%
FY2020-2021 General Fund Balance
26
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 2021
The following describes major changes between fiscal years:
Revenues:
• Sales tax revenues – The anticipated bed tax revenue decrease of 10% is
consistent with the Town’s forecast of reduced revenues due to the impact of
the pandemic. Staff continues to monitor data on hotel occupancy rates and
revenues and may adjust the current forecast if deemed necessary.
Expenditures:
• Contracted Services – Increases are primarily due to anticipated increase to the
State Land Lease payments for the Tortolita preserve.
• Operating Supplies & Equipment – The changes in operating costs include
anticipated developer reimbursements.
Revenues FY2020 Budget
FY2021
Recommended $ Change % Change
Sales revenues 1,227,600$ 1,104,840$ (122,760)$ -10.0%
Total Revenue 1,227,600$ 1,104,840$ (122,760)$ -10.0%
Expenditures
Personnel & benefits 129,108$ 137,707$ 8,599$ 6.7%
Contracted services 758,622 829,891 71,269 9.4%
Operating supplies & equip 339,870 137,242 (202,628) -59.6%
Total Expenditures 1,227,600$ 1,104,840$ (122,760) -10.0%
Over/(Under)-$ -$ -$ 0.0%
Change in fund balance - - - 0.0%
27
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 2021
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 prepared by Town
staff as the League of Arizona Cities and Towns has not yet provided an update
reflecting the impact of the pandemic. The final Federal population estimate
and shared revenue numbers and final revenue estimate will be provided by
League of Arizona Cities and Towns around the end of May and July. Therefore,
the revenue estimate presented in the summary above could change
Revenues FY2020 Budget
FY2021
Recommended $ Change % Change
Intergovernmental revenues 3,640,329$ 3,276,296$ (364,033)$ -10.0%
Investment income 15,000 5,000 (10,000) -66.7%
Total Revenue 3,655,329$ 3,281,296$ (374,033)$ -10.2%
Expenditures
Contracted services 4,017,881 2,933,500 (1,084,381) -27.0%
Operating supplies & equip 470,000 935,000 465,000 98.9%
Capital outlay 419,000 - (419,000) -100.0%
Total Expenditures 4,906,881$ 3,868,500$ (1,038,381) -21.2%
Over/(Under)(1,251,552)$ (587,204)$ 664,348$ -53.1%
Change in fund balance (1,251,552) (587,204) 664,348 -53.1%
28
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, or potentially if the State of Arizona takes adverse legislative
steps to sweep shared revenues as they have done in the past.
Expenditures:
• Contracted services – The decrease in contracted services is mainly attributable
to the completion of the Town’s expanded pavement preservation program.
Pavement preservation for fiscal year 2020 included approximately $1 million of
funding carried over from the prior year. All such, fiscal year amounts included
one year of pavement preservation programing.
• Operating supplies & equipment – For fiscal year 2020-2021 restricted funding
was added to respond to potential monsoon related damages in the amount of
$200,000. Additional amounts of $495,000 we included in restricted funding
toward the purchase of capital equipment and other one-time expenditures.
Restricted amounts may only be used if funding beyond budgeted amounts
becomes available.
• 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 2020-2021 all such amounts were placed in a restricted
account, and may only be used if funding becomes available during the year.
• Changes in Fund Balance – Similar to the General Fund, HURF is structurally
balanced with ongoing expenses financed with ongoing revenues. One-time
expenses have been restricted and may happen if funding becomes available.
The fund is anticipating adding to reserve balances by the end of fiscal year
2019-2020.
29
30
ENTERPRISE FUNDS BUDGET SUMMARY
31
32
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 2021
Revenues FY2020
FY2021
Recommended $ Change % Change
Charges for services 5,895,969$ 5,655,873$ (240,096) -4.1%
Intergovernmental revenues - 85,000 85,000 0.0%
Licenses, fees & permits 50,000 42,500 (7,500) -15.0%
Grants and contributions 28,000 28,000 - 0.0%
Investment income 25,000 25,000 - 0.0%
Miscellaneous revenues 50,000 116,500 66,500 133.0%
Total Revenue 6,048,969 5,952,873 (96,096) -1.6%
Expenditures
Personnel & benefits 2,155,330 2,287,468 132,138 6.1%
Contracted services 1,823,841 2,071,623 247,782 13.6%
Operating supplies & equip 1,914,778 1,783,971 (130,807) -6.8%
Capital outlay 205,000 114,000 (91,000) -44.4%
Debt Service 1,262,689 1,399,956 137,267 10.9%
Total Expenditures 7,361,638$ 7,657,018$ 295,380 4.0%
Over/(Under)(1,312,669)$ (1,704,145)$ (391,476) 29.8%
Other Sources and (Uses)
Transfers in 1,072,298 1,112,404 40,106 3.7%
Total Sources and (Uses)1,072,298 1,112,404 40,106 3.7%
Change in fund balance (240,371) (591,741) (351,370) 146.2%
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 Fund. Rate revenues are solely based on the existing
rate structure plus new account growth. These rates were re-structured in
January 2020 based on a water rate study approved by Council. The changes
in revenue are primarily due to a slight overestimation of revenues related to
account growth in fiscal year 2020, as well as, the restructuring of rate revenues
and reduced account growth as a result of the pandemic.
• Intergovernmental revenues – Increases in this revenue source are related to
amounts remitted to the Town from the City of Tucson for water resources
charges and for grant opportunities the department plans to pursue in fiscal year
2021.
• License fees & permits – Changes in this revenue source are related an
anticipated reduction in inspections.
• 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.
• Miscellaneous revenues – The amount in this category represents administrative
related revenues for resources expended by the Water Fund in the operation of
water reclamation facilities.
Expenditures:
• Personnel & benefits – Increases in this category are attributable to the addition
of a new Water Operator position and a new Electrician position for fiscal year
2020-2021. These positions will aid in the operation and maintenance of the two
new Water Treatment Campuses and were programmed in the rate study
approved by Council in fiscal year 2019-2020. The positions are scheduled to be
hired no earlier than January 2021.
• Contracted Services – This category includes the majority of the Water Fund’s
maintenance and rehabilitation programs. Increases for fiscal year 2020-2021 are
attributable to funding that has been restricted and may be used if grant
revenues become available, or in case of emergency caused by a well failure
which would require the department to haul water in order to continue providing
service to existing customers.
34
• Operating supplies & equipment – The decrease is mostly attributable to
reduced developer reimbursements in fiscal year 2020-2021.
• Capital outlay – This category includes the purchase and replacement of
vehicles and equipment necessary to provide services. For fiscal year 2020-2021
only vehicles needed to support the new positions of Water Operator and
Electrician are included in the Manager’s Recommended Budget. Vehicle
replacements have been programmed to be purchased from the Water Capital
fund with vehicle replacement funding the department has been accumulating
for that purpose over the last few years. As such, the budget for those
purchases is not presented in the above schedule.
• Debt service – The increase in debt service for fiscal year 2020-2021 is due to
higher interest and fees for WIFA loans used to fund the two new Water
Treatment Campuses, which increase as we draw down and utilize those loans.
• Change in Fund Balance – The Water Operating Fund budget includes a deficit
balance. The recently approved water study assumed a deficit of
approximately $0.5 million in fiscal year 2020-2021. The deficit in the current
budget is slightly higher as the department budgeted funding to be used only in
case of emergency caused by a well failure which would require the
department to haul water in order to continue providing service to existing
customers.
35
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 2021
Revenues FY2020
FY2021
Recommended $ Change % Change
Charges for services 1,490,045$ 1,841,278$ 351,233 23.6%
Licenses, fees & permits 30,000 28,900 (1,100) -3.7%
Investment income 1,000 2,000 1,000 100.0%
Total Revenue 1,521,045 1,872,178 351,133 23.1%
Expenditures
Personnel & benefits 628,941 583,306 (45,635) -7.3%
Contracted services 549,885 748,000 198,115 36.0%
Operating supplies & equip 360,850 302,800 (58,050) -16.1%
Capital outlay 71,800 - (71,800) -100.0%
Debt Service 855,911 858,781 2,870 0.3%
Total Expenditures 2,467,387$ 2,492,887$ 25,500 1.0%
Over/(Under)(946,342)$ (620,709)$ 325,633 34.4%
Other Sources and (Uses)
Transfers in 859,070 809,070 (50,000) -5.8%
Total Sources and (Uses)859,070 809,070 (50,000) -5.8%
Change in fund balance (87,272) 188,361 275,633 315.8%
36
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
new account growth and rates charged to customers. These rates were
increased in January 2020 based on a waste water rate study approved by
Council. The increase in revenues is due to account growth in fiscal year 2020
as well as the increase in rates.
Expenditures:
• Personnel & benefits – The major change between fiscal years is primarily due to
turnover in existing positions as employees that were promoted were replaced
with employees hired at a lower salary.
• 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. The
reduction is primarily due to reduced electrical costs at the facility.
• Capital outlay – This category includes the purchase and replacement of
vehicles, equipment and infrastructure necessary to provide services. Such
purchases for such items were not deemed necessary for fiscal year 2020-2021.
• 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 WIFA loans for repairs to the collections system in the Adonis
neighborhood.
• Change in Fund Balance – The Water Reclamation Operating Fund is structurally
balanced with ongoing expenses financed with ongoing revenues. One of the
goals of the recently Council approved rate study in fiscal year 2020-2021, was to
establish and maintain adequate reserves to provide for 60 days of operations
and maintenance expenses. As such revenues in excess of expenses will be
used for that stated purpose. Amounts over adequate reserves may also be
deployed toward one-time projects and programs.
37
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 2021
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 include amounts for the short-term
parking or large commercial airline jets, which will likely leave sometime by the
middle of fiscal year 2021.
Revenues FY2020
FY2021
Recommended $ Change % Change
Charges for services 339,200$ 360,336$ 21,136 6.2%
Miscellaneous revenues 63,000 25,000 (38,000) -60.3%
Total Revenue 402,200 385,336 (16,864) -4.2%
Expenditures
Personnel & benefits 291,331 290,663 (668) -0.2%
Contracted services 249,649 208,465 (41,184) -16.5%
Operating supplies & equip 73,900 60,850 (13,050) -17.7%
Capital outlay 30,000 - (30,000) -100.0%
Total Expenditures 644,880$ 559,978$ (84,902) -13.2%
Over/(Under)(242,680)$ (174,642)$ 68,038 -28.0%
Other Sources and (Uses)
Transfers in 242,680 174,642 (68,038) -28.0%
Total Sources and (Uses)242,680 174,642 (68,038) -28.0%
Change in fund balance - - - 0.0%
38
• Transfers in – The budgeted transfer for fiscal year 2020-2021 represents what may
likely be an ongoing, operating subsidy from the General Fund. In fact, over the
years, these operating deficiencies have accumulated a balance of over $1.0M
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 planning and coordination with the Economic
Development Department is underway in an effort to improve the airport’s ability
to generate adequate revenues.
Expenditures:
• Contracted services – The change is associated with a combination of cost-
cutting measures related to the economic uncertainty caused by the pandemic
and due a one-time facilities maintenance projects during fiscal year 2019-2020.
There are no large non-capital facilities projects budgeted for fiscal year 2020-
2021.
• Operating Supplies & Equipment – The change is due to cost-cutting measures
related to the economic uncertainty caused by the pandemic.
• Capital outlay – The change is associated with a one-time purchase of
equipment in fiscal year 2019-2020 to help maintain current airport facilities.
There are no purchases of capital equipment in fiscal year 2020-2021.
39
40
DEPARTMENT BUDGET SUMMARIES
41
42
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.
2019 - 2020 Accomplishments
• Adopted a structurally balanced operating budget.
• Hosted the Town of Marana Legislative Day.
• Approved funding for the construction of two water treatment campuses to address
perfluorinated compounds.
• Approved the Downtown Marana Overlay District.
2020 - 2021 Goals & Objectives
• Ensure the use of the Strategic Plan in the development of the annual budget.
• Maintain regular briefing reports and Council Executive Reports.
• Identify and support legislative priorities.
• Ensure that Marana remains a safe, clean and healthy community.
Community
Outreach
Intergovernmental Relations
Policy
Development
Mayor & Town Council
Members
43
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome
Performance
Measure
FY2020
Target FY2021 Target
Progress and Innovation
To promote and
increase
regionalism with
neighboring
communities
Number of yearly
joint meetings with
council members
from neighboring
communities
1 1
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $253,605 $304,383 $315,670 $318,418 Note 1 $2,748
Contracted Services 6,942 12,534 9,658 18,416 Note 2 8.758
Operating Supplies & Equipment 9,441 6,780 9,564 13,410 3,846
Total by Category $269,988 $323,697 $334,892 $350,244 $15,352
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $269,988 $323,697 $334,892 $350,244 $15,352
Total by Fund $269,988 $323,697 $334,892 $350,244 $15.352
*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.
2. Contracted Services – Change is the result of lower estimated spending in fiscal year
2019-2020 due to reduced spending associated with the pandemic. Fiscal year 2020-
2021 budget includes slight decreases due to a reduction in anticipated travel
44
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
2019 – 2020 Accomplishments
• Completed the Ina Road Restoration, Interchange, and Santa Cruz River Bridge
Reconstruction projects, and assisted businesses with the transition.
• Maintained a structurally balanced budget.
• Coordinated the development of the Marana 2040 General Plan.
• Completed multiple Marana Regional Airport Rehab and Facilities Upgrades.
• Created and adopted the Downtown Marana Overlay District.
• Received Marana Police Department Accreditation.
• Completed multiple studies and plans, including the Utility Rate Study, Sewer
Conveyance Plan, N. Marana Drainage Study, and the Pavement Management Plan.
• Secured Funding for construction of water quality campuses through the Water
Infrastructure Finance Authority (WIFA).
• Secured funding through WIFA for the Adonis colonia wastewater project.
• Prepared and adopted a new Community Facilities District (CFD) policy for new CFD’s in
the Town of Marana.
• Initiated Town-wide Employee Rewards and Recognition Program.
• Implemented enhanced employee benefits by implementing additional employee
leave for employees who are about to become parents.
Administration Support Services
Community Outreach
Council Support & Constituency
Staff Oversight
Town Manager
45
2020 - 2021 Goals & Objectives
• Maintain a structurally balanced budget in the face of economic hardship as a result of
the COVID19 pandemic.
• Implement the Marana 2040 General Plan.
• Coordinate the design and construction of an air traffic control tower at Marana
Regional Airport through the FAA Federal Control Tower Program.
• Complete the Parks and Recreation Master Plan.
• Update and expand the Town’s Data Dashboard.
• Approve Home Rule Extension.
• Coordinate with regional partners for RTA extension, and propose Town-specific capital
projects.
• Coordinate the potable water plan for the Town of Marana.
COMMUNICATIONS AND MARKETING DIVISION
2019-2020 Accomplishments
• FEMA training for emergency communication.
• Improved information flow between team and departments through PR Liaisons.
• Recurring Manager Messages in Tucson Local Media.
• Drafted official messaging in annual Marana Chamber guide.
• Updated the MaranaAZ.gov website template.
• Began applying ADA-compliant strategies for the website (photo captions, etc)
• Formalized work flow process, including draft templates, approval processes, and
presentations.
• Budget-friendly strategies, with maximum impact.
• Work with Town leadership on State of the Town concept development and deliverables.
• Improved tracking system for department customer service metrics.
2020-2021 Goals & Objectives
• Conduct internal services survey to better serve employee communications needs.
• Provide media relations training for department representatives.
• Improve emergency communication practices and strategies through the use of Town-
wide tabletop exercises.
• Explore opportunities for brand representation, including common gathering areas, front
counters, lobby, and interoffice mailings.
• Revitalize the “Your Town” marketing brand and expand into collaborations with local
artists.
• Brand education in the Daily Mail.
46
SPECIAL EVENTS DIVISION
2019-2020 Accomplishments
• Support natural growth of signature events with solutions; shuttles, parking, signage,
logistics, etc.
• Sought solutions for even safety concerns; electrical issues, parking, traffic flow, security.
• Evolved community events with upcoming Traveling Town Square concept.
• Serve as a resource for Town departments for events; ground breakings, ceremonies, etc.
• Implemented vendor feedback tool.
• Planned and executed Ina Road Celebration Weekend in collaboration with Ina Rd
businesses and various intergovernmental organizations.
• Implemented new application process for all vendors to offer full year of event
registration at once, streamlining the process of filling vendor spaces for all events and
gathering required documentation.
• Implemented Incident Action Plans for all signature events
• Collaborated with finance department to streamline the documentation process for
food vendors’ fire inspections.
2020-2021 Goals & Objectives
• Collaboration with Tech Services to update the Marana Events app.
• Pursue the “Traveling Town Center” event concept.
• Continue to work in collaboration with departments to attract third-party events to the
community.
• Collaborate with departments and staff committees to develop employee-centric
programs.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome
Performance
Measure
FY 2020
Target FY 2021 Target
Community
Invest in community
input on Town
services
Development and
deployment of survey
instruments
Administer
town-wide
citizen survey
Administer town-wide
citizen survey, utilize
social media for
community input on
services
Progress and
Innovation
Foster a culture of
innovation
throughout the Town
organization
Designate department
PR Liaisons -
Increase efficient flow of
information among
liaisons
Community
Ensure Town
information is easily
accessible to the
public
Development of
transparency apps
and platforms
Creation of
Town
performance
dashboard
Upgrade and enhance
Town performance
dashboard
47
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome
Performance
Measure
FY 2020
Target FY 2021 Target
Community
Provide high service
to other Town
departments for
marketing and
branding
Increase the frequency
of project
communications with
departments during
project timeline
10% increase Additional 5% increase
Reduce initial response
time for project
requests by 20%
20% reduction Additional 5% reduction
Progress and
Innovation
Ensure accurate and
timely information is
available to
employees
Utilize social media,
Manager’s Message,
MaranaAZ.gov and
other media sources
-
Enhance distribution of
information methods to
employees by engaging
other departments
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $1,239,477 $1,253,623 $1,247,412 $1,178,530 Note 1 $(68,882)
Contracted Services 100,853 119,575 102,400 103,230 830
Operating Supplies & Equipment 221,985 239,961 232,556 115,025 Note 2 (117,531)
Capital Outlay (835) - - - -
Restricted Budget - - - 16,000 Note 3 16,000
Total by Category $1,561,480 $1,613,159 $1,582,368 $1,412,785 $(183,983)
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $1,560,990 $1,613,159 $1,582,368 $1,412,785 $(183,983)
Bed Tax Fund 490 - - - -
Total by Fund $1,561,480 $1,613,159 $1,582,368 $1,412,785 $(183,983)
48
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 -
Executive Assistant to the Town
Manager 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Customer Service Clerk 1.00 - - - -
Customer Service
Representative 1.00 2.00 - - -
Assistant to the Town Manager 1.00 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 -
Graphic Designer 1.00 1.50 1.50 1.50 -
Marketing & Design Associate 0.50 - - - -
Special Events Coordinator 1.00 1.00 1.00 1.00 -
Special Events Programmer 1.00 1.00 1.00 1.00 -
Total Town Manager's Office 13.50 13.50 11.50 11.50 -
Budget Notes and Changes
1. Personnel & Benefits – Decrease associated with salary savings as the department plans
to maintain the Assistant Town Manager position vacant during fiscal year 2020-2021.
2. Operating Supplies & Equipment – Decrease associated primarily to changes related to
special events during the year due to impact of the pandemic to social gatherings.
3. Restricted – For unanticipated expenses during fiscal year 2020-2021.
49
TOWN CLERK
Department Overview
The Town Clerk is responsible for oversight of Council meetings, the administration of town
elections, public records management, the processing of public records requests, processing
liquor licenses, claims management, and the coordination of interdepartmental services related
to the town. Under the direction of the Town Manager’s office, the Town Clerk prepares official
Council agenda packets, records official minutes of all Council meetings, handles claims against
the town, and provides support staff for 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.
2019-2020 Accomplishments
Records Administration
• Laserfiche digital imaging clean-up continues with the removal of over 18,932 transitory
and duplicate documents from the repository
• Reviewed and transferred over 55 permanent and semi-permanent records to off-site
storage planning boxes to off-site storage
• Processed over 2,430 scanning and special printing projects for town departments
• Conducted a facility site assessment and review of records management preservation
practices with the assistance of the Arizona State Library
• File room inventory of transitory and permanent public records ongoing
Community
• Marana Citizens’ Forum: Provided oversight and management of the Marana Citizens’
Forum hosting 12 forum meetings (total amount at the end of the current fiscal year),
assisting Forum Members with developing and organizing its recommendations to
Council.
• Council Boards and Commissions: Published and posted notification of open positions, as
well as providing Town Clerk Office staffing support for the newly created Marana Health
Care Benefits Board Trust.
• Marana Healthcare Foundation Balloon Festival: Town Clerk Office collaborated with
Development Service, Marana Police, Legal Department, Engineering, Finance and
Northwest Fire District to ensure this community event was successful.
Council
Elections
Records Management
Community
Town Clerk
50
• Southwest Women Leading Governments: Town Clerk Office staff collaborated with
multiple town departments as well as with the Town of Oro Valley to host for the first time
its quarterly luncheon at the Highlands at Dove Mountain Golf Course Club House on
October 2, 2019. This event hosted over 100 women from across Southern Arizona to
meet, learn and share experiences with each other as they navigate leadership in
government.
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
• Developed a calendar system to aid departments in submitting agenda items for
placement on council related agenda.
• Participated with members of Administration, Legal, Finance and Technology Services in
the creation and development of the AgreeDB software. Clerk’s Office lead in
developing training material in collaboration with stated departments, and is the
designated department to provide training to users of the system.
• Developed departmental statistic form providing Administration with monthly updates in
the following areas:
o Council Related Meetings
Number of Meetings Types
Type of Item Considered
o Claims Management
Property Related Claims
o Records Division
o Notarial Services
o Loyalty Oaths
o Elections Administration
Elections
• Two staff members completed the Arizona Secretary of State’s election training and
awarded the Certified Election Officer credential, and one staff is pursuing credentialing.
2020-2021 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
• Continue working with Technology Services, Finance and Administration to fine tune
AgreeDB and develop training materials for the next released version.
51
• Continue looking at technology to further automate and/or improve citizen experience
in attending open meetings public or online.
KEY PERFORMANCE MEASUREMENTS
Council Strategic Plan
Goal
Expected
Outcome
Performance
Measure
FY2020
Target FY2021 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
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $388,132 $362,366 $391,939 $401,842 $9,903
Contracted Services 22,890 47,723 44,063 90,990 Note 1 46,927
Operating Supplies & Equipment 6,440 16,221 10,631 4,280 Note 2 (6,351)
Total by Category $417,462 $426,310 $446,633 $497,112 $50,479
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OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $417,462 $426,310 $446,633 $497,112 $50,479
Total by Fund $417,462 $426,310 $446,633 $497,112 $50,479
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 – Increase is associated with cost of general and primary elections
in fiscal year 2020-2021.
2. Operating Supplies & Equipment – Decrease associated to multiple expenses including
community relations as well as membership and dues reduced in response to the impact
of the pandemic on the Town’s fiscal year 2020-2021 anticipated revenues.
53
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.
2019– 2020 Accomplishments
Administration
• Provided organizational workforce data report.
• Provided Total Compensation Statement for all benefits eligible employees.
• Implemented T.O.M. Awards program (service and recognition).
• Increased electronic storage of HR files (moving to paperless).
Benefits
• Managed the Affordable Care Act Reporting and disbursement of 1095C forms to all
benefit eligible employees.
• Reinstated Tuition Reimbursement program.
• Implemented Parental Leave program.
• Established Health Benefits Trust.
Compensation & Classification
• Conducted a salary schedule study.
Organizational Development
• Conducted Executive Assistant MUNIS training.
• Conducted Department & Town wide training:
o Employee Assistance Training for Supervisors
o Inmate Training
o EAP Workshops for all employees
• Established Supervisor standards in PERFORM.
• Pima College Leadership Training (Spring and Fall)
• Implemented Supervisor mentor program.
Recruiting
• Conducted Executive recruitments.
• Improved recruiting process.
Benefits & Wellness
Organizational Development
Recruitment Classification & Compensation
Safety & Occupational Health
Human Resources Director
54
Safety & Emergency Management
• Completed Emergency Operations Plan
• Completed state multi-jurisdiction hazard mitigation plan
• Completed Continuity of Operations Plans (COOPs) Town wide
• Obtained new Emergency Operations Center (EOC) equipment
• Completed appraisal of all Town wide buildings and property
Wellness
• Held wellness clinics throughout the year, including the Flu Shot Clinic, Mobile On-Site
Mammography Clinic
• Conducted biometrics screenings
2020 – 2021 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
• Increase utilization of Employee Self Service for employee compliance notifications
• Enhance online benefit processes and acknowledgements
• Continue to educate on workplace injuries and enhance claims management
process
Compensation & Classification
• Improve Reclassification Request process
Organizational Development
• Assess organizational training needs and develop a strategic training plan based on
organizational need
• Conduct 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
Safety & Emergency Management
• Complete the development of the Continuity of Operations Plans (COOP) for all Town
departments and incorporate them into the Town’s Emergency Operations Plan (EOP)
• Update the Town’s Emergency Operations Plan (EOP)
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
55
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome
Performance
Measure FY 2020 Target FY 2021 Target
Progress and
Innovation
To reduce the
number of avoidable
ER visits
Reduction in
avoidable ER
claims/costs (BCBS
reporting)
5% 5%
Progress and
Innovation
To increase
employee
engagement
Increase the number
of touch base
meetings
2% 60%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $657,874 $691,595 $648,178 $685,069 Note 1 $36,891
Contracted Services 39,578 53,559 78,445 35,824 Note 2 (42,621)
Operating Supplies & Equipment 112,099 94,218 204,350 132,480 Note 3 (71,870)
Restricted Budget - - - 10,000 Note 4 10,000
Total by Category $809,551 $839,372 $930,973 $866,373 $(67,600)
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $809,551 $839,372 $930,973 $866,373 $(67,600)
Total by Fund $809,551 $839,372 $930,973 $866,373 $(67,600)
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AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Human Resources Director 1.00 1.00 1.00 1.00 -
Human Resources Deputy
Director 1.00 1.00 1.00 1.00 -
Sr. Human Resources Analyst 2.00 2.00 2.00 2.00 -
Human Resources Analyst 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Emergency Management &
Safety 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. Personnel & Benefits – Amounts estimated to be spent in fiscal year 2019-2020 are below
budgeted levels due to turnover which resulted in vacancy savings during fiscal year
2019-2020 as compared to the budget.
2. Contracted Services – Decrease associated with the completion of a compensation
study during fiscal year 2019-2020, as well as, reductions in recruitment advertising and
travel and training budgets in response to the impact of the pandemic on the Town’s
fiscal year 2020-2021 anticipated revenues.
3. Operating Supplies & Equipment – Decrease associated primarily to reduction in
employee recognition events and wellness program expenses due to impact of the
pandemic to social gatherings and the Town’s fiscal year 2020-2021 anticipated
revenues.
4. Restricted – For unanticipated expenses related to Hearing officers process during fiscal
year 2020-2021 and for possible budget capacity toward the implementation of a
second language pay program.
57
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.
2019 – 2020 Accomplishments
• Received 12th 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 11th consecutive year
• Successfully transitioned customer service front desk operations to Finance
• Updated Investment Manager Contract
• Streamlined the purchase order process to increase processing efficiencies
• Updated Munis forms to a new platform, in preparation of the main Munis system
upgrade next year.
• Performed clean-up and updates to the Business license data in preparation of transition
to new system.
• Increased vendor participation in ACH program
• Assisted in the issuance of two WIFA loans and Community Facilities District debt
• Updated Administrative directives, including Travel, and created new ones for Capital
Assets and Grants Management.
2020 – 2021 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
• Preparing the community for the Alternative Expenditure Limitation, Home Rule option,
through multiple communication media and meetings
• Upgrade the Town’s ERP system, Munis, to the next supported version
• Establish and implement a paperless workflow process for invoice approvals.
Budget
Accounting Administration
Procurement Treasury Management
•Sales Tax & Audit
Finance Director
58
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 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
Progress and
Innovation
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 (12th
consecutive)
Yes (13th
consecutive)
Receipt of GFOA
Distinguished Budget
Presentation Award
Yes (11th
consecutive)
Yes (12th
consecutive)
Progress and
Innovation
Ensure budgeted
numbers are
reasonably
conservative and
maximize use of
available funds and a
structurally balanced
budget
Targeted variance from
budget to actual:
Operating revenues
± 5% ± 5%
Targeted variance from
budget to actual:
Operating expenses
± 5% ± 5%
59
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $851,260 $878,913 $1,133,630 $1,308,837 Note 1 $175,207
Contracted Services 114,961 120,620 140,695 117,948 Note 2 (22,747)
Operating Supplies & Equipment 6,851 14,952 11,643 7,000 (4,643)
Restricted Budget - - - 25,000 Note 3 25,000
Total by Category $973,072 $1,014,485 $1,285,968 $1,458,785 $172,817
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $973,072 $1,014,485 $1,285,968 $1,458,785 $172,817
Total by Fund $973,072 $1,014,485 $1,285,968 $1,458,785 $172,817
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Finance Director 1.00 1.00 1.00 1.00 -
Finance Deputy Director 1.00 1.00 1.00 1.00 -
Senior Budget Analyst - - - 1.00 1.00
Budget Analyst 1.00 1.00 1.00 - (1.00)
Revenue and Customer Manager - - 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 0.75 0.75 0.75 0.75 -
Administrative Assistant 0.50 0.50 0.50 0.50 -
Asset Administrator - - 1.00 1.00 -
Customer Service Representative - - 2.00 2.00 -
Tax and License Specialist 1.00 1.00 1.00 1.00 -
Grants Manager 1.00 1.00 1.00 1.00 -
Total Finance 12.25 12.25 16.25 16.25 -
60
Budget Notes and Changes
1. Personnel & Benefits – Difference of fiscal year 2020-2021 budget to estimated fiscal year
2019-2020 amounts is due to turnover in positions, as well as, the delayed hiring of several
positions in fiscal year 2019-2020. One of those positions will remain vacant in fiscal year
2020-2021.
2. Operating Supplies & Equipment – Decrease associated to deferral of a cost allocation
study to future years and due to reductions to multiple budgeted expenses including
travel and training in response to the impact of the pandemic on the Town’s fiscal year
2020-2021 anticipated revenues.
3. Restricted – Funding for a Cartegraph restructure analysis necessary to resolve operations
issues when using the software in the field.
61
LEGAL
Department Overview
The Marana Legal Department provides superior 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 and Town Code violations committed within the Town limits and serves as
an intermediary between and among 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 Southern
Arizona DUI Task Force, the Domestic Violence Justice League, and the Pima County Domestic
Violence Fatality Review Team.
2019 – 2020 Accomplishments
• Commerce: Assisted in bringing the 2020-2040 Marana General Plan through the public
hearing process and to Council for approval. Provided legal advice to the Airport
director, the Economic Development director, and Finance-Procurement regarding
Marana Regional Airport economic development initiatives and the ongoing Airport
rehabilitation project. Assisted in the finalization and amendment of the Town’s CFD
policy. Provided legal advice and support regarding major proposals relating to
development, including Gladden Farms Phase II CFD and Saguaro Bloom CFD bond
sales, the Villages of Tortolita CFD application, the Villages of Tortolita development
agreement amendment, proposed Vanderbilt Farms and Marana Main Street
development agreements, several Cortaro Ranch Commercial applications,
amendments to the Uptown Specific Plan, an approved expansion of a medical
marijuana dispensary, and a Council-rejected Arizona State Land Department proposal
relating to development in and around the Tortolita Preserve. Pursued payment of
unpaid Water Resource Development Impact Fees. Presented and implemented a Town
conduit use policy. Processed nine liquor licenses in the first seven months of FY2020, for
an annualized estimate of 15 liquor licenses.
• Community: Provided advice and documentation for the design and construction of two
new water treatment facilities and a new Adonis-area wastewater pumping facility and
force main interconnection to the Town’s existing wastewater collection system.
Prepared revisions to the Town Code’s business license, parking, and medical marijuana
regulations for Council adoption. Negotiated and drafted a wheeling agreement with
the City of Tucson, to provide water service to areas near Tucson Water facilities that
Civil Legal Services Criminal Prosecution
Town Attorney
62
cannot be served directly by Marana Water and do not meet the Tucson Water service
policy for direct service by Tucson Water. Settled pending litigation and amended an
existing agreement for property rights acquisitions needed for the Tangerine Adonis Road
Extension project. Negotiated and settled the final Tangerine Road Corridor and Adonis
Road right-of-way acquisitions, and began right-of-way acquisition for the Lon Adams
Road and Santa Cruz River Shared Use Path CalPortland Segment projects. Provided
legal advice and drafted and revised temporary Town policies, administrative directives,
and emergency proclamations to address the Coronavirus Disease (COVID-19). Worked
on updates to the Town’s policies regarding Alcohol and Drug-Free Workplace, Social
Media, Network Access & Security, Network Storage, Employee Reserved Parking,
Driver’s Licenses and Vehicle Operation, Mobile Communication Equipment, and
Destination Marketing/Film Office Lead Generation. Provided top-quality municipal
criminal and code enforcement, including efficiently and fairly handling 800
misdemeanor prosecutions, five criminal appeals, and ten code enforcement cases in
the first seven months of FY2020, for an annualized estimate of 1,370 misdemeanor
prosecutions, eight criminal appeals, and 17 code enforcement cases. Handled 45
public records requests in the first eight months of FY2020, for an annualized estimate of
77 public records requests.
• Innovation: Assisted and advised the Planning Department in reducing the size, bulk, and
complexity of the zoning chapter of the Land Development Code, and reduced
redundant and inconsistent Land Development Code provisions. Assisted 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.
Continued the Legal Department’s new training series. Implemented in-house office
hours for police legal advisors at the Marana Police Department, to improve
communication and interaction between the Legal Department and MPD.
• Heritage: Assisted with all aspects of Town special events (Cotton Festival, Founders Day,
Christmas Tree Lighting, etc.), including agreements and insurance issues.
• Recreation: Provided legal advice and prepared agreements related to the Pima
County Flood Control District’s design and construction of the soil cement bank
protection for the El Río Preserve. Assisted in the acquisition of property rights from
CalPortland for the extension of the Santa Cruz River Shared Use Path (part of the
C. H. Huckelberry Loop). Prepared and presented the Gladden Farms II development
agreement amendment, concerning funding for new soccer fields and related amenities
in Gladden Farms Community Park.
2020 – 2021 Goals & Objectives
• Commerce: Assist the Planning Department in finalizing the land development code
comprehensive revision and in translating the zoning of alphabet-zoned lands to modern
zoning designations. Assist in the completion of one or more Marana Regional Airport
economic development deals.
• Community: Provide legal advice and draft and update any temporary Town policies,
administrative directives, and emergency proclamations as needed to reduce the
health and economic impacts of the Coronavirus Disease (COVID-19). Provide legal
advice and assistance for the completion of the two new water treatment facilities and
the new Adonis-area wastewater pumping facility and force main interconnection to the
Town’s existing wastewater collection system. Continue providing top-quality municipal
criminal and code enforcement.
63
• Innovation: Assist in bringing forward and drafting an updated Town strategic plan.
• Heritage: Provide legal advice and assistance related to continued development of the
Heritage Park and implementation of the Heritage Park Master Plan.
• Recreation: Assist in the implementation of the Parks and Recreation Master Plan.
Complete the acquisition of right-of-way for the CalPortland segment of the Santa Cruz
River Shared Use Path.
KEY PERFORMANCE MEASUREMENTS
Council Strategic Plan
Goal Expected Outcome Performance
Measure
FY 2020
Target
FY 2021
Target
Progress and Innovation
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% 100%
Progress and 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 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $731,144 $840,485 $895,673 $895,654 $(19)
Contracted Services 97,561 114,991 118,550 93,172 Note 1 (25,378)
Operating Supplies & Equipment 3,815 5,418 4,500 6,000 1,500
Total by Category $832,520 $960,894 $1,018,723 $994,826 $(23,897)
64
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2017
Actual
FY 2018
Actual
FY 2019
Estimated
FY 2020
Recommended Change
General Fund $832,520 $960,894 $1,018,723 $994,826 $(23,897)
Total by Fund $832,520 $960,894 $1,018,723 $994,826 $(23,897)
Budget Notes and Changes
1. Contracted Services – Decreases associated with a reduction in contracted legal
services and travel and training in response to anticipated reduced revenues in fiscal
year 2020-2021 due to the pandemic.
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 -
Associate Town Attorney - 1.00 1.00 1.00 -
Legal Assistant 1.00 1.00 1.00 1.00 -
Legal Document Specialist 1.00 1.00 1.00 1.00 -
Administrative Assistant 0.50 0.50 0.50 0.50 -
Total Legal 6.50 7.50 7.50 7.50 -
65
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.
2019-2020 Major Accomplishments
• Upgrade to enterprise-wide GIS system
• Development of Police Department Motors application
• Development of internal agreements database
• Development of Parks and Recreation mobile application
• Installation of secondary internet connection
• Increased overall network bandwidth for Town by 900%, which proved crucial due to the
need to telecommute during the COVID-19 pandemic
• Implementation of employee Cybersecurity Training program
• Refresh of infrastructure hardware (moved from outdated and out-of-life servers and
storage)
• Recognized as a Top 10 Digital City
• Creation several SOPs and Administrative Directives that help better align the use of the
Town’s systems with best practice
• Completion of a comprehensive security assessment
2020-2021 Goals & Objectives
• Continue to modernize service delivery that is based upon industry frameworks and leads
to improved response times, productivity and customer satisfaction; to include adoption
of formalized standard operating procedures
• Implementation of Phase I and II of information cybersecurity plan
• Update to the Town’s permitting and business license system
• Full implementation of the Town’s disaster recovery system
• Implementation of a Town-wide mobile device strategy
• Rollout of the Airport tracking application
• Creation of a Town-wide cloud strategy
• Implement a comprehensive Asset Management system
• Lay the groundwork and make progress towards a comprehensive business continuity
plan
Infrastructure
Applications
Technology
Services Director
66
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 Target
Progress and
Innovation
To increase the
availability of Town
network and server
resources
Network and servers
availability 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 statues to another
15 Days 15 Days
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $1,265,968 $1,326,399 $1,370,888 $1,417,800 Note 1 $46,912
Contracted Services 976,964 879,063 1,211,631 1,288,975 Note 2 77,344
Operating Supplies & Equipment 203,978 616,082 345,462 333,800 (11,662)
Capital Outlay 38,226 270,457 - - -
Total by Category $2,485,136 $3,092,001 $2,927,981 $3,040,575 $112,594
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY2021
Recommended Change
General Fund $2,485,136 $3,092,001 $2,927,981 $3,040,575 $112,594
Total by Fund $2,485,136 $3,092.001 $2,927,981 $3,040,575 $112,594
67
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Technology Services Director 1.00 1.00 1.00 1.00 -
Technology Manager 2.00 2.00 2.00 2.00 -
Senior Network Administrator 1.00 1.00 1.00 1.00 -
Network Administrator 1.00 1.00 1.00 1.00 -
Database Administrator 1.00 1.00 1.00 1.00 -
Software Developer 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 2.00 2.00 2.00 -
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 - - - -
Total Technology Services 14.00 14.00 14.00 14.00 -
Budget Notes and Changes
1. Personnel & Benefits – The change is associated with salary savings experienced in fiscal
year 2019-2020 due to staff turnover.
2. Contracted Services – The change is associated with unspent funding for the permitting
and business licenses system upgrade that will be carried forward and spent in fiscal year
2020-2021 as that project is ongoing.
68
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.
2019 – 2020 Accomplishments
• Completed a DA between downtown developer and the Town of Marana that
incentivized them to enter into the Downtown Overlay District
• Completed design and fabrication of the art project for the downtown roundabout
• Completed the Pinal County / Airpark annexation study to begin the process of
acquiring those parcels into the Town
• Continued to update and maintain the www.selectmarana.com property database
system and revised the videos of marketed properties w/updated graphics
• Consulted with, and successfully entered two business entities into the MJCIP incentive
(PVB Fabrications, & Alicat Scientific)
• 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 for Tourism in the Town of Marana
• Completed market study appraisal for Town owned industrial land at the airport
• Successfully completed three current recruitment/expansion projects
• Completed membership into Sun Corridor Inc organization
• Completed two Business Walks in conjunction with the Marana Chamber
• Developed comprehensive production crew database for Film Office website (in-
progress)
• Conducted 5 scouting tours for film location managers and scouts, and film producers
and was invited to speak on 3 panel discussions on the film industry
• Assisted in launching the Arizona Film Expo in partnership with Darryl Mallett
• Personally assisted 18 film projects, 6 of which were filmed in Marana (July 2019-February
2020)
Tourism
Economic Development
Economic Development & Tourism Director
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2020 – 2021 Goals & Objectives
• Continue to work on the Pinal County/Airpark annexation strategy and begin the process
to acquire those parcels into the Town of Marana
• Complete BR&E (Business Retention & Expansion) study and implement plan
• 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
• Continue to market the Town for tourism travel, dining, and shopping opportunities
• Complete airport rezone & plat for future businesses
• Provide commercial real estate broker event
• Create Character Area Plan for the downtown district
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KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 Target
Progress and
Innovation
To maintain a
sustainable increase in
living standards and
quality of life in Marana
Connecting people
with decision making
tools
10% YoY increase 10% YoY increase
Provide response rate
on RFI within 24 hours of
unsolicited inquiries
100% 100%
Increase the number of
unsolicited inquiries 10% 10%
Implementation of the
Econ Dev Strategic Plan
by marketing the four
focus areas
Two campaigns Two campaigns
Progress and
Innovation
Influencing visitation
and purchasing
decisions in the Town of
Marana
Increase website traffic
through organic
searches
10% 10%
Increase personal
responsive interactions 20% 15%
Creating and
innovating tourism
products
One One per year
Influencing travel stays
Frequency &
reach - 15
marketing
campaigns
Frequency &
reach - 15
marketing
campaigns
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OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $322,490 $332,407 $305,529 $329,385 Note 1 $23,856
Contracted Services 179,384 218,076 229,493 241,980 Note 2 2,487
Operating Supplies & Equipment 2,110 1,986 2,754 4,200 1,446
Total by Category $503,985 $552,468 $537,776 $575,565 $37,789
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $247,649 $264,533 $227,572 $238,458 $10,886
Bed Tax Fund 256,336 287,935 310,204 337,107 26,903
Total by Fund $503,985 $552,468 $537,776 $575,565 $37,789
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Director of Economic & Tourism
Development 1.00 1.00 1.00 1.00 -
Tourism & Marketing Manager 1.00 1.00 1.00 1.00 -
Economic Development Specialist 1.00 1.00 1.00 1.00 -
Graphic Designer - 0.50 0.50 0.50 -
Marketing & Design Associate 0.50 - - - -
Total Economic Development &
Tourism 3.50 3.50 3.50 3.50 -
Budget Notes and Changes
1. Personnel & Benefits – The change is associated with salary savings experienced in fiscal
year 2019-2020 due to staff turnover. Additional salary savings are planned for fiscal year
2020-2021, as the hiring of the Economic Development Specialist position will be delayed
until January 2021 in response to anticipated reduced revenues in fiscal year 2020-2021
due to the pandemic.
2. Contracted Services – Amounts estimated to be spent in fiscal year 2019-2020 are below
budget levels due to reduced spending associated with the pandemic. Decreases have
been budgeted in multiple areas including advertising and travel and training in
response to anticipated reduced revenues in fiscal year 2020-2021 due to the pandemic.
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DEVELOPMENT SERVICES
Department Overview
To provide clear support, coordination and quality control oversight for the Town of Marana
Development Services department (Planning, Building Safety and Engineering), to ensure that all
departmental activities enhance and support the vision of the strategic plan by providing
responsiveness to, and creating partnerships with the development community.
Building Safety Division
The Building Safety division 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 division’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 division, 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. The goal is to maintain the vision of the town, by incorporating the strategic plan into our
policies and procedures whenever possible.
Planning Division
The Planning division 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. Planning is responsible for administering and implementing the General Plan, the
Town Code and the Land Development Code. The division provides support and
recommendations to the Town Council and Planning Commission to assist each in making
decisions regarding land uses and development proposals. The division 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.
Customer Service
Long Range Planning
Development Review Building Safety Inspections
Development Services Director
73
2019 – 2020 Accomplishments
Development Services
• Staff re-organization to help identify efficiencies and streamline workflow.
• Work with development related department on records clean-up in preparation for
software upgrade
• Central conference room remodel and added technology upgrades to assist all staff
with meeting needs
• Increased involvement in the process of town initiated projects and events
Building Safety Division
• Continue to refine Implemented electronic inspection program, reducing paperwork in
the field.
• Expanded upon on-line inspection program, all inspection requests from production
home builder are done thru online system, dramatically reducing phone requested
inspections.
• Trained all staff on 2018 Building codes
• GPS units installed in all fleet vehicles and trained supervisors in the use and intent of
Synovia System.
• 100% of staff obtained certification from the International Code Council (ICC) for their
respective position.
• Implemented single point of contact system for building permit applicants on major
projects.
Planning Division
• Planning staff led the effort to coordinate and engage Town departments, local
stakeholders and Marana citizens in the creation and approval of the new, Make
Marana 2040 General Plan, the 2010 General Plan update.
• Planning staff continues to work on the Land Development Code update. As a part of
that work, a new parking code was adopted, replacing traditional parking standards
with 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.
• Planning staff enhanced the monthly report of commercial and residential development
permit activity that presents key metrics in the Town. The report identifies important trends
that are easily identified through graphic representation in charts and maps.
2020 – 2021 Goals & Objectives
Development Services
• 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
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Building Safety Division
• With upgrade in permitting software implement electronic plan review program.
• Expand upon electronic applications and accept electronic plan submittal – on-line
submittals
• Create permitting and inspection program for water heaters and HVAC permits to simply
process and improve customer service.
• Implement electronic/remote inspection program for minor permits
• Simplify permit reviews where permit techs/coordinator complete general plan review
(over the counter issuance)
• Public outreach and educational awareness (schools) expand upon prior initiative and
implementation of internship program.
Planning Division
• Planning staff will work to update the remaining chapters of the Land Development
Code and relocate them in the Town Code.
• Planning staff will initiate a Town-wide rezoning of parcels non-conforming to the
planned, new Town Code zoning chapters
• 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.
KEY PERFORMANCE MEASUREMENTS
Council Strategic Plan
Goal
Expected
Outcome
Performance
Measure FY 2020 Target FY 2021 Target
Progress and Innovation
Improve staff
training, education,
and certification
levels
International Code
Certifications
received
100% 4 staff
Arizona Building
Official Association
code training
sessions attended
per year
- 8 staff
Commerce
Ensure sufficient
response to public
for permitting and
inspections
Single family
dwelling plans
reviewed within five
days
90% 90%
Model plan reviews
completed within
five days
90% 70%
Field inspections
completed within
one business day of
request
100% 100%
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KEY PERFORMANCE MEASUREMENTS
Council Strategic Plan
Goal
Expected
Outcome
Performance
Measure FY 2020 Target FY 2021 Target
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% 90%
Community
Perform inspections
for building code
compliance
Number of Build
Code Compliance
inspections
performed
25 25
Community
To provide
exceptional
customer service
through our
Development and
Utility Services
Higher submittal
return time met
through efficiency
improvements
95%
development of
related projects
reviewed within
assigned time
frame for first
submittal
95%
development of
related projects
reviewed within
assigned time
frame for first
submittal
Higher submittal
approval time met
through efficiency
improvements
95% of permits
approved within
assigned time
frame
95% of permits
approved
within assigned
time frame
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $1,506,930 $1,626,655 $1,671,110 $1,761,491 Note 1 $90,381
Contracted Services 267,239 355,863 239,869 126,375 Note 2 (113,494)
Operating Supplies & Equipment 55,148 45,446 57,804 57,221 (583)
Total by Category $1,829,317 $2,027,964 $1,968,783 $1,945,087 $(23,696)
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $1,829,317 $2,027,964 $1,968,783 $1,945,087 $(23,696)
Total by Fund $1,829,317 $2,027,964 $1,968,783 $1,945,087 $(23,696)
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AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Development Services
Administration
Development Services Director 1.00 1.00 1.00 1.00 -
Business Process Supervisor - - 1.00 1.00 -
Business Process Analyst 1.00 1.00 - - -
Executive Assistant 1.00 1.00 1.00 1.00 -
Building Safety
Chief Building Official 1.00 1.00 1.00 1.00 -
Assistant Building Official - 1.00 1.00 1.00 -
Building Safety Manager 1.00 - - - -
Chief Building Inspector 1.00 1.00 1.00 1.00 -
Senior Plans Examiner 2.00 2.00 2.00 2.00 -
Plans Examiner - 1.00 1.00 1.00 -
Building Inspector II 3.00 2.00 2.00 2.00 -
Building Inspector I 1.00 1.00 1.00 2.00 1.00
Permit Clerk 3.00 3.00 3.00 2.00 (1.00)
Development Coordinator 1.00 1.00 1.00 1.00 -
Planning
Planning Director 1.00 - - - -
Environmental Project Manager 1.00 - - - -
Principal Planner 1.00 1.00 1.00 1.00 -
Senior Planner 4.00 5.00 5.00 5.00 -
Total Development Services 23.00 22.00 22.00 22.00 -
Budget Notes and Changes
1.Personnel & Benefits – The change is associated with the Chief Building Inspector position.
The department plans to maintain the Chief Building Inspector position vacant during
fiscal year 2020-2021 in response to anticipated reduced revenues in fiscal year
2020-2021 due to the pandemic. Estimated fiscal year 2019-2020 amounts are lower
than anticipated due to turnover in certain positions resulting in vacancy savings.
2.Contracted Services – Decrease associated to the completion of the Town’s General
Plan 2040. Additional decreases have been budgeted in multiple areas including travel
and training in response to anticipated reduced revenues in fiscal year 2020-2021 due to
the pandemic.
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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 well respected police department in the State of
Arizona.
2019-2020 Accomplishments
• Became one of three agencies in the State to complete the Arizona Law Enforcement
Accreditation Program (ALEAP) making Marana PD a fully accredited law enforcement
agency in September 2019.
• In conjunction with the University of AZ developed an Internship program whereby 2-4
Criminal Justice students participate as interns for one semester (1-2 /semester)
• Outsource Police Off-Duty management to save money and police resources and make
the off-duty program more efficient and transparent.
• Transitioned from our current e-citation system to the new State system (AZ Tracs) saving
the Town approximately $20,000/year.
• Completed the Police shooting range, fully operational and in use.
• Maintained clearance rates higher than the national average for crimes of violence
according to the FBI publication, Crime in the United States.
• Raised $17,000 for charity via our 4th annual Pride for the Patch Golf Tournament
• Raised approximately $10,000 for Special Olympics via our annual Tip-A-Cop event at
Texas Roadhouse
• Expanded the Pride for the Patch Fitness Challenge to include all Town employees
• Maintained current crime rates based on Part I crimes/thousand residents
• Maintained police response times at current levels
• Completed a Reorganization of the Department, adding two patrol squads and an
additional Lieutenant to assist with the management and leadership of SSB
• Transitioned the Department to a new uniform and new police graphic
• Initiated a new recruiting campaign
2019-2020 Goals and Objectives
• 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, Motors,
K-9, Auto-theft, CNA, DEA
Support Services Bureau
Communications, Records,Property and Evidence,Crime Scene Unit, Community Resources, SRO, Hiring, Backgrounds, VIPS, Crime Prevention, Training, PIO, IA, Accreditation, Audit
Chief of Police
78
• Implement a Drone Program to assist with speeding up serious/fatal accident
investigations, search for lost hikers and children, and search for fleeing suspects,
• Maintain or improve current crime rates based on Part I crimes/thousand residents
• Maintain or improve response times to citizen calls for police services
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 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 48
Maintain or reduce Part
1 crime rates based on
total number of part 1
crimes (excluding
shoplifting) per 1,000
residents as compared
to the previous year
22 22
Maintain or reduce
traffic collision rates
based on total number
of collisions per 1,000
residents as comparted
to the previous year
5% 5%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $11,572,094 $11,821,554 $12,122,048 $12,429,809 Note 1 $307,761
Contracted Services 488,904 484,340 553,364 488,086 Note 2 (65,278)
Operating Supplies & Equipment 1,148,928 1,210,249 1,425,082 1,205,624 Note 3 (219,458)
Capital Outlay 38,242 33,580 207,591 - Note 4 (207,591)
Total by Category $13,248,168 $13,549,722 $14,680,009 $14,123,519 $(184,566)
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OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $13,248,168 $13,549,722 $14,680,009 $14,123,519 $(184,566)
Grants & Contributions - - - - -
RICO Fund - - - - -
Police Impound Fund - - - - -
Emergency Telecommunications
Fund - - - - -
Total by Fund $13,248,168 $13,549,722 $14,680,009 $14,123,519 $(184,566)
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 3.00 1.00
Police Sergeant 11.00 11.00 11.00 13.00 2.00
Police Officer 71.00 71.00 74.00 66.00 (8.00)
Police Detective - - - 5.00 5.00
Police Records Supervisor 1.00 1.00 1.00 1.00 -
Police Telecommunications Manager - 1.00 1.00 1.00 -
Police Telecommunications
Supervisor 2.00 1.00 1.00 1.00 -
Dispatcher 12.00 13.00 13.00 13.00 -
Police Records Specialist 2.00 2.00 2.00 2.00 -
Police Records Clerk 4.00 4.00 4.00 4.00 -
Crime Scene Property & Evidence
Supervisor 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 -
Crime Scene Specialist 3.00 3.00 3.00 3.00 -
Administrative Supervisor 1.00 1.00 1.00 1.00 -
Customer Service Clerk - 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Total Police 115.00 118.00 121.00 121.00 -
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Budget Notes and Changes
1. Personnel & Benefits – Estimated fiscal year 2019-2020 amounts are lower than
anticipated due to turnover in certain positions resulting in vacancy savings. For fiscal
year 2020-2021 there are some planned delays in the hiring of non-essential police
department positions in response to anticipated reduced revenues due to the
pandemic.
2. Contracted Services – Decreases associated with completed software purchased in
fiscal year 2019-2020, as well as, reduced budget capacity for travel and training in
response to anticipated reduced revenues in fiscal year 2020-2021 due to the pandemic.
3. Operating Supplies & Equipment – Decrease associated to multiple expenses including
small tools, fuel and vehicle replacement charged reduced due to the impact of the
pandemic on the Town’s fiscal year 2020-2021 anticipated revenues.
4. Capital Outlay – Decrease is associated with vehicles purchased for new officer positions
in fiscal year 2019-2020. No new position additions are planned for fiscal year 2020-2021.
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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.
2019 - 2020 Accomplishments
• 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
• Continued implementation of the Arizona Supreme Court’s Security Standards
Recommendations, to include physical building improvements and the purchase of
bullet resistant vests for security officers, all paid for with non-general fund monies
• Began participation in the Community Misdemeanor Problem Solving Court in
collaboration with Pima County Justice Court and Tucson City Court
• Implemented a specialized Mental Health Court program to provide greater services
and accountability for defendants with mental health diagnoses
• Continued updates to the Marana Court webpage, providing clearer language and
more access to self-service resources
• Implemented the Arizona Protective Order Initiation and Notification Tool (AZPOINT)
• Began certification process for Court Security Officers
• Began exploration of a Town Public Defender in consultation with the Legal Department
and Town Manager’s Office
2020 – 2021 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 methods to provide court users with greater access to justice
• Continue certification process for Court Security Officers and further implementation of
the Arizona Supreme Court’s Court Security Standards Recommendations
• Install a publicly accessible AZPOINT computer kiosk for court users
• Continue exploration of the Town Public Defender option
Judicial Division
Administrative Division
Town Magistrate
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KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2020 Target FY 2021 Target
Community
Provide for a forum for
fair, impartial, and
efficient adjudication of
alleged violations in an
environment that is
respectful and safe
percentage 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
Percentage 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
Percentage 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 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $822,178 $897,375 $969,842 $986,790 Note 1 $16,948
Contracted Services 118,549 130,509 128,777 223,700 Note 2 94,923
Operating Supplies & Equipment 13,082 30,037 107,740 126,750 19,010
Capital Outlay 5,5516 - - 410,000 Note 3 410,000
Total by Category $959,326 $1,057,922 $1,206,359 $1,747,240 $540,881
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OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $880,461 $955,601 $1,066,463 $1,102,740 $36,277
JCEF Fund - 14,471 50,000 122,000 72,000
Fill the Gap Fund - - - 34,500 34,500
Local Technology Fund 78,864 87,850 89,896 488,000 398,104
Total by Fund $959,326 $1,057,922 $1,206,359 $1,747,240 $540,881
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 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 -
Budget Notes and Changes
1. Personnel & Benefits – The change is associated with an increase to the Judge’s
compensation during fiscal year 2019-2020.
2. Contracted Services – Change associated with non-general fund funded projects and
budget capacity for unanticipated projects that may be mandated for the Court in
fiscal year 2020-2021.
3. Capital Outlay – Increase is associate to the use of Local Technology funds toward the
construction of the Court’s Jury remodel addition.
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PUBLIC WORKS
Department Overview
The Public Works Department is committed to providing the highest level of service and
showcase Marana’s high standard of excellence while maintaining a safe and reliable
infrastructure for all members of the community. We strive to always seek innovative ways to
operate, improve, maintain, and enhance public facilities, public roadways, sidewalks, ADA
ramps, drainageways, landscaping and traffic operations systems in a cost-effective manner
and in so doing fulfill the vision of “Advancing quality for all.” The department supports the
Town’s strategic plan, and considers itself a developing partner in the growth and prosperity of
the community.
2019-2020 Accomplishments
Facilities Management:
• B Building Tenant Improvement Project has been completed for Water, Parks and Rec
and Community and Neighborhood Services to start moving into the renovated old PD
Building
• The HVAC Upgrade Project at the Council Chambers has been completed which
eliminated the aging and often noisy mechanical HVAC equipment from the interior of
the Chambers and placed all equipment to the exterior which helps with maintenance
and sound issues
• Facilities staff remodeled the old PD Sub Station side of the MOC A Building for Public
Works Street Staff to occupy. PD will have 4 offices, 2 holding cells, an interview room and
restroom on a secure side of the A Building for their remodeled Substation
• We finalized the design for the renovation of the old Parks Administration Building to
create a Chamber of Commerce/Visitors Center Facility
• Respond to the Town’s needs and continue to assess staff locations by adding barrier
guards at public and staff counters in response to the COVID-19 emergency.
Fleet Services:
• Implemented a vehicle and equipment GPS tracking system in order to prioritize Town-
wide services and reduce vehicle/equipment idle time. This will assist in reducing fossil
fuel resources and wear and tear on equipment and vehicles.
• Provided company support from Synovia on November 2019 with 37 Town staff resulting
in them being trained on basic operations and navigation to successfully utilize the GPS.
• Completed over 350 Cartegraph tasks on vehicles, equipment and machinery at a cost
of over $522,000 in parts and labor.
• Requisitioned purchase and replacement of 39 vehicles and equipment at a cost over
1.75 million dollars, utilizing the Town’s Capital Vehicle replacement funds.
Traffic
Streets
Facilities Management
Fleet Services
Administration
85
• Surplused vehicles and equipment resulting in over $84,000 going back into the Town’s
general fund.
• Shop inventory being audited and reduced to account for and reduce overhead
operating cost
• Reviewing FY21 budget and making adjusted recommendations to finance in order to
reduce expenditures for a sound budget.
• Reviewing and possibly extending service life for equipment and vehicles due to current
pandemic.
• Working smarter and implementing ways to reduce operating and maintenance cost
without compromising safety and customer service.
• Have several plans in motion and available should social distancing operations become
more critical in order to maintain current level of scheduled and unscheduled services.
Street Maintenance:
• Completed Tangerine Farms Beautification with DG, Trees, and Plants. Replaced dead
trees and plants to restore medians and shoulders to original plans.
• Implemented weed abatement program/contractor services.
• Implemented ADA Ramp, sidewalk and curb program. The Town has over 2,000 ramps
that are out of compliance and need to be upgraded.
• Implemented the annual pavement preservation and crack sealing program as part of
the Pavement Management Program. The Town is completing the preservation of 140
lane miles.
• Implemented the Annual Culvert Maintenance Program; the Town has over 800 culverts
Town-wide.
• Implemented Street Sweeping Program. Major roadways are swept monthly and
subdivisions are swept quarterly.
• Implemented the Annual Road Failure Repair Program, identifying road failures ahead of
time will help reduce emergency repairs and allow us to be more proactive with
roadway maintenance.
• Completed painting of I-10/Marana Road and Cortaro Road TI Bridges.
Traffic:
• In an effort to increase safety and provide more flexibility to programming traffic signal
operations, the Town has implemented the conversion of all permissive/protected left-
turn indications within the Town to a flashing-yellow left-turn operation. All the existing
traffic signals have been converted. All new construction is being required to have the
flashing-yellow left-turn indication.
• To bring better communication and traffic operation mitigation between traffic signals,
the Town has implemented the installation of fiber optic communication lines along the
Cortaro Road corridor and Silverbell Road south of Cortaro Road.
• Implemented the LED street light conversion program which will yield energy and
electricity savings. By April, 100% of the 434 High Pressure Sodium (HPS) street lights have
been converted to LED for an annual energy savings of $53, 817.
• Completed conversion of the back plates on all traffic signals to include retroreflective
tape around the entire back plate. This will increase safety at the intersections and help
reduce the number of crashes.
• To improve traffic signal operations, completed installation and activation of the
MioVision advanced traffic performance monitoring system along Thornydale between
Orange Grove and Horizon Hills.
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• The Town of Marana Speed Zone Map was evaluated and updated. As part of the
process, various speed limits were modified throughout the Town in an effort to increase
safety and efficiency of vehicle traffic while eliminating driver confusion.
2020 - 2021 Goals & Objectives
Administration:
• The Public Works Department is working to achieve the status of Accredited agency
through the American Public Works Association (APWA). The objective is to create
impetus for organizational self-improvement, stimulate a general rising of standards, and
improve performance and the delivery of services.
Facilities Management:
• Finish remodel of the old PD Sally Port at the MMC for a new satellite Fleet bay and office
• Remodel the MOC A Building after Marana Water moves out for Public Works to utilize
this space. Building is in need of carpet, LVT flooring, ceiling tiles and paint
• Start remodel of the old Parks Administration building to create a Chamber of
Commerce/Visitors Center Facility
• Begin the lighting upgrade project at the MMC buildings A, B and C. The estimated
electrical savings for this project is over $35k per year
• 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
Fleet Services:
• Update and reduce older shop parts inventory system in asset tracking in Cartegraph.
• Provide service and maintenance support at MMC Sally Port.
• Update staff technical skills and obtain additional ASE certifications.
• Explore new maintenance software for vehicles and equipment.
• Work with Safety in providing updated equipment training on new equipment in order to
be compliant with OSHA standards.
Street Maintenance:
• Continue to assist with implementation of the Pavement Management Projects.
• Continue Annual Crack Sealing Program as part of Pavement Management Program.
• Continue ADA ramp, sidewalk, and curb program. Establish ADA ramp compliance
program Town-wide/Federally mandated.
• Continue Culvert Cleaning Program.
• Continue to improve Landscape Beautification and Weed Abatement Program.
• Continue Town Bridge Painting Program.
• Continue Street Sweeping Program - Roadways Swept Monthly and Subdivisions Swept
Quarterly.
• Continue Bridge De-Icing Program (Operation Freeze).
• Continue Establishing a Town Bridge Maintenance Program, addressing any needed
repairs identified by ADOT’s National Bridge Inspection Program.
• Continue Improving Storm Preparedness Plan.
• Establish a Partnership between Public Works and Parks to better utilize departments
expertise and resources that will benefit the Town.
87
Traffic:
• Expand communications connectivity to traffic signals where fiber-optic cable is installed
(approximately 65% of signals) for remote access.
• Expand use of Automated Traffic Signal Performance Measures (ATSPMs) to improve
traffic signal operations.
• Continue the LED street lighting luminaire replacement program which will yield energy
and electricity savings.
• Include 100% of permanent traffic control signs in the sign database.
• Establish contracts with schools for all school zones, as required by the state.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2020 Target FY 2021 Target
Community
Accurately assess town
facilities and assets to
determine ownership
Continual updating and
maintaining of
ownership assessment
100% 100%
Progress and
Innovation
Reduce overhead and
operating costs related
to an aging fleet of
vehicles
Replacement of
vehicles greater than 15
years of age or near end
of life as determined by
Equipment
Replacement Program
100% 100%
Community
To maintain the Town's
streets at an acceptable
high level
Continue with the
Pavement Preservation
approved five year plan
100% 100%
Community
Increase the capacity of
roadway corridors
through innovational use
of technologies and
decrease traffic delays
Percentage increase of
roadway capacity plus
percentage decrease of
traffic delays
5% 5%
88
OPERATING BUDGET SUMMARY
Expenditures by Category FY2018
Actual
FY2019
Actual
FY2020
Estimated
FY2021
Recommended Change
Personnel & Benefits $2,563,668 $2,682,139 $2,976,599 $3,051,384 $74,785
Contracted Services 2,563,886 2,184,624 5,335,023 3,814,310 Note 1 (1,520,713)
Operating Supplies &
Equipment 410,717 725,285 378,939 367,702 (11,237)
Capital Outlay 357,139 468,048 1,708,830 - Note 2 (1,708,830)
Restricted Budget - - 100,000 695,000 Note 3 595,000
Total by Category $5,895,410 $6,060,096 $10,499,391 $7,928,396 $(2,570,995)
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $3,641,087 $3,660,582 $5,819510 $4,059,896 Note 4 $(1,759,614)
Highway User Revenue Fund 2,254,323 2,399,514 4,679,881 3,868,500 Note 5 (811,381)
Total by Fund $5,895,410 $6,060,096 $10,499,391 $7,928,396 $(2,570,995)
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Public Works Director 1.00 1.00 1.00 1.00 -
Public Works Deputy Director 1.00 1.00 1.00 1.00 -
Traffic Manager 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Fleet Division
Superintendent 1.00 1.00 1.00 1.00 -
Lead Fleet Technician 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 1.00 -
Equipment Mechanic 1.00 1.00 1.00 1.00 -
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AUTHORIZED POSITIONS
FY2018
Actual
FY2019
Actual
FY2020
Estimated
FY2021
Recommended Change
Streets Division
Superintendent 1.00 1.00 1.00 1.00 -
Traffic Technician III 1.00 1.00 1.00 1.00 -
Traffic Technician II 1.00 1.00 1.00 1.00 -
Traffic Technician I 1.00 - 1.00 1.00 -
Signs & Markings Specialist - 1.00 1.00 1.00 -
Public Works Supervisor 2.00 2.00 2.00 2.00 -
Equipment Operator II 1.00 1.00 1.00 1.00 -
Equipment Operator I 2.00 2.00 3.00 3.00 -
Maintenance Associate III 7.00 7.00 7.00 7.00 -
Maintenance Associate II 3.00 4.00 4.00 4.00 -
Maintenance Associate I 2.00 1.00 1.00 1.00 -
Engineering Aide - 1.00 1.00 1.00 -
Engineering Specialist - 1.00 1.00 1.00 -
Assets Coordinator 1.00 1.00 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 1.00 1.00 2.00 2.00 -
Facilities Technician II 1.00 1.00 1.00 2.00 -
Facilities Technician I 1.00 1.00 1.00 1.00 -
Total Public Works 38.00 41.00 44.00 44.00 -
Budget Notes and Changes
1. Contracted Services – Decrease associated with the completion of multiple projects
including the pavement preservation program, and the Council Chambers HVAC, while
other projects have been deferred until future periods. Further, decreases have been
other areas including travel and training in response to anticipated reduced revenues in
fiscal year 2020-2021 due to the pandemic.
2. Capital Outlay – Decrease associated with one-time purchases and projects completed
in fiscal year 2019-2020 primarily for new vehicles and the MMC Building B remodel
project.
3. Restricted – Costs in this line item are associated with restricted contingency items in the
Highway User Revenue Fund such as emergency road repair, storm damage repairs and
vehicles that will only be purchased if revenues collected are higher than anticipated.
4. General Fund – Decrease is associated with the completion of multiple projects including
the Council Chambers HVAC, the MMC Building B remodel, the purchases on new
vehicles and equipment to support new positions hired in fiscal year 2019-2020 and the
deferral of certain projects until future periods.
5. Highway User Revenue Fund – Decrease associated with the completion of the
extended pavement preservation program which included funding carried over from
fiscal year 2018-2019 and spent in 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.
2019-2020 Accomplishments
• Completed the Town’s Northwest Drainage Study
• Completed the Town’s first FEMA Community Assistance Visit in 10 years from
• Developed standardized special provisions for CIP projects
• Achieved a 15% cost savings to Marana residents for flood insurance by participating
in the Community Rating System
• Completed the feasibility of Sandario Road Drainage Improvements
• Completed the design for the next phase of Silverbell Road Sidewalks and
completed the construction of the first phase
• Completed the design of the new Courts Jury Assembly Room
• Completed the design of Cal Portland Shared Use Path
• Completed the design and began construction for Lon Adams Road
• Completed design and construction of Adonis Subdivision improvements
• Completed design and began construction of Avra Valley Road
• Completed design for Thornydale Road
• Completed the design and began construction of Tortolita Sidewalks
• Coordinated with developer for the design of Adonis Road
• Assisted Parks and Recreation with the developer design of Saguaro Bloom Park and
Gladden Farms Park
• Completed construction Camino de Oeste
• Completed construction Marana Main Street and Settlement Repair
• Completed construction on the CAP Trailhead
• Completed construction on Desert Traditions
• Completed Construction on Honea Heights Pocket Park
• Worked with Airport to assist in resolving contractual issues with the Project Manger
Development Engineering Sr. Executive Assistant
Environmental
Real Property
CIP Engineering
Construction Engineering
Town Engineer
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2020 – 2021 Goals & Objectives
• Complete Gladden Farms Hawk Signal
• Complete design of Sandario Road Drainage Improvements
• Complete design od Stingray Road
• Completed design and Construction of Twin Peaks – Sandario Intersection
• Complete construction of the next phase of Silverbell Road Sidewalks Complete
construction of the new Courts Jury Assembly Room
• Complete construction of Cal Portland Shared Use Path
• Complete construction of Lon Adams Road
• Complete construction of Avra Valley Road
• Complete construction of Thornydale Road
• Complete construction of Tortolita Sidewalks
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 Target
Commerce
To ensure that capital
improvement projects
advance the
community's economic
development goals
Percent of projects that
advance economic
development goals
100% 100%
Commerce
To 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% 32%
Commerce
To 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%
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OPERATING BUDGET SUMMARY
Expenditures by Category FY2018
Actual
FY2019
Actual
FY2020
Estimated
FY2021
Recommended Change
Personnel & Benefits $2,076,754 $1,943,108 $2,093,005 $2,105,862 $12,857
Contracted Services 86,476 411,693 130,666 90,235 Note 1 (40,431)
Operating Supplies & Equipment 64,196 59,380 55,817 44,306 (11,511)
Restricted Budget - - - 15,000 Note 2 15,000
Total by Category $2,227,426 $2,414,181 $2,279,488 $2,255,403 $(24,085)
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $2,227,426 $2,395,523 $2,279,488 $2,255,403 Note 3 $(24,085)
Highway User Revenue Fund - 18,658 - - -
Transportation Fund - - - - -
Northeast Benefit Area Impact Fee - - - - -
Total by Fund $2,227,426 $2,414,181 $2,279,488 $2,255,403 $(24,085)
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Town Engineer 1.00 1.00 1.00 1.00 -
Engineering Deputy Director 1.00 1.00 1.00 1.00 -
Traffic Division Manager 1.00 - - - -
Civil Engineer 1.00 1.00 - - -
Environmental Project Manager 1.00 1.00 1.00 1.00 -
Engineering Specialist 3.00 2.00 2.00 2.00 -
Engineering Aide 1.00 - - - -
Construction Manager - - - - -
Construction Inspector - 1.00 - - -
Development Engineering Division
Manager 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 -
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AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
CIP Program
CIP Engineering Division Manager 2.00 2.00 2.00 2.00 -
Project Manager 3.00 3.00 3.00 3.00 -
CIP Process Analyst 1.00 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 -
Real Property Acquisition Agent 1.00 1.00 - - -
Project Coordinator - CIP 1.00 1.00 1.00 1.00 -
Engineering Document Clerk 1.00 1.00 - - -
Real Property Clerk - - 1.00 1.00 -
Total Engineering 24.00 22.00 20.00 20.00 -
Budget Notes and Changes
1. Contracted Services – Decreases have been budgeted in multiple areas including
professional services for and travel and training in response to anticipated reduced
revenues in fiscal year 2020-2021 due to the pandemic.
2. Restricted Budget – This budget category is associated with restricted contingency
funding should unanticipated highly specialized engineering tasks be needed in the
fiscal year.
3. General Fund - Decreases have been budgeted in multiple areas including operating
supplies, professional services for and travel and training in response to anticipated
reduced revenues in fiscal year 2020-2021 due to the pandemic.
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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.
2019 – 2020 Accomplishments
• Design, Construction, and Opening of El Rio Preserve Observation Deck.
• Partnered with Pima County Department of Cultural Resources to have Installed new bus
parking lot at El Rio Preserve, and Town of Marana CIP installed crosswalk to provide access
to the adjacent Los Morteros Archeological site.
• Design, Construction, and Opening of Honea Neighborhood Park.
• Design, Construction, and completion of the Central Arizona Project Trailhead in conjunction
with Pima County.
• Ten year Parks and Recreation Master Plan 2020-2030 was approve during this fiscal year and
will be completed with a recommendation to Mayor and Council during the Fall of 2020.
• Created an 16 person 10 Year Parks and Recreation Department Master Plan Advisory
Committee consisting of a diverse group of Marana residents representing a variety of
stakeholder groups including youth sports, hiking and mountain biking, swimming, seniors,
and groups with environmental interests.
• Completed public outreach phase of 2020-2030 Marana Parks and Recreation Master Plan,
hosting public meetings in all three geographic areas of Marana. Through the public
engagement process 2,354 residents participated in our Master Plan Survey.
• Completed remodel of Ora Mae Harn Snack Bar, including new commercial grade
plumbing and sinks.
• Completed Landscape Renovation of MMC Courtyard including replacement of turf,
redesign of irrigation, and tree replacement, and grading and turf growth in MPD Basin.
• Continued maintenance enhancements to improve the quality of turf on athletic fields. This
was accomplished through an aggressive aerification program to improve turf health and
relieve soil compaction by adding deep tine aerification program period.
• Continued systematic improvements to diamond fields(baseball and softball fields) by
adding soil amendments, building bullpens and mounds, securing field enclosures, and
installing new Spring-flex outfield fences at Continental Ranch Community Park.
• Completed irrigation upgrades, running lines from Heritage River Park to Honea
Neighborhood Park, and finding a creative solution to run wire inside handrails along the
Loop SUP from El Rio Pocket Park to the El Rio Preserve.
Administration
Recreation
•Outdoor Paths/Trails, Sports/Aquatics
•Seniors, Community Enrichment
Park Maintenance
Parks & Recreation Director
95
• Purchased portable pitching mounds and installed them at various softball and baseball
fields throughout park system to expand availability of lighted fields.
• Recreation program enhancement, established a new revenue sharing IGA with Pima
County Natural Resources, Parks and Recreation to expand outdoor education services.
• Expanded recreation programming with the new Cape Chase Special Event, which was
awarded the 2019 Outstanding Adaptive Program Award from the Arizona Parks and
Recreation Association.
• 6 staff members successfully passed the Certified Park and Recreation Professional exam
administered by the National Recreation and Parks Association.
2020 – 2021 Goals and Objectives
• Completion of the 10 year Marana Parks and Recreation Master Plan 2020-2030 process.
• Gladden Farms Park, construct and open 2 soccer fields.
• Saguaro Bloom Community Park, construct and open phase 1.
• CalPortland Shared Use Path, construct and open 1.8 miles connecting Beard House to Avra
Valley Road. This will connect North Marana to the entire Loop.
• Partner with Marana Unified School District to host a district-wide environmental educational
program for elementary students at the El Rio Preserve.
• Replace all sprinkler heads with opposing nozzles at Continental Community Ranch
Neighborhood Community Park and Continental Reserve Park to provide consistent
inventory of irrigation equipment and improve quality of turf.
• Launch the #RunMarana Race Series rebrand.
• Open, promote, and program activities at the new CAP Trailhead.
• Promote and program activities at new Ora Mae Harn Park Pickleball courts.
96
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY2020 Target FY2021 Target
Progress and
Innovation
Create an efficient
method to schedule
Short Term Temporary
Staff to work activities
and events.
Implement scheduling
software that will allow
staff to select
assignments
independently
- 100%
Recreation
To provide high levels of
service to program
participants and public
Increase in enrollment in
recreation programs
throughout the Town
Increase total
enrollment by 15%
Increase total
enrollment by 15%
Recreation
To provide high quality,
entertaining recreation
activities and events for
seniors
Increase in number of
senior memberships
purchased
- 15%
Increase in number of
active Senior Program
members.
- 520
97
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $2,383,790 $2,486,831 $2,638,961 $2,814,381 Note 1 $175,420
Contracted Services 520,366 690,105 733,619 677,330 Note 2 (56,289)
Operating Supplies & Equipment 947,266 963,768 983,217 1,007,566 24,349
Capital Outlay 897,217 418,655 67,212 14,876 (52,336)
Restricted Budget - - - 73,341 Note 3 73,341
Total by Category $4,748,639 $4,559,359 $4,423,009 $4,587,494 $164,485
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $4,748,639 $4,559,359 $4,423,009 $4,587,494 $164,485
Total by Fund $4,748,639 $4,559,359 $4,423,009 $4,587,494 $164,485
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Parks - Administration
Parks & Recreation Director 1.00 1.00 1.00 1.00 -
Parks & Recreation Deputy Director 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Superintendent 1.00 1.00 1.00 1.00 -
Business Process Manager - - 1.00 1.00 -
Recreation Division
Recreation Coordinator 3.00 1.00 - - -
Recreation Supervisor - - 1.00 1.00 -
Recreation Programmer 2.00 1.00 1.00 1.00 -
Maintenance Division
Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 2.00 2.00 3.00 3.00 -
Irrigation Control Specialist 2.00 2.00 2.00 2.00 -
Assets Coordinator 1.00 1.00 1.00 1.00 -
Maintenance Associate III 11.00 10.00 10.00 10.00 -
Maintenance Associate II - 4.00 4.00 4.00 -
Maintenance Associate I - 5.00 5.00 5.00 -
Attendant 10.00 - - - -
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AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Aquatics Division
Recreation Coordinator - 1.00 - - -
Recreation Supervisor - - 1.00 1.00 -
Recreation Programmer - 1.00 1.00 1.00 -
Special Interests Division
Customer Service Representative 2.00 2.00 2.00 2.00 -
Recreation Coordinator 1.00 1.00 - - -
Recreation Supervisor - - 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
Outdoor Division
Recreation Coordinator - 1.00 - - -
Recreation Supervisor - - 1.00 1.00 -
Maintenance Associate III - 1.00 1.00 1.00 -
Maintenance Associate I - 1.00 1.00 1.00 -
Total Parks & Recreation 40.00 40.00 42.00 42.00 -
Budget Notes and Changes
1. Personnel & Benefits – Change associated with salary savings as the department
suspended short term temporary positions in fiscal year 2019-2020 while the Town closed
parks facilities and programs in response to the pandemic.
2. Contracted Services – Decrease associated with the Parks master plan as that project is
nearing completion and with the completion of other one-time projects including the
Pool repairs. Also, decreases have been budgeted in multiple areas including travel and
training in response to anticipated reduced revenues in fiscal year 2020-2021 due to the
pandemic.
3. Restricted – For the purchase of new equipment needed for the maintenance of new
soccer fields and the Saguaro Bloom park. The purchase depends on the timing of the
completion of the new facilities in fiscal year 2020-2021.
99
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.
2019 – 2020 Accomplishments
• Held five successful animal services programs for the community, bringing the total to
over 1,000 pets participating in Town programs in our first three years of Marana Animal
Services
• Held community electronic, paper shred, grease and Christmas tree recycling events
• We completed rehabilitation on seven qualifying homes that included AC units,
electrical upgrade, water heaters, and porch re-builds
• Added a covered bus shelter with pad site to the Sun Tran Express Route along Ina
• Provided 40 community dumpsters to the neighborhoods throughout the Town for
neighborhood cleanups
• Successfully utilized The Town’s Nextdoor social media platform to strengthen
communications with neighborhoods and residents
• Entered into the first contract with outside company for off-site shopping cart retrieval
throughout the Town
• Department staff participated in over 20 community events and meetings
• Partnered with the Marana Food Bank, MUSD and MHC Healthcare to host the Marana
Momentum Alliance Senior and Veteran’s Fair at the Community Center
2020 – 2021 Goals & Objectives
• Establish the Town’s first Property Preservation Code
• Continue to look for outside partners to bring new programs or community events to the
Town
CDBG
Housing Rehab
Colonia Cleanup
Neighborhood Outreach & Services
Transit Services
Code Enforcement Animal Services
Community & Neighborhood Services Director
100
• 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
• Increase opportunities and participation in the Community Restitution Program
• Improve communication of the Neighborhood Mediation Program to residents
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2020 Target FY 2021 Target
Community
To enhance the
community, protect
property values, and
engage the community
Increase the voluntary
compliance by property
owners on violation
notices
90% 93%
Tons of refuse collected
from utilization of the
Community Trailer by
residents/ communities
25 tons 45 tons
Tons of refuse collected
in community dumpsters
provided in
Neighborhoods
60 tons 60 tons
Commerce
To return lost pets to
owners without the need
for shelter intake
Number of pets
receiving services from
Town sponsored
microchipping,
vaccination, licensing,
spay & neuter clinics
200 pets 250 pets
YoY increase registered
users on Marana Pets
App
400 users 500 users
Return more pets to
owners than are taken
to shelter
55% 55%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $628,774 $693,309 $791,522 $796,991 $5,469
Contracted Services 165,426 161,021 163,242 185,090 21,848
Operating Supplies & Equipment 64,322 82,455 103,934 94,917 (9,017)
Capital Outlay 37,558 11,074 31,647 77,000 Note 1 45,353
Restricted Budget - - - 10,000 10,000
Total by Category $896,080 $947,859 $1,090,345 $1,163,998 $73,653
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OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
General Fund $896,080 $947,859 $1,090,345 $1,163,998 $73,652
Community Development Block
Grant - - - - -
Revolving Affordable Housing Fund - - - - -
Total by Fund $896,080 $947,859 $1,090,345 $1,163,998 $73,653
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Community Neighborhood Services
Director 1.00 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 -
Community Services Specialist - 1.00 - - -
Executive Assistant - - 1.00 1.00 -
Code Enforcement
Chief Code Enforcement & Animal
Control Officer 1.00 1.00 1.00 1.00 -
Code Enforcement Officer II 1.00 1.00 1.00 1.00 -
Code Enforcement Officer I - - 1.00 1.00 -
Animal Services
Animal Control Officer 3.00 3.00 3.00 3.00 -
Total Community & Neighborhood
Services 8.00 9.00 10.00 10.00 -
Budget Notes and Changes
1. Capital Outlay – Increase associated the purchase and equipping of a new truck to
meet current animal control operational needs as current equipment is aging.
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WATER
Department Overview
Marana Water 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.
2019 – 2020 Accomplishments
• Replaced over five hundred water meters as part of the aging meter program
• Installed over four hundred water meters to accommodate new growth
• Completed a multi-year rate and fee study; implemented new water rates and fees
• Completed an Automated Meter Infrastructure (AMI) pilot study
• Expanded public outreach to Instagram
• Offered online start/stop service forms to acquire more accurate information from
customers and increase efficiencies
• Completed design and began construction of Picture Rocks and Airline/Lambert Water
Treatment Campuses for the removal of unregulated compounds
• Rehabilitated the Cortaro East and Hartman Wells
• Completed the design of the Tangerine W+ to X-Zone Booster Station and PRV
• Designed and drilled the Marana Park Well to meet growth and water quality goals
• Recharged approximately 600 acre-feet of treated effluent in FY 2020 (ongoing)
• Began design of the Continental Reserve 24-inch Tie-In to connect the Hartman Vistas
and Picture Rocks water systems
• Continued design of the Northwest Recharge, Recovery, and Delivery System (NWRRDS)
in partnership with other water providers in the region
• Continued implementation of the asset management program by converting paper
processes to an electronic format increasing efficiencies
• Completed electrical system upgrades at the Honea West well site to meet current
safety guidelines and provide efficiencies
• Continued partnerships with other local community water suppliers
Capital Improvements
Regulatory
Water Delivery, Production & Quality
Customer Service & Engagement
Water Director
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2020 – 2021 Goals & Objectives
• Continue meter replacement program; replace 400-500 meters
• Complete the design of the Continental Reserve 24-inch Tie-in
• Complete construction of the Amole Well electrical upgrade
• Complete rehabilitation of that Sandario Well
• Equip Marana Park Well
• Complete design and construction of the new Marana Park Reservoir
• Complete construction of the Tangerine W+ to X Zone Booster Station and PRV
• Continue design and begin construction of the Northwest Recharge and Recovery
Delivery System with Metro Water and Oro Valley
• Complete construction and begin operation of the Picture Rocks and Airline/Lambert
Water Treatment Campuses
• Begin the update to the Potable Water Master Plan
• Continue implementation of the asset management program
• Continue to replace the current SCADA system with updated infrastructure based on
recommendations from the SCADA Master Plan
• Continuously develop and implement a conservation based messaging campaign for
customer base
• Select and implement a new Customer Information System
• Continue forward with AMI implementation system-wide
• Upgrade our meter reading software
• Transition all customer service work orders to digital format
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2020 Target FY 2021
Target
Community
Continuous increase in
number of water
customers
Number of new water
customers 400 541
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% 4.5%
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OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $1,889,563 $1,747,854 $1,906,302 $2,287,468 Note 1 $381,166
Contracted Services 1,400,557 1,328,532 1,787,364 1,813,273 25,909
Operating Supplies & Equipment 1,382,167 1,623,730 1,876,482 1,783,971 Note 2 (92,511)
Restricted Budget - - - 258,350 Note 3 258,350
Total by Category $4,672,287 $4,700,116 $5,570,148 $6,143,062 $572,914
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY2018
Actual
FY2019
Actual
FY2020
Estimated
FY2021
Recommended Change
Water Operating Fund $4,672,287 $4,700,116 $5,570,148 $6,143,062 $572,914
Total by Fund $4,672,287 $4,700,116 $5,570,148 $6,143,062 $572,914
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 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 Supervisor - - - 1.00 1.00
Water Quality Specialist - 1.00 1.00 - (1.00)
Water Quality Technician 1.00 - 2.00 2.00 -
Water Construction Inspector 1.00 1.00 1.00 1.00 -
Electrician - - - 1.00 1.00
Water Mechanic 1.00 - - - -
Water Operator III 2.00 2.00 2.00 2.00 -
Water Operator II 6.00 6.00 6.00 7.00 1.00
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 2.20 2.60 2.60 -
SCADA Administrator 1.00 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 -
Water Operations Manager 1.00 1.00 1.00 1.00 -
Total Water Department 24.00 25.20 27.60 29.60 2.00
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Budget Notes and Changes
1. Personnel & Benefits – Increase associated with the addition of a new Electrician and
Water Operator II position for fiscal year 2020-2021 to aid in the operation and
maintenance of the two new Water Treatment Campuses. These positions are
anticipated to be hired in January 2021. The change is also due to turnover in positions
which resulted in salary savings in fiscal year 2019-2020.
2. Operating Supplies & Equipment – Decrease associated to reduced developer
reimbursements during fiscal year 2020-2021.
3. Restricted – For unanticipated expenses during fiscal year 2020-2021, including
emergency water hauling in case of emergency caused by a well failure which would
require the department to hall water in order to continue providing service to existing
customers.
106
WATER RECLAMATION
Department Overview
Marana Water 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.
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.
2019 – 2020 Accomplishments
• Completed construction of the Marana Water Reclamation Facility (official final
completion date was 4/19/19)
• Aquifer Protection Permit Amendment (Clean closure of package plants, Headworks, &
Clarifiers) was realized
• Implemented asset management program utilizing a Computerized Maintenance
Management System (CMMS). To date, 50% of Water Reclamation Facility (WRF) and
80% of sewer conveyance system assets have been downloaded into Cartegraph and
PM work orders are being auto-generated
• Updated Continuity of Operations Plan (COOP) for the WRF and collection system
• Rehabilitated the Adonis conveyance system, and realized 100% design for new Lift
Station and Force Main to connect to Marana regional sewer system
• Cleaning of sewer mains, CCTV, and manhole inspections were performed in all the
Gladden Farms subdivisions
• Odor control measures (carbon pillows in manholes) were applied on the
Tangerine/Downtown Phase II alignment. This sewer alignment receives sanitary sewer
flows from Saguaro Bloom and Rillito Vista Subdivisions.
• Completed a multi-year rate and fee study; implemented new sewer rates and fees
2020 – 2021 Goals & Objectives
• Vector control program all of sanitary sewer system (all manholes every other year per
CMOM).
• 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 construction of the Adonis Sewer lift station and force main.
• Continue to implement the asset management program utilizing a Computerized
Maintenance Management System (CMMS).
Capital Improvements
Regulatory
Wastewater Treatment
& Collection
Customer Service & Engagement
Water Director
107
• Clean, CCTV, and manhole inspections of the next quarter in the rotation of the sanitary
sewer conveyance system (~15 miles).
• SCADA upgrades for the Lift Stations (Saguaro Bloom & Rillito Vista).
• Rehab/Upgrade of the Airport Lift Station and sewer infrastructure.
• Rehab/Upgrade of the Rillito Vista Lift Station.
• Remove and replace end of service life manholes on Sanders Rd, Marana Rd., and
Stingray Rd.
• Permanent Odor Control measures applied at the Saguaro Bloom Lift Station and Rillito
Vista Lift Station that flows into the Tangerine/Downtown Phase II alignment.
• Review and update of Capacity, Management, Operations and Maintenance (CMOM)
Plan.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 Target
Community
Continuous increase in
number of sewer
customers
Number of new sewer
customers 320 351
Community
Provide resources
necessary to 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 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $351,378 $537,218 $535,192 $583,306 Note 1 $48,114
Contracted Services 647,235 269,360 538,887 427,000 Note 2 (111,887)
Operating Supplies & Equipment 132,773 157,019 353,633 302,800 Note 3 (50,833)
Capital Outlay - - 70,364 - Note 4 (70,364)
Restricted Budget - - - 321,000 Note 5 321,000
Total by Category $1,131,386 $963,596 $1,498,076 $1,634,106 $136,030
108
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY2021
Recommended Change
Water Reclamation Operating Fund $1,131,386 $963,596 $1,498,076 $1,634,106 $136,030
Total by Fund $1,131,386 $963,596 $1,498,076 $1,634,106 $136,030
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
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 2.00 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 1.00 -
Associate Water Reclamation
Mechanic - 1.00 1.00 1.00 -
Total Water Reclamation
Department 5.00 7.00 7.00 7.00 -
Budget Notes and Changes
1. Personnel & Benefits – Change associated with salary savings realized in fiscal year 2019-
2020 due to turnover in executive and managerial positions. Further, as new employees
were promoted or hired at lower salaries we anticipate some savings in fiscal year 2020-
2021 as compared to budgeted fiscal year 2019-2020 salaries.
2. Contracted Services – Decreases are associated with a reduction in budget capacity for
certain system repairs that may be repaired based on the availability of funds. Such
funds have been moved restricted in the department’s budget. Also, some decreases
have been budgeted in other areas including travel and training in response to
anticipated reduced revenues in fiscal year 2020-2021 due to the pandemic.
3. Operating Supplies & Equipment – Decrease associated with reduced electrical costs for
the operation of the recently constructed water reclamation facility.
4. Capital Outlay – Decrease associated with purchases of vehicles and equipment that
took place in fiscal year 2019-2020. Such purchases were not deemed necessary for
fiscal year 2020-2021.
5. Restricted – Expenses for system repairs and upgrades, including manhole replacement
were restricted and may be released and made available for spending upon
confirmation of funding availability.
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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
promotes the aviation 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 Administration Grants and State ADOT 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
2019 – 2020 Accomplishments
• Applied and accepted into Federal Contract Tower program.
• Awarded three ADOT grants:
o Runway 30 Safety Area Improvement Study ($150,000) – Runway 30 has an
inadequate safety area. This study will determine which type of mitigation option is
Operations Supervisor
Senior Maintenance Associate
Airport Director
110
most cost effective. Options include re-aligning Avra Valley Rd., shifting the runway
to the northwest, installing an EMAS (Engineered Material Arrestor System), using
declared distances and a displaced threshold.
o Replace Runways 12-30 and Runways 3-21 MIRLs, Airport Beacon, and PAPIs Design
($175,000) – This project is for the design phase of replacing all of the runway lighting
MIRLs (medium intensity runway lights) with a new efficient LED system, PAPIs
(precision approach path indicator), and airport beacon light tower. All of the
existing lights are approaching the end of their 20 year useful life.
o Electrical Vault Equipment Replacement ($50,000) – The airport’s electrical vault
houses all of the airport’s electrical equipment and regulators. This grant will fund the
replacement of some of the older, malfunctioning components.
• Selected Dibble Engineering as airports on call engineer and planner for up to a 5 year
period.
• Ongoing marketing of available airport land parcels for additional business
development.
• Completed $6 million pavement reconstruction project. This project started in December
2018 and was completed in December 2019. The project entailed the complete
reconstruction of 6.5 million square feet of airport ramp and taxiway pavement of the
airport’s terminal ramp, general aviation parking ramp, south hangar ramp, a new jet
parking ramp, and 1,600 feet of Taxiway B.
• Crack sealed Runways 12/30 and 3/21.
2020 – 2021 Goals & Objectives
• Continue searching and securing funding for the necessary air traffic control tower
projects.
• Complete three ADOT grant projects.
• Continue to work with developers interested in individual and corporate hangar
development.
• Market land parcels available for additional business development.
• Conduct airport open house event (November 2020).Rehab/Upgrade of the Airport Lift
Station and sewer infrastructure.
• Rehab/Upgrade of the Rillito Vista Lift Station.
• Remove and replace end of service life manholes on Sanders Rd, Marana Rd., and
Stingray Rd.
• Permanent Odor Control measures applied at the Saguaro Bloom Lift Station and Rillito
Vista Lift Station that flows into the Tangerine/Downtown Phase II alignment.
• Review and update of Capacity, Management, Operations and Maintenance (CMOM)
Plan.
111
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure FY 2020 Target FY 2021 Target
Commerce Increase land lease
income
Lease revenue
$275,000 $273,000
Commerce
Increase airport
corporate jet
operations
Corporate jet
operations 1,500 1,600
Commerce Develop new airport
hangars
Increase economic
impact of airport 35% 25%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Personnel & Benefits $277,869 $257,773 $287,211 $290,663 $3,452
Contracted Services 550,181 113,691 99,719 83,465 Note 1 (16,254)
Operating Supplies & Equipment 57,834 81,971 59,120 60,850 1,730
Capital Outlay - - 30,000 - Note 2 (30,000)
Restricted Budget - - - 125,000 Note 3 125,000
Total by Category $885,884 $453,435 $476,050 $559,978 $83,928
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Airport Fund $885,884 $453,435 $476,050 $559,978 $83,928
Total by Fund $885,884 $453,435 $476,050 $559,978 $83,928
112
AUTHORIZED POSITIONS
FY 2018
Actual
FY 2019
Actual
FY 2020
Estimated
FY 2021
Recommended Change
Airport Director 1.00 1.00 1.00 1.00 -
Airport Operations Supervisor 1.00 1.00 1.00 1.00 -
Maintenance Associate III 1.00 1.00 1.00 1.00 -
Total Airport Operations 3.00 3.00 3.00 3.00 -
Budget Notes and Changes
1. Contracted Services – Decreases are associated with the completion or deferral of one-
time projects to future periods. Also, some areas including maintenance and travel and
training were reduced in response to anticipated reduced revenues in fiscal year 2020-
2021 due to the pandemic.
2. Capital Outlay – Decrease associated with the purchase of equipment in fiscal year
2019-2020. There are no plans to capital purchases in fiscal year 2020-2021.
3. Restricted – For outstanding contractual obligations that may come due in fiscal year
2020-2021.
113
114
OPERATING CAPITAL AND PROJECTS
115
116
Operating Capital and Projects
Operating capital and projects capture costs associated with the repair and
maintenance of capital assets, replacement of equipment, 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 70,000
Total for Town Clerk $70,000
Human Resources
Employee appreciation and recognition events 21,380
Rewards and recognition program 28,000
Tuition reimbursement program 25,000
Total for Human Resources $74,380
Finance
Cartegraph database structure analysis 25,000
Total for Finance $25,000
Technology Services
Ortho photography for digital mapping 27,000
Hardware for Munis upgrade 17,000
Fiber cabling repair at the MOC 25,000
Police Mobile Data Computer (MDC) replacement 122,000
Total for Technology Services $191,000
Engineering
Way finding kiosks 10,000
Total for Engineering $10,000
Police (all RICO funded)
Drone program (two drones, computer, training and insurance) 45,000
Dispatch furniture console replacement 200,000
SWAT ballistic vest replacements 25,000
Microsoft Word and Excel conversion for MDC’s 25,000
Recording system upgrade for communications/dispatch 33,480
ASAP2PSAP Spillman add-on 27,000
Total for Police $355,480
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Operating Capital and Projects
Manager
Recommended
Public Works – Facilities Division
Janitorial supplies and services related to COVID-19 response 10,000
Building B conference table and chairs 13,000
Total for Public Works – Facilities Division $23,000
Parks and Recreation – Parks Maintenance Division
Sand filter replacements at splash pad and pool 6,000
Concession stand sink and plumbing improvements 10,000
200 gallon slide-in skid sprayer 14,876
Groundmaster 4500-D mower 73,341
Total for Parks and Recreation – Parks Maintenance Division $104,217
Community and Neighborhood Services
New Animal Control truck 1/2ton with box, lights and radio 77,000
Total for Public Works – Streets Maintenance (HURF) $77,000
Water Operating
Treatment campuses startup and initial filtration supplies 50,000
New utility billing software system 100,000
Sandario well rehab 140,000
Recharge facility fencing and erosion control 20,000
Unit 2005 - 2009 Ford F350 4x4 with utility bed; Replace with
Equivalent 63,500
Unit 716 - 2000 Carson dump trailer; Replace with Equivalent 16,800
Unit 726 - 2003 Vermeer E550 excavator; Replace with
Equivalent 72,500
Total for Water Operating $462,800
Wastewater Operating
Lift station inspection and maintenance 118,000
Sewer manhole replacements at certain locations 203,000
Total for Wastewater Operating $321,000
Vehicle Purchases related to New Positions
Vehicles for 2 Water positions 114,000
Total for Vehicle Purchases related to New Positions $114,000
Vehicle Replacements*
Unit 526 - 2010 Tahoe PPV; Replace with PPV Tahoe 68,900
Unit 531 - 2011 Crown Vic; Replace with PPV Tahoe 68,900
118
Operating Capital and Projects
Manager
Recommended
Unit 546 - 2011 Tahoe PPV; Replace with PPV Tahoe 61,300
Unit 551-2011 Crown Vic-K9; Replace with PPV Tahoe K9 72,500
Unit 553-2011 Crown Vic; Replace with PPV Tahoe 68,900
Unit 556-2011 Crown Vic. Replace with PPV Tahoe 68,900
Unit 560-2011 Crown Vic; Replace with PPV Tahoe 68,900
Unit 561-2011 Crown Vic; Replace with PPV Tahoe 68,900
Unit 562-2011 Crown Vic; Replace with PPV Tahoe 68,900
Unit 563-2011 Crown Vic; Replace with PPV Tahoe 68,900
Unit 575-2013 Chevy Caprice; Replace with Durango Pursuit 65,400
Unit 585-2013 Chevy Caprice; Replace with PPV Tahoe 68,900
Unit 588-2007 Infiniti M35 Sedan; Replace with van 48,500
Unit 120-2006 Toyota Camry; Replace with equivalent or SUV 33,500
Unit 8804-2009 Kubota RTV; Replace with Equivalent 15,500
Total for Vehicle Replacements $916,800
Grand Total $ 2,744,677
* Vehicle Replacements reflect the use of replacement dollars set aside in previous fiscal years
and reflect the organization’s commitment in ensuring employees have safe and reliable
vehicles and equipment needed to provide a high level of service. Some vehicle replacements
may be necessary early in the fiscal year but most replacements will be ordered based on
economic conditions.
119
Capital Projects
The following projects and initiatives are being considered in the 2020-2021 fiscal year
budget process and are currently factored in when calculating the estimated ending
fund balance for fiscal year 2020-2021. It should be noted that new project requests
amounting to $1.750 million were deferred to future periods due to the financial
uncertainty caused by the pandemic.
Project Description
Manager
Recommended
Visitor’s Center Remodel
Funding to remodel building in
preparation to lease to
Chamber of Commerce 483,161
MMC Court’s Remodel Addition*
Funding to add Jury Court
room to address space and
legal confidentiality issues 138,764
MMC Building A Waterproofing
and Drainage Improvements
Funding to address water
related damage to MMC
Building A 126,125
Total for General Fund $748,050
*Additional funding of $400,000 is budgeted for the MMC Court’s remodel addition project from
the Court’s Local Technology Fund.
120
CARRY FORWARD REQUESTS
121
122
Carry Forward Requests
The following items were requested for carry forward into the recommended fiscal year
2020-2021 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. It should be noted that carry forward funding for certain projects
was discontinued due to the economic uncertainty caused by the pandemic.
Those projects may be considered in the future.
Carry Forward Requests
Manager
Recommended
Technology Services
New permitting, code enforcement, business licensing software
system 82,500
Total for Technology Services $82,500
Public Works – Facilities Division
MOC campus remodel 70,000
Visitor’s Center remodel 483,161
MMC Courts remodel addition* 138,764
Total for Public Works – Facilities Division $691,925
Engineering – CIP Division
Drainage study 27,000
Total for Engineering – CIP Division $27,000
Parks and Recreation – Parks Maintenance Division
Parks Master Plan 110,000
Total for Parks and Recreation – Parks Maintenance Division $110,000
General Fund Total $911,425
Wastewater Operating
Utility Billing Software 100,000
Total for Wastewater Operating $100,000
*Additional funding of $400,000 is budgeted for the MMC Court’s remodel addition project from
the Court’s Local Technology Fund.
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124
AUTHORIZED PERSONNEL
125
126
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetTown ManagerTown Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant to the Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk1.00 1.00 1.00 - - - - Assistant to the Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Representative1.00 1.00 1.00 2.00 - - - Communication and Marketing DivisionCommunications Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Communications Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer1.00 1.00 1.00 1.50 1.50 1.50 1.50 Marketing & Design Associate (Tourism & Marketing)0.50 0.50 0.50 - - - - Special Events DivisionSpecial Events Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Special Events Programmer- 1.00 1.00 1.00 1.00 1.00 1.00 Total Town Manager Office12.50 13.50 13.50 13.50 11.50 11.50 11.50 Town ClerkTown Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Clerk2.00 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 5.00 127
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetHuman ResourcesHuman Resources Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Sr. Human Resources Analyst2.00 2.00 2.00 2.00 2.00 2.00 2.00 Human Resources Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Safety DivisionEmergency Management and Safety Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Human Resources7.00 7.00 7.00 7.00 7.00 7.00 7.00 FinanceFinance Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Revenue & Customer Manager- - - - 1.00 1.00 1.00 Budget Analyst1.00 1.00 1.00 1.00 1.00 1.00 - Payroll Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Procurement Officer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Procurement Agent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Grants Manager- 1.00 1.00 1.00 1.00 1.00 1.00 Senior Accountant2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Accounting Associate1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Budget Analyst- - - - - - 1.00 Accounting Associate0.75 0.75 0.75 0.75 0.75 0.75 0.75 Tax & License Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant0.50 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 2.00 2.00 Total Finance 12.25 12.25 12.25 12.25 16.25 16.25 16.25 128
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetLegal DepartmentTown Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Assistant Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Document Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant0.50 0.50 0.50 0.50 0.50 0.50 0.50 Associate Town Attorney- - 1.00 1.00 1.00 1.00 1.00 Total Legal Department6.50 6.50 7.50 7.50 7.50 7.50 7.50 Technology ServicesTechnology Services Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Manager2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Network Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Network Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Database Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Software Developer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 GIS Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Analyst1.00 1.00 1.00 2.00 2.00 2.00 2.00 Technology Support Specialist II2.00 2.00 2.00 2.00 2.00 2.00 2.00 Technology Support Specialist I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Analyst1.00 1.00 1.00 - - - - Total Technology Services14.00 14.00 14.00 14.00 14.00 14.00 14.00 129
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetOffice of Economic & Tourism DevelopmentDirector of Economic and Tourism Development1.00 1.00 1.00 1.00 1.00 1.00 1.00 Tourism & Marketing Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Economic Development Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer- - - 0.50 0.50 0.50 0.50 Marketing & Design Associate (Tourism & Marketing)0.50 0.50 0.50 - - - - Total Office Economic & Tourism Development3.50 3.50 3.50 3.50 3.50 3.50 3.50 Community & Neighborhood ServicesCommunity & Neighborhood Services Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Grants & Housing Coordinator1.00 - - - - - - Community Outreach Coordinator- 1.00 1.00 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Specialist- - - 1.00 1.00 - - Executive Assistant- - - - 1.00 1.00 Code Enforcement DivisionCode Enforcement Official1.00 - - - - - - Chief Code Enforcement & Animal Control Officer- 1.00 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer II2.00 1.00 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer I- - - - 1.00 1.00 1.00 Animal Services DivisionAnimal Control Officer2.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Community & Neighborhood Services8.00 8.00 8.00 9.00 10.00 10.00 10.00 130
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetDevelopment Services Development Services AdministrationDevelopment Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Supervisor- - - - - 1.00 1.00 Business Process Analyst- 1.00 1.00 1.00 1.00 - - Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Building SafetyBuilding Safety Director- - - - - - - Chief Building Official- 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Building Official- - - 1.00 1.00 1.00 1.00 Building Safety Manager1.00 1.00 1.00 - - - - Chief Building Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Building Safety Coordinator1.00 - - - - - - Senior Plans Examiner1.00 2.00 2.00 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 3.00 3.00 2.00 2.00 2.00 2.00 Building Inspector I 1.00 1.00 1.00 1.00 1.00 1.00 2.00 Permit Clerk3.00 3.00 3.00 3.00 3.00 3.00 2.00 Development Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Planning Planning Director1.00 1.00 1.00 - - - - Environmental Project Manager1.00 1.00 1.00 - - - - Principal Planner1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Planner4.00 4.00 4.00 5.00 5.00 5.00 5.00 Business Process Analyst1.00 - - - - - - Development Coordinator1.00 - - - - - - Total Development Services Department 23.00 23.00 23.00 22.00 22.00 22.00 22.00 131
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetEngineeringTown Engineer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Division Manager1.00 1.00 1.00 - - - - Civil Engineer1.00 1.00 1.00 1.00 - - - Environmental Project Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Specialist3.00 3.00 3.00 2.00 2.00 2.00 2.00 Engineering Aide1.00 1.00 1.00 - - - - Construction Manager2.00 - - - - - - Construction Inspector- - - 1.00 - - - Development Engineering Division Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Development Coordinator- 1.00 1.00 1.00 1.00 1.00 1.00 Senior Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Capital Improvement ProgramCIP Engineering Division Manager2.00 2.00 2.00 2.00 2.00 2.00 2.00 Project Manager1.00 3.00 3.00 3.00 3.00 3.00 3.00 CIP Process Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Construction Inspector2.00 2.00 2.00 2.00 3.00 3.00 3.00 Right of Way Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Real Property Acquisition Agent1.00 1.00 1.00 1.00 - - - Project Coordinator - CIP2.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Document Clerk1.00 1.00 1.00 1.00 1.00 - - Real Property Clerk- - - - - 1.00 1.00 Total Engineering24.00 24.00 24.00 22.00 20.00 20.00 20.00 132
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetPoliceChief of Police1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief of Police1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Captain1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Lieutenant2.00 2.00 2.00 2.00 2.00 2.00 3.00 Police Sergeant11.00 11.00 11.00 11.00 11.00 11.00 13.00 Police Officer71.00 71.00 71.00 71.00 74.00 74.00 66.00 Police Detective- - - - - - 5.00 Police Records Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Telecommunications Manager- - - 1.00 1.00 1.00 1.00 Police Telecommunications Supervisor2.00 2.00 2.00 1.00 1.00 1.00 1.00 Dispatcher12.00 12.00 13.00 13.00 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 Clerk4.00 4.00 4.00 4.00 4.00 4.00 4.00 Crime Scene Property & Evidence Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Property & Evidence Records Clerk- - 1.00 1.00 1.00 1.00 1.00 Crime Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Crime Scene Specialist3.00 3.00 3.00 3.00 3.00 3.00 3.00 Administrative Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk- - 1.00 1.00 1.00 1.00 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Police Department115.00 115.00 118.00 118.00 121.00 121.00 121.00 133
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetCourtsTown Magistrate1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Operations Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Probation Monitor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Security Officer2.00 2.00 2.00 2.00 2.00 2.00 2.00 Court Collections Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Courtroom Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Courtroom Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Clerk4.00 3.00 3.00 3.00 3.00 3.00 3.00 Senior Court Clerk- 1.00 1.00 1.00 1.00 1.00 1.00 Total Courts14.00 14.00 14.00 14.00 14.00 14.00 14.00 Public WorksPublic Works AdministrationPublic 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 1.00 1.00 Traffic Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Response Manager1.00 - - - - - - Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Lead Fleet Technician1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Mechanic1.00 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 I1.00 1.00 1.00 1.00 1.00 1.00 1.00 134
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetPublic Works, continuedStreets DivisionSuperintendent 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 1.00 1.00 Signs & Markings Technician1.00 - - - - - - Signs & Marking Specialist- - - 1.00 1.00 1.00 1.00 Public Works Supervisor2.00 2.00 2.00 2.00 2.00 2.00 2.00 Equipment Operator II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Operator I2.00 2.00 2.00 2.00 3.00 3.00 3.00 Maintenance Associate II4.00 3.00 3.00 4.00 4.00 4.00 4.00 Assets Coordinator- 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III7.00 7.00 7.00 7.00 7.00 7.00 7.00 Maintenance Associate I2.00 2.00 2.00 1.00 1.00 1.00 1.00 Engineering Aide- - - 1.00 1.00 1.00 1.00 Engineering Specialist- - - 1.00 1.00 1.00 1.00 Facilities DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Tradesman- 1.00 2.00 2.00 2.00 2.00 2.00 Facilities Technician III1.00 - - - - - - Facilities Technician II1.00 1.00 1.00 1.00 2.00 2.00 2.00 Facilities Technician I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Public Works Department38.00 38.00 39.00 41.00 44.00 44.00 44.00 Parks & RecreationAdminParks and Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks and Recreation Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Superintendent- 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Manager- - - - 1.00 1.00 1.00 135
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetParks & Recreation, continuedRecreation DivisionRecreation Coordinator 3.00 3.00 1.00 1.00 1.00 - - Recreation Supervisor- - - - - 1.00 1.00 Recreation Programmer2.00 2.00 1.00 1.00 1.00 1.00 1.00 Business Services Coordinator1.00 - - - - - - Recreation Assistant1.00 - - - - - - Maintenance DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Supervisor2.00 2.00 2.00 2.00 3.00 3.00 3.00 Irrigation Control Specialist1.00 2.00 2.00 2.00 2.00 2.00 2.00 Assets Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III12.00 11.00 10.00 10.00 10.00 10.00 10.00 Maintenance Associate II- - - 4.00 4.00 4.00 4.00 Maintenance Associate I- - - 5.00 5.00 5.00 5.00 Attendant10.00 10.00 9.00 - - - - Aquatics DivisionRecreation Coordinator- - 1.00 1.00 1.00 - Recreation Supervisor- - - - - 1.00 1.00 Recreation Programmer- - 1.00 1.00 1.00 1.00 1.00 Special Interests DivisionCustomer Service Representative2.00 2.00 2.00 2.00 2.00 2.00 2.00 Recreation Coordinator1.00 1.00 1.00 1.00 1.00 - - Recreation Supervisor- - - - - 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Outdoor DivisionRecreation Coordinator- - 1.00 1.00 1.00 - - Recreation Supervisor- - - - - 1.00 1.00 Maintenance Associate III- - 1.00 1.00 1.00 1.00 1.00 Maintenance Associate I- - 1.00 1.00 1.00 1.00 1.00 Total Parks Department41.00 40.00 40.00 40.00 42.00 42.00 42.00 136
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetWater DepartmentWater Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Business Services Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Distribution Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Production Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Resource Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Quality Supervisor- - - - - - 1.00 Water Quality Specialist- - - 1.00 1.00 1.00 - Water Quality Technician1.00 1.00 1.00 - 2.00 2.00 2.00 Water Construction Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Electician- - - - - - 1.00 Water Mechanic1.00 1.00 - - - - - Water Operator III1.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Operator II 7.00 6.00 6.00 6.00 6.00 6.00 7.00 Water Operator I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Civil Engineer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Billing Specialist2.00 2.00 2.20 2.20 2.60 2.60 2.60 SCADA Administrator- 1.00 1.00 1.00 1.00 1.00 1.00 Water Technology Coordinator1.00 - - - - - - Water Technology Support Specialist II- - 1.00 1.00 1.00 1.00 1.00 Assets Coordinator- - 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 Water Operations Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Water Department 24.00 24.00 25.20 25.20 27.60 27.60 29.60 137
MANAGER'S RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2020 - 20212018 2018 2019 2019 2020 2020 2021Adopted Actual Adopted Actual Adopted Estimated BudgetWaste Water DepartmentWater Reclamation Operations Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Chief Water Reclamation Operator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Operator II2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Reclamation Operator I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Mechanic- - 1.00 1.00 1.00 1.00 1.00 Associate Water Reclamation Mechanic- - 1.00 1.00 1.00 1.00 1.00 Total Waste Water Department5.00 5.00 7.00 7.00 7.00 7.00 7.00 Airport Operations Airport Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Airport Operations Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III- 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate1.00 - - - - - - Total Airport Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 TOTAL TOWN AUTHORIZED POSITIONS355.75 355.75 363.95 363.95 375.35 375.35 377.35 138
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