Loading...
HomeMy WebLinkAboutFY 2019-2020TOWN OF MARANA, ARIZONA ANNUAL BUDGET For the Fiscal Year July 1, 2019 – June 30, 2020 TOWN OF MARANA LEADERSHIP TOWN COUNCIL Ed Honea, Mayor Jon Post, Vice Mayor Herb Kai, Council Member John Officer, Council Member Roxanne Ziegler, Council Member Patti Comerford, Council Member Dave Bowen, Council Member MANAGEMENT STAFF Jamsheed Mehta, Town Manager Erik Montague, Deputy Town Manager Vacant, Assistant Town Manager SENIOR STAFF Keith Brann, Town Engineer Frank Cassidy, Town Attorney Cherry Lawson, Town Clerk Yiannis Kalaitzidis, Finance Director Curry Hale, Human Resources Director Mohammad El-Ali, Public Works Director Isaac Abbs, Technology Services Director Jason Angell, Development Services Director Laine Sklar, Town Magistrate Trudi Shumate, Court Administrator Terry Rozema, Chief of Police Steve Miller, Airport Director Scott Schladweiler, Interim Water Director Jim Conroy, Parks & Recreation Director Lisa Shafer, Community & Neighborhood Services Director 1 DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the Town of Marana, Arizona, for its annual budget for the fiscal year beginning July 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 2 TABLE OF CONTENTS Introduction: Town Leadership ..................................................................................................................... 1 Distinguished Budget Presentation Award ......................................................................... 2 Table of Contents ................................................................................................................... 3 Budget Message ..................................................................................................................... 5 Mayor & Town Council .......................................................................................................... 9 Town Organization Chart .................................................................................................... 13 Community Profile & Demographics ................................................................................. 14 Town Map .............................................................................................................................. 17 Strategic Plan Summary ...................................................................................................... 21 Budget Summary: The Budget Policies & Process ............................................................................................ 25 Budget Calendar .................................................................................................................. 30 Financial Policies ................................................................................................................... 31 Budget Summary .................................................................................................................. 34 Revenue Summary ............................................................................................................... 36 Expenditure Summary .......................................................................................................... 48 Staffing Summary .................................................................................................................. 49 Projection of Financial Condition by Fund Group ........................................................... 51 Departmental Budgets: Department Summary ......................................................................................................... 59 Mayor & Town Council ........................................................................................................ 61 Town Manager ...................................................................................................................... 63 Town Clerk ............................................................................................................................. 69 Human Resources ................................................................................................................. 72 Finance .................................................................................................................................. 76 Legal ....................................................................................................................................... 80 Technology Services ............................................................................................................ 84 Office of Economic Development and Tourism .............................................................. 87 3 Development Services ......................................................................................................... 91 Police ...................................................................................................................................... 97 Courts ................................................................................................................................... 101 Public Works ........................................................................................................................ 105 Engineering .......................................................................................................................... 112 Parks & Recreation ............................................................................................................. 116 Community Development & Neighborhood Services .................................................. 120 Water .................................................................................................................................... 124 Water Reclamation ............................................................................................................ 127 Airport ................................................................................................................................... 130 Capital Improvement Plan: Capital Improvement Program ........................................................................................ 135 Schedule of 5-year Capital Improvement Plan ............................................................. 138 Administration & Budget Impacts of Capital Improvement Plan ................................ 141 Capital Improvement Project Sheets .............................................................................. 142 Capital Improvement Project Sheets – Road Infrastructure ........................................... 142 Capital Improvement Project Sheets – Park & Park Related .......................................... 153 Capital Improvement Project Sheets - Airport .................................................................. 156 Capital Improvement Project Sheets – Water .................................................................. 159 Capital Improvement Project Sheets – Water Reclamation .......................................... 164 Supplemental Schedules: Revenue Schedule ............................................................................................................. 167 Expenditure Schedule ........................................................................................................ 169 Interfund Transfers Schedule ............................................................................................. 171 Debt Service Summary Schedule ..................................................................................... 172 Authorized Position Schedule ........................................................................................... 180 Classified, Temporary, Non-Sworn & Sworn Salary Schedules ...................................... 192 Appendix: Budget Resolution ............................................................................................................... 205 Auditor General Budget Forms ......................................................................................... 206 Summary of Fund Accounting Structure ......................................................................... 219 Glossary of Terms ................................................................................................................ 222 4 BUDGET MESSAGE Honorable Mayor and Members of Council, I am pleased to present to you the Fiscal Year 2019-2020 budget for the Town of Marana. This spending plan exhibits the Town of Marana’s balanced approach to responsible fiscal policy and positive investment in the community. Every year, we examine closely our goals and accomplishments during the budget development process. We do this to make sure that allocations are aligned with need, and that strategies are resulting in the appropriate outcomes. This past year, we have had many accomplishments across the five Focus Areas of our Strategic Plan, all of which put the Town on a strong footing going into Fiscal Year 2020. Moving forward, we will seek out further goals and accomplishments and monitor performance to ensure expected budget outcomes are being achieved. The Town of Marana will continue with the development of its Make Marana 2040 General Plan in the next fiscal year. As the community grows to a likely population of over 50,000 at the 2020 census count, it is more important than ever to make sure we are planning well for the future. This forward thinking and strategic planning document includes elements of bicycling; public buildings; neighborhood preservation and revitalization; and conservation, rehabilitation, and development. The General Plan will be one of the most imperative documents to guide Marana’s community for the coming decades. In addition, Marana will also be completing its update to the Land Development Code, the Parks, Recreation, Trails and Open Space Master Plan, Water Master Plan, Wastewater Conveyance System Plan, and North Marana Drainage Study. These critical analyses will provide a road map to meet potential challenges and find new opportunities for our community. 5 The Marana organization has historically been committed to the highest level of service for our residents and business customers, and that tradition continues in the Fiscal Year 2020 budget with several investments. Strategic software deployments, when implemented effectively, can streamline internal services and lead to better outcomes for customers. Next fiscal year, we are investing in the development of a single software solution to manage our permitting and licensing services. This is one of our most active and dynamic service areas, with steady streams of daily customers and long-term projects, and its successful coordination involves multiple internal divisions, and outside entities, both public and private. By investing in a unifying platform, these diverse interests can be brought together for the best outcome to the customer and resident. In Marana, our strongest asset is our people, and we will continue to make investments in new positions to better enhance our service to our customers. Next year, we are adding positions to enhance operations across our service areas, from Parks & Recreation to Water distribution. This will bring efficiencies directly to our customer base, and to our commercial community. Additional new positions will have a direct benefit to the Marana community. Public safety will be enhanced with three new police officer positions, and our Community and Neighborhood Services Department will be better equipped to ensure the safety and aesthetic qualities of the Town are upheld through an additional Code Enforcement Officer. There will be new customer service and technical roles within the Parks and Recreation Department, Marana Water, and Public Works, which will help to ensure that, as Marana’s population continues to lead the region in growth, response times and service quality are not impacted. Investments in physical infrastructure pay dividends for every aspect of the community, from the commercial sector to daily commuters to sports and recreation teams. In total, capital outlay projects account for 35.7% of expenditures for fiscal year 2020. This translates to Marana contributing $51.3 million for community investments. The outlay projects will address facilities in the neediest of areas and projects that will affect all residents. One of these community investments is improving a Colonia-designated Marana neighborhood with $3.7 million in improvements. The Adonis neighborhood project will include rehabilitating the existing sanitary sewer conveyance system, addressing drainage issues, and completing a road extension that serves as a secondary access point. The rehabilitation of the sanitary sewer conveyance system and drainage projects will address potential health and environmental issues that could be triggered 6 by aging infrastructure. The road extension serving as a secondary access and slight grade changes will improve resident safety during storm events and other potential emergencies. The Town is committed to the safety of all its residents and all neighborhoods; prioritizing these vital projects will address potential long-term problems. This year the Town will also concurrently focus on water infrastructure that will help plan for one interconnected water and reclamation system, aligning with long-term strategic water plans. Unregulated water compounds such as PFOA, PFOS, and 1-4, Dioxane are concerns for cities and towns across the country including Marana. We have identified water treatment campuses as a priority in order to lower the compound levels below the health advisory recommendations in affected areas. The Town has chosen to make this proactive, voluntary investment in the quality of our water supply, and substantial construction of the project is expected in the coming year. Bringing new parks and outdoor recreational opportunities is a consistent priority for our community. Construction of the first phase of the El Rio Preserve project will exhibit Marana’s natural features, sights, and bring new visitors. This first phase of the project consists of a trailhead plaza with interpretive signage, sitting area with benches, pedestrian walking path, native plants and water harvesting basins, and a large observation deck for viewing wildlife and birdwatching in the Preserve. Many community stakeholders such as the University of Arizona, the Tucson Audubon Society, Friends of El Rio, and other community groups are involved with portions of the planning that will bring together many community members across the region. In the same spirit of public involvement, the Town hosted open public meetings to consider the public’s feedback for the Honea Heights Park slated for construction and anticipated build-out in the coming fiscal year. This park will provide much-needed community amenities to a Colonia-designated Marana neighborhood. Through all of these initiatives, we recognize that it is our dedicated team of Marana employees who see the projects and programs from start to finish, and we are taking concerted steps to invest directly in them this next year. For our team members who find themselves as new parents, we want them to have the time and security they need to experience this important moment in their lives. This is why we are beginning Marana’s first Paid Parental Leave program, where employees will be entitled to two weeks of paid time off when a child comes into their life. While the Town has consistently invested in the professional development of our team members through training and mentoring, we are taking this commitment one step further next year with the offering of tuition reimbursement. This program will help those 7 individuals who are seeking to expand their knowledge and expertise in their field, and whose education will bring not only a benefit to themselves but to the Town organization as well. These strategic investments represented in the FY 2019-2020 budget are necessary and sound. They meet the needs of the community, and pave the way for future generations of Marana residents to enjoy our way of life. Through commitment to our organization’s core values and the Focus Areas outlined in our Strategic Plan, we are able to take limited resources and turn them into remarkable outcomes for the residents and businesses of Marana, and the team members who serve them. Respectfully, Jamsheed Mehta Town Manager 8 MAYOR & TOWN COUNCIL The Marana Town Council is a seven-member governing body that makes policy for the Town and directs the allocation of resources through the fiscal budget. They are a non-partisan body elected by Town of Marana residents, including a direct election for the position of Mayor. Council members serve four-year staggered terms. Ed Honea, Mayor Term: 2016-2020 Mayor Honea is the third generation of a five-generation Marana family and has served on the council on three different occasions. He worked for the U.S. Postal Service in Marana as a contractor for 29 years before retiring in 2007. Mayor Honea is a member of the Pima Association of Governments, including chair in 2014, and a Board Member of the Regional Transportation Authority. He serves on the executive board of the Arizona League of Cities and Towns and is a member of Arizona Town Hall, Central Arizona Association of Governments, the Marana Optimist Club and Marana Chamber of Commerce. He formerly served on the Marana Health Center and Marana Food Bank boards. Mayor Honea is a graduate of Marana High School, the U.S Naval School of Construction, and Pima Community College. He served in the U.S. Navy Seabees during the Vietnam War and is a lifetime member of VFW Post 5990 in Marana. The mayor is an outdoor enthusiast and avid hiker and can be found most days on one of the many trails that run throughout the Marana Community. He has two children and three grandchildren and is a member of Sanctuary Methodist Church. 9 John Post, Vice Mayor Term: 2018-2022 Vice Mayor Post is a Marana native. Post is owner of Post Farms, a company that employs 20, farms 4,000 acres and operates two retail outlets. He was appointed to the Town Council in January 2008 and has held the position as Vice Mayor since August 2016. He has served on the board of directors for Trico Electric Co-Op, the Cortaro Water Users Association and Cortaro Marana Irrigation District. He also served as chairman of the Town’s Planning and Zoning Commission and was president of the Marana Junior Rodeo Association. Herb Kai, Council Member Term: 2018-2022 Council Member Kai was born and raised in Marana. He was first elected to the Town Council in December, 1997 and was Vice Mayor from June, 2001 through March 2011. Kai is a self-employed pecan rancher and cotton farmer. He is married to Diana Kai and has a son, daughter and a grandson. Kai has served on the boards of the Cortaro Marana Irrigation District, the Southern Arizona Water Users Association and the Arizona Department of Water Resources. John Officer, Council Member Term: 2018-2022 Council Member John Officer has lived, worked, and volunteered in the Town of Marana for 25 years. He was raised in Buckeye, Arizona and moved to the Marana area in 1990. He spent over 30 years working with the Central Arizona Project, and currently owns a weed control business. He volunteers regularly for the Marana Public Works Department and has served on the Parks and Recreation Commission. He served on the Planning 10 Commission before being appointed to the Marana Town Council in March, 2018. Officer also volunteers with Marana Little League and helps to find donors to build additional facilities at Ora Mae Harn Park. He also worked with the Marana Heritage Conservancy, formerly serving as the group’s president for two years. He currently serves on the Community Food Bank of Southern Arizona Advisory Board. Roxanne Ziegler, Council Member Term: 2016-2020 Council Member Ziegler was born in Canton, Ohio and grew up on Air Force bases throughout the country. Her father served in the US Air Force for 30 years and moved his family often as duty called. Prior to coming to Marana in 1989, she lived in San Diego for eight years working as a contract manager for Bendix Engine Controls. For the past 30 years, she has worked as a contract and negotiation manager for many Fortune 500 companies such as Raytheon, Kaman Aerospace, Honeywell and IBM. She has a Bachelor’s in Business Administration from National University. Councilmember Ziegler was first elected to office in May 2007. She is a member of the Marana Chamber of Commerce and a former member of the Town of Marana’s Planning and Zoning Commission and Continental Ranch HOA Board of Directors. Her son, daughter-in-law and grandson, Donovan, also live in Marana. She and her grandson volunteer for the Pima County Animal Care Center. Patti Comerford, Council Member Term: 2016-2020 Council Member Comerford was first elected to the Town Council on June 2001. She was named Vice Mayor in 2011. She served seven years on the Marana Planning and Zoning Commission, including time as the chair. Since 1994, she and her family have lived in Continental Ranch, where she served on the HOA's Activities and Finance committees. She also has been a member of the Marana Optimist Club 11 and President of the Marana High School Band Boosters. She was founder of the Continental Ranch Little League and served on the Little League District Board. Comerford has a bachelor's degree in recreation administration from San Diego State. Dave Bowen, Council Member Term: 2016-2020 Council Member Bowen was first elected to the Town Council in March, 2013. He was raised in the agricultural Midwest and graduated college in 1980 with a degree in education. Prior to coming to Marana in 1996, he lived in Ivory Coast, West Africa, for eight years, working as a government liaison and language teacher for a foreign missionary organization. Upon arriving in Marana, he made a career change and opened his own brokerage business. He earned the prestigious Certified Financial Planner designation in 2003. Council Member Bowen is married to Sherel and they have four grown children and two grandchildren. He is a member of the Marana Chamber of Commerce and a past president of the Marana Rotary Club. 12 13 COMMUNITY PROFILE WHERE IS MARANA? The Town of Marana is located in the northwestern part of the Tucson metropolitan area, along Interstate 10, between Phoenix and Tucson. It is located just one mile outside of Tucson’s city limits and 88 miles southeast of Phoenix, its nearest major city. This area is known as the Sun Corridor Megapolitan Region; one of 10 identified megapolitan regions in the U.S. where demographers estimate that the majority of future growth will occur. While retaining its rural appeal and agricultural economic base in the northern parts of the Town, Marana is also home to several housing, commercial, and industrial developments. HISTORY OF MARANA The Town of Marana combines a pleasant rural community with a bustling commercial expanse. It is the main trade center and community focus for a vast rural area covering approximately 500 square miles. Prime farmland for centuries, Marana has also been a transportation center for farming and ranching. Located where Brawley Wash joins the Santa Cruz River, Native Americans used the dependable water supply to grow a wide variety of crops. The Spanish came to the area around 1700 and started the first cattle ranches. “Modern” Marana began in 1881 with the railroad. The area was overgrown with dense mesquite thickets and Marana’s name derives from the Spanish word maraña, meaning “impassable tangle.” The Town was incorporated in March of 1977. The impetus for incorporation was citizen concerns for control of water and its impact on their (citizens) well-being and destiny. The original incorporation covered approximately ten square miles. Today, the Town’s boundaries encompass 121 square miles with 17-miles of Interstate highway and rail 14 frontage providing tremendous opportunities for attracting quality jobs so people can work closer to home. GOVERNMENT & ORGANIZATION Legislative authority for the Town of Marana is vested in a seven-member Mayor and Council. The Vice Mayor is selected by the Council from among its members. Council members serve four-year staggered terms. The Council fixes the duties and compensation of Town officials and employees, and enacts ordinances and resolutions relating to Town services, taxes, appropriating and borrowing moneys, licensing and regulating businesses and trades, and other municipal purposes. The Town Council appoints the Town Manager who has full responsibility for executing Council policies and administering Town operations. Town employees are hired under personnel rules approved by the Council. Functions and operations of Town government are provided by a staff of approximately 375 (full -time equivalent) employees. An organizational chart is included on Page 13 of this book that depicts the current organizational structure of the Town. QUALITY OF LIFE Marana is a community “Inspired by its past, committed to the future.” Citizens and businesses have chosen Marana because of its quality of life, rich heritage, visionary leadership, small-town character, and abundant opportunities. The attributes that make the community a great place to raise a family are the same assets that make Marana a quality business investment. People Marana is a community of strong, diverse neighborhoods where residents are welcoming and friendly. People choose Marana because of its quality of life, which perfectly blends its small town roots to its modern ambitions. The State of Arizona has recently been one of the fastest growing states in the country and this growth is projected to continue. Arizona’s growth brings people and investment that will find quality places to live and raise a family in Marana. Marana has been one of Arizona’s fastest growing communities. The population today is approximately 47,007 and is expected to grow to over 50,000 during the five-year strategic planning horizon. Environment/Cultural Resources Land is one of the community’s most precious resources. Marana lies within the beautiful Sonoran Desert with wide open spaces and abundant wildlife. The Santa Cruz River and Tortolita Fan provide a unique setting and as a result of the confluence of waterways, the area has been attractive for settlement for more than 4,000 years. The people who settled left behind a rich legacy of cultural resources. Education, conservation and preservation of these assets are balanced with economic development and community sustainability. Principal Economic Activities Although agriculture remains a major force in Marana’s economy, a recent influx of residential and commercial development has occurred. This influx is largely due to Marana’s location between Phoenix and Tucson along I-10 and Union Pacific Railroad, 15 a business-friendly government and no Marana property taxes. To the south, adjacent to Tucson, is a new commercial business district. Continental Ranch Industrial Park continuously attracts new tenants, and new industrial properties are available at the Marana Regional Airport. The Town of Marana prides itself on being a regional partner to provide cross-jurisdictional government and synergy for a collective benefit to all. A regional partner for Marana is demonstrated through joint problem solving, collaborative intergovernmental projects, joint action on business attraction, and other strategic economic efforts. These approaches ensure we embody our commitment to innovation and forward-thinking qualities that have proved community and business successes within Marana. 16 !"#$ !"#$ Pinal County Pima County Marana Regional Airport PICTUREROCKS RD EL CAMINO DEL CERRO TANGERINE RD CORTARORDSHANNON RDCAMINODEOESTEOVERTON RD LINDA VISTA BLVD INA RD MAGEE RDLUCKETT RDCORTARO FARMS RD AVRA VALLEY RD SANDARIO RDMASSINGALE RD A B IN G T O NRD MAGEE RD EL CAM INO DE L CE RRO INA RD VANARKRDSHANNON RDBELMONT RD SHANNON RDDAVIS AVEGRIER RD ORANGE GROVE RD LAMBERT LN SILV E RBELLRDTHORNYDALE RDSI L V E RBEL LRDSUNSET RDCAMINODEMANA NAMOORE RD AVRA RDAIRLINE RDRUDASILL RD TWIN PEAKS RD ELLEXSON DRMOORE RD B USIN E S S P A R K DRSCENIC DRSANDERS RDMANVILLE RDWENTZ RDRIVERRDTULA LNEMIGH RD CAMINO DEL NORTE LAMBERT LN SANDARIO RDMOORE RDPOSTVALE RDMARANA RDGAR C IA R A N C H R D AVRA VALLEY RD SANDERS RDSAGEBRUSH RD TANGERINE FARMS RD HARDIN RD SIL V E R B E L L R DWILD BURRO RDKIRBY HUGHES RD CAMINO DE OESTEBARNETT RD MARANA RD D O VEMOUNTAINBLVD SILVERBELL RD THORNYDALE RDSANDARIO RDSANDERS RDHARTMAN LNTW INPEAKSR D CAMINODELATIERRAWADE RDCOACHLIN EBLVDGERHART RDCAMINO DE OESTEDOVEMOUN T A IN B LVDAVRA RDDESE R T WIL LOWDRCONTI N E NTAL R ESERVELPGOLDENGATERD2 8 10 9 6 4 5 7 1 11 3 12 13 Continental Reserve - Pima Farms Continental Ranch Continental Ranch Sky Ranch Rancho Marana Dove Mountain & Heritage Highlands Saguaro Bloom Gladden Farms II Cascada Spectrum Gladden Farms San Lucas Honea Heights Printed by: bcanale Path: U:\Municipal_Facilities\Marana_Neighborhoods_Parks.mxd © Town of Marana 5/30/2017 PARK NUMBER PARK NAME ADDRESS 1 SAN LUCAS COMMUNITY PARK 14040 N ADONIS RD 2 ORA MAE HARN DISTRICT PARK 13250 N LON ADAMS RD 3 MARANA HERITAGE RIVER PARK 12375 N HERITAGE PARK DR 4 GLADDEN FARMS COMMUNITY PARK 12205 N TANGERINE FARMS RD 5 DOVE MOUNTAIN NEIGHBORHOOD PARK 12405 N DOVE MOUNTAIN BL 6 EL RIO NEIGHBORHOOD PARK 10160 N BLUE CROSSING WY 7 WINDMILL PARK 9150 N COACHLINE BL 8 CONTINENTAL RANCH COMMUNITY PARK 8900 N COACHLINE BL 9 CONTINENTAL RESERVE COMMUNITY PARK 8568 N CONTINENTAL RESERVE LP 10 WADE MCLEAN NEIGHBORHOOD PARK 8000 N SILVERBELL RD 11 CROSSROADS AT SILVERBELL DISTRICT PARK 7548 N SILVERBELL RD 12 WHITE AVENUE PARK 12315 W SANDY ST 13 TANGERINE SKY COMMUNITY PARK 4411 W TANGERINE RD Marana Parks andMarana Parks and Major NeighborhoodsMajor Neighborhoods µ 1 0 1 20.5 Miles Marana Town Limits 17 $257,700 $83,700 2.77% DEMOGRAPHICS OF THE TOWN OF MARANA March 20, 1977Date of Incorporation Form of government FY2019-2020 Budget Number of Employees Miles of Streets 2018 Population Sources: Azleg.gov, US Census Bureau, Marana Chamber of Commerce 47,007 121.0 Median Household Income Median Home Value Area in Square Miles 7. Coca-Cola POPULATION TOP 20 EMPLOYERS 1. Marana Unified School District Council/Manager $143,780,795 375.35 540 2. Krebs 3. Town of Marana 4. Sargent 5. Marana Health Center 6. Northwest Fire District 10. The Ritz-Carlton Dove Mountain 11. Costco 8. Wal-Mart 9. Tucsonix 12. KOLD/KMSB 20. Carondelet Micro Hospital PLACE OF BIRTH Total Population Native Born in US State Resident Other State Resident 14. Ali-Cat Scientific 15. Top Golf 16. Trico Electric Cooperative 17. Kohl's 18. Continental Commerce Park 19. Leman Academy 13. Lasertel Foreign Born RACIAL DEMOGRAPHICS AGE DEMOGRAPHICS STATISTICS OF THE TOWN Local Unemployment Rate 47,007 42,776 42,306 14,666 27,687 4,231 13,556 34,961 47,007 0 10,000 20,000 30,000 40,000 50,000 Census 2000 Census 2010 State 2018 Estimates Age 0 - 9, 6,007, 13% Age 10 - 19, 5,843, 12% Age 20 - 29, 5,420, 12% Age 30 - 39, 6,191, 13% Age 40 - 49, 5,655, 12% Age 50 - 59, 5,664, 12% Age 60+, 12,227, 26% White, 37,502 , 80% Black, 1,453, 3% Native American, 550, 1% Asian, 2,233, 5% Pacific Islander, 61, 0% Other, 3,333, 7% Two or More, 1,875, 4% 18 18,622 12,950 5,619 10,672 771 445 1,525 754 4,180 925 6,355 4,385 13 12 17 4 10 4 10 2 7 5 4 158 12 30 51 2 Sources: Town of Marana Parks & Recreation Department, Marana Chamber of Commerce, US Census Bureau, 2007 - 2011 American Community Survey Ramadas Trails in Miles Splash Pads Education Elementary Schools Middle Schools Secondary Schools High Schools Alternative Schools Soccer Fields Tennis Courts Pickel Ball Courts Park Acreage Playgrounds QUALITY OF LIFE Park Statistics Parks Baseball/Softball Fields Basketball Courts Total Households Family Households With children under 18 Married-couple Family Male Householder Male with own Children Female Householder Female with Own Children Nonfamily Households 65 Years and Over One or more under 18 One or More over 65 DEMOGRAPHICS OF THE TOWN OF MARANA Budgeted SFR Permits by Region HOUSING DEMOGRAPHICS FY2019 - 2020 Budgeted Single Family Residential (SFR) Permits: 735 343 Northeast Marana 160 232 South Marana Northwest Marana Major neighborhoods include: Gladden Farms and Farm Field Five Major neighborhoods include: Saguaro Bloom and Camino de Oeste Major neighborhoods include: Dove Mountain & Tangerine Ridge 19 20 5 VISION FOR THE FUTURE Marana’s Strategic Plan outlines the vision for the future and identifies five focus areas with goals to achieve that vision. The focus areas, with their corresponding goals, identify where resources should be directed to achieve Marana’s vision. VISION: Committed to providing exceptional public service, a climate for economic sustainability and a welcoming environment that makes Marana Your Town for life. OVERRIDING PRINCIPLES: • Financial Sustainability • Quality Public Service • Strategic Partnerships • Local Resource Investment FIVE FOCUS AREAS AND STRATEGIC GOALS: COMMERCE Attract and maintain career-oriented commerce COMMUNITY Create a safe community where all people are motivated to be involved and feel connected and valued PROGRESS AND INNOVATION Foster an open atmosphere that embraces change, creativity, innovation, and calculated risk HERITAGE Strengthen community character by linking the past, present and future RECREATION Provide diverse recreational opportunities that create economic benefits and a healthy lifestyle 21 22 23 24 THE BUDGET POLICIES & PROCESS Each year, the Town Manager, the Finance Department and staff prepare an Annual Budget based on the priorities set by Town Council. The Annual Budget serves as the funding plan for policies, goals, and service-levels provided to the citizens of Marana. It gives staff the authority to spend funds according to the policy goals set by the Town Council. The budget process allows Town staff the opportunity to review Council’s goals and objectives in a formal setting, evaluate and determine what is required to meet those objectives, develop an implementation strategy, and share that information with the Town’s citizens and elected officials. This document is the comprehensive decision making tool resulting from the annual budget process and provides detail for the fiscal year 2019-2020 budget, beginning July 1, 2019 and ending June 30, 2020. This budget document is a reporting tool that tells the story of how the Town intends to use its financial resources and how it will ensure that those funds are spent wisely and efficiently. The Annual Budget document includes actual fiscal year 2017 and 2018 amounts, current year 2019 estimates, and the adopted 2020 budget. Budget Philosophy The budget is a long-range plan by which financial policy is implemented and controlled. Arizona state law requires all cities and towns to adopt a balanced budget annually, providing the legal requirements, including expenditure limitations and timelines for the Town’s budget process. Council goals, ordinances and resolutions provide policy direction that respond to the needs and desires of the community. Budget Development In essence, the budget process is an ongoing process throughout the year as new regulations, funding sources, new Town Council initiatives and policies and improved methods of delivering services to citizens are identified and brought forward to staff and Town Council. Beginning in August of each year, soon after the completion and adoption of the current fiscal year’s budget, the Finance Department begins the review of the proposed Capital Improvement Program for the next fiscal year, the current rate and fee structures, the current cost of services provided to Town citizens, and the Town’s financial and strategic plans. During this time, staff evaluates the following: • Projected revenues for all revenue sources, including state-shared revenues, • Identification of reserve levels, • Status of the local economic climate, especially development related activity, • Estimated wage changes for staff, if any, • Increases in various retirement system contributions and/or health insurance rate changes, • Increases to postage rates, oil and gas, and other commodities, and • An estimate of the Governmental Price Index for additional inflationary factors. 25 The formal budget process begins in January when the Finance Director, Town Manager and Staff present Town Council with a review of the current financial condition, projections for the coming fiscal year and a preliminary budget plan for Council’s consideration. This study session is a goal setting session that is conducted to address issues and to seek policy direction for the development of the annual budget. Council direction forms the baseline of decisions made in creating the manager’s recommended budget for the coming fiscal year. Strategic Planning & Budgeting In addition to these items, staff re-visits the initiatives that are identified in the Strategic Plan, which serve as the comprehensive, guiding blueprint of the organization. In municipal government, one of the primary purposes of strategic planning is to set the stage for the annual budget process, providing a roadmap for annual resource allocation decisions. Council adopted the Strategic Plan in February 2009, updated it in December 2009 and in March 2012 adopted the Strategic Plan II, in January 2015 Council approved the restructured Strategic Plan III, and in October 2017 Council adopted the Strategic Plan •Budget Integration •Resource Alignment •Allocate Resources •Key Services •Manage Activities •Performance Linked to Available Budget •Vision •Long-Range Goals & Objectives •Focus Areas •Measuring Performance •Evaluation & Modification •Assess Strategy Effectiveness Reporting Results Strategic Planning Budget Development Service Delivery 26 IV. This document is utilized by the elected leaders and staff to ensure that resources are continually directed by the Town’s vital priorities. The Strategic Plan identified five strategic goals, listed below: Commerce Attract and maintain career-oriented commerce. Community Create a safe community where all people are motivated to be involved and feel connected and valued. Progress & Innovation Foster an open atmosphere that embraces change, creativity, innovation and calculated risk. Heritage Maintain a sense of community character by linking the past, present and future. Recreation Provide diverse recreational opportunities that create economic benefits and a healthy lifestyle. The Town Council plays a significant role in these decisions, and the continual alignment of the budget with the Strategic Plan. Staff continually re-visits these Strategic Plan initiatives in order to align them with the budget and the variety, type and level of services the Town seeks to provide. This includes the maintenance or abandonment of current programs as well as the initiation of any new services. Once the budget priorities are aligned with the Strategic Plan, goals are set based on department needs to maintain current service levels and the revenues needed to accomplish them. If there is sufficient revenue over expenses, the decision may be made to fund supplemental budget requests. During the annual budget process, each department sets goals and key performance measurements that align directly with one of the areas of the strategic plan. They identify expected outcomes and performance indicators to reach their strategic goals and then report the results each year. Budget Kick-Off Budget kick-off occurs at the end of January, and is an organization-wide meeting that provides the opportunity to set the tone and tenor to the departments as directed by 27 Council. It is used as an opportunity to communicate expectations, and reinforce the organization’s commitment to the Town’s strategic plan and Council’s vision for the coming year. During this meeting, the Finance Department distributes instructions and forms to the departments. Department Budget Development Each department within the Town develops their budget at the line-item level. During the development of their budget, they create a list of current year accomplishments, goals and objectives for the coming year, key performance measures gauging their annual success at aligning their accomplishments, activities, and services with the Strategic Plan goals. These items are all included in the decision package that is presented to the Executive Budget Team. Budget Office Departments submit their line item budgets and packets to the Budget Office within the Finance Department, where they are reviewed in detail for accuracy, completeness, and reasonableness of all projections. This ensures that the budget contains all of the required elements to continue delivering essential services as identified in the Strategic Plan priorities and in accordance with Council direction. The Finance Department compiles all of the department budgets into one, comprehensive decision package, which is presented to the Executive Budget Team. Executive Budget Team The Executive budget team consists of the Town Manager, Deputy Town Manager, Assistant Town Manager, Finance Director, Deputy Finance Director and Budget Analyst. They meet to review and evaluate the comprehensive decision packet, and then meet individually with each department to discuss the budget requests for the coming fiscal year. Ultimately, the team assists the Town Manager in assembling the recommended budget for Council consideration. Budget Adoption The Town Manager’s recommended, balanced budget is delivered to Council for review and consideration in April. Finance compiles and finalizes the proposed tentative budget after making the recommended changes from Council. The proposed tentative budget is presented to Council for feedback and adoption in May. The adoption of the tentative budget sets the expenditure limitation for the fiscal year. During this time, the budget is available to the general public for feedback and is presented in the local newspapers and the open to public comment via scheduled public hearings. The final budget is adopted by Council during the last Council meeting in June. 2010‐ Budget Basis The budget is adopted by department for the general fund and enterprise funds. It is developed in accordance with GAAP using the modified accrual basis of accounting. The basis of accounting for budgeting is the same as the basis of accounting used in the Town’s audited financial statements. Under the modified accrual basis, revenues are recognized as soon as they are measurable and available. Revenues are considered available when they are collectable within the current period or soon 28 enough thereafter, to pay liabilities of the current period. Expenditures are generally recorded when the liability is incurred except in some cases, such as compensated absences and claims, which are recorded when payment is due. Fund A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts, recording cash/financial resources, together with all related liabilities/residual equities or balances, and changes therein; which are segregated for the purpose of carrying on specific activities in accordance with special regulations, restrictions, or limitations. Governmental Funds Governmental funds (General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds) use modified accrual, which is defined as measurable and available. Modified accrual differs from the accrual basis primarily in the timing of when revenue is recognized. Measurable is defined as “a reasonable estimate” and available is defined as “collectible within the current accounting period or soon enough thereafter to pay liabilities of the current period.” Proprietary/Enterprise Funds Enterprise funds account for operations that are financed and operated in a manner similar to private business enterprises - where the intent is that the costs of providing services to the general public be financed through user charges. The full accrual method of recording resources and liabilities as they are earned or incurred, respectively, is the standard for Proprietary/Enterprise funds. Budget Amendment Process Budgets are, by definition, plans or guides and cannot predict all variables. They require modification when a community develops faster or in different ways than anticipated. When this occurs, the budget amendment process is utilized to provide a funding or spending plan for those needs. Once the need for an amendment is identified, the Finance Department and the department head develops the funding plan based on the additional funding needs of the specific program or project. Any adjustment to the Adopted Budget requires some level of approval. Budget transfers between accounts within a department require department head, Town Manager, and Finance Director approval. Budget amendments, or transfers between Town departments (as opposed to within a department) require Council approval. 29 BUDGET CALENDAR FISCAL YEAR 2019 - 2020 Dates: Stage in Budget Process Task Description November 9, 2018 Planning New budget year planning with Town Manager’s Office November 13 – 21, 2018 Preparing Departments review/revise Key Performance Measurements as necessary December 5 – 7, 2018 Planning Budget Entry Training courses; budget entry via Munis, and Q&A sessions about FY2020 budget process December 10 – 21, 2018 Preparing Departments to enter revenue estimates via Munis Departments to use this time to update their division/program spreadsheets and Key Performance Measurements through 2nd quarter December 10, 2018 Planning Finance and CIP to discuss preliminary CIP revenues and expenditures December 21, 2018 Preparing Department revenues estimates due to Finance January 8, 2019 Planning Council Special Study Session – adoption of Council goals and objectives January 14, 2019 Preparing Budget Session – organizational meeting, preliminary outlook, and operating budget formation/entry February 1, 2019 Preparing Base department budgets and preliminary carryover requests all due to Finance February 4 – 28, 2019 Preparing Budget Office review, compile department budgets, and assemble decision package February 19, 2019 Preparing Council Study Session – Presentation, discussion, and possible action regarding FY2020 – 2025 CIP program March 4, 2019 Preparing Final Revenue Estimates March 6, 2019 Preparing Executive Budget Team initial meeting March 7 – 19, 2019 Preparing Department budget presentations March 20, 2019 Preparing Executive Budget Team post meeting department presentations April 23, 2019 Approving Manager’s Recommended Operating Budget May 21, 2019 Approving Council Adoption of Tentative Budget June 18, 2019 Approving Council Adoption of Final Budget 30 FINANCIAL POLICIES Sound financial, budgetary and economic principles are part of creating a solid financial plan. Marana’s budget incorporates the following long-term and short-term financial policies and guidelines. These financial policies establish the framework for overall fiscal planning and management. They set forth guidelines for both short-term and long‐range planning to assure the highest standards of fiscal management. Revenue Goals 1. New ongoing operating costs will be funded with permanent, ongoing revenue sources; one-time operating costs are tied to one-time revenue sources to ensure fund balance integrity. Revenues from growth or development should be allocated to one-time costs as much as possible. 2. Annual evaluation of rates, fees and charges for services will be established from recovery rates that are based on the purpose of the fee or charge. 3. Enterprise fund revenues in total will provide for each enterprise to be financially self-sustaining. 4. National and local economic indicators, such as population growth, personal income growth, inflation, business growth, and unemployment will be evaluated regularly. Reserve Policies 1. Fund balance reserves for the General Fund and Enterprise Funds shall be maintained at a minimum of 25% of the estimated revenues for the budget year. 2. Fund balance reserves in excess of 25%, if any, will be evaluated on an annual basis to provide a source of funding for major projects or acquisitions. 3. Appropriation of a minimum contingency/reserve will be included in the budget to provide for emergencies and potential economic downturns. Debt Management 1. Long term debt shall not be issued to finance operations. 2. Short term borrowing or lease purchase contacts should only be considered for financing major operating capital equipment when it is determined to be in the Town’s best financial interest. Budget Control 1. The budget will be fundamentally balanced and utilize permanent, ongoing revenues to fund ongoing expenditures and one-time revenues will be allocated to one-time costs. 31 2. Fund balances should only be used for one-time expenditures, such as capital equipment and improvements or contingency expenditures. 3. Ongoing operating costs, i.e. day-to-day expenses and maintenance costs will be financed with operating revenues, rather than with bonds (debt) or reserves. 4. Fluctuating federal grants should not be used to finance ongoing programs. 5. Estimated budgets for all departments, including contribution driven programs will be submitted by each department to ensure adequate appropriation each year. 6. Mid-year budget adjustments will be kept to a minimum to minimize the impact on future budgets. 7. All departments are responsible for ensuring that expenditures do not exceed their approved budget. 8. Transfer of general fund contingency appropriation requires Town Council approval. All other transfers require Town Manager or designee approval in accordance with established policies. 9. If unexpected resources are secured after budget adoption, departments must check with Finance for direction prior to making any expenditure of the funds. Capital Planning 1. A Capital Improvement Plan (CIP) shall be developed for a five-year period to allow for appropriate planning. 2. Capital improvements included in the CIP are those projects that: a. Cost $100,000 or more, and b. Have a projected minimum useful life of five years. 3. The CIP shall be reviewed and updated annually. 4. Capital projects should: a. Support Town Council goals and objectives and be consistent with the Town of Marana’s General Plan, b. Prevent the deterioration of the Town’s existing infrastructure and protect its investments in parks, streets, buildings and utilities, c. Encourage and sustain economic development in Marana, d. Respond to and anticipate future growth in the Town, and e. Increase the efficiency and productivity of Town operations. 5. When possible, capital projects constructed in response to residential or commercial development should be financed through growth in the tax base or development fees. 32 6. Where appropriate, capital projects should take maximum advantage of improvements and/or funding provided by other units of government. 7. The impact of capital projects on the operating budget is always an important consideration when evaluating projects for inclusion in the CIP. 8. The Capital Improvement Plan must satisfactorily address all legal and financial limitations and maintain the Town’s favorable investment ratings. 9. Major changes to the CIP should be evaluated through the CIP process and approved by the Town Council. 33 BUDGET SUMMARY The annual budget for fiscal year 2019-2020 totals $143.8 million. The following chart depicts appropriations by major fund type. The General Fund comprises 36% of the total budget or $51.7 million and Capital Project funds make up about 15% or $22.3 million. Enterprise funds, including enterprise related capital projects and debt service payments equates to $39.9 million or 28% of the annual budget. Debt Service funds and Special Revenue funds total $16.8 million and comprise only 4% and 8%, respectively. Special Districts include the funds related to component units such as community facilities districts and other improvement districts and equate to $7.9 million of 6% of the annual budget. Revenues and other financing sources for the fiscal year 2019-2020 budget are $111.5 million. The plan is structurally balanced with ongoing revenues supporting ongoing program expenditures. The financial plan assumes that $32.3 million in fund balance/equity will be used to complete previously funded projects and other one‐ time expenditures approved by council. As indicated by the chart on the following page, the largest revenue source is local sales taxes which comprise $33.7 million or 30% of budgeted revenues for the Town. Local intergovernmental revenues also make up a large portion of revenues at $26.9 million or 24%. These revenues include State shared revenues as well as intergovernmental funding for capital projects from the Federal, State, County and/or other jurisdictions. The capital improvement plan for the Town of Marana currently includes the sale of bonds for various infrastructure and water related projects. Anticipated bond and loan proceeds amount to $18.6 million or 17% of total revenues. Charges for services comprise $8.2 million or 7% of the budget and include all enterprise fund user fees. General Fund, $51.7M, 36% Special Revenue, $10.9M, 8% Capital Projects, $22.3M, 15% Debt Service, $5.9M, 4% Enterprise, $39.9M, 28% Internal Service, $5.0M, 3% Special Districts, $7.9M, 6% Financial Plan by Fund Type $143.8 Million 34 Licenses, permits and fees comprise $11.9 million or 11% of revenues. It should be noted that this revenue stream is heavily dependent on the residential and commercial development and are very cyclical in nature. The remaining $12.1 million or 11% includes all other revenues such as interest earnings, donations, contributions, grant funding, and other small miscellaneous revenue sources. Operating costs are the largest category for the Town at $73.3 million or 51% of the fiscal year 2019-2020 financial plan. Due primarily to the rapid growth within the Town of Marana and in surrounding areas, capital outlay also comprises a large portion of the annual budget at $57.6 million or 40%. Capital outlay includes major transportation, park, water, building and airport projects. When compared to the previous year budget, this financial plan increased by $2.1 million or 1.5%. Most of that change is attributable to slight increases in operational costs. Sales Tax, $33.7M, 30% Intergovernmental $26.9M, 24% Licenses, Permits & Fees, $11.9M, 11% Charges for Services, $8.2M, 7% Other, $12.1M, 11% Bonds/loan, $18.6M, 17% Revenue by Category $111.5 Million Operating, $73.3M, 51% Capital Outlay, $57.6M, 40% Debt Service, $12.9M, 9% Expenditure by Category $143.8 Million 35 REVENUE SUMMARY Multi-year revenue projections are the foundation of the budget process and are developed early to provide parameters within which base budgets and new requests are evaluated. The goal of this multi-year projection is to forecast, over a long period, sustainable revenues and the anticipated demands on those revenues. Careful consideration must be taken when allocating resources to ensure that the right revenues support the right types of costs over the long term. This multi-year approach allows the Town to anticipate future demands on those resources and to begin early planning on strategies to deal with projected shortages. The Town maintains a structurally balanced budget by ensuring that ongoing operating revenue sources support ongoing operating expenditures and that one-time revenue sources support temporary programs and services. The assumptions used in developing the current year’s revenue projections include: • Stabilization and modest improvement of key, ongoing revenues like certain sales tax categories and intergovernmental revenues for fiscal year 2019-2020, • Inflation rate holding at 2.2%, 4% population growth, 735 new residential homes permits, and • 50% of contracting sales tax revenue, building permits and related fees deemed one‐time revenue sources. The General Fund is the largest source of operating revenue. The estimated revenue for the General Fund for fiscal year 2019-2020 is $47.2 million. Primary revenues for the General Fund consists of local sales tax (transaction privilege tax) collections, state shared revenues (intergovernmental) as well as development related revenues (license, Sales Tax, $26.9M, 57% Intergovernmental $12.8M, 27% License, Fees & Permits, $4.9M, 10% Charges for Services, $0.5M, 1% Fines, forfeitures, $0.4M, 1% Other, $1.7M, 4% General Fund Revenue by Type $47.2 Million 36 fees and permits). Collectively, these revenues comprise nearly 95% of the General Fund’s operating revenues. While these revenues are extremely sensitive to fluctuations in the regional and national economies, as demonstrated by their significant decline during the Great Recession, most revenues are at or above their pre-recession highs and continue to grow modestly. The revenue forecast for the General Fund for this fiscal year anticipates continued growth of 5.0% or approximately $2.2 million. A significant portion of this growth is associated with anticipated increases intergovernmental revenues related to state shared sales tax and state shared income tax. Modest increases are also budgeted in local sales taxes and other revenue sources such as investment income. Additionally, we anticipate modest increases to stabilize in future fiscal years. The following pages show actual town-wide revenues by major categories for the last three years, prior year estimate, the current budgeted revenues and forecasted revenues for the next three fiscal years. 37 TRANSACTION PRIVILEGE (SALES) TAX Description The Town imposes a tax on certain business activities within Town limits. A use tax is also in effect for goods brought into and used in the Town of Marana. Food for home consumption is not taxed. However, prepared foods at restaurants or take out are taxed. Permitted Use Town sales tax can be used to pay any expenditure/expense legally chargeable to the General Fund. The Town allocates 75% of its construction sales tax for major capital improvement projects. Rate Structure The tax rates on the business activities range from 2.0% (retail) to 6.0% (transient lodging). Assumptions Sales taxes are the Town’s largest revenue source and represent 57% of General Fund revenues and 30% of town-wide revenues. Additionally, contracting sales tax (one-time revenue) represents approximately 21% of total sales taxes and, as such, 75% of these revenues fund one-time projects. Beginning in fiscal year 2015-2016 revenues sharply increased largely due to a temporary ½ cent sales tax increase that was used to fund a new public safety facility. A total of $18.3 million was collected and the Town ceased collections as of January 1, 2019. The tax rate reduction is attributed to the projected decrease in revenue for FY2019 and FY2020. Overall, revenue is consistent with continued growth while maintaining conservative projections. Fiscal Year $ Revenue $ Change % Change 2015-2016 Actual 35,441,588 7,382,764 21% 2016-2017 Actual 37,500,219 2,058,631 5% 2017-2018 Actual 39,992,514 2,492,295 6% 2018-2019 Estimated 37,808,953 (2,183,561) -6% 2019-2020 Budgeted 33,742,897 (4,066,056) -12% 2020-2021 Forecasted 35,193,842 1,450,945 4% 2021-2022 Forecasted 36,214,463 1,020,621 2% 2022-2023 Forecasted 37,626,827 1,412,364 3% - 5 10 15 20 25 30 35 40 45 50 Millions 38 LICENSES, FEES AND PERMITS Description Revenues from licenses, fees and permits include residential and commercial building permits, excavation and grading permits, utility permits, plan review fees, franchise fees, business license fees and other miscellaneous permits. Permitted Use May be utilized for any municipal public purpose. There are no restrictions regarding the usage of this revenue source. Rate Structure The rates vary based on the product or service provided. The Town’s entire Comprehensive Fee Schedule is reviewed annually to ensure that fees reflect the actual cost of providing programs and services, comply with any new legal requirements and be as straightforward as possible. Assumptions These fees are highly dependent on the residential and commercial development. The largest portions of these revenues are directly related to the number of single family residence (SFR) building permits issued. Revenue projections for fiscal year 2019-2020 are based on the issuance of 735 SFR permits. Issued SFR permits have stabilized to approximately 62 per month or 744 per fiscal year. For FY2020, a budgeted decrease in revenue is forecasted as both FY2018 and FY2019 exceeded expectations by over 100 SFR permits. As this revenue stream is sensitive to fluctuations in the economy a reasonably conservative forecasting model is applied. Fiscal Year $ Revenue $ Change % Change 2015-2016 Actual 4,344,866 (283,565) -7% 2016-2017 Actual 4,840,177 495,311 10% 2017-2018 Actual 5,593,212 753,035 13% 2018-2019 Estimated 5,693,634 100,422 2% 2019-2020 Budgeted 4,881,012 (812,622) -17% 2020-2021 Forecasted 4,929,822 48,810 1% 2021-2022 Forecasted 4,584,735 (345,088) -7% 2022-2023 Forecasted 4,493,040 (91,695) -2% - 1 2 3 4 5 6 Millions 39 STATE SHARED INCOME TAX Description Cities and towns in Arizona are precluded from imposing an income tax by Arizona state law. In 1972, the voters of Arizona approved the Urban Revenue Sharing program which requires the State to share 15% of income tax revenue with incorporated cities and towns. These revenues are also known as Urban Revenue Sharing. Permitted Use May be utilized for any municipal public purpose. There are no restrictions regarding the usage of this revenue source. Rate Structure The State distributes to cities and towns 15% of income taxes two fiscal years following the fiscal year in which the state collects the income taxes. Each city and town share is allocated in proportion to its population compared to the total population of the state. Assumptions This revenue source is based on economic conditions during the year for which the income was taxed and is subject to fluctuations in employment, corporate profits, tax credits and exemptions. This revenue source is also subject to changes made by the State legislature. The large increase of beginning fiscal year 2016-2017 is largely due to the passage of 2016 HB2483 which now uses the annual U.S. Census population estimates as the basis for the next year allocations. Previously, allocations were made by the last official census. Fiscal Year $ Revenue $ Change % Change 2015-2016 Actual 4,209,300 (22,945) -1% 2016-2017 Actual 5,054,592 845,292 17% 2017-2018 Actual 5,384,669 330,077 6% 2018-2019 Estimated 5,550,382 165,713 3% 2019-2020 Budgeted 5,928,567 378,185 6% 2020-2021 Forecasted 6,284,281 355,714 6% 2021-2022 Forecasted 6,724,181 439,900 7% 2022-2023 Forecasted 6,858,664 134,484 2% - 1 2 3 4 5 6 7 8 Millions 40 STATE SHARED SALES TAX Description Arizona also has a revenue sharing program for state sales tax. Like local sales tax, the State imposes a tax on the sale of goods and then establishes a base of which 25% is shared with all incorporated cities and towns. Permitted Use There are no restrictions regarding the use of this revenue source. The funds may be used for any expense legally chargeable to the General Fund. Rate Structure The town receives its share of the state sales tax based on annual population estimates from the U.S. Census or Census Survey. Assumptions This revenue source is highly dependent on the economy. Consumer confidence, unemployment, interest rates and the general state of the economy are all variables affecting this revenue stream. This revenue is also subject to changes made by the State legislature. Based upon figures provided by the Arizona Department of Revenue, a 5% increase in collections for the fiscal year is estimated as modest growth in the economy is expected. The large increase beginning fiscal year 2016-2017 is largely due to the passage of 2016 HB2483 which now uses the annual U.S. Census population estimates as the basis for the next year allocations. Previously, allocations were made by the last official census. Fiscal Year $ Revenue $ Change % Change 2015-2016 Actual 3,344,679 149,637 4% 2016-2017 Actual 3,798,503 453,824 12% 2017-2018 Actual 4,186,856 388,353 9% 2018-2019 Estimated 4,487,345 300,489 7% 2019-2020 Budgeted 4,707,099 219,754 5% 2020-2021 Forecasted 4,801,241 94,142 2% 2021-2022 Forecasted 4,609,191 (192,050) -4% 2022-2023 Forecasted 4,563,099 (46,092) -1% - 1 2 3 4 5 6 Millions 41 VEHICLE LICENSE (AUTO LIEU) TAX Description This tax imposed by the Arizona Constitution as an “in-lieu” tax for all ad valorem property taxes on motor vehicles. The Arizona Constitution requires that vehicle license tax (VLT) revenues be distributed to the state, counties and cities. Permitted Use Vehicle license tax revenues received by the Town can be used to pay any expense legally chargeable to the General Fund. Rate Structure The vehicle tax is based on each $100 of a vehicle’s value. The valuation base for the first year is 60% of the manufacturer’s base retail price and the depreciation rate for each succeeding year is 16.25%. The statute sets specific rates for each vehicle license to be charged for each distribution recipient. The rate for incorporated cities and towns is calculated at $2.80 for a new vehicle and $2.89 for used vehicles older than one year. Assumptions Continual growth in this revenue category signifies strong economic conditions and consumer confidence. The budget projection for fiscal year 2019-2020 anticipates a slight increase of 1% based upon figures provided by the Arizona Department of Revenue. Fiscal Year $ Revenue $ Change % Change 2015-2016 Actual 1,485,151 92,498 6% 2016-2017 Actual 1,765,922 280,771 16% 2017-2018 Actual 1,934,150 168,228 9% 2018-2019 Estimated 2,180,396 246,246 11% 2019-2020 Budgeted 2,204,473 24,077 1% 2020-2021 Forecasted 2,248,562 44,089 2% 2021-2022 Forecasted 2,271,048 22,486 1% 2022-2023 Forecasted 2,225,627 (45,421) -2% - 1 1 2 2 3 Millions 42 HIGHWAY USER REVENUE Description The State of Arizona collects various fees and taxes from users of the State’s roads and highways. An excise tax is charged on fuel purchases on a per gallon basis. There are also a number of additional transportation related fees/taxes which are distributed through the highway user revenue fund (HURF). Permitted Use There is a state constitutional restriction on the use of the highway user revenues, which requires that these funds be used solely for street and highway purposes. Up to one-half of the prior year’s distribution may also be used for the retirement of debt issued for street and roadway improvements. Law prohibits use of this funding for traffic law enforcement or administration of traffic safety programs. Rate Structure Cities and towns receive 27.5% of highway user revenues based on two factors: population estimates acquired through the most recent census survey; and gasoline sales within each county. Assumptions This revenue source is subject to fluctuations in fuel prices and consumer behavior. The 15% increase for fiscal year 2016-2017 reflects the partial return of HURF revenues which were previously diverted from cities and towns in earlier years as part of the State’s budget balancing measures. HURF revenues are anticipated to increase 7% for fiscal year 2019-2020. This increase is attributed to improved economic conditions and changes to state revenues that provided overall increased funding. Fiscal year $ Revenue $ Change % Change 2015-2016 Actual 2,623,454 139,749 5% 2016-2017 Actual 3,099,309 475,855 15% 2017-2018 Actual 3,316,057 216,748 7% 2018-2019 Estimated 3,399,321 83,264 2% 2019-2020 Budgeted 3,640,329 241,008 7% 2020-2021 Forecasted 3,676,732 36,403 1% 2021-2022 Forecasted 3,529,663 (147,069) -4% 2022-2023 Forecasted 3,494,366 (35,297) -1% - 1 1 2 2 3 3 4 4 Millions 43 DEVELOPMENT FEES Description As allowed under A.R.S. §9-463.05, the Town assesses development fees for new construction to offset the cost to the municipality associated with providing necessary public services to a development, including the costs of infrastructure, improvements, real property, financing, engineering/architectural services, associated appurtenances, related equipment and other capital costs. The intent is to ensure that growth “pays for itself,” and current residents are not burdened with additional taxes and fees to defray the capital costs of new development. Development fees are collected with each new building permit. Permitted Use This revenue is utilized to fund the Town’s capital improvement related to growth such as constructing new roads, building new parks and expanding water infrastructure. Rate Structure The Town charges development fees for transportation, parks, water and water reclamation systems and water renewable resources projects. Fees are assessed on each residential dwelling within the defined benefit area. Water system and water resource fees are charged to residential dwellings and commercial development based on the meter service size and number of connections. Assumptions Fiscal year 2019-2020 projections are based on 735 Single Family Residential (SFR) permit being issued. Due to the cyclical nature of construction, the Town uses a conservative approach to development fee revenues. Higher than anticipated revenue collections for prior fiscal years is attributable to increased SFR and commercial permit issuances. Fiscal year $ Revenue $ Change % Change 2015-2016 3,847,888 (102,974) -3% 2016-2017 5,017,799 1,169,911 23% 2017-2018 7,056,959 2,039,160 29% 2018-2019 Estimated 7,761,968 705,009 9% 2019-2020 Budgeted 6,751,414 (1,010,554) -15% 2020-2021 Forecasted 6,818,928 67,514 1% 2021-2022 Forecasted 6,614,360 (204,568) -3% 2022-2023 Forecasted 6,548,217 (66,144) -1% - 1 2 3 4 5 6 7 8 9 Millions 44 WATER SALES Description The Town provides a potable water system service to residences and commercial customers within the designated service area. Permitted Use The revenue generated is used to cover the costs of administration, operations, maintenance and replacement of the water production and distribution systems. Rate Structure Monthly Service Fee Meter Size Rate ($) 5/8" & 3/4” 19.09 1" 46.35 1.5" 50.44 2" 58.62 4" 139.05 Consumption Residential Rate Consumption Other than Residential Rate Gallons Rate ($) Type Rate ($) 0-10,000 3.11 Multi Family 3.82 10,001-20,000 4.33 Commercial 3.82 20,001-30,000 5.63 Industrial 3.82 30,001-40,000 6.94 Government 3.82 > 40,000 9.97 Standpipe/hydrant/irrigation 4.33 Assumptions Due to increased rainfall during the winter months, a slight reduction is anticipated for the current fiscal year. For fiscal year 2019-2020, rate revenues are solely based on the existing rate structure plus anticipated new account grow of 475. The Town is in the process of a water rate study and may be adjusting rates upon Council discretion. - 1 2 3 4 5 6 7 8 9 Millions Fiscal year $ Revenue $ Change % Change 2015-2016 Actual 4,254,520 102,285 2% 2016-2017 Actual 5,079,475 824,955 16% 2017-2018 Actual 5,644,733 565,258 10% 2018-2019 Estimated 5,528,640 (116,093) -2% 2019-2020 Budgeted 6,048,969 520,329 9% 2020-2021 Forecasted 6,774,845 725,876 12% 2021-2022 Forecasted 7,384,581 609,736 9% 2022-2023 Forecasted 8,049,194 664,612 9% 45 WATER RECLAMATION SALES Description The Town charges a fee to each customer having a sewer connection that discharges sewage, industrial waste or other liquids into the Town’s collection system. Permitted Use The revenue generated is used to cover the costs of administration, operations, maintenance and replacement of the conveyance and treatment system. Rate Structure Monthly Service Fee Volume Rate Meter Size Rate ($) Rate Rate ($) Per meter $ 12.63 Per 1,000 gallons $ 4.71 Assumptions Revenues projected for fiscal year 2019-2020 are solely based on the existing rate structure and an anticipated increase of 375 customers. The overall anticipated revenue decrease is due to a large amount of investment income earned during fiscal years 2018 and 2019 from bond proceeds as part of a large capital project to construct a new water reclamation facility. The Town is in the process of a sewer rate study and may be adjusting rates upon Council discretion. 0.0 0.5 1.0 1.5 2.0 2.5 Millions Fiscal year $ Revenue $ Change % Change 2015-2016 Actual 1,013,783 80,375 8% 2016-2017 Actual 1,082,229 68,446 6% 2017-2018 Actual 1,637,133 554,904 34% 2018-2019 Estimated 1,565,976 (71,157) -5% 2019-2020 Budgeted 1,521,045 (44,931) -3% 2020-2021 Forecasted 1,688,360 167,315 11% 2021-2022 Forecasted 1,806,545 118,185 7% 2022-2023 Forecasted 1,914,938 108,393 6% 46 AIRPORT FEES Description The Marana Regional Airport receives revenues from air hangar leases, fuel charges and open tie-downs. Permitted Use These revenues are not restricted and may be used for any purpose. Rate Structure Pima Aviation, Inc. owns and operates the hangars, covered tie-down areas and storage facilities at the Marana Regional Airport. However, as part of the ownership arrangement, the Town receives revenues from a series of land, hangar, development and open tie-down leases and fuel usage fees from Pima Aviation, Inc. The Town owns the open tie-down areas. The rates and fees vary by type and are available on the Town’s website. Assumptions The Marana Regional Airport is classified as a general aviation reliever airport for Tucson International. Several key capital projects will be vital to the continued growth of the airport. The airport will be a key element of the Town’s Economic and Strategic plans. Fiscal Year 2019-2020 revenue is expected to increase modestly as changes to several lease agreements and increased traffic are anticipated to generate additional revenue. Fiscal year $ Revenue $ Change % Change 2015-2016 266,508 8,189 3% 2016-2017 305,030 38,522 13% 2017-2018 321,712 16,682 5% 2018-2019 Estimated 346,068 24,356 7% 2019-2020 Budgeted 402,200 56,132 14% 2020-2021 Forecast 446,442 44,242 11% 2021-2022 Forecast 477,693 31,251 7% 2022-2023 Forecast 515,908 38,215 8% 0.0 0.1 0.2 0.3 0.4 0.5 0.6 Millions 47 EXPENDITURE SUMMARY The budgeted expenditures include services and programs for the community such as general government, public safety, community and economic development, culture and recreation, highways and streets, airport and water services. While most operating costs are accounted for in the General Fund, some costs are funded by special revenue funds, such as the Highway User Revenues Fund (HURF) for street maintenance. Enterprise Funds are used to account for water, water reclamation and airport services. The major expenditures in the operating budget are personnel and benefits at 48%, which include all salaries and benefits for Town staff. Operating supplies and equipment and contractual services comprise 31% and 21%, respectively. General Government, $26.2M, 36% Economic & Community Development, $5.6M, 7% Public Safety, $16.9M, 23% Highways and Streets, $10.2M, 14% Culture & Recreation, $6.0M, 8% Water, $6.4M, 9% Wastewater, $1.5M, 2% Airport, $0.5M, 1% Operating Budget by Function $73.3 Million Personnel and benefits, $35.3M, 48% Contracted Services, $15.6M, 21% Operating Supplies & Equipment, $22.4M, 31% Operating Budget by Line Item $73.3 Million 48 STAFFING SUMMARY With personnel and benefits comprising 48% of the Town’s operating budget, employees play a significant part in providing services to the community and our citizens. The following graph identifies percentage of staffing by function. The town has increased its staffing level this fiscal year by 11.40 full‐time equivalent (FTE) positions through the budgetary process. Including all position adjustments and additions, staffing has increased from 363.95 positions to 375.35. These staffing numbers include a position within Water increasing from 0.6FTE to 1.0 FTE and reallocation of staffing from Economic & Community Development to Highways & Streets to better accommodate customer needs. The following table shows changes in staffing over the past four fiscal years and the current fiscal year. General Government, 75.25 FTE, 20% Economic & Community Development, 42.5 FTE, 11% Public Safety, 134 FTE, 36% Highways and Streets, 44 FTE, 12% Culture & Recreation, 42 FTE , 11% Airport, 3 FTE, 1% Water, 27.6FTE, 7% Wastewater, 7 FTE, 2% Staffing by Function 375.35 FTE 49 Functional Department 2015-2016 Authorized FTE 2016-2017 Authorized FTE 2017-2018 Authorized FTE 2018-2019 Authorized FTE 2019-2020 Authorized FTE General Government 70.88 72.88 73.25 73.25 75.25 Economic & Community Development 40.35 43.00 46.50 45.50 42.50 Public Safety 123.00 125.00 127.00 131.00 134.00 Highways & Streets 36.00 34.00 36.00 39.00 44.00 Culture & Recreation 38.50 41.75 41.00 40.00 42.00 Airport 3.00 3.00 3.00 3.00 3.00 Water 23.00 23.00 24.00 25.20 27.60 Wastewater 4.00 4.00 5.00 7.00 7.00 Total FTE 338.73 346.63 355.75 363.95 375.35 FTE increases were in areas that were determined to be important to advancing the mission of the Town and in line with the Strategic Plan. The following table lists the position titles and FTE additions for the new fiscal year: Position FTE Department Funding Source Code Enforcement Officer I 1.00 Community & Neighborhood Services General Fund Business Process Supervisor 1.00 Parks & Recreation General Fund Park Maintenance Supervisor 1.00 Parks & Recreation General Fund Police Officer 3.00 Police General Fund Equipment Operator 1.00 Public Works General Fund Facilities Technician II 1.00 Public Works General Fund Traffic Technician I 1.00 Public Works General Fund Water Billing Specialist 0.40 Water Water Fund Water Quality Technician 2.00 Water Water Fund Total FTE Additions 11.40 50 PROJECTION OF FINANCIAL CONDITION BY FUND GROUP Fund Group June 30, 2019 Estimated Fund Balance 2019-2020 Estimated Revenue 2019-2020 Estimated Expenditures Transfers In Transfers Out June 30, 2020 Estimated Fund Balance General Fund $32,368,948 $47,188,667 $51,751,547 - $4,545,542 $23,260,526 Special Revenue 6,853,205 8,580,103 10,935,733 100,000 - 4,597,575 Capital Projects 24,142,398 9,048,188 23,101,756 234,316 1,710,519 8,612,627 Debt Service 5,648,523 6,462,840 13,027,249 5,986,888 - 5,071,002 Enterprise 8,522,448 35,155,632 39,915,310 2,776,775 2,841,18 3,697,627 Internal Service 660,426 5,049,200 5,049,200 - - 660,426 Total All Funds $78,195,948 $111,484,630 $143,780,795 $9,097,979 $9,097,979 $45,899,783 51 TOWN FUNDS AND FUND BALANCE DETAILED INFORMATION General Fund The General Fund is the Town’s primary operating fund. It accounts for all financial resources except those required to be accounted for in other funds. As described earlier, nearly 95 percent of the General Fund’s operating revenues are extremely sensitive to fluctuations in the regional and national economies. This was very apparent during the multi-year economic recession. The Town proactively managed its budget through the depths of the Great Recession and beyond. As a result of that effort, the Town has maintained healthy reserve balances and, in fact, has increased General Fund balances to prior Great Recession levels. The Town estimates that approximately $2.8 million will be added to reserve balances for the end of fiscal year 2018-2019. The following chart shows the current year’s reoccurring revenue and expenditure as well as forecasted reoccurring revenues and expenditures for the next five fiscal years. These forecasts are updated annually to ensure the Town maintains a healthy budget outlook for the future. The end of fiscal year 2019-2020 fund balance is projected to be $23.3 million. This projected number excludes contingent expenditure budget authorization of $5.0 million. By policy, use of contingency requires Council approval which is consistent with the Town’s financial policies and utilization of those resources. Estimated ending fund balance is approximately 49.3% of the projected fiscal year’s General Fund revenue. This is above the acceptable level according to the Town’s policy of fund balance (target of 25% of General Fund’s budgeted revenues). The following chart shows fund balance levels for the past four fiscal years and the current fiscal year along with the 25% reserve requirement target. $- $10 $20 $30 $40 $50 $60 2020 Budget 2021 2022 2023 2024 2025Millions General Fund Forecast 2021 to 2025 Recurring revenue Recurring expenditures 52 For fiscal year 2019-2020, the use of fund balance is anticipated to complete several projects that are carried forward from the prior fiscal year, as well as to make several one-time capital investments. Special Revenue Funds Special revenue funds account for the proceeds of specified revenue sources, other than major capital projects, that are legally restricted to expenditures for specific purposes. For fiscal year 2019-2020 the Town has budgeted $2.5 million in funding for unanticipated grants and contributions. This will provide the Town the revenue and expenditure authority required to take advantage of grants and similar opportunities that may occur during the year. Additionally, this funding mechanism removes the impact of grant activity on the operating budgets in the General Fund. For fiscal year 2019-2020, the largest sources of fund balance for special revenue funds are the Bed Tax at $1.7 million and Highway User Revenue at $2.9 million respectively. Projected ending fund balance for fiscal year 2019-2020 is projected to decrease by $2.3 million due to the anticipated completion of existing capital projects related to road infrastructure. $- $5 $10 $15 $20 $25 $30 $35 2015-16 2016-17 2017-18 2018-19 Estimated 2019-20 BudgetedMillions General Fund Reserve Balances Fund Balance Required Reserve $0 $1 $2 $3 $4 $5 $6 $7 $8 2015-2016 2016-2017 2017-2018 2018-2019 Estimated 2019-2020 BudgetedMillions Special Revenue Funds Reserve Balances 53 Capital Project Funds The capital projects funds account for resources to be used for the acquisition or construction of capital facilities, equipment and infrastructure other than those financed by the enterprise funds and special revenue funds. The ending fund balance for fiscal year 2019-2020 is projected to decrease 64% to $8.6 million. This reduction is due to the anticipated completion of several large capital projects such as the Ina road bridge project (page 144). Debt Service Funds The debt service funds account for the accumulation of resources and the payment of general long‐term debt principal, interest, and related costs. The ending fund balance for fiscal year 2019-2020 is projected to be $5.1 million. A significant portion of the balance is associated with deposits held related by the Gladden Farms, Gladden Farms II, and Saguaro Springs Community Facilities Districts (a separately presented component unit). $0 $5 $10 $15 $20 $25 $30 $35 $40 2015-2016 2016-2017 2017-2018 2018-2019 Estimated 2019-2020 BudgetedMillions Capital Project Funds Reserve Balances $0 $1 $2 $3 $4 $5 $6 2015-2016 2016-2017 2017-2018 2018-2019 Estimated 2019-2020 BudgetedMillions Debt Service Funds Reserve Balances 54 Enterprise Funds Enterprise funds are used to account for operations that (1) are financed and operated in a manner similar to private business enterprises, where the intent of the Town Council is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or (2) where the Council has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. For fiscal year 2019-2020, Enterprise Funds include a Water Utility Fund, Wastewater Utility Fund, and an Airport Fund to account for the activities of these enterprises. The estimated ending fund balance for fiscal year 2019-2020 is $3.7 million. The large amount of reserve balances ending for fiscal year 2016-2017 is attributable to inter-fund borrowing and bond proceeds that funded the construction of a water reclamation facility beginning in fiscal year 2016-2017 and ending in fiscal year 2018-2019. Internal Service Funds The internal service funds are used to account for operations serving other funds or departments. The Town has internal service funds for self-insured health and dental benefits. The fund balance for fiscal year 2019-2020 is projected to remain unchanged. $0 $5 $10 $15 $20 $25 $30 $35 2015-2016 2016-2017 2017-2018 2018-2019 Estimated 2019-2020 BudgetedMillions Enterprise Funds Reserve Balances $0.0 $0.2 $0.4 $0.6 $0.8 $1.0 $1.2 2015-2016 2016-2017 2017-2018 2018-2019 Estimated 2019-2020 BudgetedMillions Internal Service Funds Reserve Balances 55 56 57 58 DEPARTMENTAL SUMMARY The following table provides a summary of the fiscal year 2019-2020 Operating Budget by department. The table includes the source(s) of funding for each department by fund type and also includes the applicable number of FTEs by department. Detailed information for each department as well as a detailed fund structure and expenditure information can be found in the subsequent departmental pages. Department FTE Count General Fund Proprietary Funds Special Revenue Funds Total Mayor & Council - 349,616 - - 349,616 Town Manager's Office 11.50 1,870,089 - - 1,870,089 Town Clerk 5.00 534,528 - - 534,528 Human Resources 7.00 1,142,205 - - 1,142,205 Finance Department 16.25 1,522,424 - - 1,522,424 Legal Department 7.50 1,043,625 - - 1,043,625 Technology Services 14.00 3,006,286 - - 3,006,286 Economic Development & Tourism 3.50 287,827 - 439,808 727,635 Development Services 22.00 2,254,562 - - 2,254,562 Police 121.00 14,406,429 - 1,502,546 15,908,975 Magistrate Court 14.00 1,156,666 - 630,500 1,787,166 Public Works 44.00 5,047,120 - 4,487,881 9,535,001 Engineering 20.00 2,585,051 - - 2,585,051 Parks & Recreation 42.00 4,861,855 - - 4,861,855 Community & Neighborhood Services 10.00 1,164,152 - 200,000 1,364,152 Water 27.60 - 6,357,586 - 6,357,586 Water Reclamation 7.00 - 1,539,676 - 1,539,676 Airport 3.00 - 614,880 - 614,880 Non-Departmental - 7,074,932 5,049,200 4,188,942 16,313,074 Total 375.35 48,307,367 13,561,342 11,449,677 73,318,386 59 Key Performance Measurements Beginning with the adoption of the fiscal year 2018-2019 budget process, the Town reviewed and updated department performance measures and indicators to ensure they were consistent with key criteria. Key criteria are: • Transparent • Attainable • Measureable • Meaningful • Linked to operating budget • Directly associated with the Strategic Plan The departments of Finance and Human Resources, along with the Town Manager’s Office and department directors worked to better align each departments goals to the above criteria. Fiscal year 2018-2019 was the first year for implementation and reporting on Key Performance Measurements. Fiscal year 2019-2020 is the second year that departments will be tracking specific criteria based upon outcomes listed in their Key Performance Measurements. As many of these metrics (and corresponding tracking) are still relatively new to the Town, several targets are still being refined and adjusted as departments continue to analyze data that has been collected throughout the year. As departments continue to track and analyze data related to Key Performance Measurements, improvement and evolution will be noticed over time, leading to the continued success of the organization. Reporting will be conducted on a regular basis throughout the fiscal year to ensure the goals continue to meet key criteria outlined and departments are striving to meet their Key Performance Measurements. 60 MAYOR & TOWN COUNCIL Department Overview The Marana Town Council is committed to providing its residents with a high standard of living, efficient municipal services, and progressive community planning. Their actions are based on solid values, uncompromising integrity, and servant leadership for the community. 2018- 2019 Accomplishments • Adopted a structurally balanced operating budget • Hosted the Marana Legislative Day • Rescinded the half cent sales tax • Commissioned Staff to proceed with the construction of two water treatment plants 2019- 2020 Goals & Objectives • Ensure the use of the Strategic Plan in the development of the annual budget • Maintain regular briefing reports and Council Executive Reports • Support legislative priorities • Ensure that Marana remains a safe, clean and healthy community Community Outreach Intergovernmental Relations Policy Development Mayor & Town Council Members 61 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 256,311 253,605 309,807 315,670 Contracted Services 4,981 6,942 11,480 20,461 Operating Supplies & Equipment 5,816 9,441 6,302 13,485 Total by Category 267,108 269,988 327,589 349,616 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 267,108 269,988 327,589 349,616 Total by Fund 267,108 269,988 327,589 349,616 *Note: Town Council does not have FTE’s. Town Council members are paid a stipend and are eligible to receive benefits. 62 TOWN MANAGER Department Overview The Town Manager’s Office, under the policy and direction of the Town Council, provides oversight, support and coordination of administrative activities across the Town. The Manager’s Team provides leadership and vision to town staff for the benefit of the entire Marana community. Using the Strategic Plan, we implement successful strategies to tackle the challenges and growth in the Town. The Manager’s Team promotes responsiveness and efficient policies and procedures to ensure the highest quality of life for residents and businesses. The Manager’s Team believes in strong partnerships with our business and development communities, our neighboring municipalities, and various interest groups in the area. We are committed to providing the highest level customer service and effective solutions to complex changes. The Manager’s Team will never compromise our integrity or the public’s trust. TOWN MANAGER’S OFFICE 2018 – 2019 Accomplishments • Maintained a structurally balanced budget • Worked with the Town Council to rescind the half-cent sales tax • Coordinated successful intergovernmental efforts, including hosting the Marana Legislature Day • Provided the leadership and direction to:  Develop the new Water Reclamation and Recharge Facility  Initiate the process of creating new Water Treatment Campuses  Complete and inaugurate the new Public Safety Facility  Cut the ribbon on the expanded Tangerine Road Corridor 2019 - 2020 Goals & Objectives • Complete the Ina Road Restoration, Interchange and Santa Cruz River Bridge Reconstruction projects while assisting businesses and residents with the transition • Continue to lead the effort to create a centralized permitting and licensing system Administration Support Services Community Outreach Council Support & Constituency Staff Oversight Town Manager 63 • Coordinate the development of the 2040 Marana General Plan • Work with Town departments to develop strategic infrastructure plans, such as the North Marana Drainage Study and Sewer Conveyance Plan COMMUNICATIONS AND MARKETING DIVISION 2018 - 2019 Accomplishments • Completed the first parks and recreation guide insert for the Marana Newspaper. • Created the Culture & Engagement program in a proposal to HR. • Developed the web design and branding for Marana 2040 General Plan update. • Launched the Marana Events engagement book. • Successful disseminated information through the Joint Information Center function of the Emergency Operation Center for the July flood events. • Began the Marana Town Talk podcast, interviewing key players from the Town of Marana and their projects. • Improved response times to constituents on social media. • Branded and marketed the Marana Momentum Alliance initiative in collaboration with Southern Arizona Food Bank, Marana Unified School District, and MHC Healthcare. 2019 - 2020 Goals • Establish strategies for hard-to-reach audiences, including those who are not active on social media and other technical forms of contact. • Continuously research and implement new communication strategies based on best practices in the public and private sector. • Evaluate the effectiveness of the current MaranaAZ.gov website, and begin researching ways to improve the layout to best fit the modern user’s needs. • Continue to evaluate and update the Brand book to accommodate evolving organizational needs, including the implementation of a brand package for capital improvement projects. • Identify areas of brand expansion, including the front desk, lobby, and interoffice mailing. • Continue to cultivate brand loyalty through creative social media interactions and strategically placed digital advertising. • Formalize work flow process with departments, including draft templates, approval processes, and presentations. • Manage lines of communication for the public to continuously provide feedback or register complaints/concerns. 64 SPECIAL EVENTS DIVISION 2018 - 2019 Accomplishments • Improved shuttle logistics for Star Spangled Spectacular • Managed crowd control with the successful implementation of carnival ride fees. • Implemented new events (both on-going and one-time) including Marana Macro Machines, Town Hall Youth Days, and various grand opening ceremonies. • Won a 3CMA award for one-time event for Town Hall Youth Days. • Included the position of Special Event Programmer to enhance customer service, vendor flow, and logistics. 2019 - 2020 Goals • Seek solutions for event safety concerns. • Evaluate community needs and identify possible opportunities for expanding or modifying the events program. • Identify sponsorship revenue opportunities. Establish a work flow process for marketing special events to businesses. • Evaluate effectiveness of current public feedback tools and explore additional ways to solicit event feedback. • Identify opportunities for employee support, such as the Marana Town Hall Youth Days. 65 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 Progress and Innovation Foster a culture of innovation throughout the Town organization Number of town- wide innovation seminars 2 2 Community Ensure Town information is easily accessible to the public Development of transparency apps and platforms Creation of Town performance dashboard Additional information to Town performance dashboard 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 10% increase Reduce initial response time for project requests by 20% 20% reduction additional 10% reduction Progress and Innovation Increase accuracy in planning for special event growth Accurately predict event attendance within 10% of actual/estimated post event < 10% < 10% 66 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 1,170,600 1,239,477 1,280,047 1,415,038 Contracted Services 128,304 100,853 119,286 135,986 Operating Supplies & Equipment 203,207 221,985 254,874 287,065 Total by Category 1,502,111 1,562,315 1,654,207 1,838,089 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 1,501,091 1,561,825 1,654,207 1,838,089 Bed Tax Fund 1,020 490 - - Total by Fund 1,502,111 1,562,315 1,654,207 1,838,089 67 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 1.13 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 1.00 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 Total Town Manager's Office 11.13 13.50 13.50 11.50 68 TOWN CLERK Department Overview The Town Clerk is responsible for oversight of Council meetings, the administration of town elections, public records management, coordination of public records requests, claims management, processing liquor licenses and the coordination of interdepartmental services related to the town. Under the direction of the Town Manager’s office, the Town Clerk handles claims against the town, prepares official Council agenda packets, records official minutes of all Council meetings, and is staff to the Marana Citizens’ Forum. Community is the keystone of the Strategic Plan that enhances the mission of the Town Clerk’s department, which is to assist the public and internal staff with accurate and timely information. 2018-2019 Accomplishments Records Administration • Laserfiche digital imaging clean-up continues with the removal of over 19,105 transitory and duplicate documents from the repository • Reviewed and transferred over 129 permanent planning boxes to off-site storage • Reviewed and transferred over 40 semi-permanent capital improvement project boxes and permit record boxes to off-site storage • Reviewed and inventoried 95 permanent archive record boxes adding new labels, Versatile tracking numbers, and refiled in acid free folders • File room inventory of transitory and permanent public records ongoing Community • Hosted a voter registration drive at the July 4th Celebration and did voter outreach to local business before the August 2018 Primary Election • Hosted regional community town hall with other government agencies and non- profits in Pima County discussing the impacts of the criminal justice system on local services and citizens Council and Department Organization • Continue to provide agenda training as needed to all staff • Member of the town’s safety team • Member of the town’s wellness team Council Elections Records Management Community Town Clerk 69 • Member of the town’s benefits team • One staff member working towards Municipal Clerk Certification • One staff member working towards Laserfiche Operator Certification 2019-2020 Goals & Objectives In addition to those items listed below, all goals and objectives noted above as ‘ongoing’ will continue to be a focus objective during this period. • Continue Laserfiche and Versatile clean-up project to enhance software capabilities • Complete the clean-up of the Public Works and Real Property templates and continue to improve the search capabilities within the repository • Continue reorganization of the Records room and relocation of files to the Sanders Road Archive unit KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 UofA, AZ State Museum, Sonoran Desert Coalition, and Old Pueblo Archaeology First draft of policy Final 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 70 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 377,255 388,132 367,782 406,363 Contracted Services 80,600 22,890 45,810 48,515 Operating Supplies & Equipment 8,328 6,440 11,872 14,650 Total by Category 466,183 417,462 425,464 469,528 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 466,183 417,462 425,464 469,528 Total by Fund 466,183 417,462 425,464 469,528 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 71 HUMAN RESOURCES Department Overview The Human Resources Department’s mission is to support and advance the Town of Marana by hiring, developing and keeping the best talent. In collaboration with all Town employees, we work to promote Marana’s culture and an organization of excellence. 2018– 2019 Accomplishments Administration • Provided organizational workforce data report • Provided Total Compensation Statement for all benefits eligible employees • Developed HR Metric Dashboard Benefits • Managed the Affordable Care Act Reporting and disbursement of 1095C forms to all benefit eligible employees • Conducted benefits requests for proposals the dental and vision platforms • Managed request for proposal provider changes for medical/stop loss, EAP, Life, Disability, FSA, HSA, Cobra platforms • Evaluation of a Tuition Reimbursement platform • Evaluation of a Parental Leave platform Compensation & Classification • Implementation roll-out of Job Descriptions for all classifications/positions • Implemented a source index for compliance tracking for minimum requirements for all classifications/positions Organizational Development • Increased employee engagement and the interactive quarterly touch base process and goal deployment (PERFORM) • Conducted Town Wide: o Time and Attendance training o Employee Assistance Training o Accident & Injury Training o Sexual Harassment Training Benefits & Wellness Organizational Development Recruitment Classification & Compensation Safety & Occupational Health Huam Resources Director 72 • Conducted Department & Position specific training: o Respect & Diversity Training o Employee Assistance Training for Supervisors Recruiting • Improved the efficiency of the recruiting process by implementing pre- employment compliance & index tracking for job classifications/positions Safety & Emergency Management • Established motor vehicles records checks program • Completed state multi-jurisdiction hazard mitigation plan • Maintained 90% Safe Personnel Training completion rate • Obtained an Emergency Management Preparedness grant (EOC upgrade) • Updated 3 year operator equipment card/certification • Implemented Job Hazard Assessments (JHAs) for all job classifications • Worker’s Compensation claims reduction • Managed the occupational health care provider change from US HealthWorks to Concentra • Implemented Tele-med services for PD workplace injuries Wellness • Held wellness clinics throughout the year, including the Flu Shot Clinic, Mobile On-Site Mammography Clinic • Introduced and implemented new wellness platform 2019 – 2020 Goals & Objectives Administration • Continue to be a driving force to cultivate and promote the Town’s goals, strategic plan and cultural values • Upgrade the PAF/REQ workflow with process & electronic enhancements Benefits • Move towards auto file feeds on medical and dental plans • Increase utilization of Employee Self Service for employee compliance notifications • Enhance online benefit processes and acknowledgements Compensation & Classification • Enhance the organizational Reclassification Request process Organizational Development • Assess organizational training needs and develop a strategic training plan based on organizational need 73 • Implement a rewards & recognition platform to include service, performance, appreciation and culture-based platforms • Conduct Six Block training and development analysis throughout the organization Recruiting • Implement an enhanced recruiting process and Hiring Manager Toolkit • Implement an electronic interactive on-boarding & orientation process to enhance the new hire experience Safety & Emergency Management • Continue to reduce workplace injuries and enhance claims management process • Complete the development of the Continuity of Operations Plans (COOP) for all Town departments and incorporate them into the Town’s Emergency Operations Plan (EOP) • Certification of OSHA required positions for first-aid, CPR & AED • Update the Town’s Emergency Operations Plan (EOP) Wellness • Hold wellness clinics throughout the year, including biometrics, a Flu Shot Clinic, and Mobile On-Site Mammography Clinic • Increase organizational wellness participation and incorporate new platforms KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Progress and Innovation To reduce the frequency and cost related to injuries Reduction in injury claims and reduction with associated injury costs 10% 5% Progress and Innovation To increase employee engagement Increase the number of touch base meetings 4% 2% 74 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 646,613 657,874 713,413 721,382 Contracted Services 46,721 39,578 42,357 123,369 Operating Supplies & Equipment 88,520 112,099 91,251 174,454 Total by Category 781,854 809,551 847,021 1,019,205 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 781,854 809,551 847,021 1,019,205 Total by Fund 781,854 809,551 847,021 1,019,205 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 75 FINANCE DEPARTMENT Department Overview The Finance Department provides financial support services throughout the Town including accounting, fiscal planning, treasury services, cash receipts, purchasing, accounts payable, payroll, debt management, development and monitoring of the annual operating budget, establishing and monitoring internal controls, preparing the Comprehensive Annual Financial Report, facilitating external audits and independent reviews and grant management. 2018 – 2019 Accomplishments • Received 11th consecutive Distinguished Budget Presentation Award from the Government Finance Officers of America • Received the Certificate of Excellence in Financial Reporting from the Government Finance Officers of America for the 10th consecutive year • Coordinated with other Town departments to update Chapter 9, Business Regulations of the official code of the Town of Marana • Updated the Town’s Investment Policy • Established the Town’s Public Safety Personnel Retirement System funding policy • Successfully implemented interactive Quarterly financial briefs on the Town’s website. • Implemented payment processing to include the use of alternatives to paper checks such as (ACH, Wire, Pcard, Etc.) • Implemented electronic time entry for all town employees 2019 – 2020 Goals & Objectives • Receive the Distinguished Budget Presentation Award from the Government Finance Officers of America • Receive the Certificate of Excellence in Financial Reporting from the Government Finance Officers of America • Acquire and implement a new business licensing software system • Establish a debt management policy and related processes • Develop and implement a cash flow forecasting model Budget Accounting Administration Procurement Treasury Management •Sales Tax & Audit Finance Director 76 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 (11th consecutive) Yes (12th consecutive) Receipt of GFOA Distinguished Budget Presentation Award Yes (10th consecutive) Yes (11th consecutive) Progress and Innovation Ensure budgeted numbers are reasonably conservative and maximize use of available funds and a structurally balanced budget Targeted variance from budget to actual: Operating revenues TBD ± 5% Targeted variance from budget to actual: Operating expenses TBD ± 5% 77 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 876,479 851,260 891,761 1,340,246 Contracted Services 126,215 114,961 110,067 159,778 Operating Supplies & Equipment 10,151 6,851 11,687 22,400 Total by Category 1,012,845 973,072 1,013,515 1,522,424 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 1,012,845 973,072 1,013,515 1,522,424 Total by Fund 1,012,845 973,072 1,013,515 1,522,424 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Finance Director 1.00 1.00 1.00 1.00 Finance Deputy Director 1.00 1.00 1.00 1.00 Budget Analyst 1.00 1.00 1.00 1.00 Revenue and Customer Service Manager - - - 1.00 Payroll Administrator 1.00 1.00 1.00 1.00 Procurement Agent 1.00 1.00 1.00 1.00 Procurement Officer 1.00 1.00 1.00 1.00 78 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Senior Accountant 2.00 2.00 2.00 2.00 Senior Accounting Associate 1.00 1.00 1.00 1.00 Accounting Associate 1.75 0.75 0.75 0.75 Administrative Assistant 0.50 0.50 0.50 0.50 Asset System Administrator 1.00 - - 1.00 Customer Service Representative - - - 2.00 Tax and License Specialist - 1.00 1.00 1.00 Grants Manager - 1.00 1.00 1.00 Total Finance 12.25 12.25 12.25 16.25 79 LEGAL Department Overview The Marana Legal Department provides quality legal services to help the Town become a sustainable community with a high quality of life. The Legal Department provides legal advice to the Mayor and Council, the Town Manager’s Office and all Town departments, and directly or through outside counsel represents the Town in litigation. The Legal Department also prosecutes misdemeanor offenses committed within the Town limits and serves as an intermediary between the police, court personnel, victims, witnesses and defendants. In addition to prosecution of cases, the office helps with the MPD Citizens Police Academy and MPD Explorers and participates in new officer training, issuing cases, the Coalition Against Retail Theft (CART) program, the DUI Task Force, and the Pima County Domestic Violence Fatality Review Team. 2018 – 2019 Accomplishments • Commerce: Completed comprehensive revision of the Town sign code and business license code. Provided legal advice to the Airport director, Community Development, and Finance-Procurement regarding the ongoing Airport rehabilitation project. Prepared documents necessary for the Town’s participation in the Arizona Department of Transportation’s Urban Logo Sign program. Prepared legal documents needed to sunset the temporary half cent Town sales tax to fund the new Marana Police Department facility. • Community: Assisted in obtaining funding for the design and construction of two new water treatment facilities. Drafted new Town Code Chapter 9-12 governing Commercial Filming and Photography Permits and provided legal advice to the new Marana Film Office. Completed the property rights acquisitions needed for the Tangerine Adonis Road Extension project. Prepared a protected facility ordinance and the Tangerine-Downtown Sewer Protected Facility Designation and Charge, which were adopted by Council. Assisted in the acquisition of property rights and financial assistance needed to connect the Adonis neighborhood to the public sewer and eliminate the use of an open sewer lagoon. Assisted in obtaining emergency access for the San Lucas area of Marana via the Central Arizona Project canal maintenance road. Provided top- Civil Legal Services Criminal Prosecution Town Attorney 80 quality municipal criminal and code enforcement, including efficiently and fairly handling about 1,350 misdemeanor prosecutions. • Innovation: Implemented the Legal Department’s new training series. Completed the update of 18 administrative directives. Assisted Human Resources and Finance-Procurement in the bidding and contracting process to switch the Town’s health insurance provider and other benefits providers. • Heritage: Assisted with all aspects of Town special events (Cotton Festival, Founders Day, Christmas Tree Lighting, etc.), including agreements and insurance issues, and coordination with Marana Heritage Conservancy on legal issues. • Recreation: Assisted in the acquisition of property rights from Marana Unified School District and Pima County for the development of El Río Preserve. Prepared and reviewed agreements and documents for the Santa Cruz River Shared Use Path and the CAP Trail and trailhead. 2019 – 2020 Goals & Objectives • Commerce: Assist the Planning Department in finalizing the land development code comprehensive revision and corresponding translation of old alphabet zones to modern zoning designations. Assist in bringing the 2020-2040 Marana General Plan through the public hearing process and to Council for approval. • Community: Provide advice and prepare agreements and Council documents for Town acquisition of the Tortolita Preserve and the Arizona State Land Department’s Tangerine Corridor rezoning process. Update Alcohol and Drug- Free Workplace policy. • Innovation: Assist and advise the Planning Department in reducing the size, bulk, and complexity of the remaining chapters of the Land Development Code, and bring them to public hearings before the Planning Commission and Council. Update the Town’s email and social media Administrative Directives. Assist Human Resources and Finance in establishing a medical insurance trust as required by A.R.S. § 11-981 for a self-funded program in a county with a population of over one million. • Heritage: Provide legal advice and assistance related to continued development of the Heritage Park and implementation of the Heritage Park Master Plan. • Recreation: Provide legal advice and prepare agreements related to the Pima County Flood Control District’s design and construction of the soil cement bank protection for the El Río Preserve, for the Town’s acquisition of the CalPortland segment of the Santa Cruz River Shared Use Path, and for the CAP Trailhead. 81 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 100% 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 FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 712,310 731,144 854,296 906,751 Contracted Services 134,459 97,561 96,849 131,874 Operating Supplies & Equipment 3,234 3,815 5,480 5,000 Total by Category 850,003 832,520 956,626 1,043,625 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 850,003 832,520 956,626 1,043,625 Total by Fund 850,003 832,520 956,626 1,043,625 82 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 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 6.50 7.50 7.50 83 TECHNOLOGY SERVICES Department Overview The Technology Services Department provides Town departments with the leadership, skills and technology infrastructure that enable the effective, secure, and efficient use of technology solutions in support of the vision, principles and strategic goals of the Town of Marana. 2018-2019 Major Accomplishments • Parks Field App • Parks Amenities (“Know Before You Go”) • Marana Data Dashboard • Parks Mobile App • Contracts Application • Performance Dashboard • Upgraded email system • Deployment of vehicles cameras in police cars • Migration to PCWIN radio system • Designed and deployed network technology for new Police facility • Upgraded security devices to block malicious Web and email content 2019-2020 Goals & Objectives • Modernize service delivery that is based upon industry frameworks and leads to increases response times, productivity and customer satisfaction; to include adoption of formalized standard operating procedures • Perform a security assessment and create an information security strategy • Implement a security awareness program • Determine requirements and make recommendations to replace CRW • Update the Town’s Wi-Fi setup to include BYOD options • Assist in the usage of data for dashboard and performance metrics Infrastructure Applications Technology Services Director 84 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Progress and Innovation To increase the availability of Town network and server resources Network and servers availability 98% 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 FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 1,315,538 1,265,968 1,355,790 1,509,286 Contracted Services 904,991 976,964 892,871 1,289,500 Operating Supplies & Equipment 348,980 203,978 694,682 207,500 Total by Category 2,569,509 2,446,910 2,943,343 3,006,286 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 2,569,509 2,446,910 2,943,343 3,006,286 Total by Fund 2,569,509 2,446,910 2,943,343 3,006,286 85 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 1.00 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 1.00 - - Total Technology Services 14.00 14.00 14.00 14.00 86 OFFICE OF ECONOMIC DEVELOPMENT AND TOURISM Department Overview To provide clear direction and coordination of economic development and tourism activities in Marana by the building of public/private sector partnerships to attract and retain a diverse business and employment base, support new local businesses, develop amenities and attractions to create a world class destination and provide a high quality workforce. To ensure that all departmental activities enhance and support the vision of the strategic plan by providing responsiveness to internal and external customers by the creation of those partnerships. 2018 – 2019 Accomplishments • Expanded business assistance/mentorship program with AZ Center for Innovation and UA Tech Park by offering more classes per year • Completed a dedicated incentive to attract development to downtown Marana • Completed redesign of Marana Main street roundabout hardscape/landscape • Continue to update and maintain the www.selectmarana.com property database system • Consulted with, and successfully entered three business entities into the MJCIP incentive (Micro Hospital, Dove Mountain Assisted Living, & Dialysis Surgi-Center) • Completed term as Arizona Association for Economic Development President – the statewide economic development organization • Continued to promote Marana by participating on several public speaking panels, monthly Chamber Updates, and serving on the Marana Chamber Board of Directors • Completed Economic Impact Study of the Marana Regional Airport • Kicked off annexation study to analyze Pinal Airpark and surrounding land for future annexation • Met with the CEO of the Arizona Commerce Authority to explore new partnering opportunities • Launched the Marana Wild Foods Gastronomy Tour Tourism Economic Development Economic Development & Tourism Director 87 • Leveraged the Marana Gastronomy Tour program and Marana archaeology sites to garner more than a dozen feature food and travel articles in Fodor’s Travel Guide, Arizona Office of Tourism, Arizona Daily Star, Tucson Foodie, Tucson Weekly, and professional travel blogs • Conducted national food journalist tasting event at The Ritz-Carlton, Dove Mountain and guided tour of wild foods in the Wild Burro Wash • Conducted 16 familiarization tours for film location managers and scouts, and film producers, and helped to organize a film industry outreach event in partnership with the Arizona Film Program Director, Matthew Earl Jones • Personally assisted 18 film projects, 12 of which were filmed in Marana • Produced Marana Film Office promotional video to market Marana to outside producers 2019 – 2020 Goals & Objectives • Complete the Pinal County/Airpark annexation study and begin the process to acquire those parcels into the Town of Marana • Complete BR&E (Business Retention & Expansion) study and implement plan • Successfully complete four current recruitment/expansion projects • Continue to market and recruit/expand the four main business sectors as outlined in the Economic Development Strategic Plan • Continue to promote the DMRF program and Downtown Overlay Zone for future Marana Main Street Businesses • Complete the Marana Main Street roundabout landscaping/hardscape project • Continue to recruit unique retail projects for the Marana Center and Marana Main Street projects • Continue to identify growth areas of the town for infrastructure strategies • Continue to work with the Marana Chamber of Commerce for collaboration/partnering opportunities • Launch Tourism Master Plan • Produce three TV episodes documenting film projects and locations to target new business from outside producers • Develop comprehensive production crew database for Film Office website • Continue to market the Town for tourism travel, dining, and shopping opportunities 88 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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% 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 15 marketing campaigns Frequency & reach - 15 marketing campaigns 89 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 218,037 322,490 340,241 357,455 Contracted Services 279,408 179,384 186,701 364,080 Operating Supplies & Equipment 4,029 2,110 1,797 4,200 Total by Category 501,474 503,984 528,739 725,735 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 195,040 247,649 271,118 285,927 Bed Tax Fund 306,434 256,335 257,621 314,808 Downtown Reinvestment Fund - - - 125,000 Total by Fund 501,474 503,984 528,739 725,735 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 Marketing & Design Associate 0.50 0.50 - - Total Economic Development & Tourism 3.50 3.50 3.50 3.50 90 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 is to maintain the vision of the town, by incorporating the strategic plan into our policies and procedures whenever possible. The Building Safety division has a staff of 13 full time employees. Staff is committed in supporting the daily operations of Development Services. The department staff consists of 3 plan review staff members, 5 inspectors, 2 permitting clerks, 1 development coordinator, 1 assistant building official and the chief building official. 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; Customer Service Long Range Planning Development Review Building Safety Inspections Development Services Director 91 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 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. 2018 – 2019 Accomplishments Development Services • Improved customer service experience - front remodel • Improved department workflow through workspace modifications • Flex room remodel to free up DSC Large for front counter overflow • Increased involvement in the process of town initiated projects and events Building Safety Division • Implemented electronic inspection program • Established on-line inspection requests and reports • IBC/IFC 2018 adoption • GPS units installed in all fleet vehicles • 100% certified staff Planning Division • Planning staff began the management and development of the 2010 General Plan update. The first deliverable product of this work, the Make Marana 2040 General Plan Map Atlas, a 68 page document that is a snapshot of current conditions in the Town, was presented to the public and Town Council. • Planning staff continues to work on the Land Development Code update. As a part of that work, a new, sign code has been adopted that is legally compliant with recent court rulings and replaces outdated standards with clear and concise regulations that will meet users’ needs. • Planning staff created a monthly report based on key metrics of commercial and residential development permit activity. The report identifies important trends that are easily identified through graphic representation. 2019 – 2020 Goals & Objectives Development Services • Continue to enhance the DSC website for use by the Town’s residents, businesses and customers 92 • 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 Building Safety Division • Electronic plan review • Electronic plan submittal – on-line submittals • Simplify permit reviews where permit techs/coordinator complete general plan review (over the counter issuance) • Public outreach and educational awareness (schools) Planning Division • Planning staff will work to adopt the revised Land Development Code and associated Town-wide rezoning of non-conforming parcels. • Planning staff will lead the effort to coordinate and engage Town departments, local stakeholders and Marana citizens in the creation and completion of the new, Make Marana 2040 General Plan. • Planning staff will continue to review, assess, revise and implement new development review policies and procedures in order to provide better service for our customers. 93 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Progress and Innovation Improve staff training, education, and certification levels International Code Certifications received N/A 4 staff Arizona Building Official Association code training sessions attended per year N/A 8 staff Commerce Ensure sufficient response to public for permitting and inspections Single family dwelling plans reviewed within five days N/A 90% Model plan reviews completed within five days N/A 70% Field inspections completed within one business day of request N/A 100% Commerce Streamline public processes to make it easier for public and developers to work with the Town In-house plan reviews as a percent of total plan reviews taken N/A 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 94 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 1,530,411 1,506,930 1,672,272 1,898,655 Contracted Services 319,433 267,239 336,419 282,400 Operating Supplies & Equipment 40,248 55,148 43,145 55,507 Total by Category 1,890,092 1,829,317 2,051,836 2,236,562 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 1,890,092 1,829,317 2,051,836 2,236,562 Total by Fund 1,890,092 1,829,317 2,051,836 2,236,562 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Development Services Administration Development Services Director 1.00 1.00 1.00 1.00 Business Process Analyst - 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Customer Service Clerk 1.00 - - - Building Safety Chief Building Official - 1.00 1.00 1.00 Assistant Building Official - - 1.00 1.00 95 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Building Safety Manager 1.00 1.00 - - Chief Building Inspector 1.00 1.00 1.00 1.00 Building Safety Coordinator 1.00 - - - Senior Plans Examiner 1.00 2.00 2.00 1.00 Plans Examiner 1.00 - 1.00 2.00 Building Inspector II 2.00 3.00 2.00 2.00 Building Inspector I 1.00 1.00 1.00 2.00 Permit Clerk 3.00 3.00 3.00 2.00 Development Coordinator 2.00 1.00 1.00 1.00 Planning Planning Director 1.00 1.00 - - Environmental Project Manager 1.00 1.00 - - Principal Planner 1.00 1.00 1.00 1.00 Senior Planner 4.00 4.00 5.00 5.00 Planner 1.00 - - - Total Development Services 24.00 23.00 22.00 22.00 96 POLICE Department Overview The Mission of the Marana Police Department is to provide unparalleled service and unwavering protection to every person in the Town of Marana and to do so with uncompromised integrity. We are committed to becoming the most highly regarded police department in the State of Arizona. 2018-2019 Accomplishments • Completed the construction of a 23 million dollar police facility and moved into the building, beginning day to day operation out of the facility in October (2018) • Became an active member of the Southern Arizona Law Enforcement Foundation, thereby making us eligible to receive funding for police equipment • Completed a feasibility study on the creation of a new bike patrol unit, to be implemented in keeping with the strategic plan when staffing allows • Reduced Worker’s Compensation Injuries • Raised $16,000 for charity via our 3rd annual Pride for the Patch Golf Tournament • Implemented the first Pride for the Patch Fitness Challenge with 188 public safety personnel participating • Maintained current crime rates based on Part I crimes/thousand residents • Maintained police response times at current levels 2019-2020 Goals and Objectives • In conjunction with the University of AZ develop an Internship program whereby four Criminal Justice majors participate as interns for one semester (2 /semester) • Begin the self-assessment phase of the Arizona Law Enforcement Accreditation Program as the first step toward becoming an accredited police agency • Outsource Police Off-Duty management • Transition from our current e-citation system to the new State system (AZ Tracs) to save $20,000/year. • Complete the Police shooting range • Maintain clearance rates higher than the national average for crimes of violence according to the FBI publication, Crime in the United States. Field Services Bureau Patrol, Criminal Investigations, DART, SRO, Motors, K-9, Auto-theft, CNA, DEA Support Services Bureau Communications, Records,Property and Evidence,Crime Scene Unit, Community Resources, Training, PIO, IA Chief of Police 97 • Maintain clearance rates for property offenses that are higher than the national average according to the FBI publication, Crime in the United States. • Maintain or exceed department clearance rates for crimes of violence as compared to the previous year. • Maintain or exceed department clearance rates for property crimes as compared to the previous year. KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 48.10 48.00 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 22.20 22.00 Maintain or reduce traffic collision rates based on total number of collisions per 1,000 residents as comparted to the previous year 5% 5% 98 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 11,601,967 12,116,539 12,901,329 13,422,283 Contracted Services 559,032 563,390 494,047 707,359 Operating Supplies & Equipment 1,310,831 1,193,729 1,224,448 1,579,333 Total by Category 13,471,830 13,873,658 14,619,824 15,708,975 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 12,570,321 13,209,926 13,692,630 14,406,429 Grants & Contributions 782,416 570,033 894,290 1,121,846 RICO Fund 27,592 8,920 21,001 79,500 Police Impound Fund 25,452 21,634 - 30,200 Emergency Telecommunications Fund 66,049 63,145 11,903 71,000 Total by Fund 13,471,830 13,873,658 14,619,824 15,708,975 99 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Chief of Police 1.00 1.00 1.00 1.00 Deputy Chief of Police 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Lieutenant 2.00 2.00 2.00 2.00 Police Sergeant 11.00 11.00 11.00 11.00 Police Officer 69.00 71.00 71.00 74.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Police Telecommunications Manager - - 1.00 1.00 Police Telecommunications Supervisor 2.00 2.00 1.00 1.00 Dispatcher 12.00 12.00 13.00 13.00 Police Records Specialist 2.00 2.00 2.00 2.00 Police Records Clerk 4.00 4.00 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 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 Customer Service Clerk - - 1.00 1.00 Executive Assistant 1.00 - - - Administrative Assistant 1.00 1.00 1.00 1.00 Total Police 113.00 115.00 118.00 121.00 100 COURTS Department Overview Marana Municipal Court adjudicates civil and criminal traffic, Town ordinance, and criminal misdemeanor offenses that occur within the Town limits, as well as issuing civil orders of protection and injunctions against harassment. The mission of Marana Municipal Court is to provide a forum for the fair, impartial, and efficient adjudication of those violations in an environment that is respectful and safe for all who interact with the justice system. 2018 - 2019 Accomplishments • Participated in multiple Saturday warrant court sessions at Pima County Justice Court, thereby providing improved access to the court system and reducing jail costs for the Town • Provided defendants with active warrants the option of walking in to court during business hours to address their warrants, rather than requiring them to wait for the next official court session, thereby preventing unnecessary incarceration and reducing jail costs for the Town • Provided judicial staffing during Marana Police Department warrant sweeps to prevent police officers from having to transport defendants to the jail, thereby increasing the efficiency of the program, preventing unnecessary incarceration, and reducing jail costs for the Town • Began implementation of the Arizona Supreme Court’s Security Standards Recommendations • Participated in training and education regarding the Arizona Chief Justice’s Fair Justice for All initiatives, with court staff both attending and presenting at various trainings • Served as a pilot court for the implementation of text notifications of upcoming court dates and payments. 2019 – 2020 Goals & Objectives • Continue updates to the Marana Court webpage to provide the public with additional resources for interacting with the court system • Continue to seek methods to provide court users with greater access to justice Judicial Division Administrative Division Town Magistrate 101 • Implement security policies, procedures, and training consistent with the Arizona Supreme Court’s Court Security Standards Recommendations KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 > 1% less than 1% Percentage of cases adjudicated 100% 100% Percentage of cases referred to judicial commission > 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% 102 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 858,579 822,178 914,591 1,040,816 Contracted Services 133,846 118,549 120,549 261,600 Operating Supplies & Equipment 11,492 13,082 15,482 484,750 Total by Category 1,003,917 953,809 1,050,622 1,787,166 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 955,006 880,461 960,726 1,156,666 JCEF Fund - - - 166,000 Fill the Gap Fund - - - 34,500 Local Technology Fund 48,912 73,348 89,896 430,000 Total by Fund 1,003,918 953,809 1,050,622 1,787,166 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 1.00 103 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Court Security Officer 2.00 2.00 2.00 2.00 Court Collections Specialist 1.00 1.00 1.00 1.00 Court Supervisor 1.00 1.00 1.00 1.00 Senior Courtroom Specialist 1.00 1.00 1.00 1.00 Courtroom Specialist 1.00 1.00 1.00 1.00 Court Clerk 4.00 3.00 3.00 3.00 Senior Court Clerk - 1.00 1.00 1.00 Total Courts 14.00 14.00 14.00 14.00 104 PUBLIC WORKS Department Overview The Public Works Department is committed to providing the highest level of service while maintaining a safe and reliable infrastructure for all members of the community. We strive to always seek innovative ways to improve, maintain, and enhance public facilities, public roadways, sidewalks, drainageways, landscaping and traffic operations systems in a cost-effective manner. The department supports the Town’s strategic plan, and considers itself a developing partner in the growth and prosperity of the community. 2018-2019 Accomplishments Facilities Management: • Solar arrays have been started and/or completed at 4 Town sites (MMC Employee Parking, Police Secure Parking, Crossroads Basketball Court, and Marana Pool) • B Building Remodel and Visitors Center Design have been started with the Project Manager and construction on the B Building Remodel will start in April and carry over through fiscal 2020 • Design for the HVAC upgrade at the MMC Chambers have been submitted and approved, project to start in fiscal 2020 • Remodeled the Wastewater Operation Building, replaced sub-floor and finished with LVT Flooring, painting and replaced fixtures • Replaced half of the worn out and damaged carpet and VCT at the MOC Water Department Building with LVT that was effected by a water leak • Repainted the Community Room at the MOC with Community Center colors and upgraded all the lighting to new LED inserts Fleet Services: • All Fleet employees obtained tire repair certification adopted by Federal and DOT standards • All Fleet Employees gained the OSHA/SAE Certification towards Automotive Air Condition Standards for 609 and the new 1234YF refrigerant systems Traffic Operations Streets Facilities Management Fleet Services Administration 105 • Car wash service in place to accept bar code reading for vehicles and billing thru vendor • Continued asset management upgrades through Cartegraph • Fleet has a GPS Pilot program in place for 5 town vehicles, and is working with management to see if this will be adopted by Town Government Street Maintenance: • ADA Ramp Repair and Upgrade Program. A subdivision is selected annually for ADA upgrades and repairs. Cortaro Ranch Subdivision Phase I scheduled to be completed by June 30th. • Bridge Painting at Marana TI is scheduled to be completed by June 30th. ( IGA ADOT) • Implemented Annual Culvert Cleaning Program Contractor Services. (600 Town Wide) • Implemented Annual Road Failure Repair Program. By identifying road failure issues ahead of time when possible will allow us the opportunity to work towards being proactive and not reactive. • Landscape Beautification Project on Tangerine Farms Rd shoulders and walking path scheduled to be completed by June 30th. Install DG, trees and plants as needed. • Continue Annual Maintenance Program for Orange Grove Pump Station. • Implemented Bridge De-Icing Program. (Operation freeze) • Implemented Storm Preparedness Plan. • Completed (RLRRP) Regional Local Road Repair Program 1.1 million in crack seal.(Town Subdivisions) • Pavement Preservation Program FY2019 in progress scheduled to be completed by June 30th. • Interred into an (IGA) Intergovernmental Agreement with Pima County for Roadway Maintenance. • Implemented Pavement Assessment Program. Traffic Operations: • Finalized installation and activation of flashing yellow arrows (FYA’s) for all protective/permissive movements (17 in house conversions and 4 project activations). • Completed the fiber optic installation along the Cortaro Road and Silverbell Road corridors. • 100 street light luminaires converted/upgraded from high pressure sodium to LED. • Replaced over 700 traffic signs due to age and damage. • Restriped over 2 million linear feet of pavement markings throughout the Town. • Upgraded the Dove Mountain Blvd./Moore Road intersection to radar activated LED traffic signs to enhance the traffic control. 106 • 11 Traffic Impact Analysis (TIA) reports accepted as of March 1 2019. Please note, some TIA’s are part of planning development plan packages so there may be a few more. • 90 traffic control plans (TCP’s) reviewed as of March 1, 2019. The TCP’s are for CIP projects, ROW permits, Special Events, etc. • 10 traffic count studies performed as of March 1, 2019. • 13 sight visibility studies performed as of March 1, 2019. 2019 - 2020 Goals & Objectives Facilities Management: • Finish remodel the 1st and 2nd floors of the MMC B Building for Marana Water and Parks and Recreation and add a Fleet bay at the Sally Port to be able to service vehicles at the MMC Complex • Remodel the MOC A Building after Marana Water moves out for Public Works to utilize this space. Building is in need of carpet, VCT Flooring and paint • Update Facilities Master Plan to add standard Town colors, asset inventory with replacement program and updated department needs assessments, need to identify ownership and responsibilities of all Town Assets • Review the recommendations of the comprehensive energy audit from Wendel Energy and plan out a replacement plan based on the Town’s best interest and practices • Replace the HVAC System in the Chambers based on recommendations from Wendel Energy Fleet Services: • Continue to upgrade and enhance Cartegraph software to effectively run reports on productivity and cost associated with general fleet repair. • GPS Tracking of Vehicles and Equipment to reduce ideal time, saving on fuel cost, allow departments to monitor activities based on equipment location, and prioritize equipment and vehicle assignments in the field • Updates to the Equipment Replacement Program. • Continued educational training in areas of maintenance and general tire repair Street Maintenance: • ADA Ramp Repair and Upgrade Program. A subdivision is selected annually for ADA upgrades and repairs. (Cortaro Ranch Subdivision Phase II) • Bridge Painting and Maintenance Twin Peaks Bridge at Santa Cruz, and Cortaro TI touch up. ( IGA ADOT) • Continue Annual Culvert Cleaning Program Contractor Services. (600 Town Wide) 107 • Landscape Beautification Project on Cortaro Rd, Cortaro Farms Rd, and Ina Rd. Installing DG, trees and plants to restore medians and shoulders to original plans. • Continue Annual Road Failure Repair Program. By identifying road failure issues ahead of time when possible will allow us the opportunity to work towards being proactive and not reactive. • Continue Annual Maintenance Program for Orange Grove Pump Station. • Continue Bridge De-Icing Program. (Operation freeze) • Continue Improving Storm Preparedness Plan. • Establish a Town Bridge Maintenance Program. Addressing any needed repairs identified by ADOT’s National Bridge Inspection Program. • Continue to work on overflow parking areas for Special Events and Facilities. • Pavement Preservation Program FY2020. Traffic Operations: • Install automatic traffic data collection and traffic signal delay, progression and congestion and traffic performance management equipment along the Ina Road corridor that will communicate with Pima County existing traffic signals monitoring system. • Install a Traffic Operations Center that will allow on-the-fly traffic management of all traffic signals operated by the Town of Marana. • Install retro reflective yellow border on all signal heads throughout the town, to increase safety and visibility at all signalized intersections. • Complete the remainder of the street name signs upgrade to comply with Federal regulations and requirements. • Implement sign upgrade program along major corridors to comply with Federal regulations and requirements. • Utilize Cartegraph to stream line Traffic Division workflow process between the engineering and maintenance areas. 108 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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% OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 2,450,627 2,563,668 2,739,003 3,078,934 Contracted Services 3,465,547 2,563,886 1,801,313 5,600,023 Operating Supplies & Equipment 383,753 410,717 705,694 421,044 Total by Category 6,299,927 5,538,271 5,246,010 9,100,001 109 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 3,096,375 3,533,734 3,559,192 4,812,120 Highway User Revenue Fund 3,203,552 2,004,537 1,686,818 4,287,881 Total by Fund 6,299,927 5,538,271 5,246,010 9,100,001 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Public Works Director 1.00 1.00 1.00 1.00 Public Works Deputy Director - 1.00 1.00 1.00 Traffic Manager 1.00 1.00 1.00 1.00 Community Response Manager 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 Equipment Mechanic 1.00 1.00 1.00 1.00 110 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 - - Signs & Markings Technician 1.00 - - 1.00 Signs & Markings Specialist 1.00 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 1.00 1.00 2.00 3.00 Maintenance Associate III 6.00 7.00 7.00 7.00 Maintenance Associate II 4.00 3.00 4.00 4.00 Maintenance Associate I 2.00 2.00 1.00 1.00 Engineering Aide - - 1.00 1.00 Engineering Specialist - - 1.00 1.00 Assets Coordinator - 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 36.00 38.00 41.00 44.00 111 ENGINEERING Department Overview The Engineering Department is responsible for addressing the infrastructure needs throughout the Town. The Engineering department plans, designs, and constructs public infrastructure. The Engineering Department provides oversight of projects to ensure that private development follows Town ordinances and engineering practices, maintains the safety of the public and the environment, recommends mitigation measures to reduce impacts from development and addresses the infrastructure needs throughout the town. 2018-2019 Accomplishments • Completed construction of Tangerine Road Corridor Phase I • Completed construction of the Marana Public Safety facility • Completed construction of McDuff • Completed construction of Coachline Blvd. • Completed construction of Santa Cruz Shared Use Path Phase III • Completed design and construction of a new traffic signal at Arizona Pavilions and WalMart • Competed stabilization of Starry Night Settlement Repair • Completed Ina Road Reconstruction • Completed Aerie Road Reconstruction • Completed a feasibility study for the SUP at CalPortland • Completed design for the Nighthawk Memorial at the Airport • Completed design for Camino de Oeste Road Restoration • Completed design for Thornydale north widening • Completed design and construction of Silverbell Road Sidewalks • Completed design for Avra Valley Road • Completed designs for El Rio Phase IA • Increased the insurance benefit to residents by obtaining a higher certification classification in the CRS program • Established a process for over-sized vehicles • Revised and simplified the Real Property submittal process • Streamlined the custom home building package • Complete engineering related titles in the LDC Development Engineering Sr. Executive Assistant Environmental Real Property CIP Engineering Construction Engineering Town Engineer 112 2018 – 2019 Goals & Objectives • Develop standardized contracts and special provisions for CIP projects • Continue with the FEMA Community Rating System program (CRS), with outreach and education which results in Marana residents receiving a higher discount on flood insurance • Complete the design and begin construction for Lon Adams • Complete design and construction of Adonis Subdivision improvements • Complete construction of Avra Valley Road • Complete construction for Thornydale Road • Complete construction Camino de Oeste • Marana Main Street and Settlement Repair Completion • Complete the Gladden Farms Hawk Signal KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 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 22% 25% 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% 113 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 2,353,895 2,144,072 2,013,628 2,108,599 Contracted Services 114,872 86,476 375,755 286,585 Operating Supplies & Equipment 151,830 68,487 59,995 64,867 Total by Category 2,620,597 2,299,035 2,449,378 2,460,051 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 2,380,858 2,227,426 2,394,942 2,460,051 Highway User Revenue Fund 49,658 - 20,213 - Transportation Fund 117,294 67,318 34,223 - Northeast Benefit Area Impact Fee 72,787 4,291 - - Total by Fund 2,620,597 2,299,035 2,449,378 2,460,051 114 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 1.00 - - Civil Engineer 1.00 1.00 1.00 - Environmental Project Manager 1.00 1.00 1.00 1.00 Engineering Specialist 3.00 3.00 2.00 2.00 Engineering Aide 1.00 1.00 - - Construction Manager 2.00 - - - Development Engineering Division Manager 1.00 1.00 1.00 1.00 Development Coordinator - 1.00 1.00 1.00 Senior Executive Assistant 1.00 1.00 1.00 1.00 CIP Program CIP Engineering Division Manager 2.00 2.00 2.00 2.00 Project Manager 1.00 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 1.00 - Project Coordinator - CIP 2.00 1.00 1.00 1.00 Engineering Document Clerk - 1.00 1.00 1.00 Total Engineering 23.00 24.00 22.00 20.00 115 PARKS & RECREATION Department Overview The Town of Marana Parks and Recreation department is dedicated to developing and implementing quality parks, trails, and leisure services for our community with a proud commitment to excellence, safety, and sustainability. 2017 – 2018 Accomplishments • Complete renovation of Ora Mae Harn District Park Ballfield #5 • Constructed and opened Tangerine Sky Community Park • Designed, constructed, and opened a new splash pad at Crossroads District Park • Constructed and opened a pocket park at Honea Heights neighborhood • Constructed and opened a new portion of the Santa Cruz Shared Use Path – Gladden Farms to the Beard House • Completed improvements at Marana Heritage River Park that included upgrading all lighting to LED, upgrading festival area with ¼” minus DG, and installing new irrigation, fencing, a sliding gate, and grass sod under pecan tree grove • Increase number of recreation program offerings by 86% • Implemented new lifeguard certification programs that provide instruction for aquatic professionals working throughout Southern Arizona • Launched a new wellness education series to promote healthy lifestyles though partnerships with Pima County Public Library and Northwest Medical Center • Diversified Outdoor Recreation programs to incorporate equestrian and mountain biking user groups and implemented a new trail running event 2018 – 2019 Goals and Objectives • Construct Central Arizona Project (CAP) trailhead and trail from Tangerine Road to Pinal County • Complete design and development of the Northwest Nature Park • Pave maintenance yard parking lot • Complete Ora Mae Harn District Park Master Plan • Complete design for El Rio Recreation Area • Incorporate paths in the Town’s Pavement Preservation Plan Administration Recreation •Outdoor Paths/Trails, Sports/Aquatics •Seniors, Community Enrichment Park Maintenance Parks & Recreation Director 116 • Incorporate a seasonal print activity guide in the department’s communications and marketing strategy • Increase program participation by 15% • Increase the number of inclusion program offerings by 15% KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Recreation To provide high levels of service to program participants and public Solicit and capture YoY increase in satisfaction from participants and partners through department feedback surveys Increased the number of programs surveyed by 35% Increase the number of programs surveyed by 40% 4.5 out of 5 Starts Survey Results 4.8 out of 5 Stars Survey Results Progress and Innovation To increase management and tracking metrics of department assets Utilize Cartegraph to track park maintenance via work orders analytics 66% 100% Recreation To promote healthy and active lifestyles through diverse recreation opportunities Increase Outdoor Recreation and Special Interest programming offerings 60% 70% YoY increase the total number of participants registered in recreation programs and community events 13.5% 15% 117 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 2,276,694 2,383,790 2,522,444 2,844,725 Contracted Services 419,146 520,366 546,608 898,570 Operating Supplies & Equipment 855,564 948,026 847,808 1,118,560 Total by Category 3,551,404 3,852,182 3,916,860 4,861,855 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 3,551,404 3,852,182 3,916,860 4,861,855 Total by Fund 3,551,404 3,852,182 3,916,860 4,861,855 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 Business Process Manager - - - 1.00 Recreation Division Recreation Coordinator 3.00 3.00 1.00 1.00 Recreation Programmer 2.00 2.00 1.00 1.00 118 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Business Services Coordinator 1.00 - - - Recreation Assistant 1.00 - - - Maintenance Division Superintendent 1.00 1.00 1.00 1.00 Parks Maintenance Supervisor 2.00 2.00 2.00 3.00 Irrigation Control Specialist 1.00 2.00 2.00 2.00 Assets Coordinator 1.00 1.00 1.00 1.00 Maintenance Associate III 12.00 12.00 10.00 10.00 Maintenance Associate II - - 4.00 4.00 Maintenance Associate I - - 5.00 5.00 Attendant 10.00 10.00 - - Aquatics Division Recreation Coordinator - - 1.00 1.00 Recreation Programmer - - 1.00 1.00 Special Interests Division Parks & Recreation Services Clerk 2.75 2.00 2.00 2.00 Recreation Coordinator 1.00 1.00 1.00 1.00 Recreation Programmer 1.00 1.00 1.00 1.00 Outdoor Division Recreation Coordinator - - 1.00 1.00 Maintenance Associate III - - 1.00 1.00 Maintenance Associate I - - 1.00 1.00 Total Parks & Recreation 41.75 41.00 40.00 42.00 119 COMMUNITY AND NEIGHBORHOOD SERVICES Department Overview Improving the quality of life for our residents and neighborhoods is the primary goal for Community and Neighborhood Services. Engaging the community in ongoing dialogue provides opportunities for the public and private sectors to: identify, refine and articulate needs; cooperatively problem-solve; collaboratively work to develop viable solutions to address needs; measure outcomes and celebrate successes; communicate regularly and clearly though relationships established by mutual trust and a shared vision. The key functions in Community and Neighborhood Services all center on providing appropriate services to the general population and working to solve issues that affect individuals, neighborhoods, and the entire community. These functions include: Neighborhood Services, Housing Rehab, Animal Services, Transit Management, Code Enforcement, and Community-wide outreach. 2018 – 2019 Accomplishments • Held five successful animal services programs for the community, to include the first doggy ice cream social • Created a recycling section of the department web page and actively highlight recycling opportunities for the residents • Held community electronic, paper shred, grease and Christmas tree recycling events • We completed rehabilitation on six qualifying homes that included two AC units, two electrical upgrades, two roof replacements, a water leak, a new septic system and a termite treatment • Moved the Sun Tran Express park-n-ride to the Crossroads Park and completed parking lot and sidewalk improvements for the riders • Provided 51 dumpsters to the neighborhoods throughout the Town for neighborhood cleanups • Held the Town’s first three Council Connections, allowing the residents to come talk with their elected officials in a casual atmosphere • Partnered with the Marana Food Bank, MUSD and MHC Healthcare to create the Marana Momentum Alliance and host the first Education and Employment Fair CDBG Housing Rehab Colonia Cleanup Neighborhood Outreach & Services Transit Services Code Enforcement Animal Services Community & Neighborhood Services Director 120 2019 – 2020 Goals & Objectives • Organize and hold the Town’s first hazardous waste recycling event • Continue to look for monthly community events or programs for the residents • Improve and strengthen communications with neighborhoods and residents • Provide the Animal Control Officers more opportunities to educate the residents of Marana on responsible pet ownership and animal safety • Create a program for monitoring off-site donation bins throughout the Town • Create a program for off-site shopping cart retrieval throughout the Town • 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 FY2019 Actual FY2020 Target Community To enhance the community, protect property values, and engage the community Increase the voluntary compliance by property owners on violation notices 94% 90% Tons of refuse collected from utilization of the Community Trailer by residents/ communities 23 tons 25 tons Tons of refuse collected in community dumpsters provided in Neighborhoods 40 tons 60 tons 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 108 pets 200 pets YoY increase registered users on Marana Pets App 355 users 400 users Increase the percentage of Return to Owner of strays encountered by staff 66% 55% 121 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 520,687 657,834 732,228 837,534 Contracted Services 360,571 165,426 164,354 251,770 Operating Supplies & Equipment 74,645 123,070 128,568 264,848 Total by Category 955,903 946,330 1,025,150 1,354,152 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget General Fund 896,942 858,523 946,381 1,154,152 Community Development Block Grant 58,961 87,807 78,769 150,000 Revolving Affordable Housing Fund - - - 50,000 Total by Fund 955,903 946,330 1,025,150 1,354,152 122 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Community Neighborhood Services Director 1.00 1.00 1.00 1.00 Grants & Housing Coordinator 1.00 - - - Community Outreach Coordinator - 1.00 1.00 1.00 Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 Community Services Specialist - - 1.00 1.00 Code Enforcement Code Enforcement Official 1.00 - - - Chief Code Enforcement & Animal Control Officer - 1.00 1.00 1.00 Code Enforcement Officer II 2.00 1.00 1.00 1.00 Code Enforcement Officer I - - - 1.00 Animal Services Animal Control Officer 2.00 3.00 3.00 3.00 Total Community & Neighborhood Services 8.00 8.00 9.00 10.00 123 WATER Department Overview Marana Water Department is committed to providing our customers with safe, reliable, efficient water and water reclamation services through utilization of effective industry practices, innovative technology, and the strategic use of water resources. We have an obligation to make sure that our residential customers, business customers and other public entities such as our schools, medical facilities and parks have reliable access to the water they need. Marana is committed to this mission and is taking proactive steps to achieve it. 2018 – 2019 Accomplishments • Installed several hundred water meters as part of the annual replacement of aging meter program • Final construction of the Marana Water Reclamation Facility Recharge Project • Completion of construction of the San Lucas 16” Interconnect project • Finish construction of the Pioneer Well compound • Completed electrical system upgrades of two water system well sites to meet current safety guidelines and provide efficiencies • Continue with Storage Tank maintenance program; three storage tanks coated. • Continued partnerships with other local community water suppliers 2019 – 2020 Goals & Objectives • Complete the design and start construction of the Picture Rocks Interconnect • Complete construction of the W+ Zone booster station • Begin the program management of the Northwest Recharge and Recovery Delivery System with Metro Water and Oro Valley • Begin implementation of an updated asset management program • Continue implementation program to replace the current SCADA system with updated infrastructure based on recommendations from the SCADA Master plan • Develop conservation based messaging campaign for customer base Capital Improvements Regulatory Water Delivery, Production & Storage Water Director 124 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Community Continuous increase in number of water customers Number of new water customers 407 4 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% 5% OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 1,821,367 1,889,563 1,970,469 2,155,330 Contracted Services 923,133 1,400,567 1,219,947 1,823,841 Operating Supplies & Equipment 1,214,437 1,389,539 1,637,124 1,914,778 Total by Category 3,958,937 4,679,669 4,827,540 5,893,949 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Water Operating Fund 3,958,937 4,679,669 4,827,540 5,893,949 Total by Fund 3,958,937 4,679,669 4,827,540 5,893,949 125 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 Specialist - - 1.00 1.00 Water Quality Technician 1.00 1.00 - 2.00 Water Construction Inspector 1.00 1.00 1.00 1.00 Electric Pump & Well Technician 1.00 - - - Water Mechanic 1.00 1.00 - - Water Operator III - 2.00 2.00 2.00 Water Operator II 6.00 6.00 6.00 6.00 Water Operator I 1.00 1.00 1.00 1.00 Civil Engineer 1.00 1.00 1.00 1.00 Water Billing Specialist 2.00 2.00 2.20 2.60 SCADA Administrator - 1.00 1.00 1.00 Water Technology Support Specialist II 1.00 - 1.00 1.00 Assets Coordinator - - 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 23.00 24.00 25.20 27.60 126 Water Reclamation Department Overview Marana Water Department is committed to providing its customers with quality wastewater reclamation and conveyance services and is taking proactive steps to achieve it. The Town will endeavor to ensure effluent owned by the Town is put to the highest and best possible use to meet long term planning goals and objectives of the Town. 2018 – 2019 Accomplishments • Passed Arizona Department of Environmental Quality Inspection (physical & regulatory) of Water Reclamation Facility (WRF). No deficiencies • Evaluated, updated, and optimized the Preventative Maintenance Schedule and Program for the WRF • Established CCTV, Cleaning, & GPSing Services Contract for the Sanitary Sewer System. Half of system completed • Finalized Capacity Management, Operations, and Maintenance (CMOM) Program for the Sanitary Sewer System • Completed construction of the Marana Water Reclamation Facility • Acquired and assumed operation of the Adonis Sewer System. Cleaned, located and as-built Adonis conveyance system. 2019 – 2020 Goals & Objectives • Vector Control Program all of Sanitary Sewer System • Continue to work with local, state, and federal regulatory agencies to maintain compliance and operation of the wastewater reclamation facility and sanitary sewer conveyance system • Complete design and construction of the Adonis Sewer Lift Station and Force Main • Implement asset management program utilizing a Computerized Maintenance Management System (CMMS) • Reduce the amount of surface inflow to the sanitary sewer conveyance system • Clean, CCTV, and GPS the last quarter of the sanitary sewer conveyance system • SCADA Master Plan Implementation for the WRF and Lift Station(s) Capital Improvements Regulatory Wastewater Treatment & Collection Utilities Director 127 KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Community Continuous increase in number of sewer customers Number of new sewer customers 331 320 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 FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 392,221 351,378 490,510 628,941 Contracted Services 573,597 647,235 221,812 549,885 Operating Supplies & Equipment 121,695 132,773 145,835 360,850 Total by Category 1,087,513 1,131,386 858,157 1,539,676 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Water Reclamation Operating Fund 1,087,513 1,131,386 858,157 1,539,676 Total by Fund 1,087,513 1,131,386 858,157 1,539,676 128 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Water Reclamation Operations Manager 1.00 1.00 1.00 1.00 Chief Water Reclamation Operator 1.00 1.00 1.00 1.00 Water Reclamation Operator II 1.00 2.00 2.00 2.00 Water Reclamation Operator I 1.00 1.00 1.00 1.00 Water Reclamation Mechanic - - 1.00 1.00 Associate Water Reclamation Mechanic - - 1.00 1.00 Total Water Reclamation Department 4.00 5.00 7.00 7.00 129 AIRPORT Department Overview The Airport department provides the community with a valuable general aviation air transportation resource that is part of the National Air Transportation System and enhances and preserves the aeronautical industry for the community while maintaining the highest level of safety and professional customer service. The department also markets and leases airport land for aviation related businesses and development. Other department duties include: • Maintain and enhance airport safety and security • Continue to align the airport with Town Strategic Plan • Seek new business development opportunities for the airport • Manage all Federal Aviation Grants and State Aviation Grants • Manage and coordinate all construction activities on the airport • Perform inspections to ensure proper maintenance and compliance in accordance with FAA regulations and grant assurances. • Coordinate with contractors and other departments to complete required airport maintenance • Manage, coordinate and review all plans and specifications for airport projects • Prepare contracts for maintenance activities and consultant services • Ensure land use and airspace capability with aviation uses throughout the Town and the County • Address public concerns with aeronautical activities and noise throughout the Town • Provide financial management of the airports operations capital improvement projects budget • Provide presentations, press releases, and general information for community outreach and community relations 2018 – 2019 Accomplishments • Increased public awareness of the airport’s value to the town through airport events • Ongoing marketing of available airport land parcels for additional business development Airport Operations Coordinator Airport Director 130 • Began ramp/taxiway rehabilitation project construction (FAA/ADOT grants) • Completed FAA Air Traffic Control Tower benefit/cost analysis • Entered into two new 25 year land leases with Pima Aviation • Repainted taxiway centerlines/edge lines/hold lines • Completed phase 1 Airport Marketing Plan • Completed airport economic impact study • Crack sealed 800,000 sq. ft. of ramp asphalt 2019 – 2020 Goals & Objectives • Increase public awareness of the airport’s value to the town through airport events • Market land parcels available for additional business development • Secure new corporate and maintenance hangar projects • Continue to work with Pro Flight International with proposed development of a FAA Part 141 flight school • Complete ramp/taxiway reconstruction project (August 2019) • Begin implementation of Phase 1 of Airport Marketing Plan • Conduct airport open house event (October 2019) KEY PERFORMANCE MEASUREMENTS Council Strategic Plan Goal Expected Outcome Performance Measure FY2019 Actual FY2020 Target Commerce To increase Airport business land leases YoY increase in land lease revenue $254,000 $275,000 Commerce To increase Airport parking and fuel flowage revenue YoY increase in corporate jet operations 1,353 1,500 Commerce To increase aircraft parking fee revenue YoY increase in parking fee revenue collected 10% 10% 131 OPERATING BUDGET SUMMARY Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Personnel & Benefits 268,131 277,869 274,194 291,331 Contracted Services 112,023 550,181 76,240 124,649 Operating Supplies & Equipment 68,889 57,834 66,095 73,900 Total by Category 449,043 885,884 416,529 489,880 OPERATING BUDGET SUMMARY BY FUND Expenditures by Fund FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget Airport Operating Fund 449,043 885,884 416,529 489,880 Total by Fund 449,043 885,884 416,529 489,880 AUTHORIZED POSITIONS Position FY2017 Actual FY2018 Actual FY2019 Estimated FY2020 Budget 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 Maintenance Associate I 1.00 - - - Total Airport 3.00 3.00 3.00 3.00 132 133 134 CAPITAL IMPROVEMENT PROGRAM Fiscal 2019 – 2020 CIP Plan Overview The Fiscal Year 2019-2020 Capital Improvement Plan (CIP) projects out the Town’s capital investments over a five-year period. Capital investments involve major Town projects that have at least a five year useful life, and at least a $100,000 total project budget. The CIP is both a fiscal and planning device that allows the Town to inventory and monitor all capital project costs, funding sources, departmental responsibilities, and timing schedules. Each year the CIP is reviewed within the context of on-going Town, County, State, and Federal planning programs and policies as well as the Town’s General and Strategic Plans. Capital improvements may include new construction or an expansion, upgrade, replacement, or other addition designed to improve, conserve, or maintain the value of Town assets or enhance service capacity and/or visual environment. At any given time the Town has numerous capital projects in various stages that include: project planning, site selection, right-of-way acquisition, public hearing, utility relocation, site preparation, project agreement preparation, design, construction, and inspection. The first year of the CIP, along with any applicable carry-forward of funds from the prior fiscal year, comprise the total capital budget for each CIP project beginning July 1 of the fiscal year. The remaining four years of the CIP serve as a financial plan for capital investments. The five-year financial plan is reviewed and updated each year, and the Mayor and Council adopt the capital budget and the five-year financial plan after recommendations have been received from staff and the public. The CIP committee met during the budget cycle to prioritize all requested CIP projects. The resulting recommendations were forwarded to the Town Council by the Town Manager on February 26, 2019 at the Town Council CIP Study session. The CIP budget was adopted simultaneously with the Operating Budget on June 18, 2019. Funding Sources The CIP presented incorporates a diverse financing plan. The plan not only utilizes development fees to ensure that new development is paying for cost associated with growth, but also includes funds from the General Fund that allow existing residents to contribute to the many projects that are planned. This is an important balance to maintain, when projects such as the Tangerine Road improvements from I-10 to Dove mountain are constructed which will benefit all residents of the community. Proceeds used to study, acquire, replace, design and construct various capital improvements are: • Impact Fees and Improvement District bonds • Municipal Property Corporation and Water Revenue Bonds • Pima County General Obligation bonds 135 • Transportation Sales Tax funds (75% of the Town’s construction sales tax dollars are dedicated for transportation improvements) • Pima Association of Governments (PAG) funding • Regional Transportation Authority (RTA) funds • Pima County Flood Control District (PCFCD) funds • Water Utility revenues • General Fund dollars and various grant contributions As shown by the following chart, the largest single CIP funding source comes from the Transportation Fund at $16.4 million. This funding sources accounts for the majority of the Town’s road infrastructure projects such as the restoration of Camino De Oeste Rd. and the reconstruction of neighborhood subdivisions. Bond and loan proceeds are the second largest funding source in the fiscal year 2019- 2020 CIP at $16.1 million, the largest of which came from the Water Infrastructure Finance Authority (WIFA). On January 22, 2019, WIFA approved a loan to the Town of Marana for $15 million for the design and construction of an advanced water treatment facility at two impacted systems. More information can be found about these projects on page 158 and page 160. The other remaining bond proceeds are related to sewer related improvements for a Marana colonia. More information about this project can be found on page 163. Intergovernmental revenues are another large funding source at $7.9 million and contain RTA funds, HURF, and other agency type funds. Developer Fees at $6.3 million are impact fee revenues associated with construction and development. Other CIP funding sources primarily contains funding sources for enterprise related projects. Capital Improvement Program Summary The cumulative five-year CIP for the Town of Marana totals $109.4 million from FY2020 through FY2024. The chart below shows the breakdown by CIP category for the five- General Fund $0.8M, 2% Intergovernmental $7.9M, 15% Transportation Fund $16.4M, 32% Develop. Fees $6.3M, 12% Bond Proceeds $16.1M, 31% Other $3.8M, 8% CIP Funding Sources $51.3 Million 136 year period with road infrastructure being the largest of the categories at $46.6 million and water related projects the second largest at $31.9 million. The adopted fiscal year 2019-2020 CIP totals $51.3 million and is approximately 35% of the annual budget. Road infrastructure encompasses the largest portion of the adopted CIP at $20.3 million. Water related projects are the second largest at $19.8 million or 39% of the CIP program. A breakdown is shown below. A detailed summary of all CIP projects encompassed in the Town of Marana’s five-year CIP program can be found in the following table. Airport $22.8M, 21% Water $31.9M, 29% Water Reclamation $3.0M, 3% Road Infrastructure $46.6M, 42% Parks & Public Goods $5.1M, 5% 5-Year CIP (FY2020-2024) $109.4 Million Airport $6.9M, 13% Water $19.8M, 39% Water Reclamation $2.1M, 4% Road Infrastructure $20.3M, 40% Parks & Public Goods $2.2M, 4% FY2020 CIP by Category $51.3 Million 137 FISCAL YEAR 2019-2020 TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 Grand Total Adonis Road Extension 1,071,787 1,071,787 Adonis Sewer Connection & Rehabilitation 1,258,636 1,258,636 Adonis Subdivision Drainage Improvements 1,448,565 1,448,565 Aierie Drive Pavement Resoration 128,615 128,615 Airline/Lambert Water Treatment Campus 7,474,809 7,474,809 Airport Drainage Study 175,000 175,000 Airport MIRL, Beacon PAPI Replacement 342,800 1,510,200 1,853,000 Airport Perimeter Fence and Gates 200,000 200,000 Airport Taxiway A Reconstruction 490,000 4,770,000 5,260,000 Airport Taxiway MITL Lights Upgrade 1,466,000 1,466,000 Airport West Apron Reconstruction 290,000 290,000 Avra Valley Road Pavement Reconstruction 3,081,121 3,081,121 Barnett Channel, Tangerine Farms Conarch 500,000 500,000 CAP Canal Trailhead Improvements 94,229 94,229 CAP Subcontract - NIA Reallocation 399,000 133,000 133,000 133,000 798,000 Clark Farms Flow Split 465,750 465,750 Camino De Oeste Road Restoration 1,660,303 1,660,303 Coachline Blvd. Reconstruction 697,083 697,083 Continental Ranch Parcel 18 Restoration 20,000 1,000,000 1,020,000 Continental Reserve 24 Inch Tie-In 1,468,771 1,468,771 Conveyance System Master Plan 92,771 92,771 Cortaro Road, Ceruis Stravenue Intersection 50,000 1,000,000 1,050,000 Downtown Visitor Center 200,000 200,000 El Rio Preserve Parking Lot 200,000 200,000 El Rio Riparian Restoration Project 262,893 262,893 Fair & Poor Manhole Replacement 314,962 327,560 340,663 983,185 Gladden Farms School HAWK Signal 280,000 280,000 138 FISCAL YEAR 2019-2020 TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 Grand Total Honea Heights Park 272,592 272,592 Ina Road Bridge-ADOT Oustanding Invoices Only 5,366,376 5,366,376 Ina Road Pavement Reconstruction 452,240 452,240 Joplin Lane 150,000 1,200,000 1,350,000 Lon Adams Road Reconstruction 1,765,000 2,500,000 4,265,000 Maintenance Yard Parking Lot Paving 100,000 50,000 150,000 Mahole Replacement and Repair Program 200,000 200,000 200,000 200,000 800,000 Marana Main Street Settlement Repair 150,000 150,000 Marana Park Reservoir 1,251,896 1,251,896 Marana Park Well 667,317 667,317 Marana Road, Sanders Road 21 Inch Main 248,000 248,000 Marana Road Realignment 427,589 427,589 McDuff Road Reconstruction 170,235 170,235 Northwest Recharge Recovery and Delivery System 488,705 2,342,250 4,038,680 1,204,707 8,074,342 Oshrin Booster and Reservoir Upgrade 266,841 266,841 Parks and Recreation Department Master Plan 573,250 573,250 Picture Rocks Interconnect 100,000 1,195,200 1,295,200 Picture Rocks Water Treatment Campus 7,374,809 7,374,809 Potable Water System Master Plan Update 65,000 65,000 Rehab Transient, Tie Down Heli, Terminal Apron 6,178,663 6,178,663 Runway 3-21 and Taxiway B Extension 400,000 400,000 Runway 3-21, Taxiway B2, Hangar 6 Modifications 650,000 6,310,000 6,960,000 Saguaro Bloom Community Park 977,800 977,800 Sandario Road Drainage Improvements 20,000 150,000 170,000 Sanders Road 24 Inch Water Line 2,060,000 2,060,000 Santa Cruz Shared Use Path at CalPortland 295,422 1,760,000 2,055,422 SCADA and Intergrated Telemetry 225,000 225,000 139 FISCAL YEAR 2019-2020 TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 Grand Total Scenic Drive Improvements 350,000 350,000 Silverbell Road Sidewalks 263,496 263,496 Subdivision Restorations 20,000 1,520,000 1,540,000 Tangerine Farms Road Intersections 400,000 400,000 Tangerine Road Corridor, I10 to Town 784,019 784,019 Tangerine Road Corridor, I10 to Dove Mountain 200,000 800,000 2,300,000 2,200,000 6,600,000 12,100,000 Tangerine W to X Zone Booster and PRV 34,000 34,000 Thornydale Road North Widening 97,312 97,312 Tortolita Road Sidewalks 250,000 250,000 Twin Peaks Road, Rattlesnake Pass Widening 500,000 3,500,000 2,200,000 6,200,000 USMC Nighthawk-72 Memorial 500,000 500,000 Continental Ranch Phase III Reconstruct 1,200,000 1,200,000 Grand Total 51,309,894 20,186,650 22,754,442 5,535,267 9,660,663 109,446,916 140 Administration and Operating Budget Impacts Several positions in the General Fund are directly involved with capital projects and as a result are funded by capital projects funds through reimbursement. Approximately 12 positions in the CIP Department are directly engaged in design, inspection, contract administration, and project management related to street and drainage, traffic devices, facilities, and other general government capital projects. An ongoing issue for the Town’s long-term financial forecasting is the volume and pace at which capital assets and infrastructure have been added. With each new asset comes an obligation to prepare for the operation, maintenance and eventual replacement of that asset. These responsibilities must be addressed as they affect the annual operating budgets for years to come. The Town of Marana understands the importance of long term planning and has begun steps to prepare for its future. The Geographic Information Systems (GIS) division of the Technology Services Department, in conjunction with the Public Works Department continues working on an infrastructure inventory and paving management system that assesses the conditions of these assets in an effort to strategically plan for maintenance, and eventual replacement of capital assets. This data allows the Town to do long range financial forecasting to ensure resources are available to replace assets, as well as prioritizing replacement schedules on not only the age of an asset but also on the condition. This data is used to plan for annual operating expenses related to maintaining the Town’s infrastructure. As part of the CIP process all project requests include anticipated operations and maintenance costs for the asset. These costs are calculated using industry standard metrics, project manager’s approximation, and estimation form the respective department (if applicable). As new projects are discussed and reviewed by the CIP committee, operating costs are taken into consideration when deciding which projects to advance. Operation and maintenance costs for all approved CIP projects are then programmed into the Town’s annual operating budget for the respective fiscal year. The estimated costs for operations and maintenance of each CIP project is described in the project detail section. 141 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,379,800 308,013 1,071,787 - PROJECT TOTALS 1,379,800 308,013 1,071,787 - 7,240 - 7,240 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET GENERAL FUND 352,418 103,853 248,565 - HIGHWAY USER REVENUE FUND 200,000 - 200,000 - TRANSPORATION FUND 1,000,000 - 1,000,000 - PROJECT TOTALS 1,552,418 103,853 1,448,565 - (60,000) (60,000) ADONIS SUBDIVISION DRAINAGE IMPROVEMENTS ADONIS ROAD EXTENSION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Construction of a 2 lane roadway, providing secondary access for the Adonis and San Lucas communities, from west Grier Road to west Tangerine Road. The new road will be approximately 3 miles long and 24’ wide with two 11’ travel lanes and corresponding 4’ shoulders.The access to Interstate 10 for the San Lucas and Adonis neighborhoods is regularly interrupted by the railroad crossing located at Cochie Canyon Trail and Interstate 10. This secondary access will allow travel directly to Tangerine Road, providing a vital safety outlet in the event of an emergency at the railroad crossing and opening up the area east of the Interstate for economic development. POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Reconstruction of subdivision roadways to repair and improve the stormwater drainage and road damage. This includes constructing inverted roadways, construction of culverts, and/or recreating roadway ditches and drainage basins. This will provide a long term drainage solution to the Town’s roads and improve the quality of the neighborhood. 142 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 520,796 392,181 128,615 - PROJECT TOTALS 520,796 392,181 128,615 - (6,558) 1,050 (5,508) FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORATION FUND 800,000 - 800,000 - OTHER CAPITAL PROJECTS FUND 2,394,166 113,045 2,281,121 - PROJECT TOTALS 3,194,166 113,045 3,081,121 - 11,475 - 11,475 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 500,000 - 500,000 - PROJECT TOTALS 500,000 - 500,000 - no foreseable operating costs - BARNETT CHANNEL, TANGERINE CARMS CONARCH POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS The Developer for Rancho Marana is required to construct Tangerine farms Rd to Barnett Rd, The town is require to construct a conarch over the Barnett Channel. AVRA VALLEY ROAD PAVEMENT RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Reconstruction of Avra Valley Road from Sanders Road to the western Town limits. The reconstruction will consist of milling 2” of the asphalt and replacing with 5” of asphalt. This thicker pavement structure will greatly increase the expected lifetime of this road. Upon completion of paving, the roadway shall be shouldered and adjacent guardrail raised to accommodate the new pavement elevation. As part of the developer agreement with Waste Management, this project is heavily funded through tipping fees generated at the Marana Regional Landfill. ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS This project will mill top 2 inches asphalt, place stress absorbing membrane to mitigate reflective cracking, re-pave 2 inches asphalt and transition pedestrian facilities to current ADA standards. AIERIE DRIVE PAVEMENT RESTORATION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE 143 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,773,969 113,666 1,660,303 - PROJECT TOTALS 1,773,969 113,666 1,660,303 - 9,400 14,400 23,800 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORATION FUND 2,530,087 1,833,004 697,083 - RTA FUND 464,998 464,998 - - PROJECT TOTALS 2,995,085 2,298,002 697,083 - (7,800) 1,100 (6,700) FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,020,000 - - 1,020,000 PROJECT TOTALS 1,020,000 - - 1,020,000 (480) - (480) CONTINENTAL RANCH PARCEL 18 RESTORATION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Reconstruction of Continental Ranch neighborhood subdivision based on OCI index and pavement preservation assesment. COACHLINE BLVD. RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Pavement Restoration of Coachline Blvd. from Silverbell Road North of Linda Vista Blvd. to the intersection of Silverbell and Continetal Reserve Loop. Project will mill out 2 inches of asphalt and replace with 2 inches of asphalt. CAMINO DE OESTE ROAD RESTORATION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Widening of the current Camino De Oeste roadway to 30 feet in width from Rain Cloud St to Moore Rd. This road will have 6 foot shoulders, a multi-use path, and landscape improvements, and will produce a uniform appearance consistent with the Tangerine Corridor Project. 144 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,050,000 - - 1,050,000 PROJECT TOTALS 1,050,000 - - 1,050,000 - 640 640 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORATION FUND 280,000 - - 280,000 PROJECT TOTALS 280,000 - - 280,000 450 450 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 8,895,888 3,577,627 5,318,261 - OTHER AGENCY FUNDING 135,574 87,459 48,115 - PROJECT TOTALS 9,031,462 3,665,086 5,366,376 - 8,800 - 8,800 INA ROAD BRIDGE GLADDEN FARMS SCHOOL HAWK SIGNAL POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS A HAWK beacon (High-Intensity Activated crossWalK beacon) is a traffic control device used to stop road traffic and allow pedestrians to cross safely. A HAWK will be installed at the intersection of Tangerine Farms Road and Heritage Park Drive in the vicinity of Gladden Farms Elementary School as a pedestrian safety measure. POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Ina Road widening between Silverbell Road and Star Commerce Drive to 4-lane section with raised median, sidewalks and drainage improvements plus the removal of the existing Ina bridge over the Santa Cruz River and its replacment with two new 2-lane bridges. This project was transferred to ADOT to be designed and built with ADOT's Ina interchange project with Interstate 10. The Town is responsible for redesigns and construction of the original Town project from Silverbell Road to Star Commerce, including the bridge. CORTARO RAOD, CERUIS STRAVENUE INTERSECTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Reconstruction of the intersection at Cortaro Road and Ceruis Stravenue. Replacement of ashphalt and enhanced landscaping. 145 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORATION FUND 4,090,526 3,638,286 452,240 - PROJECT TOTALS 4,090,526 3,638,286 452,240 - 1,128 4,700 5,828 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,350,000 - - 1,350,000 PROJECT TOTALS 1,350,000 - - 1,350,000 4,850 - 4,850 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 4,284,880 19,880 1,765,000 2,500,000 PROJECT TOTALS 4,284,880 19,880 1,765,000 2,500,000 11,450 1,150 12,600 LON ADAMS ROAD RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Reconstruct Lon Adams Roadd from Grier Road to Barnett Road (approx. 1/2 mile). This project will consist of replacing the existing pavement section, adding sidewalks, lighting, landscaping, and improving the drainage. It will accommodate for pedestrian improvements from the existing Marana Municipal Complex to the Ora Mae Harn Park. JOPLIN LANE POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Construction of a 2 lane roadway, providing for expanded commerical and residential development. Joplin Lane to extend north from Cortaro Farms Road towards the outlet mall near Twin Peaks Road. INA ROAD PAVEMENT RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Mill top 2 inches of asphalt, place stress absorbing membrane to mitigate reflective cracking, re-pave from the new grade separated I-10 Traffic Interchange match line to east town limits, add infill sidewalk and transition pedestrian facilities to meet current ADA standards. This project includes all adjacent north side streets from Ina Road to Town Limits. Provide landscape improvements to achieve a uniform and new landscape appearance to this vital econimic corridor of the Town. 146 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET GENERAL FUND 150,000 - 100,000 50,000 PROJECT TOTALS 150,000 - 100,000 50,000 800 800 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 150,000 - 150,000 - PROJECT TOTALS 150,000 - 150,000 - no foreseable operating costs - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET DOWNTOWN REINVESTMENT FUND 384,145 35,020 349,125 - NORTH BENEFIT AREA IMPACT FEE FUND 1,418,528 1,418,528 - - NORTHWEST BENEFIT AREA IMPACT FEE FUND 214,886 214,886 TRANSPORATION FUND 901,115 822,651 78,464 - PROJECT TOTALS 2,918,674 2,491,085 427,589 - 2,700 4,800 7,500 MARANA ROAD REALIGNMENT POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Realign Marana road such that its terminus with Sandario road will be relocated from just north of the Circle K to just south of the Marana Market. The relocated alignment will reside in the ultimate right of way for Marana road in a scenario where Tangerine Farms road is the primary roadway from the Marana interchange. MARANA MAIN STREET SETTLEMENT REPAIR POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS The scope of work for the project consists of repairing distressed roadway areas on Marana Main Street between the Marana Municpal Complex and Grier Road. Work includes pavement patches in several locations and possible repairs of curbing and concrete on the side of the road. MAINTENANCE YARD PARKING LOT PAVING POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Paving of Parks & Recreation equipment maintenance yard adjacent to Ora Mae Harn Park. Yard is used to stage equipment and vehicles for parking and currently floods during monsoon season. Paving will aleviate mud and pooled water issues. 147 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 429,240 259,005 170,235 - PROJECT TOTALS 429,240 259,005 170,235 - no foreseable operating costs - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 170,000 - 20,000 150,000 PROJECT TOTALS 170,000 - 20,000 150,000 700 700 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 350,000 - - 350,000 PROJECT TOTALS 350,000 - - 350,000 7,240 - 7,240 SCENIC DRIVE IMPROVEMENTS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Road and infrastructure improvements to Scenic Drive in conjunction with future developer related improvements triggered by the construction of a new subdivision. ESTIMATED ANNUAL OPERATING COSTS Installation of drainage improvements on Sandario Road, south of the Airport. SANDARIO ROAD DRAINAGE IMPROVEMENTS McDUFF ROAD RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Pavement restoration of McDuff road. Pavment is beginning to fail due to increased traffic. POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE 148 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 298,273 34,777 263,496 - PROJECT TOTALS 298,273 34,777 263,496 - 1,000 1,000 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,540,000 - - 1,540,000 PROJECT TOTALS 1,540,000 - - 1,540,000 unknown at this time - - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 400,000 - - 400,000 PROJECT TOTALS 400,000 - - 400,000 - - - TANGERINE FARMS ROAD INTERSECTIONS SUBDIVISION RESORATIONS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Anually, reconstruction of neighborhood subdivisions based on OCI index and pavement preservation assesment. POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Reconstruction of intersections along Tangerine Farms road failing due to excessive use. SILVERBELL ROAD SIDEWALKS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Construct a concrete sidewalk along the west side of Silverbell Road between Twin Peaks Road and Coachline Boulevard. 149 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 2,015,938 1,404,052 611,886 - OTHER AGENCY FUND 7,257,975 7,095,838 162,137 RTA FUND 49,422,467 49,412,471 9,996 - NORTHEAST BENEFIT IMPACT FEE FUND 3,645,700 3,645,700 - - PROJECT TOTALS 62,342,080 61,558,061 784,019 - 25,000 35,000 60,000 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORATION FUND 7,703,972 3,972 200,000 7,500,000 RTA FUND 4,400,000 - - 4,400,000 PROJECT TOTALS 12,103,972 3,972 200,000 11,900,000 25,000 35,000 60,000 TANGERINE ROAD CORRIDOR, I10 TO DOVE MOUNTAIN POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS On Tangerine Rd, from Interstate 10 to Dove Mountain Blvd. Construction of a 4 lane road with drainage improvements, sidewalks, ADA facilities, multi-use path, Traffic Signals, Right-of-Way acquisitions, Utility relocations, Marana Water line extensions, and sewer modifications and additions. ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS On Tangerine Rd, from Dove Mountain Blvd to La Canada Dr. Construction of a 4 lane road with drainage improvements, sidewalks, ADA facilities, multi-use path, Traffic Signals, Right-of-Way acquisitions, Utility relocations, Marana Water line extensions, and sewer modifications and additions. TANGERINE ROAD CORRIDOR, I10 TO TOWN POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE 150 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER CAPITAL FUND 185,961 88,649 97,312 - PROJECT TOTALS 185,961 88,649 97,312 - 4,700 5,050 9,750 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 250,000 - 250,000 - PROJECT TOTALS 250,000 - 250,000 - 800 - 800 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET SOUTH BENEFIT IMPACT FEE FUND 6,200,000 - 500,000 5,700,000 PROJECT TOTALS 6,200,000 - 500,000 5,700,000 1,450 - 1,450 THORNYDALE ROAD NORTH WIDENING POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS On Thorydale Road, from Tangerine Crossing Drive to Moore Road, widen the existing 20’ roadway to a 28' - 30' roadway. Project will include a multiuse path from Tangerine Road to Moore Road. Project will include landscape improvements to achieve a uniform look consistent with the Tangerine Corridor Project. TWIN PEAKS RAOD, RATTLESNAKE PASS WIDENING POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Widening of Twin Peaks Road over Rattlesnake Pass. Work to be done in conjunction with developer improvements to Twin Peaks Road. New roadway will be a divided four lane road with drainage improvements and wildlife crossings. TORTOLITA ROAD SIDEWALKS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Sidewalks infill along Tortolita Rd between Dove Mountain Fire Station and Bajada Drive. 151 TOWN OF MARANA FY2020 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL ROAD INFRASTRUCTURE PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET TRANSPORTATION FUND 1,200,000 - 1,200,000 - PROJECT TOTALS 1,200,000 - 1,200,000 - - - - ESTIMATED ANNUAL OPERATING COSTS Reconstruction of a subdivision in the Contenental Ranch community. Reconstruction is required over preservation due to age and condition of pavement. CONTINENTAL RANCH PHASE II RECONSTRUCT POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE 152 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL PARK AND PARK RELATED PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET PARK IMPACT FEE FUND 69,843 36,774 33,069 - OTHER AGENCY FUND 61,160 - 61,160 - PROJECT TOTALS 131,003 36,774 94,229 - 4,400 4,400 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET GENERAL FUND 200,000 - 200,000 - PROJECT TOTALS 200,000 - 200,000 - unknown at this time - - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET GENERAL FUND 200,000 - - 200,000 PROJECT TOTALS 200,000 - - 200,000 1,740 1,740 ESTIMATED ANNUAL OPERATING COSTS Civil Design, rough grading, safety steel handrail, post & cable, ADA accessible parking spaces, 40 parking bumpers, placement of parking lot material (decomposed granite or comparable material), accessible concrete sidewalk from parking lot to SUP and a plaza at connection of SUP to allow for clear sight lines of on- coming bicycle traffic. ESTIMATED ANNUAL OPERATING COSTS Develop a natural-surface segment of the CAP Trail from Tangerine Road east of I-10 north to the Pinal County line, with a trailhead on CAP/BOR property north of Tangerine. CAP CANAL TRAILHEAD IMPROVEMENTS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS EL RIO PRESERVE PARKING LOT DOWNTOWN MARANA VISITOR CENTER POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE Initial project to contain site exploration and design concepts of a possible visitor center located in the Downtown Marana region. POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE 153 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL PARK AND PARK RELATED PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET OTHER CAPTIAL PROJECTS FUND 390,196 127,303 262,893 - PROJECT TOTALS 390,196 127,303 262,893 - 32,990 - 32,990 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET OTHER CAPITAL PROJECTS FUND 259,123 29,737 229,386 - AFFORDABLE HOUSING FUND 96,723 53,517 43,206 - PROJECT TOTALS 355,846 83,254 272,592 - 28,890 28,890 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET GENERAL FUND 223,250 - 223,250 - PARKS IMPACT FEE FUND 350,000 - 350,000 - PROJECT TOTALS 573,250 - 573,250 - - - POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY PARK MAINTENANCE Construction of a new neighborhood park for the Honea Heights neighborhood to include a play structure, ramada, turf area / open play area, parking lot, and other park amenities. This park will bring new amenities for all ages to enjoy. PARKS AND RECREATION DEPARTMENT MASTER PLAN POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Master Plan for park infrastucture, with detailed focus on the following: El Rio Recreational Area, NW Marana Nature Park, Ora Mae Harn Park. POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS HONEA HEIGHTS POCKET PARK EL RIO RIPARIAN RESTORATION PROJECT ESTIMATED ANNUAL OPERATING COSTS This project will protect important riparian habitat, provide examples of water harvesting, educational experiences. The final project will include a pollinator species garden, pond with island and walking trails. 154 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL PARK AND PARK RELATED PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET PARK IMPACT FEE FUND 977,800 - - 977,800 PROJECT TOTALS 977,800 - - 977,800 60,000 60,000 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET PARK IMPACT FEE FUND 1,615,757 60,335 295,422 1,260,000 OTHER AGENCY FUND 500,000 - - 500,000 PROJECT TOTALS 2,115,757 60,335 295,422 1,760,000 400 - 400 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET OTHER AGENCY FUND 510,000 10,000 500,000 - PROJECT TOTALS 510,000 10,000 500,000 - - 300 300 Construct parking lot, water lines, sewer lines, restroom facilities, sidewalk and monumentation for the USMC 19 service members who servedand died under the call sign of Nighthawk-72 at the Marana Airport. SANTA CRUZ SHARED USE PATH AT CALPORTLAND POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Obtain necessary easements, design & construct a 14' wide asphalt path with above grade crossing at CalPortland Haul Road and underpass at conveyor belt. Completion of this portion of the SUP will connect existing neighborhoods, new residential developments, and schools to proposed commercial development providing residents of Northern Marana an alternate transportation route for work, play, and shopping. USMC NIGHTHAWK-72 MEMORIAL POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED YEARLY LANDSCAPE MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and construction of a community park in the Saguaro Bloom neighborhood. Total park size to be 29 acres with 20 developed acres. Amenities include a dog park, soccer field, ramadas, baseball fields and walking paths. SAGUARO BLOOM COMMUNITY PARK POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 155 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL AIRPORT PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 175,000 - 175,000 - PROJECT TOTALS 175,000 - 175,000 - no foreseable costs - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 1,853,000 - 342,800 1,510,200 PROJECT TOTALS 1,853,000 - 342,800 1,510,200 880 880 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 200,000 - 200,000 - PROJECT TOTALS 200,000 - 200,000 - - - Complete perimeter fence and replace existing manual gates with powered gates. Requirement per 2016 Wildlife Hazard Mitigation Assessment. AIRPORT MIRL, BEACK PAPI LIGHT REPLACEMENT POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and Construct Airport Runway MIRL (Medium Intensity Runway Lights) upgrade, replace rotating Beacon, and replace PAPI's (Precision Approach Path Indicators) on Runway 12-30 and 3-21. Replacements due to current age. Upgrade for safety. AIRPORT PERIMETER FENCE AND GATES POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Prepare a new Airport Drainage Study. Previous drainage study was done in 2007 and is out of date. AIRPORT DRAINAGE STUDY POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 156 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL AIRPORT PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 5,260,000 - - 5,260,000 PROJECT TOTALS 5,260,000 - - 5,260,000 - - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 1,466,000 - - 1,466,000 PROJECT TOTALS 1,466,000 - - 1,466,000 (420) (420) FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 290,000 - - 290,000 PROJECT TOTALS 290,000 - - 290,000 3,000 3,000 AIRPORT WEST APRON RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ASPHALT MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and Construction of the West Apron (476,758 sqft) Reconstruction and the East Apron (215,195 sqft). Design and Construct the Airport Taxiway MITL (Medium Intensity Taxiway Lighting) upgrades. Replacement due to current age. Upgrade for safety. AIRPORT TAXIWAY A RECONSTRUCTION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and construction of Taxiway A (50'x 6,901') and MITL reconstruction. AIRPORT TAXIWAY MITL LIGHTS UPGRADE POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ROAD MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 157 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL AIRPORT PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL FUND 9,779,629 3,600,966 6,178,663 - PROJECT TOTALS 9,779,629 3,600,966 6,178,663 - 4,500 4,500 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET GENERAL FUND 400,000 - - 400,000 PROJECT TOTALS 400,000 - - 400,000 11,280 11,280 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET AIRPORT CAPITAL 6,960,000 - - 6,960,000 PROJECT TOTALS 6,960,000 - - 6,960,000 4,500 4,500 Design and Construction/Reconstruction of Runway 3-21, Taxiway B2 and the removal of Hangar 6. RUNWAY 3-21 AND TAXIWAY B EXTENSION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Environmental Assessment for Runway 3-21 and Taxiway B extension and new parrallel Taxiway. RUNWAY 3-21, TAXIWAY B2, HANGAR 6 MODIFICATIONS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ASHPALT MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and Reconstruction of Aprons and a portion of Taxiway B. REHAB TRANSIENT, TIE DOWN HELI, TERMINAL APRON POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY ASHPALT MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 158 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER CAPITAL FUND 7,672,620 197,811 7,474,809 - PROJECT TOTALS 7,672,620 197,811 7,474,809 - 63,280 63,280 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET RENEWABLE RESOURCES FUND 798,000 - 399,000 399,000 PROJECT TOTALS 798,000 - 399,000 399,000 no foreseeable costs - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER INFRASTRUCTURE IMPACT FEE FUND 1,557,539 88,768 1,468,771 - PROJECT TOTALS 1,557,539 88,768 1,468,771 - 240 240 The project will install approximately 6,200 linear feet of 24-inch transmission main combining existing water systems located on the east and west sides of I-10. The project will provide greater redundancy for the system by combining available source and storage capacities. CAP SUBCONTRACT - NIA REALLOCATION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS This provides funding to subcontract for the Town's portion of reallocated Non-Indian Agricultural (NIA) CAP water. Under the first phase reallocation, ADWR has recommended that 515 acre-feet be allocated to Marana. When Federal authorities approve this recommendation, Marana will be required to pay approx. $665,000 over 5 years to subcontract for 515 acre-feet. CONTINENTAL RESERVE 24 INCH TIE-IN POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and construct an advanced water treatment facility to destroy or significantly reduce levels of 1,4-dioxane and perflourinated compounds from groundwater to provide finished water of the highest quality to our customers. AIRLINE/LAMBERT WATER TREATMENT CAMPUS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY OPERATING COSTS ESTIMATED ANNUAL OPERATING COSTS 159 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER IMPACT FEE FUND 1,270,017 18,121 1,251,896 - PROJECT TOTALS 1,270,017 18,121 1,251,896 - 4,100 4,100 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER IMPACT FEE FUND 676,067 8,750 667,317 - PROJECT TOTALS 676,067 8,750 667,317 - 5,210 5,210 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER CAPITAL FUND 8,182,304 107,962 488,705 7,585,637 PROJECT TOTALS 8,182,304 107,962 488,705 7,585,637 unknown at this time - NORTHWEST RECHARGE RECOVERY AND DELIVERY SYSTEM POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Construction of approximately 10 miles of transmission main, booster stations and a storage reservoir. The project is collaborative effort between the Metropolitan Domestic Water Improvement District, the Town of Oro Valley and the Town of Marana to plan, design, and construct a delivery system to convey recovered CAP water to serve the respective water systems. The project is planned to be operational in 2023. Drill and equip and a new production well near the Marana Park water facility to provide additional source capacity for future growth. The desired production is 650 gallons per minute. MARANA PARK RESERVOIR POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE Design and construction of a new 700,000 gallon reservoir at the existing Marana Park water facility. The new reservoir will provide additional storage required for new development. ESTIMATED ANNUAL OPERATING COSTS MARANA PARK WELL POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 160 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER CAPITAL FUND 287,580 20,739 266,841 - PROJECT TOTALS 287,580 20,739 266,841 - unknown at this time - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER INFRASTRUCTURE IMPACT FEE FUND 1,295,200 - 100,000 1,195,200 PROJECT TOTALS 1,295,200 - 100,000 1,195,200 780 780 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER CAPITAL FUND 7,564,811 190,002 7,374,809 - PROJECT TOTALS 7,564,811 190,002 7,374,809 - 63,280 63,280 Design and construct an advanced water treatment facility to destroy or significantly reduce levels of 1,4-dioxane and perflourinated compounds from groundwater to provide finished water of the highest quality to our customers PICTURE ROCKS INTERCONNECT POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Design and construction of approximately 6,600 linear feet of 12" water main in the Picture Rocks Service Area. The new main would convert an existing area of Continental Reserve to a different pressure zone. The zone change will allow the system to be operated more efficiently by allowing other portions of the system to be fed by gravity instead of a booster station, thereby reducing energy costs. PICTURE ROCKS WATER TREATMENT CAMPUS POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY OPERATING COSTS ESTIMATED ANNUAL OPERATING COSTS Design and construct an updated reservoir and booster station to replace the existing infrastructure in the Oshrin neighborhood. OSHRIN BOOSTER AND RESERVOIR UPGRADE POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 161 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER CAPITAL FUND 65,000 - 65,000 - PROJECT TOTALS 65,000 - 65,000 - no foreseeable costs - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER INFRASTRUCTURE IMPACT FEE FUND 2,060,000 - - 2,060,000 PROJECT TOTALS 2,060,000 - - 2,060,000 700 700 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER CAPTIAL FUND 581,612 356,612 225,000 - PROJECT TOTALS 581,612 356,612 225,000 - 35,780 35,780 SCADA AND INTERGRATED TELEMETRY POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS The SCADA Master Plan, developed by Aracdis, Inc., includes a project portfolio with 10 water distribution projects that will improve the Department's efficiency, control, communication, ability to control data and security while standardizing software/hardware installations in the water distribution system. Design and construct approximately 9,000 LF of 24-inch water line from Clark Farms Blvd. to Marana Road to support planned future development. POTABLE WATER SYSTEM MASTER PLAN UPDATE POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS The Potable Water Master Plan is used as a comprehensive planning tool to project infrastructure and water resource requirements for the potable water system. This project will provide and update to the Town of Marana 2010 Potable Water System Master Plan based on actual growth and revised projections. SANDERS ROAD 24 INCH WATER LINE POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 162 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WATER INFRASTRUCTURE IMPACT FEE FUND 61,228 27,228 34,000 - PROJECT TOTALS 61,228 27,228 34,000 - 880 880 Design and construction of a W+ to X Zone Booster Station and an X to W+ Zone pressure reducing valve (PRV) station approximately one mile west of I-10 on Tangerine Farms Road. The project is required to provide future water service to pressure zones on the east side of Interstate 10, and eventually the west side of Interstate 10. The project will also support the future use of gravity storage reservoir, thereby increasing operating efficiencies. TANGERINE W TO X ZONE BOOSTER AND PRV POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 163 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER RECLAMATION PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER CAPITAL FUND 1,471,282 212,646 1,258,636 - PROJECT TOTALS 1,471,282 212,646 1,258,636 - 5,600 5,600 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER IMPACT FEE FUND 465,750 - 465,750 - PROJECT TOTALS 465,750 - 465,750 - 440 440 FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER IMPACT FEE FUND 172,005 79,234 92,771 - PROJECT TOTALS 172,005 79,234 92,771 - no foreseeable costs - CONVEYANCE SYSTEM MASTER PLAN POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS The Conveyance System Master Plan will assist in effective expansion of the Town's wastewater conveyance system, allowing for future growth to continue. Modification of the existing wastewater collection system along Clark Farms Boulevard at Sandario Road and Tangerine Farms Road to split the incoming flows between Clark Farms and Sandario Road by replacing an existing weir with a control structure, replacing existing manholes, and installation of 12" gravity main. The project will allow better utilization of existing infrastructure and system capacity for new development, reducing the need for additional infrastructure. ADONIS SEWER CONNECTION & REHABILITATION POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Clean and rehabilitate the existing sanitary sewer conveyance system located in the neighborhood. Design and construct a new lift station and force main to convey flow from the existing Adonis neighborhood to the Town of Marana’s conveyance system. Abandon the existing lift station and discontinue use of the existing lagoons. CLARK FARMS FLOW SPLIT POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 164 TOWN OF MARANA FY2019 CAPITAL IMPROVEMENT PROGRAM PROJECT DETAIL WATER RECLAMATION PROJECTS FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER CAPITAL FUND 983,185 - - 983,185 PROJECT TOTALS 983,185 - - 983,185 unknown at this time - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER CAPITAL FUND 800,000 - - 800,000 PROJECT TOTALS 800,000 - - 800,000 unknown at this time - FUNDING SOURCES PROJECT BUDGET EXPENDED THRU FY2019 FY2020 BUDGET FUTURE BUDGET WASTE WATER IMPACT FEE FUND 248,000 - 248,000 - PROJECT TOTALS 248,000 - 248,000 - 7,240 7,240 Remove approximately 90 LF of 18" gravity sewer main and replace with 21" gravity sewer main; Remove and replace two existing manholes MANHOLE REPLACEMENT AND REPAIR PROGRAM POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Assessment and evaluation of all conveyance system manholes and creation of a replacement and rehabilitation schedule. MARANA ROAD, SANDERS ROAD 21 INCH MAIN POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS Assessment and evaluation of all conveyance system manholes and replacement or rehabilitation of manholes deemed to be in poor or fair condition. FAIR AND POOR MANHOLE REPLACEMENT POST PROJECT OPERATIONS & MAINTENANCE ESTIMATED YEARLY MAINTENANCE ESTIMATED ANNUAL OPERATING COSTS 165 166 Revenue Schedule 2017 Actual 2018 Actual 2019 Estimates 2020 Adopted General Fund Sales taxes 25,288,245$ 27,236,047$ 28,469,795$ 26,910,247$ Intergovernmental 10,716,724 11,506,530 11,745,098 12,840,139 Licenses, fees and permits 4,840,177 5,593,212 5,116,465 4,881,012 Fines and forfeiture 574,884 612,638 450,602 402,000 Charges for services 383,321 449,802 424,343 369,750 Leases 112,338 135,589 147,204 125,000 Investment income 75,537 320,915 800,000 777,000 Miscellaneous 799,693 789,568 1,030,000 883,519 Total General Fund 42,790,919 46,644,301 48,183,507 47,188,667 Special Revenue Funds Highway User Revenue Fund 3,156,036 3,331,900 3,348,327 3,655,329 Community Development Block Grant 58,961 87,807 75,935 150,000 Affordable Housing 2,218 12,840 4,361 10,000 Judicial Collection Enhancement 13,967 8,691 9,696 8,000 Fill-the-Gap 4,666 5,301 3,490 4,500 Local Technology 89,602 63,376 60,613 45,000 Bed Tax 1,178,535 1,327,289 1,168,132 1,227,600 Other SRF 863,057 1,065,075 729,016 3,579,674 Total Special Revenue Funds 5,367,042 5,902,279 5,399,570 8,680,103 Capital Projects Funds Northwest Transportation Impact Fees - 80,672 129,521 83,894 Northeast Transportation Impact Fees 378,882 603,419 459,826 138,240 South Transportation Impact Fees 775,910 1,020,191 1,937,388 907,555 Park Impact Fees 908,150 1,193,492 1,551,853 1,056,507 Transportation 5,749,243 7,539,604 7,313,440 5,421,050 RTA 22,949,236 14,117,969 4,595,212 35,000 1/2 Cent Sales Tax 5,148,622 5,537,475 3,432,977 - Downtown Reinvestment 222,474 230,946 215,283 234,000 Other Capital Projects 6,149,370 3,826,658 249,860 1,171,903 Community Facilties Districts Capital 68,505 80,974 107,459 159,355 Total Capital Projects Funds 42,350,392 34,231,400 19,992,819 9,207,504 REVENUE SCHEDULE 167 Revenue Schedule 2017 Actual 2018 Actual 2019 Estimates 2020 Adopted REVENUE SCHEDULE Debt Service Funds Tangerine Farms Improvement District 2,518,010 988,702 2,914,151 2,873,670 Community Facility Districts DSF 461,957 492,320 772,069 1,084,170 Other Debt Service - - - - Total Debt Service Funds 2,979,967 1,481,022 3,686,220 3,957,840 Enterprise Funds Airport 1,129,708 350,954 1,171,377 6,730,663 Water Utility 8,510,749 7,957,450 8,752,839 9,116,785 Wastewater Utility 2,852,003 3,658,464 3,644,874 3,199,548 Total Enterprise Funds 12,492,460 11,966,868 13,569,090 19,046,996 Internal Service Funds Health Benefits 4,036,170 4,197,241 4,667,645 4,712,720 Dental Benefits 301,320 302,205 371,681 336,480 Total Internal Service Funds 4,337,490 4,499,446 5,039,326 5,049,200 Total ALL Funds 110,318,270$ 104,725,316$ 95,870,532$ 93,130,310$ 168 Expenditure Schedule 2017 Actual 2018 Actual 2019 Estimates 2020 Adopted General Fund Personnel and Benefits 25,828,368$ 27,099,269$ 27,888,912$ 31,029,155$ Contracted Services 4,766,734 4,719,132 5,241,384 7,192,057 Operating Supplies & Equipment 4,983,184 3,836,725 4,952,063 5,086,155 Capital Outlay 780,902 1,712,897 850,223 3,444,180 Other Financing Uses 594,574 370,000 - 5,000,000 Total General Fund 36,953,762 37,738,023 38,932,582 51,751,547 Special Revenue Funds Highway User Revenue Fund 3,607,506 2,836,562 2,306,185 5,106,881 Community Development Block Gr 58,961 87,807 86,354 150,000 Affordable Housing - 14,736 35,005 93,206 JCEF 6,013 - - 166,000 Fill-the-Gap - - - 34,500 Local Technology 48,912 78,863 90,818 430,000 Bed Tax 862,367 831,818 962,288 1,227,600 Other SRF 967,501 663,732 1,912,520 3,727,546 Total Special Revenue Funds 5,551,260 4,513,518 5,393,170 10,935,733 Capital Projects Funds Northwest Transportation Impact Fe 186,353 1,282,389 130,952 - Northeast Transportation Impact Fe 87,236 3,651,633 365,343 - South Transportation Impact Fees 11,618 9,857 5,212 500,000 Park Impact Fees 1,183,432 3,488,845 961,233 678,491 Transportation 2,378,118 3,756,973 9,167,973 16,434,682 Regional Transportation Authority 24,472,752 13,831,324 2,635,809 44,996 1/2 Cent Sales Tax 1,370,186 11,508,382 5,834,008 200,000 Sales Tax Capital - - - - Downtown Reinvestment - 24,280 12,133 474,125 Other Capital Projects 4,928,114 2,932,468 1,333,382 3,919,812 Pima County Bonds - - - - Community Facilities Distircts 417,944 328 7,565 849,650 Total Capital Projects Funds 35,035,753 40,486,479 20,453,610 23,101,756 EXPENDITURE SCHEDULE 169 Expenditure Schedule 2017 Actual 2018 Actual 2019 Estimates 2020 Adopted EXPENDITURE SCHEDULE Debt Service Funds 2008 MMPC Bond 2,637,788 - - - 2013 MMPC Bond 3,031,725 3,031,425 3,638,810 3,042,113 2014 Excise Tax Bond 533,725 533,908 794,469 792,346 2017B Excise Tax Bond 260,841 655,602 1,764,300 2,098,900 Tangerine Farms Imprv. District 2,420,056 298,563 2,492,203 3,775,170 Gladden CFD Debt 1,056,541 485,863 476,713 532,313 Gladden II CFD Debt - - - 1,261,757 Saguaro Springs CFD Debt - - 4,003,287 1,524,650 Total Debt Service Funds 9,940,676 5,005,361 13,169,782 13,027,249 Enterprise Funds Airport 896,205 935,313 6,315,911 7,541,343 Water 7,280,551 7,709,296 11,435,704 27,641,423 Wastewater 7,498,724 23,972,321 4,570,033 4,732,544 Total Enterprise Funds 15,675,480 32,616,930 22,321,648 39,915,310 Internal Service Funds Health Benefits 3,879,339 4,506,412 4,872,267 4,712,720 Dental Benefits 253,280 238,251 237,641 336,480 Total Internal Service Funds 4,132,619 4,744,663 5,109,908 5,049,200 Total ALL Funds 107,289,550$ 126,427,533$ 105,380,700$ 143,780,795$ 170 INTERFUND TRANSFERS Fiscal Year 2019-2020 TRANSFER SUMMARY Transfers From: Transfers To: General Fund Transportation Fund South Transportation Fund North East Transportation Impact Fee Fund Vanderbilt CFD Water Resource Wastewater Impact Fee Fund Total Other Grants 100,000 - - - - - - 100,000 2013 Debt 1,259,750 - - - - 905,275 905,275 3,070,300 2014 Debt 800,689 - - - - - - 800,689 2017 Debt 440,107 691,899 499,352 484,541 - - - 2,115,899 Airport Operating 242,680 - - - - - - 242,680 Airport Capital 668,000 - - - - - - 668,000 Capital Projects 234,316 - - - - - - 234,316 Water 750,000 - - - - 222,298 - 972,298 Waste Water Capital 50,000 - - - 34,727 404,535 404,535 893,797 Total 4,545,542 691,899 499,352 484,541 34,727 1,532,108 1,309,810 9,097,979 171 DEBT SERVICE SUMMARY When authorized by the Town Council, the Town will issue long-term debt for high cost, long-lived capital projects or assets. The Town will issue short-term debt only when it is impossible to fund a project or asset initially through long-term debt. Debt issuance will conform to the debt limitations as set by the State of Arizona. The Town has no General Obligation (GO) debt which is secured by the taxing power of the Town, as it has no property tax and does not have outstanding debt which is subject to debt limitations. Currently, the Town only has Municipal Property Corporation bonds, Excise Tax Revenue bonds, Community Facilities District bonds, Improvement District bonds and Water Infrastructure Finance Authority loans outstanding. Debt Issuances Ratings Standard & Poor’s/Fitch Municipal Property Corporation Revenue Bonds AA- Excise Tax Revenue Obligations AA Tangerine Farms Special Assessment Bonds A- Gladden Farms CFD General Obligation Bonds AA Saguaro Springs CFD General Obligation Bonds AA Total Bonded Debt Fiscal Year Principal Interest Total 2020 5,809,000 3,771,461 9,580,461 2021 6,094,000 3,607,971 9,701,971 2022 6,282,000 3,412,062 9,694,062 2023 6,999,000 3,187,316 10,186,316 2024 6,893,000 2,932,915 9,825,915 2025-2029 31,135,000 10,493,492 41,628,492 2030-2034 12,145,000 5,783,931 17,928,931 2035-2039 11,045,000 3,141,734 14,186,734 2040-2043 10,300,000 864,638 11,164,638 Totals 96,702,000 37,195,520 133,897,520 172 Municipal Property Corporation Revenue Bonds The Town has issued revenue bonds for acquiring water systems, infrastructure upgrades, the design and construction of the new municipal complex and to refund prior issuances. These bonds are payable solely from the excise taxes collected by the Town. 2017 Series B – Revenue Bonds Fiscal Year Principal Interest Total 2020 1,200,000 896,900 2,096,900 2021 1,235,000 854,200 2,089,200 2022 1,290,000 797,250 2,087,250 2023 1,860,000 718,500 2,578,500 2024 1,955,000 623,125 2,578,125 2025-2029 11,485,000 1,499,625 12,984,625 Totals 19,025,000 5,389,600 24,414,600 2017 Series A&C – Revenue Bonds Fiscal Year Principal Interest Total 2020 0 809,069 809,069 2021 0 809,069 809,069 2022 0 809,069 809,069 2023 0 809,069 809,069 2024 0 809,069 809,069 2025-2029 0 4,045,344 4,045,344 2030-2034 585,000 3,991,969 4,576,969 2035-2039 10,050,000 2,813,484 12,863,484 2040-2042 9,145,000 749,300 9,894,300 Totals 19,780,000 15,645,442 35,425,442 173 Excise Tax Revenue Obligations The Town has revenue obligations for acquiring wastewater systems, initial improvements to wastewater systems and to refund prior issuances. These bonds are payable solely from the excise taxes collected by the Town. 2013 Series – Excise Tax Revenue Obligations Fiscal Year Principal Interest Total 2020 1,745,000 1,295,113 3,040,113 2021 1,795,000 1,237,400 3,032,400 2022 1,860,000 1,164,300 3,024,300 2023 1,940,000 1,088,300 3,028,300 2024 2,015,000 999,125 3,014,125 2025-2029 11,695,000 3,338,625 15,033,625 2030-2034 7,870,000 988,200 8,858,200 Totals 28,920,000 10,111,063 39,031,063 2014 Series – Excise Tax Revenue Obligations Fiscal Year Principal Interest Total 2020 679,000 111,346 790,346 2021 696,000 93,815 789,815 2022 715,000 75,824 790,824 2023 735,000 57,337 792,337 2024 609,000 40,201 649,201 2025-2026 1,272,000 32,615 1,304,615 Totals 4,706,000 411,138 5,117,138 174 Gladden Farms Community Facilities District General Obligation Bonds The Gladden Farms Community Facilities District (a component unit) issued general obligation (GO) bonds to acquire infrastructure improvements within the district. These GO bonds are payable solely from a secondary property tax that is levied on property within the district. For fiscal year 2019-20 the rate for debt service was $2.50/$100 of assessed valuation. Gladden Farms – CFD General Obligation Bonds - 2016 Fiscal Year Principal Interest Total 2020 265,000 262,313 527,313 2021 410,000 255,563 665,563 2022 420,000 247,263 667,263 2023 430,000 236,613 666,613 2024 440,000 223,563 663,563 2025-2029 2,450,000 867,488 3,317,488 2030-2034 2,955,000 331,663 3,286,663 2035-2039 100,000 18,750 118,750 2040-2042 70,000 3,438 73,438 Totals 7,540,000 2,446,654 9,986,654 175 Saguaro Springs Community Facilities District General Obligation Bonds The Saguaro Springs Community Facilities District (a component unit) issued general obligation (GO) bonds to acquire infrastructure improvements within the district. These GO bonds are payable solely from a secondary property tax that is levied on property within the district. For fiscal year 2019-20 the rate for debt service was $2.50/$100 of assessed valuation. Saguaro Springs - CFD General Obligation Bonds - 2018 Fiscal Year Principal Interest Total 2020 100,000 142,150 242,150 2021 105,000 140,100 245,100 2022 105,000 138,000 243,000 2023 105,000 135,375 240,375 2024 110,000 132,150 242,150 2025-2029 605,000 602,800 1,207,800 2030-2034 735,000 472,100 1,207,100 2035-2039 895,000 309,500 1,204,500 2040-2042 1,085,000 111,900 1,196,900 Totals 3,845,000 2,184,075 6,029,075 176 Tangerine Farms Road Improvement District – 2017 Series The Tangerine Farms Road Improvement District (a component unit) issued special assessment bonds for road infrastructure improvements. These special assessment bonds are payable solely from special assessment billings which are sent out to individuals within the district twice a year (November 1st and May 1st each year). The Town is required to cover delinquencies, should they occur, with other resources until foreclosure proceeds are received. Tangerine Farms Road Improvement District – 2017 Series Fiscal Year Principal Interest Total 2020 1,636,000 237,670 1,873,670 2021 1,667,000 205,604 1,872,604 2022 1,699,000 172,931 1,871,931 2023 1,732,000 139,630 1,871,630 2024 1,764,000 105,683 1,869,683 2025-2026 3,628,000 106,996 3,734,996 Totals 12,126,000 968,514 13,094,514 Water Utility Revenue Obligations The Town has issued utility revenue obligations to refund portions of prior issuances related to the acquisition of water systems. These bonds are payable solely from the water utility rate revenues collected by the Town. 2014 Series – Water Utility Revenue Obligations Fiscal Year Principal Interest Total 2020 184,000 16,900 200,900 2021 186,000 12,220 198,220 2022 193,000 7,426 200,426 2023 197,000 2,492 199,492 Totals 760,000 39,038 799,038 177 Water Infrastructure Finance Authority (WIFA) Loans The Town has issued WIFA loans to acquire water wells, improve aging water treatment and conveyance systems, and complete water infrastructure improvements. These loans are payable solely from water revenues. For fiscal year 2019-2020, both 2019 series WIFA loans are showing estimated schedules based on the full loan amount. As of the start of the fiscal these loans have not been fully drawn down. Water Infrastructure Finance Authority Loan - 2010 Fiscal Year Principal Interest Total 2020 232,707 84,862 317,569 2021 239,614 77,852 317,466 2022 246,726 70,635 317,361 2023 254,049 63,204 317,253 2024 261,589 55,551 317,140 2025-2029 1,429,117 154,787 1,583,904 2030 311,769 4,627 316,396 Totals 2,975,571 511,518 3,487,089 Water Infrastructure Finance Authority Loan - 2019 Adonis Fiscal Year Principal Interest Total 2020 28,984 7,323 36,307 2021 29,711 7,027 36,738 2022 30,457 6,724 37,181 2023 31,220 6,413 37,633 2024 32,003 6,095 38,098 2025-2029 204,470 25,406 229,876 2030-2034 195,207 16,152 211,359 2035-2039 220,945 5,678 226,623 Totals 772,997 80,818 853,815 178 Water Infrastructure Finance Authority Loan - 2019 Fiscal Year Principal Interest Total 2020 590,762 181,937 772,699 2021 605,176 183,386 788,562 2022 619,943 175,423 795,366 2023 635,069 167,266 802,335 2024 650,565 158,909 809,474 2025-2029 3,498,822 661,882 4,160,704 2030-2034 3,947,023 420,173 4,367,196 2035-2039 4,452,640 147,501 4,600,141 Totals 15,000,000 2,096,477 17,096,477 179 ADOPTED AUTHORIZED POSITION SCHEDULE FISCAL YEAR 2019 - 2020 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Town Manager Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Manager - 1.00 1.00 1.00 1.00 1.00 1.00 Management Assistant 3.00 - - - - - - Executive Assistant to the Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk 1.13 1.13 1.00 1.00 1.00 - - Assistant to the Town Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Representative - - 1.00 1.00 1.00 2.00 - Communication and Marketing Division Communications Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Communications Specialist - 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer 1.00 1.00 1.00 1.00 1.00 1.50 1.50 Marketing & Design Associate (Tourism & Marketing)- - 0.50 0.50 0.50 - - Special Events Division Special Events Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Special Events Programmer - - - 1.00 1.00 1.00 1.00 Total Town Manager Office 12.13 11.13 12.50 13.50 13.50 13.50 11.50 Town Clerk Town Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Clerk 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Town Clerk 5.00 5.00 5.00 5.00 5.00 5.00 5.00 180 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Human Resources Human Resources Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Sr. Human Resources Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Safety Division Emergency Management and Safety Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Human Resources 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Finance Finance Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Revenue & Customer Service Manager - - - - - - 1.00 Budget Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Payroll Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Procurement Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Procurement Agent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Grants Manager - - - 1.00 1.00 1.00 1.00 Senior Accountant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Accounting Associate 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Accounting Associate 1.75 1.75 0.75 0.75 0.75 0.75 0.75 Tax & License Specialist - - 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Asset Administrator 1.00 1.00 1.00 - - - 1.00 Customer Service Representative - - - - - - 2.00 Total Finance 12.25 12.25 12.25 12.25 12.25 12.25 16.25 181 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Legal Department Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Assistant Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Document Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Associate Town Attorney - - - - 1.00 1.00 1.00 Total Legal Department 6.50 6.50 6.50 6.50 7.50 7.50 7.50 Technology Services Technology Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Network Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Network Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Database Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Software Developer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 GIS Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Analyst 1.00 1.00 1.00 1.00 1.00 2.00 2.00 Technology Support Specialist II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Technology Support Specialist I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Analyst 1.00 1.00 1.00 1.00 1.00 - - Total Technology Services 14.00 14.00 14.00 14.00 14.00 14.00 14.00 182 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Office of Economic & Tourism Development Director of Economic and Tourism Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Tourism & Marketing Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Economic Development Specialist - 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer - - - - - 0.50 0.50 Marketing & Design Associate (Tourism & Marketing)- - 0.50 0.50 0.50 - - Total Office Economic & Tourism Development 2.00 3.00 3.50 3.50 3.50 3.50 3.50 Community & Neighborhood Services Community & Neighborhood Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Grants & Housing Coordinator 1.00 1.00 1.00 - - - - Community Outreach Coordinator - - - 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Specialist - - - - 1.00 1.00 Code Enforcement Division Code Enforcement Official 1.00 1.00 1.00 - - - - Chief Code Enforcement & Animal Control Officer - - - 1.00 1.00 1.00 1.00 Code Enforcement Officer II 2.00 2.00 2.00 1.00 1.00 1.00 1.00 Code Enforcement Officer I - - - - - - 1.00 Animal Services Division Animal Control Officer - 2.00 2.00 3.00 3.00 3.00 3.00 Total Community & Neighborhood Services 6.00 8.00 8.00 8.00 8.00 9.00 10.00 Development Services Administration Development Services Director - 1.00 1.00 1.00 1.00 1.00 1.00 Development Services Center Manager 1.00 - - - - - - Business Process Analyst - - - 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk 1.00 1.00 - - - - - Development Services General Manager - - - - - - - Economic Development Manager - - - - - - - 183 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Building Safety Building Safety Director 1.00 - - - - - - Chief Building Official - - - 1.00 1.00 1.00 1.00 Assistant Building Official - - - - - 1.00 1.00 Building Safety Manager - 1.00 1.00 1.00 1.00 - - Chief Building Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Building Safety Coordinator 1.00 1.00 1.00 - - - - Senior Plans Examiner 1.00 1.00 1.00 2.00 2.00 2.00 1.00 Plans Examiner 1.00 1.00 1.00 - - 1.00 2.00 Building Inspector II 2.00 2.00 2.00 3.00 3.00 2.00 2.00 Building Inspector I 1.00 1.00 1.00 1.00 1.00 1.00 2.00 Permit Clerk 3.00 3.00 3.00 3.00 3.00 3.00 2.00 Development Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Planning Planning Director 1.00 1.00 1.00 1.00 1.00 - - Environmental Project Manager 1.00 1.00 1.00 1.00 1.00 - - Principal Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Planner 4.00 4.00 4.00 4.00 4.00 5.00 5.00 Planner 1.00 1.00 - - - - - Business Process Analyst - - 1.00 - - - - Development Coordinator 1.00 1.00 1.00 - - - - Total GM - Development Services 24.00 24.00 23.00 23.00 23.00 22.00 22.00 184 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Engineering Town Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Division Manager 1.00 1.00 1.00 1.00 1.00 - - Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 - Environmental Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Specialist 3.00 3.00 3.00 3.00 3.00 2.00 2.00 Engineering Aide 1.00 1.00 1.00 1.00 1.00 - - Construction Manager 2.00 2.00 2.00 - - - - Construction Inspector - - - - - 1.00 - Development Engineering Division Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Development Coordinator - - - 1.00 1.00 1.00 1.00 Senior Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Capital Improvement Program CIP Engineering Division Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Project Manager 1.00 1.00 1.00 3.00 3.00 3.00 3.00 CIP Process Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Construction Inspector 2.00 2.00 2.00 2.00 2.00 2.00 3.00 Right of Way Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Real Property Acquisition Agent 1.00 1.00 1.00 1.00 1.00 1.00 - Project Coordinator - CIP 2.00 2.00 2.00 1.00 1.00 1.00 1.00 Engineering Document Clerk - - 1.00 1.00 1.00 1.00 1.00 Total Engineering 23.00 23.00 24.00 24.00 24.00 22.00 20.00 185 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Police Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Police Sergeant 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Police Officer 69.00 69.00 71.00 71.00 71.00 71.00 74.00 Police Records Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Telecommunications Manager - - - - - 1.00 1.00 Police Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 1.00 1.00 Dispatcher 12.00 12.00 12.00 12.00 13.00 13.00 13.00 Police Records Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Police Records Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Crime Scene Property & Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Property & Evidence Records Clerk - - - - 1.00 1.00 1.00 Crime Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Crime Scene Specialist 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Administrative Supervisor - - 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk - - - - 1.00 1.00 1.00 Executive Assistant 1.00 1.00 - - - - - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Police Department 113.00 113.00 115.00 115.00 118.00 118.00 121.00 186 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Courts Town Magistrate 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Operations Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Probation Monitor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Security Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Court Collections Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Courtroom Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Courtroom Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Clerk 4.00 4.00 4.00 3.00 3.00 3.00 3.00 Senior Court Clerk - - - 1.00 1.00 1.00 1.00 Total Courts 14.00 14.00 14.00 14.00 14.00 14.00 14.00 Public Works Public Works Administration Public Works Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Deputy Director - - - 1.00 1.00 1.00 1.00 Traffic Division Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Response Manager 1.00 1.00 1.00 - - - - Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet Division Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Lead Fleet Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Fleet Technician I - - 1.00 1.00 1.00 1.00 1.00 187 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Streets Division Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician I - - - 1.00 1.00 - 1.00 Signs & Markings Technician 1.00 1.00 1.00 - - - - Signs & Marking Specialist - - - - - 1.00 1.00 Public Works Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Equipment Operator II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Operator I 2.00 2.00 2.00 2.00 2.00 2.00 3.00 Maintenance Associate II 3.00 4.00 4.00 3.00 3.00 4.00 4.00 Assets Coordinator - - - 1.00 1.00 1.00 1.00 Maintenance Associate III 6.00 6.00 7.00 7.00 7.00 7.00 7.00 Maintenance Associate I 3.00 2.00 2.00 2.00 2.00 1.00 1.00 Engineering Aide - - - - 1.00 1.00 Engineering Specialist - - - - 1.00 1.00 Facilities Division Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Tradesman - - - 1.00 2.00 2.00 2.00 Facilities Technician III 1.00 1.00 1.00 - - - - Facilities Technician II 1.00 1.00 1.00 1.00 1.00 1.00 2.00 Facilities Technician I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Public Works Department 36.00 36.00 38.00 38.00 39.00 41.00 44.00 188 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Parks & Recreation Admin Parks and Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks and Recreation Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Superintendent - - - 1.00 1.00 1.00 1.00 Business Process Manager - - - - - - 1.00 Recreation Division Recreation Coordinator 3.00 3.00 3.00 3.00 1.00 1.00 1.00 Recreation Programmer 2.00 2.00 2.00 2.00 1.00 1.00 1.00 Business Services Coordinator 1.00 1.00 1.00 - - - - Recreation Assistant 1.00 1.00 1.00 - - - - Maintenance Division Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 3.00 Irrigation Control Specialist 1.00 1.00 1.00 2.00 2.00 2.00 2.00 Assets Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III 12.00 12.00 12.00 11.00 10.00 10.00 10.00 Maintenance Associate II - - - - - 4.00 4.00 Maintenance Associate I - - - - - 5.00 5.00 Attendant 10.00 10.00 10.00 10.00 9.00 - - Aquatics Division Recreation Coordinator - - - - 1.00 1.00 1.00 Recreation Programmer - - - - 1.00 1.00 1.00 Special Interests Division Parks and Recreation Services Clerk 2.75 2.75 2.00 2.00 2.00 2.00 2.00 Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Recreation Programmer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Outdoor Division Recreation Coordinator - - - - 1.00 1.00 1.00 Maintenance Associate III - - - - 1.00 1.00 1.00 Maintenance Associate I - - - - 1.00 1.00 1.00 Total Parks Department 41.75 41.75 41.00 40.00 40.00 40.00 42.00 189 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Water Department Water Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Business Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Superintendent 1.00 - - - - - - Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Production Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Resource Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Quality Specialist - - - - - 1.00 1.00 Water Quality Technician 1.00 1.00 1.00 1.00 1.00 - 2.00 Water Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Electric Pump & Well Technician 1.00 1.00 - - - - - Water Mechanic 1.00 1.00 1.00 1.00 - - - Water Operator III - - 1.00 2.00 2.00 2.00 2.00 Water Operator II 6.00 6.00 7.00 6.00 6.00 6.00 6.00 Water Operator I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Billing Specialist 2.00 2.00 2.00 2.00 2.20 2.20 2.60 SCADA Administrator - - - 1.00 1.00 1.00 1.00 Water Technology Coordinator 1.00 1.00 1.00 - - - - Water Technology Support Specialist II - - - - 1.00 1.00 1.00 Assets Coordinator - - - - 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Operations Manager - 1.00 1.00 1.00 1.00 1.00 1.00 Total Water Department 23.00 23.00 24.00 24.00 25.20 25.20 27.60 190 2017 2017 2018 2018 2019 2019 2020 Adopted Actual Adopted Actual Adopted Estimated Budget Waste Water Department Water Reclamation Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Chief Water Reclamation Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Operator II 1.00 1.00 2.00 2.00 2.00 2.00 2.00 Water Reclamation Operator I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Mechanic - - - - 1.00 1.00 1.00 Associate Water Reclamation Mechanic - - - - 1.00 1.00 1.00 Total Waste Water Department 4.00 4.00 5.00 5.00 7.00 7.00 7.00 Airport Operations Airport Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Airport Operations Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III - - - 1.00 1.00 1.00 1.00 Maintenance Associate 1.00 1.00 1.00 - - - - Total Airport Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 TOTAL TOWN AUTHORIZED POSITIONS 346.63 348.63 355.75 355.75 363.95 363.95 375.35 191 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $45,484.57 $56,855.44 $68,227.40 Annual 476 Recreation Coordinator Exempt 210 Senior Accountant Exempt $49,578.13 $61,973.46 $74,367.73 Annual 713 Airport Operations Supervisor Exempt 212 Budget Analyst Exempt 475 Business Process Supervisor Exempt 198 Communications Specialist Exempt 439 Executive Assistant to the Town Manager Exempt 252 Geographic Information Systems (GIS) Analyst Exempt 840 Graphic Designer Exempt 208 Human Resources Analyst Exempt 276 Management Assistant Exempt 752 Parks Maintenance Supervisor Exempt 712 Public Works Supervisor Exempt 322 Real Property Acquisition Agent Exempt 246 Senior Planner Exempt 440 Special Events Coordinator Exempt 722 Water Distribution Supervisor Exempt 723 Water Production Supervisor Exempt Classified Positions GRADE 108 Exempt Positions Salary Schedules Fiscal Year 2019-2020 GRADE 109 192 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $54,536.48 $68,170.60 $81,804.72 Annual 719 Chief Water Reclamation Operator Exempt 237 CIP Process Analyst Exempt 330 Database Administrator Exempt 202 Economic Development Specialist Exempt 341 Network Administrator Exempt 214 Payroll Administrator Exempt 211 Procurement Officer Exempt 236 Project Control Specialist Exempt 285 Revenue and Customer Service Manager Exempt 325 Safety & Emergency Management Coordinator Exempt 206 Senior Human Resources Analyst Exempt 268 Technology Analyst Exempt $60,535.37 $75,668.66 $90,803.04 Annual 655 Asset Systems Manager Exempt 222 Associate Town Attorney Exempt 124 Assistant Building Official Exempt 814 Crime Scene Property & Evidence Supervisor Exempt 400 Deputy Town Clerk Exempt 163 Environmental Project Manager Exempt 217 Grants Manager Exempt 164 Police Telecommunications Manager Exempt 467 SCADA Administrator Exempt 258 Senior GIS Analyst Exempt 340 Senior Network Administrator Exempt 320 Software Developer Exempt 502 Superintendent Exempt 201 Tourism & Marketing Manager Exempt 483 Water Business Services Coordinator Exempt 481 Water Resources Coordinator Exempt GRADE 110 GRADE 111 193 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $67,799.82 $84,749.50 $101,699.19 Annual 261 Assistant Town Attorney Exempt 177 Chief Code Enforcement and Animal Control Officer Exempt 230 Civil Engineer Exempt 244 Principal Planner Exempt 161 Project Manager Exempt 240 Technology Manager Exempt 263 Traffic Manager Exempt 159 Water Operations Manager Exempt 153 Water Reclamation Operations Manager Exempt $76,613.83 $95,766.75 $114,919.68 Annual 175 Chief Building Official Exempt 151 CIP Engineering Division Manager Exempt 170 Court Administrator Exempt 147 Development Engineering Division Manager Exempt $86,573.40 $108,216.73 $129,860.08 Annual 157 Engineering Deputy Director Exempt 149 Finance Deputy Director Exempt 250 Human Resources Deputy Director Exempt 155 Parks & Recreation Deputy Director Exempt 158 Public Works Deputy Director Exempt 262 Senior Assistant Town Attorney Exempt 148 Water Deputy Director Exempt $97,827.46 $122,284.87 $146,741.19 Annual 154 Deputy Town Attorney Exempt GRADE 113 GRADE 112 GRADE 115 GRADE 114 194 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $27,259.96 $33,393.62 $39,527.80 Annual $13.1057 $16.0546 $19.0037 Hourly 700 Maintenance Associate I Non-exempt $29,168.36 $35,730.76 $42,294.20 Annual $14.0232 $17.1783 $20.3338 Hourly 436 Customer Service Clerk Non-exempt $31,209.62 $38,232.22 $45,254.56 Annual $15.0046 $18.3809 $21.7570 Hourly 417 Accounting Associate Non-exempt 406 Administrative Assistant Non-exempt 456 Court Clerk Non-exempt 680 Customer Service Representative Non-exempt 421 Engineering Document Clerk Non-exempt 600 Maintenance Associate II Non-exempt 430 Permit Clerk Non-exempt 444 Police Records Clerk Non-exempt 443 Property & Evidence Records Clerk Non-exempt 423 Records Clerk Non-exempt $33,394.66 $40,908.92 $48,423.18 Annual $16.0551 $19.6677 $23.2804 Hourly 463 Community Services Specialist Non-exempt 748 Facilities Technician I Non-exempt 427 Legal Document Specialist Non-exempt 419 License and Tax Specialist Non-exempt 442 Water Billing Specialist Non-exempt GRADE 206 Non-Exempt Positions GRADE 209 GRADE 208 GRADE 207 195 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $35,732.84 $43,772.04 $51,812.28 Annual $17.1792 $21.0443 $24.9098 Hourly 660 Assets Coordinator Non-exempt 450 Court Collections Specialist Non-exempt 620 Courtroom Specialist Non-exempt 434 Development Coordinator Non-exempt 336 Engineering Aide Non-exempt 749 Facilities Technician II Non-exempt 614 Fleet Technician I Non-exempt 604 Maintenance Associate III Non-exempt 547 Project Coordinator-CIP Non-exempt 418 Senior Accounting Associate Non-exempt $38,234.04 $46,835.88 $55,438.76 Annual $18.3818 $22.5173 $26.6532 Hourly 729 Associate Water Reclamation Mechanic Non-exempt 453 Court Operations Specialist Non-exempt 242 Court Probation Monitor Non-exempt 812 Court Security Officer Non-exempt 810 Crime Scene Specialist Non-exempt 448 Dispatcher Non-exempt 741 Equipment Operator I Non-exempt 438 Executive Assistant Non-exempt ` 508 Fleet Technician II Non-exempt 312 GIS Technician Non-exempt 744 Irrigation Control Technician Non-exempt 445 Police Records Specialist Non-exempt 466 Recreation Programmer Non-exempt 455 Senior Court Clerk Non-exempt 621 Senior Courtroom Specialist Non-exempt 704 Signs and Markings Technician I Non-exempt 441 Special Events Programmer Non-exempt GRADE 211 GRADE 210 196 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $41,292.42 $50,583.26 $59,874.36 Annual $19.8521 $24.3189 $28.7857 Hourly 209 Accountant Non-exempt 527 Animal Control Officer Non-exempt 616 Equipment Mechanic Non-exempt 743 Equipment Operator II Non-exempt 219 Financial Specialist Non-exempt 414 Human Resources Specialist Non-exempt 426 Legal Assistant Non-exempt 309 Technology Support Specialist I Non-exempt 371 Traffic Technician I Non-exempt 736 Water Operator I Non-exempt $44,596.50 $54,629.90 $64,664.34 Annual $21.4406 $26.2644 $31.0886 Hourly 518 Building Inspector I Non-exempt 315 Business Process Analyst Non-exempt 522 Code Enforcement Officer I Non-exempt 461 Community Outreach Coordinator Non-exempt 525 Construction Inspector Non-exempt 248 Crime Analyst Non-exempt 510 Lead Fleet Technician Non-exempt 520 Planner Non-exempt 302 Plans Examiner Non-exempt 526 Right of Way Inspector Non-exempt 632 Senior Executive Assistant Non-exempt 705 Signs and Markings Specialist Non-exempt 372 Traffic Technician II Non-exempt 532 Water Quality Technician Non-exempt 728 Water Reclamation Mechanic Non-exempt 730 Water Reclamation Operator I Non-exempt 737 Water Operator II Non-exempt GRADE 213 GRADE 212 197 **Fair Labor Standards Act August 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $48,609.60 $59,546.50 $70,484.18 Annual $23.3700 $28.6281 $33.8866 Hourly 471 Administrative Supervisor Non-exempt 516 Building Inspector II Non-exempt 521 Code Enforcement Officer II Non-exempt 560 Engineering Specialist Non-exempt 751 Facilities Tradesman Non-exempt 514 Housing Rehabilitation Specialist Non-exempt 470 Police Records Supervisor Non-exempt 464 Police Telecommunications Supervisor Non-exempt 215 Procurement Agent Non-exempt 313 Technology Support Specialist II Non-exempt 738 Water Operator III Non-exempt 533 Water Quality Specialist Non-exempt 731 Water Reclamation Operator II Non-exempt 469 Water Technology Support Specialist II Non-exempt $53,470.30 $65,501.28 $77,532.52 Annual $25.7069 $31.4910 $37.2752 Hourly 176 Chief Building Inspector Non-exempt 452 Court Supervisor Non-exempt 300 Senior Plans Examiner Non-exempt 373 Traffic Technician III Non-exempt Shift Differential Pay $0.90 per hour On-Call/Stand-By Pay $1.00 per hour Additional Pay (Applies only to Non Exempt Positions) GRADE 215 GRADE 214 Pay for employees who stand ready to work during non-work hours when assigned. Pay for employees who work between 6:00 p.m. and 6:00 a.m. 198 **Fair Labor Standards Act July 18, 2019 Job Code Grade Job Title FLSA ** Status 807 POR Police Recruit Non-Exempt Flat Rate Annual $46,349.94 Hourly $22.2836 806 PO Police Officer Non-Exempt Minimum Midpoint Maximum Annual $49,594.22 $59,688.98 $69,783.74 Hourly $23.8434 $28.6966 $33.5499 802 SGT Police Sergeant Non-Exempt Minimum Midpoint Maximum Annual $71,627.66 $79,345.50 $87,063.08 Hourly $34.4364 $38.1469 $41.8572 800 LT Police Lieutenant Exempt Minimum Midpoint Maximum Annual $85,252.09 $99,748.86 $114,245.62 801 CAPT Police Captain Exempt Minimum Midpoint Maximum Annual $93,776.76 $112,865.39 $131,954.01 7.5% added to base pay Detective 7.5% added to base pay Lead Detective 5% added to base pay Investigator 5% added to base pay Lead Police Officer 5% added to base pay Auto Theft Task Force 5% added to base pay Counter Narcotics Alliance 5% added to base pay DART 5% added to base pay DEA Task Force 5% added to base pay EOD (Explosives) 5% added to base pay K9 5% added to base pay Motorcycles 5% added to base pay School Resource Officer (SRO) 5% added to base pay SWAT 5% added to base pay Volunteer Coordinator Field Training Officer 31 Approved Assignments Additional Pay for Sworn Positions (Applies only to Non-Exempt Sworn) $0.90 per hour $1.00 per hour Pay for employees who work between 6:00 p.m. and 6:00 a.m. Pay for employees who stand ready to work during non-work hours as assigned. Police Officer Special Assignments Pays Classified Sworn Positions Non-Exempt Positions Exempt Positions Shift Differential On-Call/Stand-By Pay One additional hour of pay per shift paid at time and one-half rate when serving as FTO 199 **Fair Labor Standards Act July 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum $67,799.82 $84,749.50 $101,699.19 Annual 260 Assistant to the Town Manager Exempt $76,613.83 $95,766.75 $114,919.68 Annual 141 Communications Manager Exempt $97,827.46 $122,284.87 $146,741.19 Annual 182 Deputy Chief of Police Exempt $94,123.96 $120,008.76 $145,892.48 Annual 144 Airport Director Exempt 114 Community and Neighborhood Services Director Exempt 115 Director of Economic Development and Tourism Exempt 127 Development Services Director Exempt 116 Human Resources Director Exempt 136 Parks and Recreation Director Exempt 180 Public Works Director Exempt 134 Technology Services Director Exempt 106 Town Clerk Exempt 146 Water Director Exempt $112,450.67 $143,374.19 $174,297.69 Annual 112 Assistant Town Manager Exempt 110 Deputy Town Manager Exempt 118 Finance Director Exempt 138 Chief of Police Exempt 120 Town Attorney Exempt 132 Town Engineer Exempt Unclassified Positions Exempt Positions Town Officers Grade I Town Officers Grade II Grade D Grade A Grade B 200 **Fair Labor Standards Act July 18, 2019 Job Code Job Title FLSA** Status Minimum Midpoint Maximum 826 *Lifeguard Non-exempt $12.00 $12.25 $12.50 $12.75 $13.00 828 *Lifeguard WSI Non-exempt $12.50 $12.75 $13.00 $13.25 $13.50 824 *Recreation Aide Non-exempt $12.00 $12.25 $12.50 $12.75 $13.00 Job Code Job Title FLSA** Status High School College Grad School Law School 480 Intern Non-exempt $11.00 $12.00 $13.00 $14.00 Job Code Job Title FLSA** Status half day session full day session 169 Judge Pro Tempore Exempt $150.00 $300.00 Flat Rate $0.90 per hour Pay for employees who work between 6:00 p.m. and 6:00 a.m. $1.00 per hour Temporary Positions Additional Pay (Applies only to Non-Exempt position) Pay for employees who stand ready to work as assigned during non-work hours when assigned. *if less than half day session rate is $50 per hour Shift Differential On-Call/ Stand-by *returning employees may receive a $.25 (cents) increase each year 201 202 203 204 MARANA RESOLUTION NO. 2019-061 RELATING TO BUDGET; ADOPTING THE TOWN OF MARANA'S FISCAL YEAR 2019- 2020 FINAL BUDGET WHEREAS in accordance with the provisions of Title 42, Chapter 17, Articles 1-5, Arizona Revised Statutes (A.R.S.), the Marana Town Council did, on May 21, 2019, make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property of the Town of Marana; and WHEREAS in accordance with said chapter of said title, and following due public notice, the Council met on June 18, 2019, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures/expenses or tax levies; and WHEREAS it appears that publication has been duly made as required by law, of said estimates together with a notice that the Town Council would meet on June 18, 2019, at the office of the Council for the purpose of hearing taxpayers and making tax levies as set forth in said estimates; and WHEREAS it appears that the sums to be raised by taxation, as specified therein, do not in the aggregate exceed that amount as computed in A.R.S. §42-17051(A). NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town of Marana, Arizona, that the said estimates of revenues and expenditures/expenses shown on the accompanying schedules, attached hereto as Exhibit A and incorporated herein by this reference, as now increased, reduced, or changed, are hereby adopted as the budget of the Town of Marana for the fiscal year 2019-2020. PASSED AND ADOPTED by the Mayor and Council of the Town of Marana, Arizona, this 18th day of June 2019. t(7' Mayor Ed Honea ATTEST MARANA :x s ,;, u , APPROVED AS TO FORM: 4107 Cherry L. La on, own Clerk Fr. I 'Cass''• ,-Town Ar •rney Marana Resolution No.2019-061 205 OFFICIAL BUDGET FORMS TOWN OF MARANA Fiscal Year 2020 4/19 Arizona Auditor General's Office Official City/Town Budget Forms 206 TOWN OF MARANA TABLE OF CONTENTS Fiscal Year 2020 Resolution for the Adoption of the Budget Schedule A—Summary Schedule of Estimated Revenues and Expenditures/Expenses Schedule B—Tax Levy and Tax Rate Information Schedule G—Full-Time Employees and Personnel Compensation Schedule C—Revenues Other Than Property Taxes Schedule D—Other Financing Sources/(Uses) and Interfund Transfers Schedule E—Expenditures/Expenses by Fund Schedule F—Expenditures/Expenses by Department (as applicable) 4/19 Arizona Auditor General's Office Official City/Town Budget Forms 207 Fiscal Year General Fund Special Revenue Fund Debt Service Fund Capital Projects Fund Permanent Fund Enterprise Funds Available Internal Service Funds Total All Funds 2019 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1 49,816,341 9,425,278 8,094,144 44,579,914 0 25,523,037 4,231,566 141,670,280 2019 Actual Expenditures/Expenses** E 2 39,670,417 5,374,694 13,169,782 18,972,369 0 12,016,207 4,539,118 93,742,587 2020 Fund Balance/Net Position at July 1*** 3 32,368,948 6,853,205 5,648,523 24,142,398 0 8,522,448 660,426 78,195,948 2020 Primary Property Tax Levy B 4 0 0 2020 Secondary Property Tax Levy B 5 1,050,990 131,855 1,182,845 2020 Estimated Revenues Other than Property Taxes C 6 47,188,667 8,580,103 2,906,850 8,916,333 0 19,046,996 5,049,200 91,688,149 2020 Other Financing Sources D 7 0 0 2,505,000 0 0 16,108,636 0 18,613,636 2020 Other Financing (Uses) D 8 0 0 0 0 0 0 0 0 2020 Interfund Transfers In D 9 0 100,000 5,986,888 234,316 0 2,776,775 0 9,097,979 2020 Interfund Transfers (Out) D 10 4,545,542 0 0 1,710,519 0 2,841,918 0 9,097,979 2020 Reduction for Amounts Not Available:11 LESS:Amounts for Future Debt Retirement:0 Future Capital Projects 0 Maintained Fund Balance for Financial Stability 0 0 0 2020 Total Financial Resources Available 12 75,012,073 15,533,308 18,098,251 31,714,383 0 43,612,937 5,709,626 189,680,578 2020 Budgeted Expenditures/Expenses E 13 51,751,547 10,935,733 13,027,249 23,101,756 0 39,915,310 5,049,200 143,780,795 EXPENDITURE LIMITATION COMPARISON 2019 2020 1 Budgeted expenditures/expenses 141,670,280$ 143,780,795$ 2 Add/subtract: estimated net reconciling items 3 Budgeted expenditures/expenses adjusted for reconciling items 141,670,280 143,780,795 4 Less: estimated exclusions 5 Amount subject to the expenditure limitation 141,670,280$ 143,780,795$ 6 EEC expenditure limitation $ $ * ** *** TOWN OF MARANA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2020 Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). S c h FUNDS Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. X2A0T 4/19 Arizona Auditor General's Office SCHEDULE A Official City/Town Budget Forms 208 2019 2020 1. $$ 2. $ 3.Property tax levy amounts A. Primary property taxes $$ B. Secondary property taxes 832,517 1,182,845C.Total property tax levy amounts $832,517 $1,182,845 4.Property taxes collected* A. Primary property taxes(1) Current year's levy $831,768 (2) Prior years’ levies 749 (3) Total primary property taxes $832,517 B. Secondary property taxes(1) Current year's levy $ (2) Prior years’ levies (3) Total secondary property taxes $ C. Total property taxes collected $832,517 5.Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 2.8000 2.8000(3) Total city/town tax rate 2.8000 2.8000 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the four special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * city/town was operating Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) TOWN OF MARANA Tax Levy and Tax Rate Information Fiscal Year 2020 Maximum allowable primary property tax levy. A.R.S. §42-17051(A) X3A0T 4/19 Arizona Auditor General's Office SCHEDULE B Official City/Town Budget Forms209 ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2019 2019 2020 GENERAL FUND Local taxes Sales taxes $26,284,560 $28,469,795 $26,910,247 Licenses and permits Building and development fees 3,768,640 4,092,822 3,851,200 Business and license fees 160,000 156,735 160,000 Animal license fees 100,000 86,908 91,500 Franchise fees 489,450 480,000 495,000 Host fees 300,000 300,000 283,312 Intergovernmental State shared sales taxes 4,314,755 4,400,000 4,707,099 Urban revenue sharing 5,336,906 5,424,304 5,928,567 Auto lieu 2,096,535 1,920,794 2,204,473 Other Charges for services Charges for services 518,637 571,547 494,750 Fines and forfeits Court fines and fees 585,000 450,602 402,000 Interest on investments Interest 185,000 800,000 777,000 In-lieu property taxes Contributions Voluntary contributions 247,757 220,000 209,600 Miscellaneous Other miscellaneous 568,769 810,000 673,919 Total General Fund $44,956,009 $48,183,507 $47,188,667 * TOWN OF MARANA Revenues Other Than Property Taxes Fiscal Year 2020 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SOURCE OF REVENUES X4A0T 4/19 Arizona Auditor General's Office SCHEDULE C Official City/Town Budget Forms210 ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2019 2019 2020 TOWN OF MARANA Revenues Other Than Property Taxes Fiscal Year 2020 SOURCE OF REVENUES X4A0T SPECIAL REVENUE FUNDS Community development block grants $150,000 $75,935 $150,000 Affordable housing revolving 10,000 4,361 10,000 Other grants and contributions 2,846,591 620,169 3,384,974 RICO 34,500 89,583 37,500 $3,041,091 $790,048 $3,582,474 Impound $40,000 $31,600 $8,000 Bed tax 1,088,016 1,168,132 1,227,600 Emergency telecommunications 52,000 34,122 49,200 Local JCEF 15,000 9,696 8,000 $1,195,016 $1,243,550 $1,292,800 Fill the GAP $6,000 $3,490 $4,500 Local technology enhancement 140,000 60,613 45,000 Highway user revenue 3,276,078 3,348,327 3,655,329 $3,422,078 $3,412,430 $3,704,829 Total Special Revenue Funds $7,658,185 $5,446,028 $8,580,103 * DEBT SERVICE FUNDS Tangerine farms road improvement district $1,992,337 $2,914,151 $2,873,670 Gladden farms CFD debt 29,149 Gladden farms II CFD debt 4,031 Saguaro springs CFD debt $1,992,337 $2,914,151 $2,906,850 Total Debt Service Funds $1,992,337 $2,914,151 $2,906,850 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/19 Arizona Auditor General's Office SCHEDULE C Official City/Town Budget Forms211 ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2019 2019 2020 TOWN OF MARANA Revenues Other Than Property Taxes Fiscal Year 2020 SOURCE OF REVENUES X4A0T CAPITAL PROJECTS FUNDS Transportation $5,906,742 $7,342,912 $5,421,050 One-half cent sales tax 2,952,570 3,432,977 Impact fee funds 1,546,093 4,301,089 2,186,196 Other capital projects 2,825,812 455,784 937,587 $13,231,217 $15,532,762 $8,544,833 Downtown reinvestment $223,600 $215,283 $234,000 Regional transportation authority 5,069,038 6,007,009 35,000 Pima association of governments 75,000 $5,292,638 $6,222,292 $344,000 Vanderbilt farms CFD capital $27,500 $$27,500 Saguaro springs CFD capital 106,833 $134,333 $$27,500 Total Capital Projects Funds $18,658,188 $21,755,054 $8,916,333 * PERMANENT FUNDS $$$ $$$ Total Permanent Funds $$$ ENTERPRISE FUNDS Water utility $8,614,248 $8,752,839 $9,116,785 Airport 6,780,781 1,171,377 6,730,663 Wastewater utility 3,510,494 3,644,874 3,199,548 $18,905,523 $13,569,090 $19,046,996 Total Enterprise Funds $18,905,523 $13,569,090 $19,046,996 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/19 Arizona Auditor General's Office SCHEDULE C Official City/Town Budget Forms212 ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2019 2019 2020 TOWN OF MARANA Revenues Other Than Property Taxes Fiscal Year 2020 SOURCE OF REVENUES X4A0T * INTERNAL SERVICE FUNDS Health benefits $3,943,000 $4,667,645 $4,712,720 Dental benefits 288,566 371,681 336,480 $4,231,566 $5,039,326 $5,049,200 Total Internal Service Funds $4,231,566 $5,039,326 $5,049,200 TOTAL ALL FUNDS $96,401,808 $96,907,156 $91,688,149 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/19 Arizona Auditor General's Office SCHEDULE C Official City/Town Budget Forms213 FUND SOURCES (USES)IN (OUT) GENERAL FUND Other grants and contributions $$$$100,000 Other capital projects 234,316 2013 debt service 1,259,750 2014 debt service 800,689 2017 debt service 440,107 Airport 910,680 Water utility 750,000 Wastewater utility 50,000 Total General Fund $$$$4,545,542 SPECIAL REVENUE FUNDS Other grants and contributions $$$100,000 $ Total Special Revenue Funds $$$100,000 $ DEBT SERVICE FUNDS 2013 debt service $$$3,070,300 $ 2014 debt service 800,689 2017 debt service 2,115,899 Gladden farms II CFD debt service 1,255,000 Saguaro springs CFD debt service 1,250,000 Total Debt Service Funds $2,505,000 $$5,986,888 $ CAPITAL PROJECTS FUNDS Transportation $$$$691,899 Impact fees 983,893 Other capital projects 234,316 Vanderbilt CFD 34,727 Total Capital Projects Funds $$$234,316 $1,710,519 PERMANENT FUNDS $$$$ Total Permanent Funds $$$$ ENTERPRISE FUNDS Airport $$$910,680 $ Water utility 14,850,000 972,298 1,532,108 Wastewater utility 1,258,636 893,797 1,309,810 Total Enterprise Funds $16,108,636 $$2,776,775 $2,841,918 INTERNAL SERVICE FUNDS $$$$ Total Internal Service Funds $$$$ TOTAL ALL FUNDS $18,613,636 $$9,097,979 $9,097,979 2020 2020 TOWN OF MARANA Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2020 OTHER FINANCING INTERFUND TRANSFERS X5A0T 4/19 Arizona Auditor General's Office SCHEDULE D Official City/Town Budget Forms214 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES FUND/DEPARTMENT 2019 2019 2019 2020 GENERAL FUND Non-departmental $1,922,312 $$1,898,540 $2,074,932 Mayor and council 338,036 322,352 349,616 Town manager 1,898,946 1,679,901 1,870,089 Town clerk 583,948 428,943 534,528 Human resources 913,548 839,587 1,142,205 Finance 1,205,031 1,013,541 1,522,424 Legal 1,005,575 936,754 1,043,625 Technology services 3,452,181 3,011,242 3,006,286 Economic development and tourism 284,506 270,495 287,827 Development services 2,517,953 2,025,534 2,254,562 Engineering 2,948,922 2,336,098 2,585,051 Police 13,888,716 13,882,986 14,406,429 Courts 1,058,027 954,265 1,156,666 Public works 5,190,389 3,642,729 5,047,120 Parks and recreation 4,829,741 3,975,270 4,861,855 Community development 984,992 931,063 1,164,152 Capital outlay 1,793,518 1,521,117 3,444,180 Contingency 5,000,000 5,000,000 Total General Fund $49,816,341 $$39,670,417 $51,751,547 SPECIAL REVENUE FUNDS Highway user revenue $3,901,049 $$2,306,185 $5,106,881 Revolving affordable housing 50,000 35,005 93,206 Local JCEF 72,000 166,000 Fill the GAP 34,500 34,500 Local technology 289,549 90,818 430,000 Community development block gran 150,000 86,354 150,000 Bed tax 1,088,016 962,288 1,227,600 Other grants and contributions 2,946,591 816,065 3,546,846 RICO 782,573 1,038,035 79,500 Impound fees 40,000 4,327 30,200 Emergency telecommunications 71,000 35,617 71,000 Total Special Revenue Funds $9,425,278 $$5,374,694 $10,935,733 DEBT SERVICE FUNDS Series 2013 debt $3,032,525 $$3,638,810 $3,042,113 Series 2014 debt 794,469 794,469 792,346 Series 2017 debt 1,766,300 1,764,300 2,098,900 Tangerine farms ID debt 2,023,837 2,492,203 3,775,170 Gladden farms CFD debt 477,013 476,713 532,313 Saguaro springs CFD debt 4,003,287 1,524,650 Gladden farms II CFD debt 1,261,757 Total Debt Service Funds $8,094,144 $$13,169,782 $13,027,249 Expenditures/Expenses by Fund Fiscal Year 2020 TOWN OF MARANA X6A0T 4/19 Arizona Auditor General's Office SCHEDULE E Official City/Town Budget Forms215 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES FUND/DEPARTMENT 2019 2019 2019 2020 Expenditures/Expenses by Fund Fiscal Year 2020 TOWN OF MARANA X6A0T CAPITAL PROJECTS FUNDS Transportation $21,476,467 $$5,890,174 $16,434,682 One-half percent sales tax 6,506,234 6,009,414 200,000 Impact fee funds 3,056,757 1,659,406 1,178,491 Other capital projects 2,189,827 1,371,331 3,844,812 Downtown reinvestment 830,495 14,561 474,125 Pima association of governments 75,000 Regional transportation authority 5,069,037 4,018,942 44,996 Gladden farms CFD 528,500 2,600 678,500 Gladden farms II CFD 213 1,437 3,550 Saguaro springs CFD 4,892,000 2,987 139,500 Vanderbilt farms CFD 30,384 1,517 28,100 Total Capital Projects Funds $44,579,914 $$18,972,369 $23,101,756 PERMANENT FUNDS $$$$ Total Permanent Funds $$$$ ENTERPRISE FUNDS Water utility $11,435,704 $2,000,000 $6,418,020 $27,641,423 Airport 7,493,416 2,317,754 7,541,343 Wastewater utility 6,593,917 (2,000,000)3,280,433 4,732,544 Total Enterprise Funds $25,523,037 $$12,016,207 $39,915,310 INTERNAL SERVICE FUNDS Health benefits $3,943,000 $$4,255,095 $4,712,720 Dental benefits 288,566 284,023 336,480 Total Internal Service Funds $4,231,566 $$4,539,118 $5,049,200 TOTAL ALL FUNDS $141,670,280 $$93,742,587 $143,780,795 *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 4/19 Arizona Auditor General's Office SCHEDULE E Official City/Town Budget Forms216 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2019 2019 2019 2020 Economic development and tourism General fund $284,506 $$270,495 $287,827 Bed tax fund 303,877 272,200 314,808 Department Total $588,383 $$542,695 $602,635 Police General Fund $13,894,716 $$13,882,986 $14,406,429 Grants and contributions 421,591 765,565 1,121,846 RICO 34,500 21,169 79,500 Impound fees 40,000 4,327 30,200 Emergency telecommunications 71,000 35,617 71,000 Department Total $14,461,807 $$14,709,664 $15,708,975 Court General Fund $1,058,027 $$954,265 $1,156,666 Local JCEF 72,000 166,000 Fill the GAP 34,500 34,500 Local tech enhancement 289,549 89,715 430,000 Department Total $1,454,076 $$1,043,980 $1,787,166 Public works General Fund $5,190,389 $$3,642,729 $5,047,120 Highway user revenue fund 3,065,957 1,744,012 4,487,881 Department Total $8,256,346 $$5,386,741 $9,535,001 Community development General Fund $984,992 $$931,063 $1,164,152 CDBG 150,000 86,354 150,000 Revolving affordable housing 50,000 50,000 Department Total $1,184,992 $$1,017,417 $1,364,152 * Expenditures/Expenses by Department Fiscal Year 2020 TOWN OF MARANA Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. DEPARTMENT/FUND X7A0T 4/19 Arizona Auditor General's Office SCHEDULE F Official City/Town Budget Forms217 Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs Retirement Costs Healthcare Costs Other Benefit Costs Total Estimated Personnel Compensation 2020 2020 2020 2020 2020 2020 336.75 $21,298,474 $3,701,072 $3,993,592 $2,036,017 $31,029,155 Bed tax 1.00 $96,923 $11,502 $13,080 $7,603 $129,108 Total Special Revenue Funds 1.00 $96,923 $11,502 $13,080 $7,603 $129,108 Water utility 27.60 $1,559,978 $182,853 $269,203 $143,296 $2,155,330 Airport 3.00 203,274 24,141 38,822 25,094 291,331 Wastewater utility 7.00 429,337 50,429 105,645 43,530 628,941 Total Enterprise Funds 37.60 $2,192,589 $257,423 $413,670 $211,920 $3,075,602 TOTAL ALL FUNDS 375.35 $23,587,986 $3,969,997 $4,420,342 $2,255,540 $34,233,865 FUND TOWN OF MARANAFull-Time Employees and Personnel CompensationFiscal Year 2020 GENERAL FUND SPECIAL REVENUE FUNDS ENTERPRISE FUNDS X8A0T 4/19 Arizona Auditor General's Office SCHEDULE G Official City/Towns Budget Forms218 SUMMARY OF FUND ACCOUNTING STRUCTURE The Town of Marana uses fund accounting to track revenues and expenditures. The operations of each fund are accounted for with a separate set of self- balancing accounts that comprise assets, liabilities, fund balance (equity), and revenues and expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. As depicted in the chart below, budgetary accounting is reflected within two major fund groups: Governmental funds and Proprietary funds. Different fund types are found within each of these two classifications. Town of Marana Budgeted Funds Governmental Funds General Fund Special Revenue Funds Capital Projects Funds Debt Service Funds Proprietary Funds Water Fund Wastewater Fund Airport Fund Internal Service Funds 219 GOVERNMENTAL FUNDS The governmental funds are used to account for general government operations and include the General Fund, Debt Service funds, Special Revenue funds, and Capital Projects funds. General Fund The General Fund includes all sources of revenue the Town receives that are not designated for a specific purpose or required to be accounted for in another fund. General Fund revenue may be used by the Town Council for any legal public purpose. The General Fund finances the basic operation of the Town, such as public safety, parks & recreation, municipal court, administration, and development services. Most town departments receive at least some support from the General Fund, including the following departments: Mayor & Town Council, Town Manager, Town Clerk, Human Resources, Finance, Legal, Technology Services, Development Services, Engineering, Police, Courts, Public Works, Parks & Recreation, and Community & Neighborhood Services. Special Revenue Funds This fund type is used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. The largest special revenue funds for the Town of Marana include the Highway User Revenue Fund (HURF) and grant funds. Capital Projects Funds This fund type accounts for revenue received to pay for infrastructure improvements, acquisition or development of major capital equipment and structures. The financing sources of these projects are usually provided by transfers from other funds, bond issue proceeds, intergovernmental revenues or grants. Debt Service Funds This fund type is used to account for the long-term payment of principal and interest on long-term debt, such as general obligation bonds, revenue bonds, etc. 220 PROPRIETARY FUNDS The proprietary funds are used to account for the Town’s ongoing organizations and activities that are similar to businesses found in the private sector. These funds are considered self-supporting in that the services rendered by them are generally financed through user charges or on a cost reimbursement basis. Enterprise Funds These funds are used for services provided to the public on a user charge basis, similar to the operation of a commercial enterprise. Water and sewage utilities are common examples of government enterprises. The Town of Marana has enterprise funds for water, water reclamation and the airport departments. Internal Service Funds These funds are used for operations serving other funds or departments within a government on a cost-reimbursement basis. The Town has internal service funds for self-insured health and dental benefits. 221 GLOSSARY OF TERMS The Town of Marana’s Annual Budget is structured to be understandable and meaningful to the general public and organizational users. With this in mind, this glossary is provided as a tool to assist those who are unfamiliar with budgeting terms or terms specific to Marana’s budgeting process. Accrual Basis - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Adopted Budget – A formal action taken by the Town Council that sets the spending limits for the fiscal year. Appropriation ‐ Authorization by the Town Council which permits the Town to incur obligations to make expenditures for a specific purpose. Audit – An examination of financial records and reporting activities to review accuracy and representation of financial activities and claims. An audit may be conducted for disclosure, compliance, taxation, legal or other purposes. Balanced Budget – A budget in which recurring revenues equal recurring expenditures. Bond – A Town issued debt instrument to repay the specific amount of the money (the face value of the bond) on the designated maturity dates with accrued interest. Bonds are used primarily to finance capital projects and are a promise to pay. Budget – A detailed plan with dollar amounts. Budget Calendar – The schedule of key dates in preparation, adoption and administration of the budget. Budget Message ‐ The opening section of the budget document from the Town Manager which provides a general summary of highlighting the most important aspects of the budget, changes from the previous fiscal year, key issues impacting the budget and recommendations regarding the financial policy for the upcoming period. Capital Improvement – Includes any expenditure over $100,000 for repair and replacement of existing infrastructure as well as development of new facilities to accommodate future growth. Capital Outlay – Purchase of an asset with a value greater than $1,000 that is intended to continue to be held or used for a period greater than five years. Capital Outlay can be land, buildings, machinery, vehicles, furniture and other equipment. 222 Capitalized Labor – All direct costs of labor that can be identified or associated with and are properly allocable to the construction, modification, or installation of specific items of capital assets and, as such, can thereby be written down over time via a depreciation or amortization schedule as capitalized costs. Carry-Over/Carry-Forward – Year-end savings that can be carried forward to cover expenses of the next fiscal year. These funds also pay for encumbrances from the prior year. Cash Basis ‐ A basis of accounting in which transactions are recognized only when cash is increased or decreased. Central Arizona Project (CAP) – Designed to bring about 1.5 million acre-feet of Colorado River water per year to Pima, Pinal and Maricopa counties by means of wastewater treatment. Community Development Block Grant (CDBG) – Federal Grant Funds provided on an annual basis to support specific programs identified by Council. Comprehensive Annual Financial Report (CAFR) – The official annual report for the Town prepared in accordance with generally accepted accounting principles (GAAP) and in conformance with standards of financial reporting as established by the Governmental Accounting Standards Board (GASB) using guidelines recommended by the Government Finance Officers Association (GFOA). The CAFR includes financial statements and analysis, along with statistical data on financial, nonfinancial, and demographic trends. It is also used by bond rating agencies, such as Moody’s, Standard & Poor’s, and Fitch, to determine credit risk, and thus interest rates, for bonds issued by the Town. Contingency – An amount included in the budget that is not designated for a specific purpose. The contingency amount is budgeted for emergencies and unforeseen events, but must be approved by Council prior to its use. Debt Service Fund – A segregated fund used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Depreciation – A method of allocating the cost of an asset over its expected useful life. Disbursement – The expenditure of money from an account. Employee Benefits – Contributions made by a government to meet commitments or obligations to employees. Included are the government’s share of costs for Social Security, pensions, and medical and disability insurance plans. Encumbrance – The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. 223 Enterprise Funds – A fund used to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Executive Team – Top level management in the Town that are pulled together to focus on the Town’s mission, direction and organizational changes needed as defined by the General and Strategic plans or guidance from the Town Council. Estimate – Estimate, as used throughout the budget document, represents the projected year-end balance. Federal Emergency Management Agency (FEMA) – FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards. Fees ‐ Charges for specific services. Fees are adopted annually via the Town’s Comprehensive Fee Schedule, whose adoption coincides with the annual budget adoption. Fiscal Year (FY) – A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The Town of Marana’s fiscal year is from July 1 through June 30. Full-Time Equivalent (FTE) – A position is converted to the decimal equivalent of a full- time position based on 2,080 hours per year. For example, a part-time clerk working 20 hours per week would be equivalent to 0.50 FTE. Fund – A system of accounts that segregates all financial transactions for restricted or designated uses by a government entity. The fund categories used within the Town of Marana are the General Fund, Special Revenue Funds, Capital Projects Fund, Debt Service Fund, Enterprise Funds. Fund Balance – An accumulated balance or carry over that occurs when actual revenues exceed actual expenditures. General Fund – The General Fund is used to account for all financial resources except those accounted for in other funds. The General Fund is the Town’s principal financing vehicle for general government services and is funded largely by development fees and local and state sales tax revenue. Goal ‐ An observable and measurable end result having one or more objectives to be achieved within a stated timeframe. Goals are the basic planning tools underlying all 224 strategic activities. Along with objectives, they serve as the basis for policy and performance appraisals. Governmental Fund - This fund type is used to account for general government operations and encompasses the majority of funds used in a municipal government. The types of funds considered as governmental are the general fund, special revenue funds, capital project funds, and debt service funds. Grants – Contributions or gifts of cash or other assets from another government or private entity to be used or expended for a specified purpose, activity, or facility. Highway Users Revenue Fund (HURF) – Funds allocated by the state to fund the construction and maintenance of the Town’s highway and street system. This is a major funding source for the Public Works Department and provides funds for the maintenance of the Town’s roads and connecting infrastructure. Infrastructure – Transportation, communication, sewage, water, and electric systems are all a part of the Town’s basic infrastructure. These systems tend to be high cost investments. However, they are needed for the Town to be efficient and productive. Intergovernmental Agreement (IGA) – A contract between governmental entities as authorized by State law. Internal Service Funds - These funds consist of activities that are business-like in nature. However, customers are internal to government. Examples include the health and dental benefit funds. Operating Revenue ‐ Funds that a government receives as income to pay for ongoing operations, including taxes, user fees, interest earnings and grants. Operating revenues are used to pay for recurring, non‐capital expenses. Ordinance ‐ An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Park Improvement Districts – Park Improvement Districts provide a method to maintain the parks within specific areas and charge the cost to the benefited property with the property tax bill. Per capita – A unit of measure that indicates the amount of some quantity per person in the Town. Performance Measures – Indication of levels of activity, results of operations or outcomes of operations. 225 Proprietary Fund – These funds consist of activities that are business-like in nature and are considered self-supporting. Examples include Enterprise Funds and Internal Service Funds. Resolution ‐ A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. Reserve – To set aside a portion of a fund balance to guard against economic downturn or emergencies. Right of Way (ROW) – Any sidewalk, planting strip, alley, street, or pathway, improved or unimproved, that is dedicated to public use. The term includes any strip of land over which public facilities such as highways, railroads, or power lines are built. Special Revenue Funds – These funds receive monies from special revenue sources and are earmarked for special purposes. An example of a special revenue fund would be the Highway User Revenue Fund (HURF). State Shared Revenue – Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. System Development Fee (SDF) – Fees collected at the time a building permit is issued to pay for the cost of capital improvements required due to growth. Transfers – Movement of cash from one fund to another to reimburse costs or provide financial support. Unified Land Development Code (ULDC) – A compilation of Town Codes that govern subdivision and development of lands. Water Infrastructure Finance Authority (WIFA) – An independent agency of the state of Arizona and is authorized to finance the construction, rehabilitation and/or improvement of drinking water, wastewater, wastewater reclamation, and other water quality facilities/projects. Zoning – A specific legal classification of property for purpose of development. 226 227