HomeMy WebLinkAboutStudy Session Agenda Packet 04/27/2021MARANA TOWN COUNCIL
STUDY SESSION
NOTICE AND AGENDA
11555 W. Civic Center Drive, Marana, Arizona 85653
Council Chambers, April 27, 2021, at or after 6:00 PM
Ed Honea, Mayor
Jon Post, Vice Mayor
Patti Comerford, Council Member
Jackie Craig, Council Member
Herb Kai, Council Member
John Officer, Council Member
Roxanne Ziegler, Council Member
Pursuant to A.R.S. §38-431.02, notice is hereby given to the members of the Marana
Town Council and to the general public that the Town Council will hold a meeting open
to the public on April 27, 2021, at or after 6:00 PM located in the Council Chambers of the
Marana Municipal Complex, 11555 W. Civic Center Drive, Marana, Arizona.
ACTION MAY BE TAKEN BY THE COUNCIL ON ANY ITEM LISTED ON THIS
AGENDA. Revisions to the agenda can occur up to 24 hours prior to the meeting.
Revised agenda items appear in italics.
The Council Chambers are wheelchair and handicapped accessible. Persons with a
disability may request a reasonable accommodation, such as a sign language interpreter,
by contacting the Town Clerk at (520) 382-1999. Requests should be made as early as
possible to arrange the accommodation.
This Notice and Agenda posted no later than 24 hours prior to the meeting at the Marana
Municipal Complex, 11555 W. Civic Center Drive, the Marana Operations Center, 5100
W. Ina Road, and at www.maranaaz.gov under Agendas and Minutes.
CALL TO ORDER AND ROLL CALL
PLEDGE OF ALLEGIANCE/INVOCATION/MOMENT OF SILENCE
Marana Study Session 04/27/2021 Page 1 of 190
APPROVAL OF AGENDA
DISCUSSION/DIRECTION/POSSIBLE ACTION
D1 Relating to Budget; review, discussion, consideration, and direction to staff
regarding the fiscal year 2021-2022 Manager's recommended budget for the
Town of Marana (Terry Rozema and Yiannis Kalaitzidis)
EXECUTIVE SESSIONS
Pursuant to A.R.S. § 38-431.03, the Town Council may vote to go into executive
session, which will not be open to the public, to discuss certain matters.
E1 Executive Session pursuant to A.R.S. §38-431.03 (A), Council may ask for
discussion or consideration, or consultation with designated Town
representatives, or consultation for legal advice with the Town Attorney,
concerning any matter listed on this agenda for any of the reasons listed in
A.R.S. §38-431.03 (A).
FUTURE AGENDA ITEMS
Notwithstanding the Mayor’s discretion regarding the items to be placed on the
agenda, if three or more Council members request that an item be placed on the
agenda, it must be placed on the agenda for the second regular Town Council
meeting after the date of the request, pursuant to Marana Town Code Section
2-4-2(B).
ADJOURNMENT
Marana Study Session 04/27/2021 Page 2 of 190
Council-Study Session D1
Meeting Date:04/27/2021
To:Mayor and Council
From:Yiannis Kalaitzidis, Finance Director
Date:April 27, 2021
Strategic Plan Focus Area:
Commerce, Community, Heritage, Recreation, Progress & Innovation
Subject:Relating to Budget; review, discussion, consideration, and direction to staff
regarding the fiscal year 2021-2022 Manager's recommended budget for the
Town of Marana (Terry Rozema and Yiannis Kalaitzidis)
Discussion:
The Town Manager and Finance Director will present the Town of
Marana recommended comprehensive budget for fiscal year 2021-2022. Information and
direction received from Council will be incorporated into the Town's tentative budget
which will be brought back to Mayor and Council for consideration at the regular
meeting on May 18, 2021.
Staff worked to compile a comprehensive summary of the recommended budget which
incorporates information presented in previous Council meetings. The attached budget
book is similar to the Tentative budget last year, presenting the complete Town budget
for all funds and includes departmental summaries with notes explaining major changes
between fiscal years. The summary also includes a section on operating capital and
projects which provides brief descriptions of significant one-time items. Lastly, it
formally lists the items requested to be carried forward into the 2021-2022 recommended
budget. Staff anticipates that there will be adequate resources to support these carry
forward requests.
Staff has prepared a recommended budget of $148,395,916 for fiscal year 2020-2021. This
budget reflects the careful allocation of the Town’s resources to Mayor and Council’s
goals. Additionally, this budget continues to make significant investments in current
employees, resources and tools, and strategic positions.
The budget has been structurally balanced with ongoing revenues used to fund ongoingMarana Study Session 04/27/2021 Page 3 of 190
The budget has been structurally balanced with ongoing revenues used to fund ongoing
expenditures. Total revenues anticipated for fiscal year 2020-2021 are $119,650,692 and
include anticipated revenues from the American Rescue Plan Act and the State of
Arizona. Fund balances will be utilized for one-time expenditures, carryover requests
and capital projects.
The recommended budget reflects an increase of 25 full time equivalent (FTE)
positions from 377.35 FTE positions in fiscal year 2020-2021 to 402.35 FTE positions
recommended for fiscal year 2021-2022. Only 2 positions were added to the Water Fund
in the prior year due to the anticipated impact of the pandemic, which fortunately
affected limited revenue areas. Historically, the Town has added 8-12 positions
annually over the last six years to keep up with growth and continue to provide quality
services to residents. Positions were added in key areas that were determined to
be necessary to the mission of local government.
The proposed Capital Improvement Plan (CIP) totals $47,268,550 or 32%, of the
recommended budget. A copy of the recommended five-year CIP schedule is included
in the attached recommended budget document.
Staff Recommendation:
Staff requests information and direction regarding the Manager's recommended budget
for fiscal year 2021-2022, which will be incorporated into the tentative budget for
Council's consideration on May 18, 2021.
Suggested Motion:
I move to direct the Town Manager to incorporate the item(s) discussed this evening in
the preparation of the tentative budget which will be considered for possible adoption
on May 18, 2021.
Attachments
FY 2022 Managers Recommended Budget Book
FY 2020 Manager's Recommended Budget Presentation
Marana Study Session 04/27/2021 Page 4 of 190
Marana Study Session 04/27/2021 Page 5 of 190
TABLE OF CONTENTS
Table of Contents ........................................................................................................................... 1
Manager’s Message ...................................................................................................................... 2
Budget Summary ........................................................................................................................... 9
Recommended Investments ....................................................................................................... 14
Governmental Funds Budget Summary .................................................................................... 20
Special Districts Budget Summary ..............................................................................................38
Enterprise Funds Budget Summary .............................................................................................41
Internal Service Funds Budget Summary ................................................................................... 50
Department Budget Summaries ................................................................................................. 51
Capital Improvement Plan ....................................................................................................... 128
Operating Capital & Projects ................................................................................................... 136
Carry-Forward Requests ............................................................................................................ 141
Authorized Personnel ................................................................................................................. 143
1Marana Study Session 04/27/2021 Page 6 of 190
FISCAL YEAR
2021-2022
TOWN MANAGER’S
Recommended Budget Message
Honorable Mayor and Council:
It is with great pleasure that I present to you the comprehensive FY22 Manager’s Recommended
Budget for the Town of Marana (Town). This recommended budget continues to demonstrate
Marana’s balanced approach to responsible fiscal policy, stewardship of public monies, and
long-term sustainable financial planning, even during extraordinary times. Each year during the
budgeting process, we closely examine our goals and accomplishments. We do this to ensure
that allocations align with need, and so that strategies result in the appropriate outcomes. In
the past year, even in light of COVID19, we have seen many accomplishments across the 5
Focus Areas of our Strategic Plan, all of which have helped give Marana a competitive edge
going into Fiscal Year 2022.
COVID19
2020 was an anomalous year for the Town of Marana, and indeed, for the entire world. As the
COVID19 pandemic gripped our nation and took hold globally, the world scrambled to
implement changes that would protect public health at all costs. As a result of this pandemic,
as well as the policy changes at the federal, state, county, and local levels, the economy had
exhibited symptoms that were reminiscent of the 2007/2008 financial crisis. Due to the
modifications imposed on businesses throughout our local and regional community, as well as
through multiple Executive Orders aimed at slowing the spread of COVID19 issued by Governor
Doug Ducey, most transaction privilege taxes (TPT), including retail and restaurant revenues had
dropped, housing and general development briefly slowed, and state-shared revenues were
expected to be lower than originally anticipated. However, as we enter 2021, we are slowly
emerging from the disruption caused by the pandemic. Due to multiple factors, including sound
budgeting practices, receiving $5.6M from the CARES Act, as well as an anticipated $11.6M
from the American Rescue Plan, individual stimulus checks to citizens, accelerated housing
development, the incremental lifting of restrictions on local businesses, stronger-than-
anticipated retail sales projections, and of course, increased numbers of vaccinations leading
to less COVID19 cases, hospitalizations, and deaths, the Town is optimistic in its fiscal and
financial position as we move into FY 2022. These factors will allow us to continue to identify and
prioritize strategic investments in staffing, projects, infrastructure development, and programs to
continue to deliver 5 Star Service to the residents of our community.
2Marana Study Session 04/27/2021 Page 7 of 190
Commerce
In Fiscal Year 2021, the Town has not only seen higher than anticipated projections and
collections for key revenue streams that fund essential services, but also, significant wins in
commercial development around the community. Three major existing employers in the Town,
including Alicat Scientific and FL Smidth Krebs Mining, are currently expanding the footprint of
their operations. Alicat Scientific is expanding by approximately 12,000 sq/ft, and FL Smidth Krebs
is expanding by upwards of 82,000 sq/ft. The third, Ventana Medical Systems, is expanding at
their current site off Tangerine Road and I10, with the addition of a new 60,000 sq/ft facility,
featuring 160 new high-tech, high-paying jobs, and a total capital expenditure of approximately
$23M. Additionally, PVB Fabrications, located on the East side of Interstate 10 on Tangerine
Road, recently broke ground on its new facility. At buildout, PVB is expected to add 170 new
jobs to Marana, in addition to upwards of 115,000 sq/ft of combination office and
production/manufacturing space, and a total capital expenditure of $17M. We’ve also seen
the addition of a brand new Circle K, located at Tangerine Road and Lon Adams, as well as the
opening of a QuikTrip on Ina Road and Starcommerce Way. QuikTrip continues to expand within
the Town, with an additional location currently under construction at Tangerine Road and I10.
In summary, we can see that Marana continues to be an attractive destination for businesses to
locate, expand, and grow, whether they are commercial or retail in nature.
The Town also continues to focus on the development of Downtown Marana. Construction of
Marana Main Street East has recently been substantially completed, which includes brand new
road infrastructure, enhanced lighting, and newly zoned land for commercial development
that will capture the traditional look and feel of a downtown, with additional upgraded
landscaping to be incorporated along Marana Main Street as well as Center Street. The
roundabout will also see a significant landscaping and lighting upgrade, as well as installation
of a prominent piece of public art. All of this is slated to be completed by the end of FY 2021.
Lastly, the new Northwest Fire Administration building will begin construction this fiscal year,
which, over time, will bring more than 200 jobs to Downtown Marana.
Marana Regional Airport continues to be one of the Town’s key Economic Development assets,
and we have seen significant accomplishments in its growth and activities over the year.
Marana Regional currently has approximately 300 based aircraft, 232 storage hangars, and 28
shade ports, all at 100% occupancy, with a 30+ aircraft waiting list. The airport also sees over
92,000 operations per year, and serves a wide variety of users, from hobbyists to corporate jet
traffic, as well as military training. Additionally, there is significant commercial development
activity occurring just outside the fence of the airport, with JD Russell locating their 20,000 sq/ft
combination manufacturing/distribution/office facility, on 4 acres with an additional 30 jobs and
anticipated $4M in capital expenditure. This investment in our airport has yielded additional
Economic Development interest, with multiple entities expressing interest in locating their
aviation-related operations at Marana Regional Airport. The Airport has also recently been
awarded a $1.4M grant from ADOT, that will be used for significant safety upgrades, including
switching all runway and taxiway lights to LED. This project will result in overall maintenance and
energy cost-savings to the Town, as well as enhanced safety for our airport users.
Additionally, Marana Regional Airport is currently in the midst of the execution of two significant
RFQs. You may recall that AVQ was recently accepted into the Federal Contract Tower
Program. As a direct result, AVQ is now in the process of completing an environmental site study
3Marana Study Session 04/27/2021 Page 8 of 190
for the entirety of the airport property, as well as beginning the process for the siting, design and
construction of the Tower. These are two very exciting developments for AVQ, as it will result in
many more opportunities for development of this airport as it grows and expands.
Finally, Development Services at the Town of Marana has recently seen a significant overhaul in
operations. As part of a continued effort to improve efficiency, Town Staff have consolidated
efforts by merging Development Engineering into DSC. This merger now places all development-
related review, with the exception of water and traffic, within one department. This will allow
staff to better monitor review activity and improve the efficiency of the overall review process.
By housing development-related projects under one department from conception to
occupancy, the Town will significantly increase efficiency for developers who bring residential
and commercial projects to the Town, yielding faster results, and easier commerce-related
development throughout the Town.
Community
Marana is still one of the fastest growing communities in Southern Arizona. Because of this rapid
growth and expansion, the Town is seeing an additional need for the development of critical
infrastructure. This year, we have seen the completion of significant projects around the Town,
which continue to show the Town’s dedication to enhanced levels of service and safety to our
community.
An exceptional example of dedication to our community is how our Communications,
Marketing and Special Events division rose to the occasion to create the Town’s first ever
Christmas Cruise Event. When it seemed impossible, this innovative and community-oriented
event allowed for Marana residents to celebrate the holiday with their loved ones in a COVID
safe environment. By transforming our traditional Holiday Festival and Tree Lighting Signature
Event into a drive-thru wonderland, we allowed for adults and kids alike to feel the Christmas
spirit by enjoying a spectacular light show, Christmas treats, craft kits, and their favorite Christmas
characters, including Gingerbread men, Santa’s Elves, and of course, Santa Claus himself.
A significant accomplishment for our community was the completion of the Adonis Road
Extension. This issue, which has troubled residents of our community for many years, has finally
been resolved, as substantial completion of the project has been reached, and the road will be
available to the public for use in April 2021. This road will act as a secondary access route to
Tangerine Road for residents living on the east side of the Interstate 10 in the Adonis and San
Lucas Neighborhoods. The completion of this 2 lane, 3 mile long road will eliminate regular
interruptions to access to Interstate 10 that are caused by the Union Pacific Railroad, as well as
provide a vital safety outlet in the event of an emergency at the railroad crossing. Additionally,
this road will help in opening up the area east of the Interstate 10 for economic development
opportunity.
Water quality is an issue that continues to take center stage on national, state, and local levels.
In direct response to the requests of our residents, and as part of a continued effort to provide
clean and safe drinking water to our community, the Town of Marana Town Council directed
Staff to seek out funding opportunities to fund construction of two water treatment campuses
that address perfluorinated compounds and 1-4 dioxane in our drinking water. We are proud to
report that, after securing funding from the Water Infrastructure Finance Authority, and in
4Marana Study Session 04/27/2021 Page 9 of 190
addition to other funding sources, the Town has completed construction of both the Airline-
Lambert and Picture Rocks Water Treatment Campuses. A COVID-safe grand opening
ceremony was held on March 23rd, 2021, and both campuses are now fully operational, and
have begun treating and delivering clean water to our community.
Lastly, Town Staff worked tirelessly on creation and ratification of the Make Marana 2040
General Plan. This plan is a document required by Arizona state law that functions as the
blueprint for the Town as it continues to grow. The overall plan reflects the vision and goals of
the community at large by recommending policies and strategies to protect and enhance
initiatives around growth, development, health and safety, Economic Development, Town
services, and the environment, well into the year 2040 and beyond. The final plan was approved
by Marana Town Council on December 10th 2019, and was ratified by voters during the August
4th 2020 election cycle as Proposition 478. The Make Marana 2040 General Plan is one of the
most important documents that guides Marana’s community into the future, and is currently
being implemented and used as a guide for all operations, as we continue to press forward with
growth and services for our community.
Innovation
Innovation is at the heart of everything we do, and is one of the most important of our four
organizational Cultural Values. From our innovative and dedicated workforce, to day to day
practices and Town-side strategies, Innovation allows us to deliver the best services to our
residents and customers in the most efficient and transparent manner possible.
As part of the Town’s response to COVID19 to ensure the health and safety of our Staff and our
residents, the Town coordinated and implemented innovative solutions to allow for a seamless
transition of services, which allowed the vast majority of our staff to work from home. By utilizing
a combination of mobile technology, machine virtualization, digital meeting platforms,
expanded VPN access, and mobile conferencing tools, our Technology Services Department
was able to facilitate telework for in-office Staff. This permitted Town Staff to continue to deliver
high levels of service to customers and to the public, while preserving their health and safety.
With additional coordination among key departments, Technology Services was also able to
transition Town Council Meetings to a virtual medium as well. This allowed for further protection
of the health and well-being of Staff, Council, and the public, while assuring that critical issues
continued to be addressed by Council as necessary.
Development Services also contributed by implementing full digital review for plans and permits,
as well as the use of virtual inspections. This enabled Development Services to keep their pace
of development review and customer responsiveness, and to continue delivering a high level
of service.
Parks and Recreation also employed innovative ways of keeping the community engaged. In
lieu of in-person recreation programming, they developed a series of videos focused on health
and safety during the pandemic, as well as a series of interactive activities for youth to engage
in. In this way, Parks and Rec was able to continuously educate and engage our community in
positive ways through social media. These are but a few of the many ways in which Town Staff
adapt and implement innovative solutions to meet the rapidly changing needs of the times.
5Marana Study Session 04/27/2021 Page 10 of 190
Due to the landscape of traditional in office work changing due to COVID19, the Town of
Marana will continue to seek out technological means through which we can accommodate
and adapt, not only to internal staffing needs, but the needs of our residents and external
customers.
Heritage
Marana’s heritage and history are near and dear to us all, including our Staff and the community
at large. By prioritizing Heritage as a focus area, we seek to chronicle and preserve our roots,
while using it as a guide as we look to the future of growth and development. We will once
again see our Signature Events come back as COVID restrictions lessen, giving our community
access to the events they know and love, including the Star Spangled Spectacular, Marana
Founders’ Day, and the Holiday Festival and Christmas Tree Lighting.
Recently, the Town has embarked on an initiative to actively chronicle and catalogue our
Town’s history. By working with the Marana Heritage Conservancy, the Town will engage in
actively cataloguing relics and historical artifacts that are linked to Marana’s past. This will
enable us to actively engage with the Heritage Conservancy, which has been a long term and
valued partner of the Town for many years, and will also culminate in the creation of a Marana
Heritage book, which will document the various elements of Marana’s history in various forms.
We continue to embrace Marana’s film heritage as well, by leveraging the assets of the Town’s
destination marketing organization, Discover Marana. To that end, the Town has created the
Marana Film Office, which continues to engage with the film community at large to bring any
and all filming opportunities to Marana. By continuing to leverage Marana’s deep history of film
from the 40s, 50s, and 60s, and coupling that history with Marana’s iconic scenery and dude
ranches, Marana has assisted with at least 30 film projects since its inception. As with anything
these days, as COVID restrictions lessen, we can expect to see the film industry return to normal,
and film opportunities for the Town of Marana to increase, as well.
Recreation
Parks and Recreation is an essential cornerstone to any healthy and thriving community, and
Marana takes this very seriously. To keep our community healthy, and to continue to utilize our
local and regional assets, the Parks and Rec Department worked feverishly to complete its Parks
and Recreation Master Plan. This plan took a hard look at the Town’s park assets and program
offerings, and to solicit feedback from the community to compile the information into a
comprehensive plan that addresses maintenance of existing park and recreation assets, but
also identifies potential for further expansion of those assets. We are thrilled that the Marana
Town Council approved this plan on February 2nd, 2021. The approval of this master plan will
allow the Town of Marana to continue to deliver the highest level of service and assets to our
community with regard to parks and recreation amenities.
A direct result of this plan was the identification of a need to construct a multigenerational
recreation facility, as well as an aquatics facility, to better serve our community and the region
as it grows. While the process for identifying funding mechanisms, as well as designing and
constructing the facility may take some time, the Town has already begun the first steps toward
making this facility a reality for our community. With direction given to Staff during the recent
6Marana Study Session 04/27/2021 Page 11 of 190
Council Retreat in early March of 2021, Parks and Recreation Staff, as well as the Manager’s
Office, have begun the process of identifying the ideal site for such a facility. This will serve as
an integral step in development of these facilities, and properly position us to deliver this
essential and much desired asset sooner rather than later.
We are also always improving our regional trails system and connectivity. A prime example of
this is the Shared Use Path at CalPortland to Avra Valley Road. This project will construct a path
that will connect the existing Santa Cruz Shared Use Path to the existing Shared Use Path at Avra
Valley Road. This will also connect the Town of Marana directly to the Pima County Loop Trail
System. It will also provide additional connectivity for existing neighborhoods, as well new
residential developments and schools, to proposed commercial developments, all while
continuing to provide an additional alternate transportation route for work, play, and
recreation.
Closing
The recommended spending plan detailed in this budget proposal considers these
accomplishments as guide posts for future goals, while also recognizing the diverse challenges
we will continue to face in the future. It also fully recognizes the challenge presented by the
COVID19 pandemic as a key driver in how our economy has changed, and how we as an
organization continue to be nimble to adapt quickly to such changes. As Marana succeeds
and grows, it will need to continue to invest strategically while continually innovating to deliver
the best service to its residents and customers. This budget demonstrates a commitment to that
vision, and to the tenets of the Strategic Plan and the well-being of our community.
Thank you,
Respectfully,
Terry S. Rozema
Town Manager
7Marana Study Session 04/27/2021 Page 12 of 190
BUDGET SUMMARY
8Marana Study Session 04/27/2021 Page 13 of 190
Town of Marana Budget Summary
The annual Manager’s Recommended budget for fiscal year 2021-2022 (FY22) totals $148.4 million. The
summary includes expenditure budget appropriations for all Town funds and Specials Taxing district
funds and reflects the Town’s return to a baseline budget that reverses many budget reductions
enacted in the prior year due the anticipated impact of the pandemic.
Overall, the budget of $148.4 million represents a decrease of $0.9 million as compared to the prior
year budget of $149.3 million. Nevertheless, the better than anticipated economic environment,
combined with the latest relief funds from the American Rescue Plan (ARPA) and one-time funding
from the State of Arizona will allow the Town to fund some capital projects sooner than anticipated
while also investing in merit performance salary increases that ensure we remain competitive in the
region and allow the Town to continue to provide residents with high-quality services.
Operating expenditures continue to be the largest category for the Town at $79.1 million or 53% of the
total budget. Primarily due to continued strong growth within the Town and in surrounding areas,
capital outlay also comprises a large portion of the annual budget at $56.4 million or 38%.
The major expenditures in the operating budget are personnel and benefits at 50%, which include all
salaries and benefits for Town staff. Changes in this category are primarily due to merit increases,
changes to benefits and pension contributions, and the addition of 26 new positions (FTEs) across
multiple departments. It is important to note that there were no new positions in the previous year’s
budget due to anticipated revenue reductions. While the number of new positions is sizable, the
number is more consistent with a growing community when considering the increase over two budget
years. Operating supplies & equipment and contracted services comprise 29% and 17%, respectively.
Operating, $79.1M,
53%
Capital Outlay, $56.4M
38%
Debt Service, $12.9M,
9%
Expenditures by Category
$148.4 Million
9Marana Study Session 04/27/2021 Page 14 of 190
Operating supplies has decreased primarily due to the decrease of contingency appropriations by
$5.6 million as compared to the prior year.
A summary of the Town’s budget by fund type is presented below. More detailed information on
each fund category presented below is available in this document.
Summary of All Town Funds & Special Districts
Recommended Budget
Fiscal Year 2022
Personnel and benefits,
$39.5M,
50%
Contracted
Services, $23.2M,
21%
Operating Supplies &
Equipment, $16.4M,
29%
Operating Budget by Line Item
$79.1 Million
Primary Entity
2021
Adopted
2022
Recommended $ Chan ge % Change
General Fund $54,116,449 $54,916,798 $800,349 1.50%
Special Revenue Funds 15,181,378 10,544,985 -4,636,393 -30.50%
Capital Projects Funds 28,893,943 32,832,745 3,938,802 13.60%
Debt Service Funds 5,917,415 5,908,375 -9,040 -0.20%
Enterprise Funds 29,786,160 26,089,031 -3,697,129 -12.40%
Internal Service Funds 4,711,332 5,067,470 356,138 7.60%
Primary entity 138,606,677 135,359,404 -3,247,273 -2.30%
Component Units
Special Districts 10,652,588 13,036,512 2,383,924 22.40%
Total 149,259,265$ 148,395,916$ (863,349)$ -0.60%
10Marana Study Session 04/27/2021 Page 15 of 190
Fiscal Year 2021-2022 Highlights by fund types:
General Fund – Overall the General Fund budget is increasing slightly by $0.8 million. Notable
factors for this change include:
o Contingency appropriations were decreased from $10.6 million to $5 million. This additional
appropriation made available in the prior year provided flexibility in the Town’s General Fund
budget during a time of economic uncertainty, but was no longer deemed necessary.
o Return to a baseline budget that reverses many budget reductions enacted in the prior year
due the anticipated impact of the pandemic.
o Increases to compensation of $3.9 million reflect the impact of prior year mid-year and
current year merit increases, and the addition of 23 new FTEs (none were allowed in the
General Fund in the prior year)
Special Revenue Funds – The change is primarily associated with AZCares relief funding that was
received in the prior year in the Grants Special Revenue fund, offset by some anticipated increases
in grant awards. American Rescue Plan Act relief revenue funding has been budgeted in the Water
Capital fund in anticipation of using it for water related infrastructure projects.
Capital Projects Funds – Capital projects budgeted in fiscal year 2021-2022 consist of facilities,
transportation, parks and utility projects which align with the Town’s goals of providing quality, high
level services and amenities to our growing community. These projects include the Tangerine Road
Widening to I-10, the Santa Cruz Shared Use Path at CalPortland, the Marana Park Reservoir and
Well, and the continuation of projects like the Court’s Jury Assembly room.
Detail on all capital projects planned for fiscal year 2021-2022 may be found in the Town’s Capital
Improvement Plan available in this document.
Enterprise Funds – New rate studies approved by Council in fiscal year 2019-2020 restructured and
increased some rates in both the Water and Water Reclamation funds. Rate increase will be
applied each January until 2024. The approved rate studies included three new positions which are
being proposed in the Water fund to provide support to operations and for the ongoing
maintenance of the Town’s utility assets.
Overall, Enterprise fund budget decreases are due to the completion of the Water Treatment
Campuses and the Adonis Lift Station projects. Funding, mainly provided by State and Federal
sources, for current year capital projects includes a variety of projects including the Airport MIRL,
Beacon, PAPI replacement project, a secondary screw press to provide much needed redundancy
for the reclamation facility, and the Northwest Recharge, Recovery and Delivery System project.
Funding for the latter is anticipated to be available from the recently approved American Rescue
Plan Act (ARPA).
11Marana Study Session 04/27/2021 Page 16 of 190
Detail on all capital projects planned for fiscal year 2021-2022 may be found in the Town’s Capital
Improvement Plan available in this document.
Special Districts – The increase is associated with budget capacity for new debt issuances for
Community Facility Districts to fund the acquisition of eligible infrastructure. This change is consistent
with the increase in home building activity experienced in the Town over the last year.
12Marana Study Session 04/27/2021 Page 17 of 190
RECOMMENDED INVESTMENTS
13Marana Study Session 04/27/2021 Page 18 of 190
Recommended Investments
The following outline describes several of the Town’s investments into identified priority areas. The
General Fund’s contributions to these are detailed below. These investments represent changes in
costs that are included within the Manager’s Recommended Budget, the summaries of which are
presented later in the document.
I. Employee Compensation and Benefits Investment - $4,780,534 increase ($3,882,041 increase
in General Fund)
a. Positions and performance pay adjustments - $3,660,347 ($3,063,985 General fund)
Up to 3.0% team performance adjustment added to base pay or lump sum for
those at the top of their pay range (prior year mid-year increase of 3.5% included
in amount above)
The pay range for all positions will move up by 2%, however no position will
receive more than the proposed 3.0% adjustment.
New positions – 26 FTEs (23 in General Fund)
Positions that were frozen in the prior year will be filled, unless the position was
eliminated during the position review process.
b. Other pay and benefits:
Includes health, retirement, disability insurance, etc.
1. Employee Retirement Contributions – $719,274 increase ($580,628 increase
in General Fund)
2. Worker’s Compensation - $151,675 reduction ($130,662 from General
Fund)
3. Health Insurance & other benefits – no increases are planned for premium
rates. Increased expenses here are associated with new positions and
enrollment changes
4. Tuition Reimbursement program – reinstated to $25,000
14Marana Study Session 04/27/2021 Page 19 of 190
II. Resources and Tools Investment - $3,379,626 ($3,037,126 General Fund)
a. Vehicle & equipment purchases $1,778,134 ($1,727,134 General Fund). Much of this
budgeted amount reflects the use of replacement dollars set aside in previous fiscal years
and demonstrates the Town’s commitment to ensure employees have safe, reliable
vehicles and equipment needed to provide a high level of service. The remainder is
primarily for new vehicles and equipment related to new positions and the expansion of
services.
b. Police
MPD Console modernization for dispatchers - $250,000 (General Fund)
c. Transportation
Transportation Master Plan - $350,000 (General Fund)
d. Technology
Utility billing software - $100,000 (Water Fund carry-over)
Cartegraph database structure analysis - $25,000 (General Fund)
e. Facilities
MMC Court Jury Room addition - $511,956 (General Fund, Local Technology
Fund)
MMC campus drainage improvements - $289,060 (General Fund)
MOC remodel, HVAC, Furniture & Gym equipment - $150,000 (General Fund)
Facilities Master Plan Update - $50,000 (General Fund)
Sally Port at MMC- $33,900 (General Fund)
f. Recreation
Large area mower - $74,798 (General Fund)
Community Garden Renovation - $15,000 (General Fund)
III. Strategic Positions
The Manager’s Recommended Budget includes the addition of 26 positions, while eliminating the
previously vacant position of Assistant Town Manager.
The following table shows the change in authorized positions by FTE over the past four fiscal years.
FY2019 FY2020 FY2021 FY2022
Budgeted FTE 363.75 375.35 377.35 402.35
Position change from previous year 8.00 11.40 2 25
Percentage change from previous year 2% 3% 0.5% 6.6%
15Marana Study Session 04/27/2021 Page 20 of 190
The following table lists the new full time equivalent (FTE) positions added:
Working Position Title FTE Department Funding Source
Police Officer 5.00 Police General Fund
Dispatcher 1.00 Police General Fund
Maintenance Associate III 1.00 Parks General Fund
Maintenance Associate I 1.00 Parks General Fund
Tradesman (Aquatic) 1.00 Parks General Fund
Recreation Programmer 1.00 Parks General Fund
Custodian II 1.00 Public Works General Fund
Custodian I 3.00 Public Works General Fund
Facilities Technician II 1.00 Public Works General Fund
Maintenance Associate I 4.00 Public Works General Fund
Real Property Manager 1.00 Development Services General Fund
Finance Manager 1.00 Finance General Fund
Risk Manager 1.00 Human Resources General Fund
Paralegal 1.00 Legal General Fund
Water Operator II 1.00 Water Water Fund
Business Services Analyst 1.00 Water Water Fund
Civil Engineer 1.00 Water Water Fund
Total FTE Changes 26.00
The addition of key positions is critical in maintaining service levels. This is especially important in a fast-
growing community like Marana. While the Town is adding a large number of positions during this
budget cycle, it is important to note that only 2 positions were added in the previous year.
Positions added this year include those that serve the public directly, such as Police Officers and Public
Works and Parks maintenance employees, as well as support services positions, including a Finance
Manager and Risk Manager which re-align operations and allow for efficient and uninterrupted
operations of our ever-growing Town. Four Custodian FTEs will eventually take over contracted
custodial services.
The addition of three FTEs in the Water Department will provide needed office support and also help
monitor and maintain Town utility assets including the recently completed Water Treatment Campuses.
The positions were included within the approved Water rate plan and are being requested in line with
growth goals of the department.
16Marana Study Session 04/27/2021 Page 21 of 190
Mid-year FTE Position Change Summary
Several re-organizations and changes happened during the year that help advance the Town’s
Strategic Plan. The Engineering Department divisions of Engineering and CIP were moved to the
Development Services Department and the Public Works Department, respectively. The Airport
Department was moved to the Public Works Department from the Town Manager’s office. Additional
reclassifications, renaming of positions and other mid-year FTE changes are summarized by position
title and department in the following table:
Previous Position Title Previous
Department
Revised Position Title Revised
Department
3 Police Officers Police 3 Police Sergeants Police
Police Sergeant Police Police Lieutenant Police
Deputy Chief Police Captain Police
Dispatcher Police Telecommunication
Supervisor
Police
Customer Service Clerk Police Customer Service
Representative
Police
Airport Director Airport Airport Manager Public Works
Special Events Programmer Town Manager Executive Assistant Parks
Town Engineer Engineering Town Engineer Town Manager
Procurement Agent Finance Financial Specialist Finance
Administrative Assistant Legal/Finance Legal Clerk Legal
Associate Town Attorney Legal Assistant Town Attorney Legal
Continued
Engineering
―Engineering
―CIP
Development Services
―Admin
―Building Safety
―Planning
―Engineering
Public Works
―Admin
―Fleet
―Streets
―Facilities
―CIP
―Airport
Town Manager
―Airport
17Marana Study Session 04/27/2021 Page 22 of 190
Previous Position Title Previous
Department
Revised Position Title Revised
Department
Asset Systems Manager Finance Asset Systems Manager Tech Services
3 Asset Coordinators Parks, Public
Works, Water
3 Asset Coordinators Tech Services
Technology Support
Specialist
Tech Services Technology Support
Supervisor
Tech Services
Technology Manager Tech Services Technology Supervisor Tech Services
Database Administrator Techs Services Technology Supervisor Tech Services
Chief Building Inspector Development
Services
Civil Engineer Development
Services
Permit Clerk Development
Services
Development Coordinator Development
Services
Principal Planner Development
Services
Planning Manager Development
Services
Real Property Coordinator CIP Real Property Coordinator Development
Services
Public Works Supervisor Public Works Landscape Supervisor Parks
4 Maintenance Associates
III
Public Works 4 Maintenance Associates
III
Parks
Maintenance Associate I Public Works Maintenance Associate I Parks
18Marana Study Session 04/27/2021 Page 23 of 190
GOVERNMENTAL FUNDS BUDGET SUMMARY
19Marana Study Session 04/27/2021 Page 24 of 190
Governmental Funds Budget Summary
General Fund
The following General Fund summary is structurally balanced (i.e. ongoing revenues support ongoing
services and programs). Of the amounts included below, $47.5 million represents ongoing costs and
$6.3 million represents one-time costs, excluding $5 million of contingency. Contingency
appropriations may only be used with Council approval.
Summary of General Fund
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Sales tax revenues 24,389,464$ 30,950,841$ 6,561,377 26.9%
Intergovernmental revenues 13,435,743 14,620,322 1,184,579 8.8%
Licenses, fees & permits 4,427,112 5,843,300 1,416,188 32.0%
Charges for services 563,000 609,500 46,500 8.3%
Fines and forfeiture 408,500 391,500 (17,000) -4.2%
Grants and contributions 188,100 187,000 (1,100) -0.6%
Investment income 610,000 150,000 (460,000) -75.4%
Miscellaneous revenues 614,471 624,371 9,900 1.6%
Total Revenue 44,636,390 53,376,834 8,740,444 19.6%
Expenditures
Personnel & benefits 30,344,536 34,226,577 3,882,041 12.8%
Contracted services 5,654,014 6,706,864 1,052,850 18.6%
Operating supplies & equip 5,096,994 5,148,611 51,617 1.0%
Capital outlay 2,420,905 3,834,746 1,413,841 58.4%
Contingency 10,600,000 5,000,000 (5,600,000) -52.8%
Total Expenditures 54,116,449$ 54,916,798$ 800,349$ 1.5%
Over/(Under)(9,480,059)$ (1,539,964)$ 7,940,095 -83.8%
Other Sources and (Uses)
Transfers in 5,628,966 - (5,628,966) -100.0%
Transfers out (4,514,884) (4,286,035) 228,849 -5.1%
Total Sources and (Uses)1,114,082 (4,286,035) (5,400,117) -484.7%
Change in fund balance (8,365,977) (5,825,999) 2,539,978 -30.4%
20Marana Study Session 04/27/2021 Page 25 of 190
The following describes major changes between fiscal years:
Revenues
Sales tax revenues – Anticipated overall tax revenue increase of 26.9% includes anticipated double
digit increases across all categories ranging from as little as 23% for retail to 68% for construction sales
tax as a result of two factors. The Town had reduced anticipated revenues in FY21 by 10% in most
categories. However, the economy performed better than anyone anticipated to the extend that
most categories, with the exception of Hotels, performed not only better than budgeted expectations,
but also better than actual FY20 revenues. These factors combined with the recent trends are the
reason for the double digit increases in anticipated revenues as compared to the prior year budget
amounts.
Intergovernmental revenues – The shared revenue estimate is based on HB2483, which authorizes the
State of Arizona to utilize annual Federal Census population estimates as the basis for allocating state
shared revenues to Arizona cities and towns. During a Census year, revenues should be estimated using
the official centennial census population numbers. However, these numbers will not be made
available until next September. As a result, the intergovernmental revenue estimates shown here are
based upon a combination of preliminary estimates provided by the League of Arizona Cities for Urban
Revenues, State Shared Sales tax and for Vehicle License tax, using prior year population numbers as
the allocation basis. Based on the League’s estimates Shared State Sales tax and Vehicle License tax
increased by 26.9% and 22.5%, respectively, as compared to fiscal year 2020-2021. As anticipated
Urban Revenues show a decrease of 10% as a result of deferred income tax collections in fiscal year
2019-2020. The above revenue estimates could still change in the next few weeks as the League works
to obtain updated information and further guidance from the Arizona Department of Transportation and
the Department of revenue.
Licenses, fees & permits – The majority of this revenue is attributable to single family residential permits
(SFR’s). Budgeted SFRs for fiscal year 2020-2021 are 940, a 52% increase from the prior year budgeted
SFRs of 617, which were reduced due to the anticipated impact of the pandemic on construction
activity. This adjustment reflects recent industry trends and information received from various members
of the home building industry indicating that continued low interest rates and a shortage of housing,
combined with Town’s location near the highway will continue to benefit home building activity during
next fiscal year.
Charges for services revenue – This revenue stream is primarily comprised of user fees the Town charges
for specific services rendered. An overall increase is expected based on current forecasts of Park
ramadas and other facility rental revenues, as we recover from the pandemic and people seek to
utilize the Town’s parks and recreational amenities.
21Marana Study Session 04/27/2021 Page 26 of 190
Fines and forfeiture – This revenue stream has performed above budgeted expectations in recent years
while the number of court fines have been declining nationally. However, with recent changes in
legislation and continued declining trends we anticipate a reduction in revenues for FY22.
Investment income – Investment revenues which have declined in markets during the last year, were
supported by dividends from our insurance risk pool over the last two years as they were reducing
unneeded reserves. Based on communications with risk pool representatives they do not anticipate
similar large size dividends in FY22. These changes are reflecting in the 75.4% reduction for this revenue
source.
Expenditures
In general, increases to expenditures represent a return to a baseline budget that reverses many
budget reductions enacted in the prior year due the anticipated impact of the pandemic and the re-
instatement of outstanding projects and capital purchases that will allow departments to continue
their mission of providing quality services to residents.
Personnel and benefits – The increases in personnel costs of 12.8% are primarily due to the following
factors:
o A mid-year pay for performance increase of 3.5% to salaries in FY21.
o A recommended pay for performance 3% increase to salaries in FY22.
o Reinstatement of budget appropriation for 3 of the 4 positions that were frozen during FY21.
The Assistant Town Manager position was eliminated from the Town’s budget in FY22.
o The addition of 23 FTEs in multiple departments that will support Town operations, maintain
Town assets and provide services to residents.
Furthermore, contributing to the increase are all changes to salary and benefits, payroll tax changes
and pension contributions. Health benefit premium contribution rates remain unchanged from the
prior year.
Contracted services – Budget increases of 18.6% to contracted services are primarily associated with
one-time planned projects like the Master Transportation Plan update and the Facilities Master Plan
update and technology related improvements to help protect the Town from the ever-increasing
cyber threats. In addition, travel and training budgets, which were reduced by 40% in the prior year,
were reinstated. Restricted budget amounts that may be used under specific circumstances are also
included here (i.e. costs for an unplanned election).
Operating supplies & equipment – Generally, slight increases to operating supplies & equipment are
related to anticipated increases due to inflation, and due to the expenses related to the new positions
being added in multiple departments. Staff continue to review costs and identify savings opportunities
when possible (i.e. entering into a copier/printer maintenance contract which we anticipate will better
control maintenance and toner supply costs).
22Marana Study Session 04/27/2021 Page 27 of 190
Capital outlay – Costs associated with capital outlay increased primarily due to a return from a
reduced budget which deferred several projects and requests. As a result of the positive economic
conditions, several one-time departmental requests and projects were included in the current year
budget, including a variety of improvements and repairs at the MOC, the MMC Building waterproofing
and drainage improvements and the MPD (Dispatch) Console modernization to replace furniture and
equipment that has exceeded it useful life. Also, costs include the purchases of replacement vehicles
and equipment as well as new vehicles for new positions being added in the current year.
Transfers in – The amount of $5.6 million in the prior year was directly related to a one-time distribution
of the AZCares award from the State of Arizona to the Town from U.S. Treasury Funds to partially
reimburse public safety salary and employee related costs.
Transfers out – In addition to required debt service transfers, the General Fund budget for FY2020
includes transfers for planned capital projects and cash matches for potential grant awards. Also
included is a transfer to the Water and Wastewater Funds for debt service payments.
Change in Fund Balance
The General Fund is structurally balanced with ongoing expenses financed with ongoing revenues.
Reserves are, by definition, a one-time resource which can only be deployed toward one-time projects
and programs.
Utilization of $5.8 million of reserve balances is primarily related to the normal contingency
appropriation of $5 million that may be used only by Council approval, and to one-time request for
projects, some of which were budgeted in the prior fiscal year and are slated for completion in fiscal
year 2021-2022.
23Marana Study Session 04/27/2021 Page 28 of 190
The following charts present the overall General Fund sources and uses of projected resources.
Sales tax
revenues, $31.0
Intergovernmental
revenues, $14.6
Licenses, fees &
permits, $5.8
All others, $2.0
FY2021-2022 General Fund - Sources (in millions)
Personnel &
benefits , $34.2 Contracted
services, $6.7
Operating
supplies &
equip, $5.1
Capital outlay,
$3.8
Contingency,
$5.0 Transfers out,
$4.3
FY2021-2022 General Fund - Uses (in millions)
24Marana Study Session 04/27/2021 Page 29 of 190
General Fund Balance and Available Reserves
Fund balance reserves provide the Town with the liquidity to meet current cash needs, the capacity
to invest in key initiatives, and flexibility in determining how certain items are funded. Recognizing the
importance of healthy reserve balances, Town Council adopted a target minimum reserve balance
of 25% of estimated revenues for the budget year. As depicted in the chart below, the Town exceeded
the minimum reserve balance in all fiscal years.
The Town has been modestly adding back to General Fund reserve balances since fiscal year 2008-
2009 to a recent high of $46.1 million at the end of fiscal year 2019-2020. General Fund balances are
estimated to increase by approximately $11.5 million by the end of fiscal year 2020-2021. This is
attributed to the reduced pandemic budget combined with a much better than anticipated
economy during the pandemic, and relief funding received over the last two fiscal years.
As a result, the fiscal year 2021-2022 ending fund balance is estimated at $57.8 million with the current
proposed budget.
As mentioned above, reserves are, by definition, a one-time resource which can only be deployed
toward one-time projects and programs. Often the nature of these one-time project uses is beyond
the normal operating capital needs of the organization. Often times, the use of reserves may advance
one or more important initiatives.
The following chart depicts the Town’s Target Reserve and Additional Reserves that may be used for
such initiatives. Amounts other than the Target Reserve are available for uses beyond those proposed
in the current General Fund Budget for fiscal year 2021-2022.
25.0 29.6 36.6
46.1
57.6 57.8
$0
$10
$20
$30
$40
$50
$60
$70
2016-17 2017-18 2018-19 2019-20 2020-21
Estimated
2021-22
BudgetedMillionsGeneral Fund Balance
Fund Balance 25% Reserve
25Marana Study Session 04/27/2021 Page 30 of 190
* Estimated ending balances based on projections
The proposed fiscal year 2021-2022 budget includes a contingency amount of $5 million which is
available upon Council approval to address any unanticipated events during the year and provide
flexibility to Town operations. Historically, the majority of contingency amounts remain unspent.
Therefore, if most of the contingency amount was not spent in fiscal year 2021-2022, the Additional
Reserves balance at year end would potentially exceed $30 million.
Amounts owed to the General Fund
In past years, the General Fund has provided funding to other funds in order to facilitate the
construction of projects which promoted growth or supported other Town operations. This support
included the Town’s Municipal airport where money owed to the General fund has been consistently
reduced over the last few years. Further, repayment of $3.1 million in funding provided to the
Wastewater Fund for the construction of infrastructure under a protected facility agreement has
started in fiscal year 2020-2021. Repayments are expected to continue in fiscal year 2021-2022 and
future years and will be available for use on other Council approved initiatives.
$8.2 $8.9 $9.3 $10.3 $11.0 $11.2 $11.8 $11.2 $13.6
$10.2 $9.7 $7.0 $7.9 $8.6
$14.6
$24.3
$35.9 $28.5
$‐
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
$45.0
$50.0
F/Y 2014 F/Y 2015 F/Y 2016 F/Y 2017 F/Y 2018 F/Y 2019 F/Y 2020 F/Y 2021* F/Y 2022*MILLIONSGENERAL FUND RESERVES
Target Reserve Additional Reserves
26Marana Study Session 04/27/2021 Page 31 of 190
Special Revenue Funds
Bed Tax Fund
The Bed Tax Fund accounts for the discriminatory portion of the transient lodging (bed tax) rate which
exceeds the Town’s regular tax rate on other businesses. This portion must be used exclusively for the
promotion of tourism as required by A.R.S. § 9-500.06(C).
Summary of Bed Tax Fund
Recommended Budget
Fiscal Year 2022
The following describes major changes between fiscal years:
Revenues
Sales tax revenues – The anticipated bed tax revenue increase of 12.5% represents the anticipated
recovery from the significant negative impact to the hospitality industry from the pandemic. Staff
continues to monitor data on hotel occupancy rates and revenues and may adjust the current
forecast if deemed necessary. Budgeted levels remain lower than revenues experienced prior to the
pandemic.
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Sales revenues 1,104,840$ 1,243,341$ 138,501$ 12.5%
Total Revenue 1,104,840$ 1,243,341$ 138,501 12.5%
Expenditures
Personnel & benefits 137,707$ 144,916$ 7,209$ 5.2%
Contracted services 829,891 859,891 30,000 3.6%
Operating supplies & equip 137,242 238,534 101,292 73.8%
Total Expenditures 1,104,840$ 1,243,341$ 138,501 12.5%
Over/(Under)-$ -$ -$ 0.0%
Change in fund balance - - - 0.0%
27Marana Study Session 04/27/2021 Page 32 of 190
Expenditures
Personnel & benefits – The increase is primarily due to the compounding effect of the prior year mid-
year increases along with the current year increase for pay for performance, combined with small
changes to other employee related charges.
Contracted services – The increase is for the creation of a Tourism Master Plan, as identified in the
Town’s General Master Plan. This is a one-time expense.
Operating supplies & equipment – The changes in operating costs represent budget appropriations
placed in a restricted account to be used only if needed with Town Manager approval.
28Marana Study Session 04/27/2021 Page 33 of 190
Highway User Revenue Fund
The Highway User Revenue Fund (HURF) accounts for our portion of state shared taxes on the sale of
gasoline, sale of diesel fuels and other transportation related fees. A state constitutional restriction on
the use of the highway user revenues requires that these funds be used solely for street and highway
purposes within the public right-of-way. This shared gas tax is the primary source of revenue used for
the maintenance of our transportation system.
Summary of Highway User Revenue Fund
Recommended Budget
Fiscal Year 2022
The following describes major changes between fiscal years:
Revenues
Intergovernmental revenues – The HURF shared revenue estimate (intergovernmental revenues) is
based on HB2483. This bill utilizes the annual Federal Census population estimate as the basis for
allocating state shared revenues to the various cities and towns. The intergovernmental revenue
estimate shown here is based upon a preliminary estimate prepared by Town staff and the League of
Arizona Cities and Towns based on prior year population estimates and anticipated trends as results
from the centennial census will not be available prior to September. Therefore, the revenue estimate
presented in the summary above could still change as the League works to obtain additional
information on this revenue source.
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Intergovernmental revenues 3,276,296$ 3,912,106$ 635,810$ 19.4%
Investment income 5,000 5,000 - 0.0%
Total Revenue 3,281,296$ 3,917,106$ 635,810$ 19.4%
Expenditures
Contracted services 2,933,500$ 3,750,948$ 817,448$ 27.9%
Operating supplies & equip 935,000 435,000 (500,000) -53.5%
Capital outlay 298,155 89,100 (209,055) -70.1%
Total Expenditures 4,166,655$ 4,275,048$ 108,393 2.6%
Over/(Under)(885,359)$ (357,942)$ 527,417$ -59.6%
Change in fund balance (885,359) (357,942) 527,417 -59.6%
29Marana Study Session 04/27/2021 Page 34 of 190
Expenditures
Contracted services – The increase in contracted services is mainly attributable to the Town’s
pavement preservation program which was expanded during this fiscal year primarily for pavement
work to be performed on Dove Mountain Boulevard and some carry forward funding for work from the
prior year that is anticipated to finish during FY22. Furthermore, funding received in prior years from
private parties to pay for planned preservation work is included in the FY22 budget.
Operating supplies & equipment – Fiscal year 2020-2021 (FY21) included approximately $495,000 in
restricted funding for the purchase of capital equipment and other one-time needs. The reduction of
almost 54% is directly related to those needs which are anticipated to be fulfilled by the end of June
as the economy performed much better than original expectations. As a result, fiscal year 2021-2022
remains largely unchanged and continues to include restricted funding for potential monsoon related
damages or other emergency purchases in the amount of $200,000.
Capital outlay – Capital outlay is associated with the replacement and purchase of vehicles and
equipment required to maintain the Town’s roads and right-of-way. Fiscal year 2021-2022 requests are
significantly lower from the prior year as the Public Works department was able to fulfill most capital
equipment needs in FY21.
Changes in fund balance – Similar to the General Fund, HURF is structurally balanced with ongoing
expenses financed with ongoing revenues. The changes in fund balance is due to the use of funding
received in prior years from private parties to pay for pavement preservation work on their behalf and
restricted funding that may be used for potential monsoon related damages or other emergency
purchases. The fund is anticipating increasing reserve balances by the end of FY21.
30Marana Study Session 04/27/2021 Page 35 of 190
All Other Special Revenue Funds
Other Special Revenue Funds include funds that account for a variety of grants and contributions
including the Community Development Block and Affordable Housing grants, and public safety special
revenue funds for the Town’s Police Department and the Magistrate Court, including Racketeer
Influenced and Corrupt Organizations Act funds (RICO), impound fees and various court fees, which
are required to be kept in separate funds by Arizona Revised Statutes and grant agreements.
Historically, the majority of revenues and expenses in these funds are provided by outside sources, with
small amounts contributed by the General Fund to comply with grant matching requirements.
Summary of All Other Special Revenue Funds
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Intergovernmental revenues 8,230,023$ 3,267,019$ (4,963,004)$ -60.3%
Fines and forfeiture 67,500 78,500 11,000 16.3%
Grants and contributions 417,589 386,135 (31,454) -7.5%
Investment income 7,500 5,000 (2,500) -33.3%
Miscellaneous revenues 45,000 45,000 - 0.0%
Total Revenue 8,767,612 3,781,654 (4,985,958) -56.9%
Expenditures
Personnel & benefits 1,092,406 1,430,452 338,046 30.9%
Contracted services 323,157 351,537 28,380 8.8%
Operating supplies & equip 7,997,820 2,844,607 (5,153,213) -64.4%
Capital outlay 496,500 400,000 (96,500) -19.4%
Total Expenditures 9,909,883$ 5,026,596$ (4,883,287) -49.3%
Over/(Under)(1,142,271)$ (1,244,942)$ (102,671) 9.0%
Other Sources and (Uses)
Transfers in 100,000 100,000 - 0.0%
Transfers out (5,628,966) - 5,628,966 -100.0%
Total Sources and (Uses) (5,528,966) 100,000 5,628,966 -102%
Change in fund balance (6,671,237) (1,144,942) 5,526,295 -82.8%
31Marana Study Session 04/27/2021 Page 36 of 190
The following describes major changes between fiscal years:
Revenues
Intergovernmental revenues – These revenues account for both anticipated and unanticipated grant
award revenues. The reduction in revenues is primarily associated with AZCares relief funding that was
received in the prior year, offset by some anticipated increases in grant awards in fiscal year 2021-
2022. American Rescue Plan Act relief funding has been budgeted in the Water Capital fund in
anticipation of using such funding for water related infrastructure projects.
Expenditures
Personnel & benefits – Costs here account for grant funded salaries and related costs associated with
a variety of grants such as the Vehicle Theft Taskforce grant, Drug Enforcement Agency, High Intensity
Drug Trafficking Area, Counter Narcotics Alliance and School Resource Officers (SRO). Amounts may
fluctuate from one year to the next based on anticipated grant award funding availability. We do
anticipate receiving funding for an additional SRO position in fiscal year 2021-2022.
Contracted services – Increases primarily account for expenses from the Police Impound fund for radio
system upgrades for motorcycles.
Operating supplies & equipment – Decreases are primarily due to AZCares funding that was received
in the prior year. The recommended budget amount is primarily available for other unanticipated
grants in order to allow the Town flexibility to accept grant awards that have may become available
on a first-come, first-served basis during fiscal year 2021-2022.
Capital outlay – Amounts here reflect budget carried forward from the prior year in the Court’s Local
Technology fund for the construction of the Jury Court Room.
Transfers out – Prior year amounts were related to the AZCares award granted to the Town by the State
of Arizona from U.S. Treasury Funds to partially reimburse public safety salary and employee related
costs expended in the General Fund.
32Marana Study Session 04/27/2021 Page 37 of 190
Capital Projects Funds
The Town’s Capital Projects Funds are utilized for many of the projects presented in the Town’s Capital
Improvement Plan. Capital Projects Funds include funds that account for Impact fees, construction
sales taxes (Transportation Fund and Downtown Reinvestment Fund), and funding provided by outside
sources like the Pima Association of Governments, the County and private parties to be utilized for the
construction and acquisition of capital projects.
Summary of Capital Projects Funds
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Sales tax revenues 5,978,500$ 7,728,500$ 1,750,000 29.3%
Intergovernmental revenues 2,010,000 9,449,000 7,439,000 370.1%
Licenses, fees & permits 1,995,616 2,925,821 930,205 46.6%
Grants and contributions 48,112 - (48,112) -100.0%
Investment income 50,000 50,000 - 0.0%
Total Revenue 10,082,228 20,153,321 10,071,093 99.9%
Expenditures
Contracted services 450,000 125,000 (325,000) -72.2%
Operating supplies & equip 1,030,582 1,208,482 177,900 17.3%
Capital outlay 27,413,361 31,499,263 4,085,902 14.9%
Total Expenditures 28,893,943$ 32,832,745$ 3,938,802 13.6%
Over/(Under)(18,811,715)$ (12,679,424)$ 6,132,291 -32.6%
Other Sources and (Uses)
Transfers in - 50,000 50,000 100.0%
Transfers out (1,680,229) (2,080,584) (400,355) 23.8%
Total Sources and (Uses) (1,680,229) (2,030,584) (350,355) 20.9%
Change in fund balance (20,491,944) (14,710,008) 5,781,936 -28.2%
33Marana Study Session 04/27/2021 Page 38 of 190
The following describes major changes between fiscal years:
Revenues
Sales tax revenues – The increase is primarily based on recent trends experienced over the last few
years, but also due to strong home building activity, which is expected to continue next year, as well
as planned construction of large projects, including a used car dealership and the completion of
ongoing projects. This revenue was budgeted conservatively in the prior year due to the potential
economic impact of the pandemic which was less severe than anticipated. These revenues are
recorded in the Transportation and Downtown Reinvestment Funds.
Intergovernmental revenues – These revenues account for funding provided by outside sources
including the County and private parties to be utilized for the construction and acquisition of capital
projects. The increase from the prior year is primarily due to an additional $5 million in funding from the
State of Arizona budgeted for the construction of the Tangerine to I-10 road project, and $3 million for
the Twin Peaks Road, Rattlesnake widening project to be provided by developers as part of their
contributions toward the funding of the project. Remaining revenues are associated with funding to
be provided by the County under an intergovernmental agreement for the Parks and Recreation
Santa Cruz shared use path at CalPortland project.
Licenses, fees & permits – This revenue is attributable to impact fees collected from the issuance of
permits. Budgeted single family residential permits (SFR) for fiscal year 2021-2022 are 940, a significant
increase from the prior year budgeted SFRs of 617. This adjustment reflects information received from
various members of the home building industry that the current low interest environment, combined
with the Town’s location close to the highway along with land availability will continue to attract
development of new single-family residential units over the next fiscal year.
Grants and contributions – Prior year amounts were associated with a TABY grant awarded to the Town
by the Pima Association of Governments (PAG) for artwork that will be completed in fiscal year 2020-
2021. The Town does not anticipate requesting grant funding from PAG in fiscal year 2021-2022.
Transfers-in – The amount of $50,000 presents the first payment of $2.4 million due to the Transportation
fund from the Wastewater fund borrowed for the construction of the Water Reclamation facility.
Expenditures
Contracted services – Amounts here provide budget capacity for potential consulting fees to assist
with development opportunities of the downtown area. The reduction is associated with payments
under a development agreement anticipated to materialize during fiscal year 2020-2021. All amounts
are budgeted in the Downtown reinvestment funds.
34Marana Study Session 04/27/2021 Page 39 of 190
Operating supplies & equipment – Costs here account for developer agreement reimbursements to
Cottonwood Properties Inc. and Pulte Home Corporation made out of the Town’s Transportation fund.
Amounts reimbursed are dependent on actual construction sales taxes collected within the
development areas covered by the agreements. The increase reflects the anticipated continued
strong demand for Single Family Residential homes in those areas.
Capital Outlay – Costs account for a variety of Transportation and impact fee funded projects.
Amounts may fluctuate from one year to the next based on a variety of factors, including funding
availability, which projects were completed in prior years and anticipated needs on Town
infrastructure. Additional information on the projects included is available in the Town’s Capital
Improvement Plan included in this document.
Transfers out – Amounts transferred from Impact fees and Transportation Fund revenues toward the
maintenance of debt service payments on financing used to construct Town infrastructure. The
increase reflects increased cash flows required for scheduled payments in early July of 2022 for the
Series 2017B debt.
35Marana Study Session 04/27/2021 Page 40 of 190
Debt Service Funds
Debt service funds are used to account for the accumulation of resources for, and the payment of,
general long-term principal and interest. The Town’s funds account for the payments of several prior
year debt issuances and refunding of revenue bonds, including Series 2013, Series 2014 and Series 2017.
Funding, in the form of transfers in, is provided from a variety of sources including General Fund,
Transportation, and Impact Fee Fund revenues.
There have been no issuances of Town obligated debt since 2017. Amounts below fluctuate based on
funding needs to maintain existing debt payments. Increases to Transfers-in reflect additional cash
flows needed for the scheduled debt service payment of the Series 2017B bonds due in July of 2022.
Summary of Debt Service Funds
Recommended Budget
Fiscal Year 2022
Expenditures
FY2021
Budget
FY2022
Recommended $ Change % Change
Debt Service 5,917,415$ 5,908,375$ (9,040) -0.2%
Total Expenditures 5,917,415$ 5,908,375$ (9,040) -0.2%
Over/(Under)(5,917,415)$ (5,908,375)$ 9,040$ -0.2%
Other Sources
Transfers in 5,986,941 6,499,808 512,867 8.6%
Total Sources and (Uses)5,986,941 6,499,808 512,867 8.6%
Change in fund balance 69,526 591,433 521,907 750.7%
36Marana Study Session 04/27/2021 Page 41 of 190
SPECIAL DISTRICTS BUDGET SUMMARY
37Marana Study Session 04/27/2021 Page 42 of 190
Special Taxing Districts (Districts)
Special Taxing Districts include several Community Facilities Districts (CFD) and the Tangerine Farms
Road Improvement District (Tangerine ID). CFDs levy property taxes to pay for bonds issued to finance
the acquisition and construction of public infrastructure benefiting the district and to pay costs of
issuance related to the bonds and certain maintenance and operations costs. The Tangerine ID
accounts for special assessments collected by the property owners of the district to pay for bonds
issued to finance the acquisition and construction of infrastructure improvements and to pay costs of
issuance related to the bonds.
Summary of Special Taxing District Funds
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Property Taxes 1,425,457$ 1,702,353$ 276,896$ 19.4%
Grants and contributions 2,208,220 2,664,488 456,268 20.7%
Miscellaneous revenues 218,237 70,000 (148,237) -67.9%
Total Revenue 3,851,914 4,436,841 584,927 15.2%
Expenditures
Contracted services 62,350 62,350 - 0.0%
Operating supplies & equip 844,552 1,160,889 316,337 37.5%
Capital outlay 5,570,000 7,200,000 1,630,000 29.3%
Debt service 4,175,686 4,613,273 437,587 10.5%
Total Expenditures 10,652,588$ 13,036,512$ 2,383,924 22.4%
Over/(Under)(6,800,674)$ (8,599,671)$ (1,798,997) 26.5%
Other Sources and (Uses)
Bond proceeds 6,050,000 7,675,000 1,625,000 26.9%
Total Sources and (Uses) 6,050,000 7,675,000 1,625,000 27%
Change in fund balance (750,674) (924,671) (173,997) 23.2%
38Marana Study Session 04/27/2021 Page 43 of 190
The following describes major changes between fiscal years:
Revenues
Property taxes – These revenues account for taxes levied on property owners within the boundaries of
each CFD. The change is attributed to increases in property assessed valuations as compared to the
prior fiscal year. Tax rates levied by the CFDs are not anticipated to change in fiscal year 2021-2022
for any of the Districts.
Grants and contributions – These revenues account for special assessments chraged to the property
owners within the Tangerine ID. Amounts increased from the prior fiscal year as we anticipate a
possible increase in the amount of pre-paid assessments during fiscal year 2020-2021 related to
increased interest and activity within the District boundaries.
Miscellaneous revenues – These revenues account for potential developer contributions needed to
cover debt service payment amounts beyond the max targeted tax rate of $2.50. Reductions from
the prior year reflect the strong growth in property valuations. Amounts contributed by developers
depend on the rate of collections from property taxes as well as the ultimate amount and the structure
of new debt that may be approved at the discretion of the District Board.
Expenditures
Operating supplies & equipment – Costs here account for the operations and maintenance of the
Districts. The majority of the budget appropriation represents maintenance reserves for the Gladden
Farms and Saguaro Bloom CFDs. The increase from the previous year is primarily due to an increase of
reserves in the Gladden Farms CFD. Funds may be used toward the maintenance of District assets as
allowed by an intergovernmental agreement between the corresponding District and the Town.
Capital outlay – Costs account for the purchase of infrastructure paid through new debt financing
issued by the District. The amount of acquisitions has increased in fiscal year 2021-2022 as prior year
debt issuance for the Saguaro Bloom CFD was deferred until additional infrastructure was constructed.
As a result, staff anticipates issuing a larger amount of debt for the Saguaro Bloom CFD, while also
issuing new debt for the Gladden Farms, Phase II, CFD to purchase eligible infrastructure. In the prior
year, debt was issued for the Gladden Farms CFD.
Debt service – The decrease in debt service payments is mainly attributed to an increase in anticipated
pre-paid special assessments from property owners in the Tangerine ID but also due to the anticipated
new debt issuances for the Gladden Farms, Phase II, and Saguaro Bloom CFD.
Bond proceeds – Amounts increased in fiscal year 2021-2022 as staff has added budget capacity to
issue new debt for two of the Districts (Gladden Farms, Phase II CFD and Saguaro Springs CFD). In the
prior year, debt was issued for the Gladden Farms CFD.
39Marana Study Session 04/27/2021 Page 44 of 190
ENTERPRISE FUNDS BUDGET SUMMARY
40Marana Study Session 04/27/2021 Page 45 of 190
Enterprise Funds Budget Summary
Water Funds (Operating, Capital and Impact Fee)
The primary revenues for the Water Operating Fund are for charges for water delivered and sold to
customers. As such, it is set up and operates as a stand-alone enterprise fund. Impact fees are used
for water capital improvement projects and debt service payments and thus are presented as part of
the Water enterprise fund.
Summary of Water Funds
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Charges for services 5,655,873$ 7,723,232$ 2,067,359 36.6%
Intergovernmental revenues 85,000 6,027,550 5,942,550 100.0%
Licenses, fees & permits 2,800,598 4,846,137 2,045,539 73.0%
Grants and contributions 145,219 139,160 (6,059) -4.2%
Investment income 25,000 5,000 (20,000) -80.0%
Miscellaneous revenues 116,499 116,500 1 0.0%
Total Revenue 8,828,189 18,857,579 10,029,390 113.6%
Expenditures
Personnel & benefits 2,287,468 2,799,225 511,757 22.4%
Contracted services 2,122,373 2,633,696 511,323 24.1%
Operating supplies & equip 2,279,971 2,495,288 215,317 9.4%
Capital outlay 13,127,812 8,221,394 (4,906,418) -37.4%
Debt Service 1,399,956 1,501,773 101,817 7.3%
Total Expenditures 21,217,580$ 17,651,376$ (3,566,204) -16.8%
Over/(Under)(12,389,391)$ 1,206,203$ 13,595,594 -109.7%
Other Sources and (Uses)
Transfers in 1,812,404 1,838,955 26,551 1.5%
Transfers out (1,530,337) (2,154,183) (623,846) 40.8%
Loan proceeds 8,157,435 - (8,157,435) -100.0%
Total Sources and (Uses)8,439,502 (315,228) (8,754,730) -103.7%
Change in fund balance (3,949,889) 890,975 4,840,864 -122.6%
41Marana Study Session 04/27/2021 Page 46 of 190
The following describes major changes between fiscal years:
Revenues
Charges for services – Charges for services, or rate revenues are the main source of revenue for the
Water Fund. Rate revenues are solely based on the existing rate structure plus new account growth.
These rates were re-structured and increased in January 2020 and 2021 based on a water rate study
approved by Council. The increase in revenues is due to significant account growth in fiscal year
2021-2022 due to sustained new home construction as well as the increase in rates.
Intergovernmental revenues – Increases in this revenue source are related to amounts remitted to the
Town from the City of Tucson for water resources charges and for grant opportunities the department
plans to pursue in fiscal year 2021-2022.
License fees & permits – Changes in this revenue source are related to an anticipated growth in
inspections but primarily due to higher than normal impact fee collections associated with significant
new home construction in benefit areas served by the Town’s utility.
Miscellaneous revenues – The amount in this category represents administrative related revenues for
resources expended by the Water Fund in the operation of water reclamation facilities.
Investment income – The decrease reflects current trends and anticipated market returns as interest
rates will likely remain close to historic lows for the short term.
Transfers in – Amounts are associated with transfers from the General Fund to the Water Fund and the
Water Impact Fee fund for WIFA debt service payments for the WIFA loans and for intra-fund transfers
for the funding of water capital projects.
Loan proceeds – Prior year amounts were associated with the WIFA loans issued to finance the
construction of the water treatment campuses. The reduction is due to the use of these loans being
fully drawn down during fiscal year 2020-2021 with the completion of the projects.
Expenditures
Personnel & benefits – Increases in this category are primarily attributable to the compounding effect
of the prior year mid-year increases along with the current year increase for pay for performance and
the addition of 3 new FTEs which were programmed in the rate study approved by Council in fiscal
year 2019-2020. These positions will aid in the operation of the department and maintenance of water
and water reclamation assets.
Contracted Services – This category includes the majority of the Water Fund’s maintenance and
rehabilitation programs. Increases in fiscal year 2021-2022 are primarily for increased water sampling
related to the new water treatment plants, for increased number of water meter replacements, and
42Marana Study Session 04/27/2021 Page 47 of 190
for planned system repairs including the Honea West well. Restricted funding continues to be included
in case of emergency caused by a well failure which would require the department to haul water in
order to continue providing service to existing customers.
Operating supplies & equipment – The Water Operating Fund expenses in this category increased
primarily due to increases in anticipated utility costs associated with the operation of the new
treatment plants, increases to the costs of wholesale and Central Arizona Project (CAP) water and
General Fund charges for services and support provided by the General Fund.
Capital outlay – This category includes the purchase and replacement of vehicles and equipment
necessary to provide services as well as water related capital improvement projects. For fiscal year
2021-2022 one vehicle needed to support the new Water Operator position is included in the
Recommended Budget. Funding continues to be set aside in the Water Capital Fund to assist with
vehicle replacement purchases in the future. The decrease is primarily associated with the completion
of the water treatment plants. For more details please refer to the Town’s Capital Improvement Plan.
Debt service – The increase in debt service for fiscal year 2021-2022 is due to higher interest and fees
for WIFA loans used to fund the two new water treatment campuses, as we have drawn down those
loans.
Change in Fund Balance
The Water Operating Fund budget includes a deficit balance. The recently approved water study
assumed a deficit of approximately $0.3 million in fiscal year 2021-2022. The deficit in the current
budget is slightly lower primarily for restricted funding to be used only in case of emergency caused by
a well failure which would require the department to haul water in order to continue providing service
to existing customers. The remaining deficit of almost $4.7 million is related to capital improvement
projects much of which will be funded from existing impact fee funding which has accumulated for
the projects already identified in the most recent impact fee plan. Funding for the Northwest
Recharge, Recovery and Delivery System project is anticipated from the recently approved American
Rescue Plan Act (ARPA).
43Marana Study Session 04/27/2021 Page 48 of 190
Water Reclamation Funds (Operating, Capital & Impact Fee)
The primary revenues for the Water Reclamation Operating Fund are for customer charges to deliver
and treat sewer flows at the north Marana Water Reclamation Facility. The primary customers are
outside of the organization. As such, it is set up and operates as a stand-alone enterprise fund.
Impact fees are used for water reclamation capital improvement projects and debt service payments
and thus are presented as part of the Water Reclamation enterprise fund.
Summary of Water Reclamation Funds
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Charges for services 1,841,278$ 2,341,902$ 500,624 27.2%
Licenses, fees & permits 1,930,725 2,529,873 599,148 31.0%
Grants and contributions 27,701 30,807 3,106 100.0%
Investment income 2,000 2,000 - 0.0%
Total Revenue 3,801,704 4,904,582 1,102,878 29.0%
Expenditures
Personnel & benefits 583,306 618,590 35,284 6.0%
Contracted services 595,000 813,400 218,400 36.7%
Operating supplies & equip 302,800 365,306 62,506 20.6%
Capital outlay 2,122,515 1,271,551 (850,964) -40.1%
Debt Service 858,781 873,165 14,384 1.7%
Total Expenditures 4,462,402$ 3,942,012$ (520,390) -11.7%
Over/(Under)(660,698)$ 962,570$ 1,623,268 -245.7%
Other Sources and (Uses)
Transfers in 809,070 809,070 - 0.0%
Transfers out (1,308,110) (1,360,710) (52,600) 4.0%
Loan proceeds 1,186,565 - (1,186,565) -100.0%
Total Sources and (Uses)687,525 (551,640) (1,239,165) -180.2%
Change in fund balance 26,827 410,930 384,103 1431.8%
44Marana Study Session 04/27/2021 Page 49 of 190
The following describes major changes between fiscal years:
Revenues
Charges for services – Charges for services, or rate revenues are the main source of revenue for the
Water Reclamation Fund. Rate revenues are solely based on new account growth and rates charged
to customers. These rates were increased in January 2020 and 2021 based on a waste water rate study
approved by Council. The increase in revenues is due to significant account growth in fiscal year
2021-2022 due to sustained new home construction as well as the increase in rates.
Licenses permits & fees – This revenue is primarily comprised of impact fees. The change is primarily
due to higher than normal impact fee collections associated with significant new home construction
in benefit areas served by the Town’s utility.
Loan proceeds – Amounts are associated with the WIFA loans issued to finance the construction of the
Adonis Lift Station project which was completed during fiscal year 2020-2021.
Expenditures
Personnel & benefits – The change between fiscal years is primarily due to the compounding effect of
the prior year mid-year increases along with the current year increase for pay for performance,
combined with small changes to other employee related charges.
Contracted Services – The major change between fiscal years is primarily due to increased system
repairs and maintenance on the sanitary sewer collection system. These include replacement of a UV
Weir and a sand filter compressor.
Operating supplies and equipment – This category accounts for the majority of costs to operate the
recently constructed water reclamation facility. The increase is primarily due to electrical costs at the
facility associated with additional flows at the plant and with anticipated development payments
related to a protected facility agreement.
Capital outlay – In the operating fund, this category includes the purchase and replacement of
vehicles, equipment and infrastructure necessary to provide services. Purchases for such items were
not deemed necessary for fiscal year 2021-2022.
In the capital and impact fee funds, this category includes budget for capital improvement projects.
The overall decrease is associated with the completion of the Adonis Lift station project in fiscal year
2020-2021. Funding for new projects in fiscal year 2021-2022 is included for the rehabilitation of the
Rillito Vista Lift Station and a second screw press that will provide redundancy for plant operations.
45Marana Study Session 04/27/2021 Page 50 of 190
Debt service – The fiscal year budget includes projected debt service on the portions of the 2017 Series
bonds attributable to the WRF expansion to 1.5MGD as well as WIFA loans for repairs to the collections
system in the Adonis neighborhood.
Transfers-out – The increase is primarily due to the first payment of $50,000 being transferred to the
Transportation fund toward the repayment of $2.4 million borrowed for the construction of the Water
Reclamation facility.
Change in Fund Balance
The Water Reclamation Operating Fund is structurally balanced with ongoing expenses financed with
ongoing revenues. One of the goals of the recent Council approved rate study in fiscal year 2020-
2021 was to establish and maintain adequate reserves to provide for 60 days of operations and
maintenance expenses. As such, revenues in excess of expenses will be used for that stated purpose.
Amounts over adequate reserves may also be deployed toward one-time projects and programs. Staff
anticipate achieving the aforementioned reserves goal with this recommended budget.
46Marana Study Session 04/27/2021 Page 51 of 190
Airport Funds (Operating and Capital)
The primary revenues for the Airport Operating Fund are for customer charges for facility or ground
lease revenues, open tie-down permits and fueling fees for planes at the airport. The primary services
are to customers outside of the organization. As such, it is set up and operates as a stand-alone
enterprise fund.
Federal and State grants, matched by Town funding are used for airport capital improvement projects
as grant awards become available and accepted by Council.
Summary of Airport Funds
Recommended Budget
Fiscal Year 2022
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Charges for services 360,336$ 342,334$ (18,002) -5.0%
Intergovernmental revenues 3,395,697 3,568,130 172,433 5.1%
Miscellaneous revenues 25,000 1,500 (23,500) -94.0%
Total Revenue 3,781,033 3,911,964 130,931 3.5%
Expenditures
Personnel & benefits 290,663 295,278 4,615 1.6%
Contracted services 233,665 283,365 49,700 21.3%
Operating supplies & equip 60,850 62,800 1,950 3.2%
Capital outlay 3,521,000 3,854,200 333,200 9.5%
Total Expenditures 4,106,178$ 4,495,643$ 389,465 9.5%
Over/(Under)(325,145)$ (583,679)$ (258,534) 79.5%
Other Sources and (Uses)
Transfers in 325,145 583,679 258,534 79.5%
Total Sources and (Uses)325,145 583,679 258,534 79.5%
Change in fund balance - - - 0.0%
47Marana Study Session 04/27/2021 Page 52 of 190
The following describes major changes between fiscal years:
Revenues
Charges for services – This revenue source is comprised of air hangar leases, fuel charges, and open
tie-downs. Revenues decreased primarily due to the departure of large commercial airline jets, which
provided a boost to parking revenues in the prior fiscal year. This decrease was partially offset by higher
fuel revenues anticipated for FY22 based on recent trends.
Intergovernmental revenues – This revenue source is primarily comprised of federal and state grants
awards, which are to be used toward airport capital improvement projects along with cash match
funding from the Town.
Miscellaneous revenues – The drop in miscellaneous revenues is due to the discontinued use of the
airport ramp by a car club.
Transfers in – The budgeted transfer in fiscal year 2021-2022 represents what may likely be an ongoing,
operating subsidy from the General Fund. Over the years, these operating deficiencies have
accumulated a balance just below $1.0M which the Airport Fund owes the General Fund. The airport
does not generate adequate revenues to support the needs of an airport with significantly aged
infrastructure and large capital improvement needs. Planning and coordination efforts with the
Economic Development Department are underway to improve the airport’s ability to generate
adequate revenues.
Overall, for both operating and capital funds, transfers increased from the prior fiscal year to help cover
operating costs and matching funds for capital projects provided by the Town.
Expenditures
Contracted services – The change is associated with a combination a return to a baseline budget,
reinstating some of the prior year cuts and due to one-time facilities maintenance projects for
surveillance cameras which will enhance security measures around the airport. There are no large non-
capital facilities projects budgeted for fiscal year 2021-2022.
Operating Supplies & Equipment – The change is due to the reinstatement of some prior year cost-
cutting measures as well as anticipated increases to fuel costs.
Capital outlay – The change is primarily associated with anticipated airport capital improvement
projects, conditional on funding availability by Federal or State sources. To date, we have been
notified of a state grant which will provide $1,267,200, or 90%, toward the MIRL, Beacon, PAPI
replacement project.
48Marana Study Session 04/27/2021 Page 53 of 190
INTERNAL SERVICE FUNDS BUDGET SUMMARY
49Marana Study Session 04/27/2021 Page 54 of 190
Internal Service Funds
Internal Service funds account for the Town’s self-insured medical, dental and vision benefits for the
Town’s employees.
Summary of Internal Service Funds
Recommended Budget
Fiscal Year 2022
The following describes major changes between fiscal years:
Revenues
Miscellaneous revenues – These revenues are comprised of employee and employer premiums. While
premium rates remain unchanged from the prior year, increases to revenues are associated with new
employee positions and plan enrollment changes.
Expenditures
Contracted services – Costs are primarily increasing due to higher stop-loss insurance premiums.
Operating supplies & equipment – Costs here account for medical, dental and vision claims. Fiscal
year 2021-2022 increases are primarily related to industry related trends and inflation factors including
the return of members to routine, preventive appointments post Covid-19 restrictions.
Revenues
FY2021
Budget
FY2022
Recommended $ Change % Change
Miscellaneous revenues 4,711,332$ 5,067,470$ 356,138 7.6%
Total Revenue 4,711,332 5,067,470 356,138 7.6%
Expenditures
Contracted services 649,728 779,921 130,193 20.0%
Operating supplies & equip 4,061,604 4,287,549 225,945 5.6%
Total Expenditures 4,711,332$ 5,067,470$ 356,138 7.6%
Over/(Under)-$ -$ - 0.0%
Change in fund balance - - - 0.0%
50Marana Study Session 04/27/2021 Page 55 of 190
DEPARTMENT BUDGET SUMMARIES
51Marana Study Session 04/27/2021 Page 56 of 190
MAYOR & TOWN COUNCIL
Department Overview
The Marana Town Council is committed to providing its residents with a high standard of living,
through a combination of policy development, efficient municipal services, and progressive
community planning. Their actions are based on solid values, uncompromising integrity, and servant
leadership for the community.
2020 - 2021 Accomplishments
Adopted a structurally balanced operating budget.
Adopted a 2021 AZ Legislative Session Policy Priority Program.
Completed construction of two water treatment campuses to address 1-4 dioxane
perfluorinated compounds in the community.
Approved Staff direction to begin the construction of the Adonis Road Extension Project.
Adopted the Town of Marana Parks and Recreation 10 Year Master Plan.
Participated in a Council Retreat to identify new policy goals and methods to achieve these
goals.
2021 - 2022 Goals & Objectives
Ensure the use of the Strategic Plan in the development of the annual budget.
Maintain regular briefing reports and Council Executive Reports.
Identify and support legislative priorities.
Take part in the comprehensive redo of the Town of Marana Strategic Plan.
Ensure that Marana remains a safe, clean and healthy community.
Look to host a joint Council-meeting among regional jurisdictional peers.
Community
Outreach Intergovernmental Relations
Policy
Development
Mayor & Town Council
Members
52Marana Study Session 04/27/2021 Page 57 of 190
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY2021
Actual
FY2022
Target
Progress and
Innovation
To promote and
increase regionalism
with neighboring
communities
Number of yearly joint
meetings with council
members from
neighboring communities
0 1
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $304,383 $318,248 $318,418 $319,091 Note 1 $673
Contracted Services 12,534 9,099 18,416 40,422 Note 2 22,006
Operating Supplies &
Equipment 6,780 3,589 13,410 14,585 Note 3 1,175
Total by Category $323,697 $330,936 $350,244 $374,098 $23,854
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $323,697 $330,936 $350,244 $374,098 $23,854
Total by Fund $323,697 $330,936 $350,244 $374,098 $23,854
*Note: Town Council does not have FTE’s. Town Council members are paid a stipend and are
eligible to receive benefits.
Budget Notes & Changes
1. Personnel & Benefits – Slight increases budgeted due to increases in retirement contributions.
2. Contracted Services – Fiscal year 2021-2022 budget includes increases due to higher
anticipated travel and memberships & dues.
3. Operating Supplies & Equipment – Increase to community relations expenses for greater
support to community related programs.
53Marana Study Session 04/27/2021 Page 58 of 190
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
2020 – 2021 Accomplishments
Successfully negotiated, crafted, and approved a Development Agreement to secure proper
zoning on key land parcels for the future development of Downtown Marana.
Maintained a structurally balanced budget in the face of the COVID19 pandemic.
Received voter approval of the Marana 2040 General Plan and began implementation of the
plan.
Completed and achieved adoption of the Town of Marana Parks and Recreation 10 Year
Master Plan.
Approved Home Rule Extension for the Town of Marana.
Began construction on the Adonis Road Extension Project.
Successfully completed construction and commissioning of two water quality campuses to
address 1-4 dioxane and perfluorinated compounds, utilizing financing through the Water
Infrastructure Finance Authority (WIFA).
Successfully transitioned the majority of Town Staff to work from home, to protect Staff’s health,
with no service interruption and no loss of productivity during the COVID19 Pandemic.
Administration Support Services Community Outreach
Council Support & Constituency Staff Oversight
Town Manager
54Marana Study Session 04/27/2021 Page 59 of 190
Hosted a Council Retreat to establish and identify new policy priorities and how to achieve
them.
2021 - 2022 Goals & Objectives
Maintain a structurally balanced budget in the face of economic hardship as a result of the
COVID19 pandemic.
Continue implementation the Marana 2040 General Plan.
Coordinate the design and construction of an air traffic control tower at Marana Regional
Airport through the FAA Federal Control Tower Program.
Implement the Parks and Recreation 10 Year Master Plan.
Update and expand the Town’s Data Dashboard.
Coordinate with regional partners for RTA extension, and propose Town-specific capital
projects.
Coordinate and develop a critical infrastructure project funding mechanism and program.
Coordinate a comprehensive update to the Town of Marana Strategic Plan.
COMMUNICATIONS AND MARKETING DIVISION
2020-2021 Accomplishments
COVID-19 Pandemic Emergency Communication
Worked with Town leadership to administer emergency communication of local and state action for
the COVID-19 pandemic. This included manager messages to the community, website
management, Newsroom articles, and social media monitoring. Staff also worked with departments
to update the website when Town services changed to accommodate online services or waiving
late fees, and working with the Parks department to keep residents updated on amenity closures.
Courts Webpage Redesign
Updated the courts website to be more user-friendly on all platforms with easy-to-find information. A
major addition to this page was the COVID-19 modifications with a Spanish translation, and online
services to allow for social distancing.
Video Production
With an increase in video communications from Town departments, staff fine-tuned existing Premiere
Pro skills to include text animations, unique transitions, and overall program infrastructure. Videos of
note this year are the Parks and Recreation program videos and the Manager Moments from the
Town Manager’s Office.
55Marana Study Session 04/27/2021 Page 60 of 190
2020 Census social campaign
Using the newsroom and social media, staff curated content that came from the US Census Bureau
to communicate updates and instructions for residents to complete the 2020 Census. There were
quite a few adjustments in the schedule and methods of responding to the census this year, so staff
also worked on a webpage that would be a one-stop shop for information on how the census is
completed, what results mean for the Town, how your personal information is used, and what key
deadlines to look out for.
Brand Management for COVID-19
The pandemic required a lot of fast-action from Town staff, which meant fast turnaround for graphic
design needs and signage. Staff was able to produce COVID-19 protocol signage for departments to
quickly inform the public of building closures or safety requirements. As protocols continued to adapt
and evolve throughout the year, staff worked to create compelling and interesting brand designs,
such as the pool reopening and the COVID-19 social engagement campaign.
General Brand Management
Special events brand redesign and collateral, including adapting Holiday Festival to Christmas
Cruise.
Parks and Rec programming, including Turkey Trot, #Run Marana series, Hikes for Hops
Communications Daily Mail redesign draft
2021-2022 Goals & Objectives
Provide media relations training for department representatives.
Explore opportunities for brand representation, including common gathering areas, front
counters, lobby, and interoffice mailings.
Revitalize the “Your Town” marketing brand and expand into collaborations with local
artists.
*These goals are passed on from the previous year due to limitations during COVID-19.
SPECIAL EVENTS DIVISION
2020-2021 Accomplishments
Special Events modifications due to COVID-19
Staff adapted well to the pandemic’s impacts on special events, including evaluating and
closing events that would not meet CDC-recommended safety guidelines. Town staff
successful planned and implemented the Marana Christmas Cruise, a social-distanced drive-
thru holiday event, which was attended by 1,500 people and received praise from the
community. Sponsorship agreements were also adjusted to accommodate sponsors while also
adhering to safety guidelines. Budget cuts were also made to the event program to support
Town cost savings.
56Marana Study Session 04/27/2021 Page 61 of 190
2021-2022 Goals & Objectives
Collaboration with Tech Services to update the Marana Events app.
Pursue the “Traveling Town Center” event concept, since this series was canceled this year.
Continue to work in collaboration with departments to attract third-party events to the
community.
Collaborate with departments and staff committees to develop employee-centric
programs.
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal
Expected
Outcome
Performance
Measure
FY 2021
Actual
FY 2022
Target
Community
Invest in community
input on Town
services
Development and
deployment of survey
instruments
Administer town-
wide citizen survey
Administer town-
wide citizen survey,
utilize social media
for community
input on services
Progress and
Innovation
Foster a culture of
innovation
throughout the
Town organization
Designate department
PR Liaisons -
Increase efficient
flow of information
among liaisons
Community
Ensure Town
information is easily
accessible to the
public
Development of
transparency apps and
platforms
Creation of Town
performance
dashboard
Upgrade and
enhance Town
performance
dashboard
Community
Provide high service
to other Town
departments for
marketing and
branding
frequency of
communications with
departments during
project timeline
10% increase Additional 5%
increase
Reduce initial response
time for project
requests by 20%
20% reduction Additional 5%
reduction
Progress and
Innovation
Ensure accurate
and timely
information is
available to
employees
Utilize social media,
Manager’s Message,
MaranaAZ.gov and
other media sources
-
Enhance
distribution of
information to
employees by
engaging other
departments
57Marana Study Session 04/27/2021 Page 62 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $1,253,623 $1,249,152 $1,178,530 $1,343,422 Note 1 $164,892
Contracted Services 119,575 81,143 103,230 482,052 Note 2 378,822
Operating Supplies & Equipment 239,961 228,664 168,475 307,095 Note 3 138,620
Capital Outlay - - - - -
Restricted Budget - - 16,000 - (16,000)
Total by Category $1,613,159 $1,558,959 $1,466,235 $2,132,569 $666,334
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $1,613,159 $1,558,959 $1,466,235 $2,132,569 $666,334
Total by Fund $1,613,159 $1,558,959 $1,466,235 $2,132,569 $666,334
RECOMMENDED - AUTHORIZED POSITIONS
- FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Manager 1.00 1.00 1.00 1.00 -
Deputy Town Manager 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 - (1.00)
Executive Assistant to the
Town Manager 1.00 1.00 1.00 1.00 -
Town Engineer - - - 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 -
Customer Service
Representative 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 1.50 1.50 1.50 1.50 -
Special Events Coordinator 1.00 1.00 1.00 1.00 -
Special Events Programmer 1.00 1.00 1.00 - (1.00)
Total Town Manager's Office 13.50 11.50 11.50 10.50 (1.00)
58Marana Study Session 04/27/2021 Page 63 of 190
Budget Notes and Changes
1. Personnel & Benefits – Increase associated with the Town Engineer position moving into the
department as well as performance pay adjustments during fiscal year 2020-2021 and
budgeted for Fiscal year 2021-2022. The position of Assistant Town Manager, which was not
budgeted in the prior year, has been eliminated. Further, the Special Events programmer
position was moved to the Parks department and re-classified in order to assist with Parks
operations.
2. Contracted Services – Increase primarily due to professional service costs for a new Master
Transportation Plan.
3. Operating Supplies & Equipment – Increase associated primarily to the anticipated return of
special events as social gathering was restricted in fiscal year 2020-2021 due to the pandemic.
59Marana Study Session 04/27/2021 Page 64 of 190
TOWN CLERK
Department Overview
The Town Clerk manages a variety of internal and external services. The Town Clerk is responsible for
the preparation of the Marana Town Council meeting agenda packet and records the official
minutes of Council meetings. Another important function is the administration of town elections, and
the management of the town’s public records, which includes the processing of public records
requests. The Town Clerk also processes liquor licenses and fireworks permits, and handles claims
against the town, well as providing general property claims management. The Town Clerk provides
support to the Marana Citizens’ Forum, Marana Health Care Benefits Trust, and Marana Utilities Board.
The mission of the Town Clerk’s Office is to provide the public and staff with accurate and timely
information.
2020-2021 Accomplishments
Elections
Conducted a successful primary election for mayor and council, which also included two
ballot propositions.
Completed and distributed the required publicity pamphlet for the ballot propositions: Prop
478: “Make Marana 2040” - General Plan, and Prop 479: Alternative Expenditure Limitation –
Home Rule Option.
Updated the Election webpage to include ballot initiative information, important election
dates, and candidate campaign finance filings.
Collaborated with AZ Clean Elections to conduct targeted voter outreach and education
regarding town ballot propositions.
Worked with the Communications division to conduct an on-going social media campaign
encouraging residents to vote in the Primary Election.
Participated in three Community Conversations to educate voters regarding Primary Election
and ballot propositions.
Conducted a candidate orientation for interested citizens to discuss the process of running for
Town Council
Council Elections
Records Management Community
Town Clerk
60Marana Study Session 04/27/2021 Page 65 of 190
Records Administration
Collaborated with the Building Safety Division to create a new electronic submission process
for finalized permit records.
Completed an inventory of Building Permit records, and developed a new process for
managing expired and cancelled permit records.
Reviewed and destroyed 102 boxes of records that met the state retention guidelines.
Processed over 2,180 scanning and special printing projects for town departments.
Processed over 540 public records request.
Ensured the timely recordation of town documents and recorded over 115 documents.
Continued the Laserfiche digital imaging cleanup project removing of over 17,000 transitory
and duplicate documents from the repository.
Council Meeting Management
Created a shared network calendar with established deadlines for departments to submit
council agenda items.
Continued to provide agenda training to all staff as needed.
2021-2022 Goals & Objectives
Establish a contract with the Pima County Recorder’s Office to electronically record certain
town documents.
Start creating a comprehensive S.O.P guide for critical department functions and tasks.
Create a new form for Proclamation requests for both internal and external requests to
streamline the process.
Continue working with Technology Services and Finance to improve the AgreeDB workflow
process, including a revision of the agreement transmittal form, and work to develop
supplemental training materials for the next released version.
Complete the review and removal of the Real Property template in Laserfiche, redesign the
Agreements folder, and continue to improve the search capabilities within the repository.
Continue looking at technology to further automate and/or improve citizen experience in
attending open meetings public or online.
61Marana Study Session 04/27/2021 Page 66 of 190
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY2021
Actual
FY2022
Target
Community
Bring relevant topics to
Citizens' Forum for
deliberation
Maintain minimum of 20-25
delegates; recommendations
approved by Council are
launched for implementation
Ongoing Ongoing
Progress and
Innovation
Create a comprehensive
preservation policy for
historic and culturally
significant items
Start a draft outline within first
year, engaging entities such as U
of A, AZ State Museum, Sonoran
Desert Coalition, and Old Pueblo
Archaeology
First draft
of policy
First draft
of policy
Community
Maintain partnership with
the Marana Heritage
Conservancy and seek
out new partnership
opportunities
Identify internal departments to
assist with collaboration and
establishment of program
Ongoing Ongoing
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $362,366 $394,825 $401,842 $421,707 Note 1 $19,865
Contracted Services 47,723 36,120 90,990 23,185 Note 2 (67,805)
Operating Supplies & Equipment 13,221 5,225 4,280 7,000 Note 3 2,270
Capital Outlay - - - - -
Restricted - - - 50,000 Note 4 50,000
Total by Category $423,310 $ 436,170 $ 497,112 $ 501,892 $4,780
62Marana Study Session 04/27/2021 Page 67 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2020
Budget
FY 2022
Budget Change
General Fund $423,310 $436,170 $497,112 $501,892 $4,780
Total by Fund $423,310 $436,170 $497,112 $501,892 $4,780
RECOMMENDED - AUTHORIZED POSITIONS
- FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Clerk 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Records Clerk 2.00 2.00 2.00 2.00 -
Total Town Clerk 5.00 5.00 5.00 5.00 -
Budget Notes and Changes
1. Personnel & Benefits – Increase primarily from performance pay adjustments during fiscal year
2020-2021 and budgeted for Fiscal year 2021-2022.
2. Contracted Services – Decrease is associated with cost of general and primary elections in
fiscal year 2020-2021that are not budgeted for fiscal year 2021-2022.
3. Operating Supplies & Equipment – Increase related to multiple expenses including community
relations as well as membership and dues returning to pre-pandemic levels.
4. Restricted –Restricted expenditure authority due to possibility of unanticipated special election
in FY2021-2022.
63Marana Study Session 04/27/2021 Page 68 of 190
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.
2020– 2021 Accomplishments
Administration
Provided Total Compensation Statement for all benefits eligible employees.
Maintained T.O.M. Awards program (service and recognition).
Increased electronic storage of HR files (moving to paperless).
Benefits
Managed the Affordable Care Act Reporting and disbursement of 1095C forms to all
benefit eligible employees
Maintained Tuition Reimbursement program
Implemented virtual Open Enrollment Fair
Implemented FFCRA
Organizational Development
Conducted Department & Town wide training:
o Employee Assistance Training for Supervisors
o EAP Workshops for all employees
Created Equity & Inclusion committee
Recruiting
Conducted Executive recruitments.
Improved recruiting process.
Implemented diverse interview panels
Safety & Emergency Management
Completed appraisal of all Town wide buildings and property
Implemented digital audit and inspection platform and record keeping
Implemented safety protocols and procedures for COVID-19
Facilitated Town wide COVID-19 vaccination process
Benefits & Wellness Organizational Development
Recruitment Classification & Compensation Safety & Occupational Health
Human Resources Director
64Marana Study Session 04/27/2021 Page 69 of 190
Met new Federal Motor Carrier Safety Administration Clearinghouse requirement
Job descriptions audit regarding safety requirements and OSHA compliance
Wellness
Held wellness clinics throughout the year, including the Flu Shot Clinic, Mobile On-Site
Mammography Clinic
2021 – 2022 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
Continue to migrate to paperless processes and data storage
Educate and promote equality throughout the organization
Benefits
Increase utilization of Employee Self Service for employee compliance notifications
Enhance online benefit processes and acknowledgements
Continue to educate on workplace injuries and enhance claims management process
Compensation & Classification
Improve Reclassification Request process
Organizational Development
Assess organizational training needs and develop a strategic training plan based on
organizational need
Conduct training and development analysis throughout the organization
Develop and implement Supervisor Mentor Program
Recruiting
Implement an enhanced recruiting process and Hiring Manager Toolkit
Implement an electronic interactive on-boarding & orientation process
Safety & Emergency Management
Continue to educate organization to mitigate COVID-19 liability
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
65Marana Study Session 04/27/2021 Page 70 of 190
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress and
Innovation
To increase employee
engagement
Increase the number of
touch base meetings 2% 60%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $691,595 $652,838 $685,069 $860,368 Note 1 $175,299
Contracted Services 53,559 47,685 35,824 42,340 Note 2 6,516
Operating Supplies & Equipment 94,218 99,230 119,712 165,469 Note 3 45,757
Restricted Budget - 7,108 10,000 5,000 Note 4 (5,000)
Total by Category $839,372 $806,861 $850,605 $1,073,177 $222,572
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $839,372 $806,861 $850,605 $1,073,177 $222,572
Total by Fund $839,372 $806,861 $850,605 $1,073,177 $222,572
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Human Resources Director 1.00 1.00 1.00 1.00 -
Human Resources Deputy Director 1.00 1.00 1.00 1.00 -
Risk Manager - - - 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 1.00
66Marana Study Session 04/27/2021 Page 71 of 190
Budget Notes and Changes
1. Personnel & Benefits – Increase largely attributable to budgeting for a new Risk Manager
position in fiscal year 2021-2022 and from performance pay increases.
2. Contracted Services – Increase associated with the return to pre-pandemic budget levels for
recruitment advertising and travel and training that were reduced in fiscal year 2020-2021 in
response to the impact of the pandemic on the Town’s anticipated revenues.
3. Operating Supplies & Equipment – Change due to increased funding for the employee Tuition
reimbursement program to pre-pandemic levels, increases to employee benefits, and furniture
and equipment for new Risk Manager position.
4. Restricted – For unanticipated expenses related to Hearing officers’ process during fiscal year
2021-2022.
67Marana Study Session 04/27/2021 Page 72 of 190
FINANCE
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.
2020 – 2021 Accomplishments
Received 13th 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 12th consecutive year
Successfully transitioned utility cashiering functions to Finance as part of the resolution of a
past audit recommendation
Implemented quarterly investment presentations to Council
Implemented a digital signature software solution for contracts and agreements
Upgraded the Town’s ERP system, Munis, to the next supported version
Continued the clean-up and updates to the Business license data in preparation of transition
to new system
Continued increasing vendor participation in ACH program; all Town employee
reimbursements are now processed through ACH
Issuance of final Gladden, Phase I, Community Facilities District debt
Updated Administrative directives, which were delayed due to the pandemic, including
Travel, and created new ones for Capital Assets and Grants Management
Analyzed the benefits of establishing a convenience fee for credit card charges
Updated Chapter 3-4 of the Town Code on procurement thresholds and change orders
2021 – 2022 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
Budget Accounting Administration
Procurement Treasury Management
Sales Tax & Audit
Finance Director
68Marana Study Session 04/27/2021 Page 73 of 190
Complete the implementation of a new business licensing software system
Assist with the implementation of a new utility billing system
Establish a debt management policy and related processes
Lead the issuance of Community Facilities District debt
Develop and implement a cash flow forecasting model
Research the benefits and possibly implement a permanent adjustment of the Alternative
Expenditure Limitation for the Town of Marana
Establish and implement a paperless workflow process for invoice approvals.
Develop and implement a cost allocation plan
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
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
No 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 (13th
consecutive)
Yes (14th
consecutive)
Receipt of GFOA Distinguished
Budget Presentation Award
Yes (12th
consecutive)
Yes (13th
consecutive)
Progress and
Innovation
Reasonably conservative
budget, maximized use of
available funds, and a
structurally balanced
budget
Variance from budget to
actual: Operating revenues + 22% ± 5%
Variance from budget to
actual: Operating expenses ± 5% ± 5%
69Marana Study Session 04/27/2021 Page 74 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $878,913 $1,148,896 $1,308,837 $1,416,035 Note 1 $107,198
Contracted Services 120,620 116,831 117,948 140,697 Note 2 22,749
Operating Supplies &
Equipment 14,952 11,872 7,000 14,800 Note 3 7,800
Restricted Budget - - 53,100 - (53,100)
Total by Category $1,014,485 $1,277,599 $1,486,885 $1,571,532 $84,647
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $1,014,485 $1,277,599 $1,486,885 $1,571,532 $84,647
Total by Fund $1,014,485 $1,277,599 $1,486,885 $1,571,532 $84,647
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Finance Director 1.00 1.00 1.00 1.00 -
Finance Deputy Director 1.00 1.00 1.00 1.00 -
Finance Manager - - - 1.00 1.00
Senior Budget Analyst - - 1.00 1.00 -
Budget Analyst 1.00 1.00 - - -
Revenue and Customer
Manager - 1.00 1.00 1.00 -
Payroll Administrator 1.00 1.00 1.00 1.00 -
Procurement Officer 1.00 1.00 1.00 1.00 -
Financial Specialist - - - 1.00 1.00
Procurement Agent 1.00 1.00 1.00 - (1.00)
Senior Accountant 2.00 2.00 2.00 2.00 -
Senior Accounting Associate 1.00 1.00 1.00 1.00 -
Accounting Associate 0.75 0.75 0.75 0.75 -
Administrative Assistant 0.50 0.50 0.50 - (0.50)
Asset Systems Manager - 1.00 1.00 - (1.00)
Customer Service
Representative - 2.00 2.00 2.00 -
Tax and License Specialist 1.00 1.00 1.00 1.00 -
Grants Manager 1.00 1.00 1.00 1.00 -
Total Finance 12.25 16.25 16.25 15.75 (0.50)
70Marana Study Session 04/27/2021 Page 75 of 190
Budget Notes and Changes
1. Personnel & Benefits – Increase primarily due to budgeting for a new Finance Manager
position and performance pay adjustments. The increase was partially offset by reorganization
of positions moving to other departments within the Town.
2. Contracted Services – Increase associated with a cost allocation study that was deferred in
Fiscal year 2020-2021 and due to the return of multiple budgeted expenses to pre-pandemic
levels including travel and training.
3. Operating Supplies & Equipment – Increase related to budgeted furniture and equipment
purchases for the new Finance Manager position.
71Marana Study Session 04/27/2021 Page 76 of 190
LEGAL
Department Overview
The Marana Legal Department provides superior legal services to help the Town become a
sustainable community with a high quality of life. The Legal Department provides legal advice to the
Mayor and Council, the Town Manager’s Office and all Town departments, and directly or through
outside counsel represents the Town in litigation. The Legal Department also prosecutes misdemeanor
offenses and Town Code violations committed within the Town limits and serves as an intermediary
between and among the police, court personnel, victims, witnesses and defendants. In addition to
prosecution of cases, the office helps with the MPD Citizens Police Academy and MPD Explorers and
participates in new officer training, issuing cases, the Southern Arizona DUI Task Force, the Domestic
Violence Justice League, and the Pima County Domestic Violence Fatality Review Team.
2020 – 2021 Accomplishments
Commerce: Provided legal advice to the Airport director, the Economic Development
director, and Planning regarding Marana Regional Airport economic development initiatives,
including the rezoning of Town-owned property known as Marana Air Commerce Park in
anticipation of future sale of the property. Provided legal advice and support regarding major
proposals relating to development, including the Mandarina development agreement, the
Vanderbilt Farms and Marana Main Street development agreements, the proposed Rancho
Marana development agreement amendment, the annexation and pre-annexation
development agreement and related issues regarding La Puerte del Norte, and amendments
to the Specific Plans for Continental Ranch, Dove Mountain, and Villas at Sombrero Peak.
Pursued payment of unpaid Water Resource Development Impact Fees, including
commencing litigation as necessary. Prepared new ordinance regarding regulation of
recreational marijuana in the Town, after passage of proposition 207 in the 2020 election.
Community: Provided legal advice and drafted and revised temporary Town policies,
administrative directives, and emergency proclamations to address the Coronavirus Disease
(COVID-19). Drafted letters and event-related forms in compliance with the Governor’s
COVID-19 executive orders. Provided top-quality municipal criminal and code enforcement,
including efficiently and fairly handling 529 criminal prosecutions, 2 appeals, and 5 code
enforcement cases in the first five months of FY2020, for an annualized estimate of 1,200
criminal prosecutions, 4 appeals and 10 code enforcement cases. Prosecutors were in court
more each week as the court spaced out hearings due to the pandemic and learned to
Civil Legal Services Criminal Prosecution
Town Attorney
72Marana Study Session 04/27/2021 Page 77 of 190
utilize Zoom for virtual witness testimony during trials to help keep cases moving. Handled 35
public records requests in the first six months of FY2020, for an annualized estimate of 70 public
records requests. Assisted with procurement issues related to the remodeling of the former
Parks & Rec building and wrote and presented to Council the lease agreement for the
Chamber’s lease of the building as the new Visitor’s Center. Assisted the Town Clerk’s Office in
finalizing the canvass of the vote for the 2020 primary election.
Innovation: Assisted and advised the Planning Department in reducing the size, bulk, and
complexity of the zoning chapter of the Land Development Code, and reduced redundant
and inconsistent Land Development Code provisions. Drafted policies and directives
regarding telework during the COVID-19 pandemic.
Heritage: Assisted with all aspects of Town special events, including agreements and insurance
issues, including the reimagined Christmas Cruise event, designed to minimize COVID-19 risks.
Recreation: Assisted in the acquisition of property rights from CalPortland for the extension of
the Santa Cruz River Shared Use Path (part of the C. H. Huckelberry Loop). Prepared and
presented the 5th Gladden Farms II development agreement amendment, concerning
funding for new soccer fields and related amenities in Gladden Farms Community Park.
Assisted the Parks & Recreation Department in editing facility use forms and recreational
instructor contracts to add COVID-19 related provisions. Assisted Planning in creating new
subdivision recreation area requirements and the Subdivision Recreational Area Design
Manual.
2021 – 2022 Goals & Objectives
Commerce: Assist the Planning Department in finalizing the land development code
comprehensive revision. Assist in the completion of one or more Marana Regional Airport
economic development deals. Assist in the planning, design, and construction of an air control
tower at the Airport.
Community: Provide legal advice and draft and update any temporary Town policies,
administrative directives, and emergency proclamations as needed to reduce the health and
economic impacts of COVID-19. Provide legal advice and assistance for the completion of
the Adonis Road construction project. Continue providing top-quality municipal criminal and
code enforcement. Provide timely victim notice in all criminal cases involving a victim,
including meaningful opportunities to consult with prosecutors about cases. Provide prompt
disclosure to defendants in all cases to ensure fairness and transparency, as well as smooth
and efficient court hearings. Assist Development Services and Community Development &
Neighborhood Resources in drafting and bringing to Council new Town Code provisions
regarding property maintenance regulations and nuisance properties. Assist the Water
Department in implementing a water wheeling policy regarding providing water service to
areas near Tucson Water facilities that cannot be served directly by Marana Water and do not
meet the Tucson Water service policy for direct service by Tucson Water.
Innovation: Assist in bringing forward and drafting an updated Town strategic plan. Review all
administrative directives on a regular schedule and assist in updating as necessary. Work with
Technology Service to continue to update and refine the Legal Case Tracker App.
73Marana Study Session 04/27/2021 Page 78 of 190
Heritage: Provide legal advice and assistance related to continued development of the
Heritage Park and implementation of the Heritage Park Master Plan. Assist in staging safe,
reimagined Town events as we emerge from the COVID-19 pandemic.
Recreation: Assist in the implementation of the Parks and Recreation Master Plan. Complete
the acquisition of right-of-way for the CalPortland segment of the Santa Cruz River Shared Use
Path.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2021
Actual FY 2021 Target
Progress and
Innovation
Efficiently and
effectively
prosecute
misdemeanor
cases
% of cases with initial victim
notices sent out by first
pretrial conference
99% 100%
Ratio of cases disposed to
cases filed 87% 100%
Progress and
Innovation
Provide timely
and accurate
legal advice to
the Town
% of successful outcomes in
personnel matters 100% 95%
% of ordinances/resolutions
drafted within 30 days of
request
90% 90%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $840,485 $899,551 $895,654 $957,344 Note 1 $61,690
Contracted Services 114,991 140,160 93,172 143,244 Note 2 50,072
Operating Supplies &
Equipment 5,418 4,550 6,000 12,300 Note 3 6,300
Total by Category $960,894 $1,044,261 $994,826 $1,112,888 $118,062
74Marana Study Session 04/27/2021 Page 79 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $960,894 $1,044,261 $994,826 $1,112,888 $118,062
Total by Fund $960,894 $1,044,261 $994,826 $1,112,888 $118,062
Budget Notes and Changes
1. Personnel & Benefits – Increase associated with budgeting for a new Paralegal position which
will be hired mid-way through the year, reclassing the administrative assistant position to a full-
time legal clerk, and performance pay adjustments. Increase was partially offset by savings
from employee turnover that occurred in fiscal year 2020-2021.
2. Contracted Services – Increase due to higher contracted legal services related to ongoing
lawsuits.
3. Operating Supplies & Equipment – Increase due to computer equipment and furniture for new
Paralegal position.
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Attorney 1.00 1.00 1.00 1.00 -
Deputy Town Attorney 1.00 1.00 1.00 1.00 -
Senior Assistant Town Attorney 1.00 1.00 1.00 1.00 -
Assistant Town Attorney 1.00 1.00 1.00 1.00 -
Associate Town Attorney 1.00 1.00 1.00 1.00 -
Paralegal - - - 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 -
Legal Clerk - - - 1.00 1.00
Administrative Assistant 0.50 0.50 0.50 - (0.50)
Total Legal 7.50 7.50 7.50 9.00 1.50
75Marana Study Session 04/27/2021 Page 80 of 190
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.
2020-2021 Major Accomplishments
Recognized as a Top 10 Digital City
Development of the Airport tracking application
Implemented several new cybersecurity measures based on the information cybersecurity
plan
Implemented a print management solution for all Town printers, resulting in approximately
$30,000 of ongoing annual savings
Fully documented
Made accommodations to the Council Chambers to host Zoom meetings
Deployed a new Email Archiving solution
Creation several SOPs and Administrative Directives that help better align the use of the
Town’s systems with best practice
2021-2022 Goals & Objectives
Continue to modernize service delivery that is based upon industry frameworks and leads to
improved response times, productivity and customer satisfaction; to include adoption of
formalized standard operating procedures
Continue to implement items from the information cybersecurity plan
Update to the Town’s permitting and business license system
Continue to develop the Town’s Business Continuity Plan
Implementation of a Town-wide mobile device strategy
Infrastructure Applications
Technology
Services Director
76Marana Study Session 04/27/2021 Page 81 of 190
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2021
Actual
FY 2021
Target
Progress and
Innovation
To increase the
availability of Town
network and server
resources
Network and servers
availability 96.25% 99%
Progress and
Innovation
Efficient resolution of
Town technology issues
Resolve incident tickets
submitted to the Help
Desk within the defined
Service Level Objective
84.23% 80%
Progress and
Innovation
Timely development of
application features
and functionality
Length of time new
application features or
tasks take to move from
one status to another
25 Days 15 Days
Progress and
Innovation
Increase cybersecurity
awareness Town-wide
The average monthly
percentage of staff
completing security
awareness training
78.6% 75%
Progress and
Innovation
Increase cybersecurity
awareness Town-wide
The average monthly
percentage of staffing
failing internal phishing
tests
2.5% 1%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $1,326,400 $1,376,908 $1,417,800 $1,682,092 Note 1 $264,292
Contracted Services 879,063 948,431 1,288,975 1,455,325 Note 2 166,350
Operating Supplies &
Equipment 616,082 372,352 333,800 420,950 Note 3 87,150
Capital Outlay 270,457 97,414 - - -
Total by Category $3,092,002 $2,795,105 $3,040,575 $3,558,367 $517,792
77Marana Study Session 04/27/2021 Page 82 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $3,092,002 $2,795,105 $3,040,575 $3,558,367 $517,792
Total by Fund $3,092,002 $2,795,105 $3,040,575 $3,558,367 $517,792
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2021
Budget Change
Technology Services Director 1.00 1.00 1.00 1.00 -
Technology Manager 2.00 2.00 2.00 1.00 (1.00)
Technology Supervisor - - - 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 2.00 2.00 2.00 2.00 -
Technology Support Supervisor - - 1.00 1.00 -
Technology Support Specialist II 2.00 2.00 2.00 2.00 -
Technology Support Specialist I 1.00 1.00 - - -
Asset Systems Manager - - - 1.00 1.00
Assets Coordinator - - - 3.00 3.00
Total Technology Services 14.00 14.00 14.00 18.00 4.00
Budget Notes and Changes
1. Personnel & Benefits – The increase is primarily associated with the Asset Manager position and
Asset Coordinator positions moving into Technology Services from other departments, and
performance pay adjustments.
2. Contracted Services – The Increase is associated with new budgeted hardware and software
purchases as well as increased hardware and software maintenance costs to improve
cybersecurity and operations for the Town.
3. Operating Supplies & Equipment – The change is largely associated with computer
replacements for the Town, which was suspended in the prior year due to the pandemic.
78Marana Study Session 04/27/2021 Page 83 of 190
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.
2020 – 2021 Accomplishments
Continued to update and maintain the www.selectmarana.com property database system
and revised the videos of marketed properties w/updated graphics
Consulted with, and successfully entered two business entities into the MJCIP incentive (PVB
Fabrications, & Dove Mountain Assisted Living)
Completed Plat and Rezone of the industrial land at the airport
Completed Lease Agreement for JDR’s corporate jet hangar
Researched, developed, and implemented Business Assistance Program
Placed PSE Archery in empty 50k sf facility within 48hrs of request
Facilitated SW Gas site selection at Tangerine Commerce Park
Completed Sales Tax Revenue analysis for resident vs non-resident expenditures
Drafted tourism Master Plan project RFQ
Completed tourism impact dashboard
Completed comprehensive production crew database for Film Office website (in-progress)
Conducted scouting tours for film location managers and scouts, and film producers and was
invited to speak on 2 panel discussions on the film industry
Personally assisted 17 film projects, 2 of which were/will be filmed in Marana (March 2020-
February 2021) – during lockdown and/or greatly reduced filming activity.
Scouted and secured locations for a feature film that will be entirely filmed in Marana in March
2021
Tourism Economic Development
Economic Development & Tourism Director
79Marana Study Session 04/27/2021 Page 84 of 190
2021 – 2022 Goals & Objectives
Revise MJCIP to accept Auto and RV Dealerships into program
Enter Luke Dealership into MJCIP program
Secure Amazon site selection within the Town of Marana
Complete BR&E (Business Retention & Expansion) study and implement plan
Continue to market and recruit/expand the four main business sectors as outlined in the
Economic Development Strategic Plan
Continue to promote the DMRF program and Downtown Overlay Zone for future Marana Main
Street Businesses
Complete the Marana Main Street roundabout landscaping/hardscape project
Continue to recruit unique retail projects for the Marana Center and Marana Main Street
projects
Continue to identify growth areas of the town for infrastructure strategies
Continue to work with the Marana Chamber of Commerce for collaboration/partnering
opportunities
Complete Tourism Master Plan
Launch new shopping promotion with El Imparcial to enhance reach to Mexico market
Launch new military family program through SAAA to enhance visitation within regional drive
markets
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected
Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress
and
Innovation
To maintain a
sustainable
increase in
living standards
and quality of
life in Marana
Connecting people with decision making
tools
10% YoY
increase
10% YoY
increase
Response rate on RFI within 24 hours of
unsolicited inquiries 100% 100%
Increase 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 of organic website traffic 10% 10%
Increase personal responsive interactions 20% 15%
Creating and innovating tourism products One One
Influencing travel stays
15
marketing
campaigns
15
marketing
campaigns
80Marana Study Session 04/27/2021 Page 85 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $332,407 $303,971 $329,385 $398,721 Note 1 $69,336
Contracted Services 218,076 161,003 691,980 408,330 Note 2 (283,650)
Operating Supplies &
Equipment 1,986 1,656 4,200 3,700 (500)
Capital Outlay - 29,193 48,112 - Note 3 (48,112)
Restricted - - 12,237 120,607 Note 4 108,370
Total by Category $552,469 $495,823 $1,085,914 $931,358 $(154,556)
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $264,533 $220,847 $238,458 $311,435 Note 1 $72,977
Bed Tax Fund 287,935 245,783 349,344 494,923 Note 4 145,579
Downtown Reinvestment Fund - - 450,000 125,000 Note 2 (325,000)
PAG – Econ & Tourism - 29,193 48,112 - Note 3 (48,112)
Total by Fund $552,469 $495,823 $1,085,914 $931,358 $(154,556)
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Director of Economic & Tourism
Development 1.00 1.00 1.00 1.00 -
Tourism & Marketing Manager 1.00 1.00 1.00 1.00 -
Economic Development Specialist 1.00 1.00 1.00 1.00 -
Graphic Designer 0.50 0.50 0.50 0.50 -
Total Economic Development &
Tourism 3.50 3.50 3.50 3.50 -
81Marana Study Session 04/27/2021 Page 86 of 190
Budget Notes and Changes
1. Personnel & Benefits – The change is associated with performance pay adjustments and
budgeting a full year for the Economic Development Specialist that was only budgeted for a
half year in Fiscal year 2020-2021 to account for a delay in hiring the position due to the
pandemic.
2. Contracted Services – Decrease is primarily associated with the expiration of a development
agreement in the Downtown Reinvestment Fund that was budgeted in fiscal year 2020-2021.
This was partially offset by new funding for a Tourism Master Plan in the Bed Tax Fund.
3. Capital Outlay – Decrease associated with the completion of the TABY grant related artwork
at the downtown roundabout.
4. Restricted Budget – Restricted funding programmed to balance the Bed Tax Fund.
82Marana Study Session 04/27/2021 Page 87 of 190
DEVELOPMENT SERVICES
Department Overview
To provide clear support, coordination and quality control oversight for the Town of Marana
Development Services department (Planning, Building Safety, Engineering, Environmental and Real
Property), to ensure that all departmental activities enhance and support the vision of the strategic
plan by providing responsiveness to, and creating partnerships with the development community.
Building Safety Division
The Building Safety division is responsible for establishing the minimum requirements that safeguard
the public health, safety and general welfare through structural strength,
electrical/plumbing/mechanical capacity, means of egress of facilities and properties, stability,
sanitation, adequate lighting and ventilation, energy conservation and safety to life and property
from fire and other hazards attributed to the built environment. These crucial elements in building
safety are addressed during the plan review and the inspection process. The department also assures
the safety of structures for first responders, such as fire fighters and other emergency responding
agencies.
Code enforcement is an essential function of the Building Safety division’s commitment to provide a
safe and attractive built environment for our citizens and visitors to our community. This is
accomplished through adoption of the most up-to-date technical building code, and administration
of that code through field inspection.
The Building Safety division, in an effort to provide the highest level of service to our community,
collectively works with fire service agency within the town to administer provisions of the fire code.
The goal is to maintain the vision of the town, by incorporating the strategic plan into our policies and
procedures whenever possible.
Planning Division
The Planning division is dedicated to the physical, social and economic excellence of the Town
through sound professional planning practices; consistent policy advice; active public participation
and superior public service to promote the welfare and quality of life of the community. Planning is
responsible for administering and implementing the General Plan, the Town Code and the Land
Development Code. The division provides support and recommendations to the Town Council and
Planning Commission to assist each in making decisions regarding land uses and development
proposals. The division processes applications for new development and redevelopment within the
Building Safety Planning
Development Engineering Environmental
Development Services Director
83Marana Study Session 04/27/2021 Page 88 of 190
Town such as site plan reviews, special use requests, planned development proposals, subdivision
proposals and rezoning requests to ensure compliance with Town requirements.
Engineering, Environmental, and Real Property Division
The Engineering Division is responsible for addressing the infrastructure needs throughout the Town.
The Engineering Division 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. The division manages the floodplain and community rating
system. The division ensures environmental compliance for private development. The division ensures
the Town’s compliance with state and federal mandates as well as clears public infrastructure
projects. The divisional managers the Town real property through acquisitions, permitting, and
agreements.
2020 – 2021 Accomplishments
Development Services
Staff continued work with Technology Services on preparing for the software update to TrakIT.
Work with development related department on records clean-up in preparation for software
upgrade
When COVID-19 hit, staff made quickly adjusted our operations to allow for workflow to
continue without any hick-ups. 100% electronic submittals and remote inspections allowed up
to stay on top of the increased demand from the development community.
Lead the efforts in coordinating a bi-weekly “Development Team Meeting”. Meetings are
conducted with all departments included in the development review process and done to
assure everyone stays up to date on what is happening in the field or coming through the
process.
Building Safety Division
Continue to refine Implemented electronic inspection program, reducing paperwork in the
field.
Implement Remote Virtual Inspection Program (RVI) for minor permits.
Created permitting and inspection program for water heaters and HVAC permits to simplify
process and improve customer service.
Expanded upon on-line inspection program, all inspection requests from production home
builder are done thru online system, dramatically reducing phone requested inspections.
Expanded upon electronic applications and accept electronic plan submittal – on-line
submittals-all application are submitted electronically.
Implement electronic plan review program. 100% of plan review is completed electronically.
84Marana Study Session 04/27/2021 Page 89 of 190
Planning Division
Planning staff led the effort to engage local stakeholders in the drafting and approval of new
private subdivision recreation requirements. The Town Code was amended to reflect the
updated standards as well as the incorporation of a design manual with specific recreation
area design criteria.
Planning staff continues to work on the Land Development Code update with a focus on
zoning regulations.
Planning staff continues to refine the monthly report of commercial and residential
development permit activity and key metrics in the Town. The report identifies important trends
that are easily identified through graphic representation in charts and maps.
Engineering Division
Completed the Impact Fee Study.
Completed the LOMR for the Marana Regional Airport.
Completed the update to Title 19 Grading.
Completed the Northwest Marana Drainage Study.
Successful Biannual FEMA audit.
Completed new kiosk sign design and began replacement program.
Sponsored Project WET remote water festival.
2021 – 2022 Goals & Objectives
Development Services
Work with Legal and other departments to finalize the final updates to development related
codes and bring them through the review and approval process.
Work with development related departments to identify and implement efficiencies for
services delivered in the field (i.e. SFR final inspections).
Evaluate staff levels and locations within the department to increase workflow and
productivity.
Through cross-training, enhance the DSC “Single Point of Contact” service provided to the
Town’s customers by the Development Coordinators
Building Safety Division
With upgrade in permitting software continue to explore and develop efficiencies with internal
and external customers.
Expand upon Implementation of Remote Virtual inspection (RVI) program offering more virtual
inspections.
Simplify permit reviews where permit techs/coordinator complete general plan review (over
the counter issuance)
85Marana Study Session 04/27/2021 Page 90 of 190
Public outreach and educational awareness (schools) expand upon prior initiative and
implementation of internship program.
With moving to 100% electronic submittal, review and inspection, work with Technology
Services regarding data security and continuity of operations.
Work with legal department to update Town code in regards to building code administration
and coordination with LDC, and Code Enforcement.
Planning Division
Planning staff will work to update the remaining chapters of the Land Development Code and
relocate them to the Town Code.
Planning staff will create a simplified rezoning process with reduced criteria for parcels with
outdated zoning types identified in the planned, revised zoning code.
Planning staff will examine the public involvement process for specific land use cases and
develop new criteria for public notification.
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.
Engineering Division
Environmental staff will work towards accomplishing a successful and compliant Stormwater
audit.
Environmental staff will continue to work towards completing the Stormwater Outfall mapping.
Real Property staff will continue to work towards completing an in-house Real Property
repository.
Development Engineering staff will continue to streamline the review process with
Development Services
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress and
Innovation
Improve staff training,
education, and certification
levels
International Code
Certifications received
1 staff
due to
COVID
4 staff
Arizona Building Official
Association code training
sessions attended per year
0 staff
due to
COVID
8 staff
86Marana Study Session 04/27/2021 Page 91 of 190
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Commerce
Ensure sufficient response to
public for permitting and
inspections
Single family dwelling plans
reviewed within five days 90% 90%
Model plan reviews
completed within five days 90% 70%
Field inspections completed
within 1 business day of
request
100% 100%
Commerce
Streamline public processes to
facilitate work with public and
developers
In-house plan reviews as a %
of total plan reviews taken 100% 90%
Community Perform inspections for building
code compliance
Build Code Compliance
inspections performed 23 25
Community
To provide exceptional
customer service through our
Development and Utility
Services
% development of related
projects reviewed within
assigned time (first submittal)
96% 95%
% of permits approved within
assigned time frame 96% 95%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $2,582,588 $2,728,798 $2,806,649 $2,780,586 Note 1 $(26,063)
Contracted Services 421,034 275,720 171,725 268,188 Note 2 96,463
Operating Supplies &
Equipment 60,114 66,792 72,900 70,828 (2,072)
Capital Outlay 18,013 15,484 369,115 18,520 Note 4 (350,595)
Restricted - - 15,000 75,000 Note 3 60,000
Total by Category $3,081,749 $3,086,794 $3,435,389 $3,213,122 $(222,267)
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $3,052,350 $3,076,719 $3,091,794 $3,213,122 $121,328
Downtown Reinvestment
Fund 10,740 - 343,595 - Note 4 (343,595)
HURF 18,659 10,075 - - -
Total by Fund $3,081,749 $3,086,794 $3,435,389 $3,213,122 $(222,267)
87Marana Study Session 04/27/2021 Page 92 of 190
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Development Services Administration
Development Services Director 1.00 1.00 1.00 1.00 -
Business Process Supervisor - 1.00 1.00 1.00 -
Business Process Analyst 1.00 - - - -
Executive Assistant 1.00 1.00 1.00 1.00 -
Building Safety
Chief Building Official 1.00 1.00 1.00 1.00 -
Assistant Building Official 1.00 1.00 1.00 1.00 -
Chief Building Inspector 1.00 1.00 1.00 - (1.00)
Senior Plans Examiner 2.00 2.00 2.00 2.00 -
Plans Examiner 1.00 1.00 1.00 1.00 -
Building Inspector II 2.00 2.00 2.00 2.00 -
Building Inspector I 1.00 1.00 2.00 2.00 1.00
Permit Clerk 3.00 3.00 2.00 1.00 (1.00)
Development Coordinator 1.00 1.00 1.00 1.00 -
Planning
Planning Manager - - - 1.00 -
Principal Planner 1.00 1.00 1.00 - -
Senior Planner 5.00 5.00 5.00 5.00 -
Engineering
Development Services Deputy Director - - - 1.00 1.00
Town Engineer 1.00 1.00 1.00 - (1.00)
Engineering Deputy Director 1.00 1.00 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 2.00 2.00 2.00 2.00 -
Construction Inspector 1.00 - - - -
Development Engineering Division
Manager 1.00 1.00 1.00 1.00 -
Development Coordinator 1.00 1.00 1.00 1.00 -
Real Property Manager - - - 1.00 1.00
Real Property Coordinator - - - 1.00 1.00
Total Development Services 32.00 30.00 30.00 31.00 1.00
88Marana Study Session 04/27/2021 Page 93 of 190
Budget Notes and Changes
1. Personnel & Benefits – Overall, the decrease is a result of a reorganization that occurred during
fiscal year 2020-2021 combined with staffing changes and new positions for the department.
With the exception of the Town Engineer who is moving into the Town Manager’s Office the
Engineering Division of the Engineering Department is now part of the Development Services
Department. The Town Engineer’s movement to the Town Manager’s office is partially offset by
budgeting for two new positions, a Real property Manager and a Real Property Coordinator
and pay for performance increases.
2. Contracted Services – Increase is primarily due to a return to pre-pandemic levels in multiple
areas including on-call engineering, right of way services, and travel and training.
3. Restricted Budget – For unforeseen on-call engineering services related to the department
transition and unforeseen re-organization costs.
4. Capital Outlay – Prior year funding is primarily related to the Marana Re-alignment project
which was funded by the Downtown Reinvestment Fund.
89Marana Study Session 04/27/2021 Page 94 of 190
POLICE
Department Overview
The Mission of the Marana Police Department is to provide unparalleled service and unwavering
protection to every person in the Town of Marana and to do so with uncompromised integrity. We are
committed to becoming the most well respected police department in the State of Arizona.
2020-2021 Accomplishments
Completed the second year of the Arizona Law Enforcement Accreditation Program (ALEAP)
process.
Maintained clearance rates higher than the national average for crimes of violence according
to the FBI publication, Crime in the United States.
Raised $20,000 for charity via our 5th annual Pride for the Patch Golf Tournament. This year’s
proceeds will be going for “Shop with a Cop” to help out needy families this holiday season,
who have struggled a financial burden from the Covid Pandemic. We will be utilizing $8,000 for
our Shop with a Cop event and the rest will be divided between Open Doors and the Marana
Food Bank.
Maintained current crime rates based on Part I crimes/thousand residents
Maintained police response times at current levels
2021-2022 Goals and Objectives
Maintain or exceed department clearance rates for crimes of violence as compared to the
previous year.
Maintain or exceed department clearance rates for property crimes as compared to the
previous year.
Implement a Drone Program to assist with speeding up serious/fatal accident investigations,
search for lost hikers and children, and search for fleeing suspects,
Maintain or improve current crime rates based on Part I crimes/thousand residents
Maintain or improve response times to citizen calls for police services
Field Services Bureau
Patrol, Criminal Investigations, DART, Motors, K-9, Auto-theft, CNA, DEA
Support Services Bureau
Communications, Records,Property and Evidence,Crime Scene Unit, Community Resources, SRO, Hiring, Backgrounds, VIPS, Crime Prevention, Training, PIO, IA, Accreditation, Audit
Chief of Police
90Marana Study Session 04/27/2021 Page 95 of 190
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected
Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
To maintain a
safe
community for
all Marana
residents,
citizens, and
visitors
Maintain or exceed department
clearance rates for all part 1 crimes* as
compared to the previous year
1,191 1,131
Maintain or reduce total number of part
1 crimes* (excluding shoplifting) per
1,000 residents as compared to the
previous year
680 646
Maintain or reduce traffic collision rates
based on total number of collisions per
1,000 residents as comparted to the
previous year
790 750
*Part 1 crimes as defined by the FBI Uniformed Crime Reporting code
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel &
Benefits $12,658,017 $13,429,845 $13,522,215 $15,278,959 Note 1$1,756,744
Contracted
Services 555,136 1,948,924 530,586 605,206 Note 2 74,620
Operating Supplies
& Equipment 1,238,249 1,495,120 1,541,944 1,502,927 Note 3 (39,017)
Capital Outlay 934,086 506,001 86,500 605,000 Note 4 518,500
Restricted - - - 30,000 Note 5 30,000
Total by Category $15,385,488 $17,379,890 $15,681,245 $18,022,092 $2,340,847
91Marana Study Session 04/27/2021 Page 96 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by
Fund
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $13,549,722 $14,693,191 $14,123,519 $16,391,711 Note 6 $2,239,290
Grants &
Contributions Fund 866,451 1,103,963 1,137,612 1,468,154 Note 7 331,682
RICO Fund 920,158 61,422 337,580 127,500 Note 8 (210,080)
Police Impound
Fund - 11,676 82,534 34,727 Note 9 (47,807)
Emergency
Telecommunication
Fund
49,157 1,509,638 - - -
Total by Fund $15,385,488 $17,379,890 $15,681,245 $18,022,092 $2,340,847
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Chief of Police 1.00 1.00 1.00 1.00 -
Deputy Chief of Police 1.00 1.00 1.00 - (1.00)
Police Captain 1.00 1.00 1.00 2.00 1.00
Police Lieutenant 2.00 2.00 3.00 4.00 1.00
Police Sergeant 11.00 11.00 13.00 15.00 2.00
Police Officer 71.00 74.00 66.00 68.00 2.00
Police Detective - - 5.00 5.00 -
Police Records Supervisor 1.00 1.00 1.00 1.00 -
Police Telecommunications Manager 1.00 1.00 1.00 1.00 -
Police Telecommunications Supervisor 1.00 1.00 1.00 2.00 1.00
Dispatcher 13.00 13.00 13.00 13.00 -
Police Records Specialist 2.00 2.00 2.00 2.00 -
Police Records Clerk 4.00 4.00 4.00 4.00 -
Crime Scene Property & Evidence
Supervisor 1.00 1.00 1.00 1.00 -
Property & Evidence Records Clerk 1.00 1.00 1.00 1.00 -
Crime Analyst 1.00 1.00 1.00 1.00 -
Crime Scene Specialist 3.00 3.00 3.00 3.00 -
Administrative Supervisor 1.00 1.00 1.00 1.00 -
Customer Service Representative - - 1.00 1.00 1.00
Customer Service Clerk 1.00 1.00 1.00 - (1.00)
Administrative Assistant 1.00 1.00 1.00 1.00 -
Total Police 118.00 121.00 121.00 127.00 6.00
92Marana Study Session 04/27/2021 Page 97 of 190
Budget Notes and Changes
1. Personnel & Benefits – The increase is related to budgeting for five new Police Officers positions
and a new Dispatcher position, and performance pay and benefits adjustments.
2. Contracted Services – Increases associated with upgrades to computer support and radio
systems, as well as budget capacity for vehicle maintenance and travel and training
appropriations returning to pre-pandemic levels.
3. Operating Supplies & Equipment – Decrease result of less one-time expenditures in RICO fund than
fiscal year 2020-2021which was partially offset by increased budget capacity for uniforms for new
Officers.
4. Capital Outlay – Increase is associated with vehicles purchased for five new officer positions and
a lieutenant in fiscal year 2021-2022. Additionally, the MPD Console Modernization capital project
is programmed for fiscal year 2021-2022.
5. Restricted Fund – Restricted expenditure authority in the event of any PSPRS Cancer Insurance
claim payouts. The Town would act as a pass-through entity between PSPRS and the claimant.
6. General Fund – Increase is associated with a combination of new position costs, performance
pay adjustments, new one-time purchases, capital projects, and normal operating expenditures
returning to pre-pandemic levels.
7. Grants & Contributions fund – Increase associated with anticipated increases to grant awards
that help fund several Police Department programs, including a new School Resource Officer,
mostly through salary and overtime grant awards.
8. RICO fund – Decrease associated with less one-time purchases for police operations in fiscal year
2021-2022 as the department shifted budget to this fund in fiscal year 2020-2021 due to the impact
of the pandemic to the General fund.
9. Police Impound fund – Decrease associated primarily with the one-time purchase of a police
vehicle in fiscal year 2020-2021.
93Marana Study Session 04/27/2021 Page 98 of 190
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.
2020 - 2021 Accomplishments
Provided defendants with active warrants the option of walking in to court during business
hours to address their warrants, rather than requiring them to wait for the next official court
session, thereby preventing unnecessary incarceration and reducing jail costs for the Town
Provided judicial staffing during Marana Police Department warrant sweeps to prevent police
officers from having to transport defendants to the jail, thereby increasing the efficiency of the
program, preventing unnecessary incarceration, and reducing jail costs for the Town
Continued implementation of the Arizona Supreme Court’s Security Standards
Recommendations, to include both armed security officers becoming certified by attending
and successfully completing the Court Security Officer Academy and Firearms Academy, all
paid for with non-general fund monies
Operated a Mental Health Court program to provide greater services and accountability for
defendants with mental health diagnoses
Continued updates to the Marana Court webpage, providing clearer language and more
access to self-service resources
Provided exemplary access to the court throughout the pandemic, keeping our doors open
each and every day and providing multiple safe options for court users to resolve cases
Implemented a return to jury trials plan to ensure the safety of jurors and trial participants when
jury trials can safely resume
Streamlined the plea by mail process so that eligible cases can be resolved without a personal
appearance by the defendant
Began construction process for jury assembly room
2021 – 2022 Goals & Objectives
Continue updates to the Marana Court webpage to provide the public with additional
resources for interacting with the court system
Judicial Division Administrative Division
Town Magistrate
94Marana Study Session 04/27/2021 Page 99 of 190
Continue to seek methods to provide court users with greater access to justice
Continue construction process for jury assembly room
Install a publicly accessible AZPOINT computer kiosk for court users
Continue exploration of the Town Public Defender option
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
Provide for a forum
for fair, impartial, and
efficient adjudication
of alleged violations
in an environment
that is respectful and
safe
percentage of cases with
customer service complaints less than 1% less than 1%
Percentage of cases
adjudicated 100% 100%
Percentage of cases referred
to judicial commission less than 1% less than 1%
Community
Provide participants in
the court system with
necessary services for
the fair adjudication
of cases
Percentage of qualified
cases receiving court
appointed cases
100% 100%
Percentage of qualified
cases receiving interpreter
services
100% 100%
Community
Promptly disburse
monies received by
the court, which are
held in trust and
payable as restitution,
bonds, or fees
Percentage of timely
disbursements for bond
refunds, restitution orders, fees
to other government
agencies, and payment for
services
100% 100%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $897,375 $972,677 $986,790 $1,127,251 Note1 $140,461
Contracted Services 130,509 113,236 223,700 227,300 Note 2 3,600
Operating Supplies &
Equipment 30,038 11,925 94,750 146,555 Note 3 51,805
Capital Outlay - 65,262 410,000 400,000 Note 4 10,000
Total by Category $1,057,922 $1,163,100 $1,715,240 $1,901,106 $185,866
95Marana Study Session 04/27/2021 Page 100 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $955,601 $1,076,522 $1,102,740 $1,247,287 $144,547
JCEF Fund 14,471 39,981 90,000 131,805 Note 3 41,805
Fill the Gap Fund - - 34,500 34,500 -
Local Technology Fund 87,850 46,597 488,000 487,500 (500)
Total by Fund $1,057,922 $1,163,100 $1,715,240 $1,901,106 $185,866
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Magistrate 1.00 1.00 1.00 1.00 -
Court Operations Specialist 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 -
Court Probation Monitor 1.00 1.00 1.00 1.00 -
Court Security Officer 2.00 2.00 2.00 2.00 -
Court Collections Specialist 1.00 1.00 1.00 1.00 -
Court Supervisor 1.00 1.00 1.00 1.00 -
Senior Courtroom Specialist 1.00 1.00 1.00 1.00 -
Courtroom Specialist 1.00 1.00 1.00 1.00 -
Court Clerk 3.00 3.00 3.00 3.00 -
Senior Court Clerk 1.00 1.00 1.00 1.00 -
Total Courts 14.00 14.00 14.00 14.00 -
Budget Notes and Changes
1. Personnel & Benefits – The change is primarily associated with salary savings programmed in fiscal year
2020-2021 to maintain the Court Supervisor position that is now budgeted to be filled in fiscal year 2021-
2022. Additional increases are from performance pay adjustments.
2. Contracted Services – Change associated with increased per diem and mileage reimbursement
budgeted for jury participants as more jury trials are expected in fiscal year 2021-2022.
3. Operating Supplies & Equipment – Increase is associated with security upgrades and enhancements to
the Courts budgeted for fiscal year 2021-2022.
4. Capital Outlay – Increase is primarily associated with the use of Local Technology funds toward the
construction of the Court’s Jury Room addition. This is carried over from fiscal year 2020-2021. As
construction is planned to start in April 2021, this amount might be adjusted further (downward) prior to
the completion of the budget process.
96Marana Study Session 04/27/2021 Page 101 of 190
PUBLIC WORKS
Department Overview
The Public Works Department is committed to providing the highest level of service and showcase
Marana’s high standard of excellence while planning, designing, constructing, operating, and
maintaining safe and reliable infrastructure for the community. The Department strives to spend
taxpayer funds judiciously, execute cost-effective designs, and employ innovative ways to operate,
improve, maintain, and enhance public facilities, roadways, bridges, sidewalks, ADA ramps,
drainage-ways, landscaping, traffic signals, street lights, pavement markings, and Town fleet in an
efficient manner and, subsequently, improve the quality of life in the Town. The airport which is a
division of Public Works is presented as a separate department summary.
2020-2021 Accomplishments
Facilities Management:
B Building Tenant Improvement Project has been completed for Water, Parks and Rec and
Community and Neighborhood Services Departments.
Facilities staff remodeled the old Water Department side at the MOC A Building for Public
Works Administration, Traffic and Facilities to occupy.
The Parks Administration Building has been remodeled to create a Visitors Center Facility for
the Town that will house the Marana Chamber of Commerce.
The existing cubicles from the MOC Public Works modular building have been relocated to PD
Communication to replace the old wood desk overflow stations and provide a more
functional work area that fits 2 additional staff.
Fleet Services:
Second year vehicle and equipment GPS tracking system in order to prioritize Town-wide
services and reduce vehicle/equipment idle time. This will assist in reducing fossil fuel resources
and wear and tear on equipment and vehicles.
All Fleet Employees gained valuable RED CROSS CPR, FIRST AID, and AED LifeSaver Course
Completed over 375 Cartegraph tasks on vehicles, equipment and machinery at a cost of over
$520,000 in parts and labor.
Will be requisitioning and purchase and replacement of 22 vehicles and equipment at a cost
over 1.125 million dollars, utilizing the Town’s Capital Vehicle replacement funds thru a priority
phased program based on actual needs
Traffic & Streets Capital improvement Program
Facilities Management Fleet Services
Administration
97Marana Study Session 04/27/2021 Page 102 of 190
Surplused vehicles and equipment resulting in $97,664.20 from Sierra Auction and $22,150.00
from the Public Surplus on-line auction with proceeds going back into the Town’s general fund.
Shop inventory constantly being audited and reduced to account for and reduce overhead
operating cost
Reviewing FY21 and future FY22 budget and making adjusted recommendations to finance in
order to reduce expenditures for a sound budget.
Reviewing and possibly extending service life of equipment and vehicles due to current
pandemic.
Working smarter and implementing ways to reduce operating and maintenance cost without
compromising safety and customer service.
Have several plans in motion and available should social distancing operations become more
critical in order to maintain current level of scheduled and unscheduled services.
Working on goals to eventually gain automotive service at sally port, with Fleet having on hand
the major automotive support equipment for that facility.
Street Maintenance:
Implemented weed abatement program/contractor services.
Supplemented inmate services with contractor services due to COVID-10 impact.
Impacted areas include I-10 and Town right-a-away landscape.
Implemented ADA Ramp, sidewalk and curb maintenance program.
Implemented the annual pavement preservation and crack sealing program as part of the
Pavement Management Program. The Town is completing the preservation of 140 lane miles.
Implemented the Annual Culvert Maintenance Program; the Town has over 800 culverts Town-
wide.
Implemented Street Sweeping Program. Major roadways are swept monthly and subdivisions
are swept quarterly.
Implemented the Annual Road Failure Repair Program, identifying road failures ahead of time
will help reduce emergency repairs and allow us to be more proactive with roadway
maintenance.
Traffic:
Developed a scope of work and selected a contractor for conversion of decorative lamps on
the public streets near the Marana Municipal Complex to LED to realize annual cost savings.
Conducted aspects of an audit of fiber-optic and communications equipment for traffic signal
connectivity.
Using data from traffic signal equipment and the University of Arizona research team has
evaluated traffic patterns before and during the pandemic.
Turned on a new traffic signal at Dove Mountain/Moore Road, including successful
coordination with the Marana School District, the design engineering firm, the construction
firm, and the Dove Mountain HOA.
Improved traffic flow at Twin Peaks/Coachline while maintaining safety for schoolchildren
using a pedestrian-activated illuminated “NO RIGHT TURN ON RED” sign.
Updated sign database to include up to 90% of existing signs.
Developed a pavement marking maintenance program, separating short line and long lines,
according to district, to provide a predictable schedule for pavement restriping.
Developed a concept for signing for special traffic enforcement on Scenic Drive.
Developed a scope of work for traffic noise study in the Dove Mountain area, collected noise
level measurements, and provided continuing updates with constituents.
98Marana Study Session 04/27/2021 Page 103 of 190
Received and have on file signed contracts for all school zones operating within Town limits,
according to State guidelines.
Developed concept for safe parking and access to the Central Arizona Project (CAP) canal
linear park.
Capital Improvement Program:
Completed the design and started construction of the new Courts Jury Assembly Room
Completed the design of Cal Portland Shared Use Path
Completed the design and began utility relocations for Lon Adams Road
Completed construction of Adonis Subdivision Improvements
Completed construction of Avra Valley Road
Completed construction of Tortolita Sidewalks
Completed design and construction for Adonis Road Extension
Assisted Parks and Recreation with the developer design of Saguaro Bloom Park and
Gladden Farms Park
Completed construction Camino de Oeste
Completed construction Marana Main Street and Settlement Repair
Completed Gladden Farms Hawk Signal
Completed design of Thornydale Road
Completed design of Twin Peaks – Sandario Intersection
Completed 2021 Pavement Preservation Program and a series of rubberized chip seals
throughout the Town
Completed repairs to settlement areas in The Pines neighborhood
Started construction of the TABY Downtown Roundabout Project
Completed design and started construction of Clark Farms Flow Split
Complete design and started construction of Marana Rd – Sanders Road 21-inch Main
2021 - 2022 Goals & Objectives
Administration:
The Public Works Department is working to achieve the status of Accredited agency through
the American Public Works Association (APWA). The objective is to create impetus for
organizational self-improvement, stimulate a general rising of standards, and improve
performance and the delivery of services.
Facilities Management:
Transition away from the contract custodial staff to internal custodial staff to better serve the
needs of the Town.
Finalize the Facilities Asset Management templates to start entering all Facilities assets into the
system. Have all staff utilize the Cartegraph work management system to track tasks and
request.
Assess the old Public Works modular buildings at the MOC to see if they can be remodeled for
future use and /or remove due to age and maintenance cost.
Remodel the old PD Sally Port for Fleet to occupy as an automotive service facility at MMC.
This project was put on hold due to budgetary constraints.
Update Facilities Master Plan to add standard Town colors, asset inventory with replacement
program and updated department needs assessments, and to identify ownership and
responsibilities of all Town Assets.
99Marana Study Session 04/27/2021 Page 104 of 190
Review the recommendations of the comprehensive energy audit from Wendel Energy and
plan a replacement plan based on the Town’s best interest and practices.
Fleet Services:
Update and reduce older shop parts inventory system in asset tracking in Cartegraph.
Provide service and maintenance support at MMC Sally Port.
Update staff technical skills and obtain additional ASE certifications.
Explore new maintenance software for vehicles and equipment.
Work with Safety in providing updated equipment training on new equipment in order to be
compliant with OSHA standards.
Street Maintenance:
Continue to assist with implementation of the Pavement Management Projects.
Continue Annual Crack Sealing Program as part of Pavement Management Program.
Continue the Annual Road Failure Repair Program, identifying road failures ahead of time will
help reduce emergency repairs and allow us to be more proactive with roadway
maintenance.
Continue sidewalk, curb and ADA Ramp Maintenance Program.
Establish ADA ramp compliance program Town-wide/Federally mandated. (CIP Project)
Continue Culvert Cleaning Program. (800 culverts Town-wide)
Continue Weed Abatement Maintenance Program/Contractor Service.
Establish Landscape Beautification Program. Identify older infrastructure in Town ROW. (CIP
Project)
Continue Town Bridge Painting Program. Orange Grove TI (IGA ADOT)
Continue Street Sweeping Program – roadways swept monthly and subdivisions swept
quarterly.
Continue Bridge De-Icing Program (Operation Freeze).
Continue Establishing a Town Bridge Management/Maintenance Program, addressing any
needed repairs identified by ADOT’s National Bridge Inspection Program.
Continue Annual Maintenance Program for Orange Grove Pump Station. (Add Alert System)
Continue Improving Storm Preparedness Plan. (Operation Splash)
Continue to work with Special Events, Parks, and Facilities on Town Events.
Continue the Partnership between Public Works and Parks to better utilize departments
expertise and resources that will benefit the Town.
Continue to supplement inmate services with contractor services as needed due to COVID-19
impact. Impacted areas include I-10 and Town right-of-way landscape.
Traffic:
Begin implementation of a multi-year plan that utilizes the Town's existing investments in traffic
signal infrastructure to produce a state-of-the-art signal system.
Prepare a Traffic Signal Management Plan that spells out how the traffic signal system will be
operated and managed to meet the Town's goals and objectives for safe and efficient traffic
signal operations.
Develop a Functional Class Map for Town of Marana for use with planning, engineering, and
maintenance activities.
Improve the process by which over-sized vehicle permits are evaluated.
100Marana Study Session 04/27/2021 Page 105 of 190
Develop formal documentation of all policies, procedures and practices for Traffic Operations
activities.
Capital Improvement Program:
Complete construction of Cal Portland Shared Use Path
Complete construction of Lon Adams Road
Complete State Land acquisitions and potentially start construction of Twin Peaks over
Rattlesnake Pass
Complete construction of the next phase of Silverbell Road Sidewalks
Complete design and construction of Rillito Village Trail Drainage Improvements
Complete construction of the 2022 Pavement Preservation Program
Complete subsurface stabilization for the Pines Subdivision
Complete design for El Rio Disc Golf
Design and Construct the Pole Barn at the Heritage Farm
Complete construction for airport runway lighting project
Start design for Adonis Extension Ph2
Start design for Marana Main Street Extension
Start design for Tangerine Farms Road, Marana Road to I-10
Start design for Tangerine Road Widening, Phase 2A
Complete site selection study and start design for Marana Community & Aquatic Center
Complete construction of MMC Drainage Improvements
Complete second phase rehabilitation of Postvale/Grier Roads
Complete second phase rehabilitation of various roads in south Marana
Complete rehabilitation of Twin Peaks Road to west Town limit
Complete design & reconstruction of the MOC parking lot
Complete design & construction of MOC security walls and entry gate
Complete electrical improvements to Civic Center Drive
Complete LED street lighting project near Crossroads Park
Complete design and construction for El Rio Disc Golf
Complete construction for parking lot at El Rio
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
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
Percentage of vehicles
greater than 15 years of
age or near end of life
replaced
100% 100%
101Marana Study Session 04/27/2021 Page 106 of 190
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community To maintain the Town's streets at
an acceptable high level
Continue with the
Pavement Preservation 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%
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
35% 40%
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%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $3,700,905 $4,053,099 $4,112,088 $4,592,264 Note 1 $480,176
Contracted Services 2,531,147 4,200,306 3,859,195 4,251,469 Note 2 392,274
Operating Supplies &
Equipment 769,997 377,380 404,911 538,513 Note 3 133,602
Capital Outlay 12,697,885 6,806,875 26,084,491 30,893,246 Note 4 4,808,755
Debt Service 1,418 3,652 - - -
Restricted Budget - - 695,000 300,000 Note 5 (395,000)
Total by Category $19,701,352 $15,441,312 $35,155,685 $40,575,492 $5,419,807
102Marana Study Session 04/27/2021 Page 107 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $5,101,528 $6,283,510 $6,446,983 $7,280,734 Note 6 $833,751
Highway User Revenue
Fund 2,468,042 4,070,944 4,166,655 3,891,548 Note 7 (275,107)
South Benefit Area
Impact Fee - - 535,000 5,541,280 5,006,280
Park Impact Fee Fund - 2,008 - - -
Transportation Fund 10,623,936 4,720,199 19,407,698 13,843,199 5,564,499)
Pima Association of
Governments - - - 189,000 Note 8 189,000
Other Agency 88,768 - 2,010,000 8,510,000 6,500,000
RTA 1,301,722 17,157 - 750,000 750,000
Northeast Benefit Area
Impact Fee 180 - 43,582 8,582 (35,000)
Other Capital Projects 114,463 347,494 2,510,767 561,149 1,949,618)
Northwest Benefit Area
Impact Fee 2,713 - 35,000 - (35,000)
Total by Fund $19,701,352 $15,441,312 $35,155,685 $40,575,492 $5,419,807
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Public Works Director 1.00 1.00 1.00 1.00 -
Public Works Deputy Director 1.00 1.00 1.00 1.00 -
Traffic Manager 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Fleet Division
Superintendent 1.00 1.00 1.00 1.00 -
Lead Fleet Technician 1.00 1.00 1.00 1.00 -
Fleet Technician II 2.00 2.00 2.00 2.00 -
Fleet Technician I 1.00 1.00 1.00 1.00 -
Equipment Mechanic 1.00 1.00 1.00 1.00 -
103Marana Study Session 04/27/2021 Page 108 of 190
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Streets Division
Superintendent 1.00 1.00 1.00 1.00 -
Traffic Technician III 1.00 1.00 1.00 1.00 -
Traffic Technician II 1.00 1.00 1.00 1.00 -
Traffic Technician I - 1.00 - - -
Signs & Markings Technician I - - 1.00 1.00 -
Signs & Markings Specialist 1.00 1.00 1.00 1.00 -
Public Works Supervisor 2.00 2.00 2.00 1.00 (1.00)
Equipment Operator II 1.00 1.00 1.00 1.00 -
Equipment Operator I 2.00 3.00 3.00 3.00 -
Maintenance Associate III 7.00 7.00 7.00 3.00 (4.00)
Maintenance Associate II 4.00 4.00 4.00 4.00 -
Maintenance Associate I 1.00 1.00 1.00 4.00 3.00
Engineering Aide 1.00 1.00 1.00 1.00 -
Engineering Specialist 1.00 1.00 1.00 1.00 -
Assets Coordinator 1.00 1.00 1.00 - (1.00)
Facilities Division
Superintendent 1.00 1.00 1.00 1.00 -
Public Works Supervisor 1.00 1.00 1.00 1.00 -
Facilities Tradesman 2.00 2.00 2.00 2.00 -
Facilities Technician II 1.00 2.00 2.00 3.00 1.00
Facilities Technician I 1.00 1.00 1.00 1.00 -
Custodian II - - - 1.00 1.00
Custodian I - - - 3.00 3.00
Capital Improvement Program
CIP Engineering Division Manager 2.00 2.00 2.00 2.00 -
Project Manager 3.00 3.00 3.00 3.00 -
CIP Process Analyst 1.00 1.00 1.00 1.00 -
Construction Inspector 2.00 3.00 3.00 3.00 -
Right of Way Inspector 1.00 1.00 1.00 1.00 -
Real Property Acquisition Agent 1.00 - - - -
Project Coordinator - CIP 1.00 1.00 1.00 1.00 -
Engineering Document Clerk 1.00 - - - -
Real Property Coordinator - 1.00 1.00 - (1.00)
Total Public Works 53.00 56.00 56.00 57.00 1.00
104Marana Study Session 04/27/2021 Page 109 of 190
Budget Notes and Changes
1. Personnel & Benefits – Increase is related to the reorganization of the Engineering Department,
with most of the CIP division positions moving to Public works, while also adding one new
facilities Technician II position and four new Custodian positions. Additional increases relate to
performance pay adjustments and other benefits adjustments for existing and new positions
that will be hired in fiscal year 2021-2022. The new Custodian positions will replace the
currently contracted custodial services contract and will provide for an improved level of
service to Town facilities.
2. Contracted Services – Increase primarily due to higher funding for the Pavement Preservation
Program which was partially offset by decreased costs related to landscaping operations and
maintenance costs that moved to the Parks and Recreation and Recreation Department.
3. Operating Supplies & Equipment – Increase is related to budget furniture costs for CIP
personnel moving to the public works department space in the MOC building as part of the
reorganization. Increased costs are also related to new gym equipment to be purchased for
the MOC complex.
4. Capital Outlay – Increase associated with one-time purchases and capital projects such as
the Twin Peaks Rattlesnake Pass Widening project and Tangerine Road Widening project.
Please refer to the separate Capital Improvement Plan section in this document for more
details on all capital projects.
5. Restricted – Costs in this line item are associated with restricted contingency items in the
Highway User Revenue Fund such as emergency road repair, storm damage repairs and
funding for potential maintenance and repairs at the MMC building.
6. General Fund – Increase is associated with the personnel & benefits changes noted above as
well as multiple capital projects such as Civic Center Dr. electrical improvements, Cortaro
Farms Beautification, and MMC Drainage Improvements.
7. Highway User Revenue Fund – Decrease is primarily associated with the completion of several
large vehicle purchases, the Adonis Subdivision Drainage Improvements project and the Pines
Roadway Stabilization 2020 project in fiscal year 2020-2021.
8. Pima Association of Governments – Funding for the planning and design phase of the Dove
Mountain to Moore Rd Signal capital project may begin construction as early as fiscal year
2022-2023.
9. Remaining funds – Funding is programmed from several sources for the completion of an
impact fee study and a variety of ongoing and new capital projects including the Tangerine
Road Widening and Twin Peak Road Rattlesnake Pass widening capital projects. For more
details please refer to the Town’s Capital Improvement Plan section of this document.
105Marana Study Session 04/27/2021 Page 110 of 190
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.
2020 – 2021 Accomplishments
The “Ten Year Marana Parks and Recreation Department’s Master Plan 2020-2030” was
completed and adopted by Mayor and Council on February 2, 2021.This comprehensive planning
document will be a road map for the Town’s parks and recreation development for the next
decade.
As part of the “10 Year Parks and Recreation Department Master Plan” a 16 person Advisory
Committee was organized, it was made up of a of a diverse group of Marana residents
representing a variety of stakeholder groups including youth sports, hiking and mountain biking,
swimming, seniors, and groups with environmental interests
Office Move, in the Summer of 2020 the Parks and Recreation Department moved from their long
time Parks & Recreation office on Lon Adams Road into their new office at the MMC Complex,
first floor of Building “B”. This new office in Building “B” will provide the Parks & Recreation
Department the room needed to accommodate their growing staff.
Construction of the El Rio Preserve CMID water connection was completed and activated,
bringing water into the El Rio Preserve year-round.
Completion and opening of the Central Arizona Project (CAP) temporary Trailhead in conjunction
with Pima County. This trailhead is accessed from the new Adonis road. This access will allow path
users to enjoy the CAP trail from Tangerine Road north to the Pinal County line.
Parks & Recreation Staff worked closely with Developer Crown West, during the design and
selection of materials for the new soccer fields at Gladden Farms Community Park. Construction
for these fields started in December 2020 and are planned to be open in the Fall of 2021.
The design of the CalPortland segment of the Shared Use Path (SUP) was completed, Construct
and opening of this 1.8 miles section connecting Gladden Farms Community Park to Avra Valley
Road should be completed by December 2021. This will connect North Marana to the entire 100
plus miles of the Pima County Loop trail system.
Facility conversion, in an effort to maximize recreation program space Parks and Recreation
management converted one tennis court in Ora Mae Harn Park into three Pickleball courts. This
Administration
Recreation
Outdoor Paths/Trails, Sports/Aquatics, Seniors, Community Enrichment
Park Maintenance
Parks & Recreation Director
106Marana Study Session 04/27/2021 Page 111 of 190
facility conversion is a good example of how the Parks and Recreation Department is trying to
maximize existing facilities to better serve the public.
In efforts to maintain essential services during the COVID-19 Pandemic, Recreation staff hosted
five (5) months of Team T.O.M. Camp to assist employees in need of childcare solutions during
state-wide closures.
Recreation staff implemented new safety protocols at all programs to continue modified services
for the community during the COVID-19 pandemic.
Department was awarded two (2) Outstanding Program Awards at the 70th annual Arizona Parks
and Recreation Association Conference. Awards acknowledged outstanding programs in the
Aquatics category for Doggy Paddle Pool Party and the Active Adult category for Senior Program
Law Enforcement Appreciation Day
Recreation Superintendent, Corey Larriva, received the 2020 President’s Award from the Arizona
Parks and Recreation Association. The APRA President’s Award highlights and recognizes one
member who has provided outstanding service and dedication to the organization and industry.
Staff created and hosted a comprehensive Peanut Butter and Jelly Drive to assist residents in
need. All donations were distributed through a partnership with the Marana Resource Center and
Community Food Bank. More than 700 jars of peanut butter and jelly were collected.
The department partnered with Communications to develop a digital education and programs
during the State mandated the stay at home orders. This campaign included a video series,
social media tutorials, and online games targeted at engaging families to stay active, stay
connected while staying at home to reduce the spread of Covid-19
Installed new raised beds at HRP community garden to enhance the user experience
Constructed and installed ramada reservation holder frames in parks and at sports fields to
improve customer service for facility users
Improved aesthetics at Ora Mae Harn Pool and increased useable deck space by removing
shade structure
Implemented safety practices/protocols in Town parks and facilities to increase safety related to
COVID-19: closed/cordoned all playgrounds, restrooms, and ramadas; deactivated all drinking
fountains; spray sanitized all heavy touch surfaces including some Town work areas.
Continued proven turf management practices by aerating all turf areas in all parks achieving nine
inches depth to provide needed oxygen, water penetration and soil de-compaction for softer
more healthy fields.
Achieved certification for year five as Tree City USA.
Installed new Sportaflex home run fences on 4 Continental Ranch Community Park ball fields
Made improvements to soil/infields at Crossroads District Park, Continental Ranch Community Park
and Ora Mae Harn Park to improve playing conditions and increase safety.
Extended 2-wire irrigation control and water from Heritage River Park to Honea Heights pocket
park.
Instituted Vector control program in El Rio Preserve and, in all parks, and along Shared Use Path
flooded areas to mitigate mosquito infestation.
2021 – 2022 Goals and Objectives
Saguaro Bloom Community Park, construct and open phase 1.
Partner with Marana Unified School District to host a district-wide environmental educational
program for elementary students at the El Rio Preserve.
Launch the #RunMarana Race Series rebrand.
Promote, and program activities at the new CAP Trailhead.
107Marana Study Session 04/27/2021 Page 112 of 190
Promote and program activities at new Ora Mae Harn Park Pickleball courts.
Construct new parking for El Rio Disc Golf Course and El Rio Recreation Area.
Construct new El Rio Disc Golf Course.
Construct new structure to replace Pole Barn at Heritage River Park.
Develop a cost recovery model for recreation programs and create a policy and tools for
implementation.
Integrate Public Works Landscape Maintenance crew into Parks and Recreation operation and
all associated functions
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY2021
Actual
FY2022
Target
Progress and
Innovation
The Town will have a new
feature (wildlife Island) to
enhance the visitor
experience at the El Rio
Preserve
% of in-house resources
used to complete the
wildlife island
100% 100%
Recreation
A 10 Year Masterplan that
has public support and
addresses the recreation
needs of Marana
Participation in the planning
progress through public
outreach and information
gathering.
Increase
total
enrollment
by 15%
Increase
total
enrollment
by 15%
Recreation
To provide high quality,
entertaining recreation
activities that are valued by
participants
Program Satisfaction Survey
ratings provided by
program participants
12% 15%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $2,486,831 $2,641,426 $2,814,381 $3,785,147 Note 1 $970,766
Contracted Services 690,104 555,285 679,830 1,069,012 Note 2 389,182
Operating Supplies &
Equipment 963,768 961,630 1,007,566 1,187,706 Note 3 180,140
Capital Outlay 1,158,297 791,418 2,636,903 2,772,007
Note 4 135,104
Restricted Budget - - 73,341 - Note 5 (73,341)
Total by Category $5,299,000 $4,949,759 $7,212,021 $8,813,872 $1,601,851
108Marana Study Session 04/27/2021 Page 113 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $4,559,358 $4,167,110 $4,723,832 $6,325,737 $1,601,905
HURF - - - 383,500 Note 2 383,500
Park Impact Fee 709,126 414,224 2,430,189 2,046,635 (383,554)
Other Agency - 95,160 - - -
Other Agency Capital
Projects 30,516 273,265 58,000 58,000 -
Total by Fund $5,299,000 $4,949,759 $7,212,021 $8,813,872 $1,601,851
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Parks - Administration
Parks & Recreation Director 1.00 1.00 1.00 1.00 -
Parks & Recreation Deputy Director 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 2.00 1.00
Superintendent 1.00 1.00 1.00 1.00 -
Business Process Manager - 1.00 1.00 1.00 -
Recreation Division
Recreation Coordinator 1.00 - - - -
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
Maintenance Division
Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 2.00 3.00 3.00 3.00 -
Irrigation Control Specialist 2.00 2.00 2.00 2.00 -
Assets Coordinator 1.00 1.00 1.00 - (1.00)
Maintenance Associate III 10.00 10.00 10.00 15.00 5.00
Maintenance Associate II 4.00 4.00 4.00 4.00 -
Maintenance Associate I 5.00 5.00 5.00 7.00 2.00
Aquatics Division
Recreation Coordinator 1.00 - - - -
Facilities Tradesman - - - 1.00 1.00
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
109Marana Study Session 04/27/2021 Page 114 of 190
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Special Interests Division
Customer Service Representative 2.00 2.00 2.00 2.00 -
Recreation Coordinator 1.00 - - - -
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
Outdoor Division
Recreation Coordinator 1.00 - - - -
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer - - - 1.00 1.00
Maintenance Associate III 1.00 1.00 1.00 1.00 -
Maintenance Associate I 1.00 1.00 1.00 1.00 -
Total Parks & Recreation 40.00 42.00 42.00 52.00 10.00
Budget Notes and Changes
1. Personnel & Benefits – Increase associated primarily with a departmental re-organization
moving five maintenance associate positions from Public Works to the Parks & Recreation
Maintenance division as well as budgeting capacity to hire an additional Maintenance
Associate II position, a Maintenance Associate I position, a Facilities Tradesman position, and a
Recreation Programmer position that will assist with the maintenance and operations of the
department as more assets are added to the Department’s portfolio (parks, soccer fields,
etc.). In addition to new positions, personnel & benefits increased due to benefits and
performance pay adjustments in fiscal year 2020-2021 and budgeted in fiscal year 2021-2022.
2. Contracted Services – Increase primarily due to weed control and landscaping costs which
moved from the Public Works department to the Parks & Recreation maintenance division.
Most of these costs are in HURF funded.
3. Operating Supplies & Equipment – Increase primarily due to Irrigation water costs to provide
water to newly expanded parks and the El Rio Preserve and for new equipment purchases for
youth sports programs.
4. Capital Outlay – Most of what is budgeted in capital outlay is carry-forward for the Santa Cruz
Shared Use Path at CalPortland capital project. The project was programmed to be
constructed in fiscal year 2020-2021 but is not expected to begin construction until fiscal year
2021-2022. The increase is also related to various new capital projects that will be funded by
the General Fund such as the El Rio Recreation Area parking lot and Disc Golf Course.
5. Restricted – Prior year restricted funding was budgeted for the one-time purchases of a large
area mower and other parks related equipment, to be used only if economic conditions were
better than anticipated and if new parks were added to the Town’s portfolio during fiscal year
2020-2021. As the new parks will be added to the Town’s portfolio in the near future, the large
area mower has been included in the fiscal year 2021-2022 budget.
110Marana Study Session 04/27/2021 Page 115 of 190
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.
2020 – 2021 Accomplishments
Received Marana Animal Services first grant from Arizona Companion Animal Spay and
Neuter License Plates for the Town’s spay/neuter and TNR programs
Despite issues brought on by COVID-19, strategically found ways to social distance while still
meeting the needs of the community
Held five successful animal services programs, spay/neuter, vaccination and microchip
Held community electronic, paper shred, grease and Christmas tree recycling events
Completed rehabilitation on six qualifying homes that included AC units, roof replacements,
water heaters, and plumbing assistance
Provided 35 community dumpsters to the neighborhoods throughout the Town for
neighborhood cleanups
Successfully utilized The Town’s Nextdoor social media platform to strengthen communications
with neighborhoods and residents during this difficult pandemic. The Town has over 18,000
households currently on Nextdoor
CDBG
Housing Rehab
Colonia Cleanup
Neighborhood Outreach & Services
Transit Services
Code Enforcement Animal Services
Community & Neighborhood Services Director
111Marana Study Session 04/27/2021 Page 116 of 190
2021 – 2022 Goals & Objectives
Establish the Town’s first Neighborhood Preservation Code
Begin preparations for the Town to begin its own CDBG program
Continue to look for partners to bring new programs or community events to the Town
Create a program for monitoring off-site donation bins throughout the Town
Increase opportunities and participation in the Community Restitution Program
Improve communication of the Neighborhood Mediation Program to residents
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected
Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
To enhance the
community, protect
property values,
and engage the
community
Increase the voluntary compliance by
property owners on violation notices 98% 93%
Tons of refuse collected from utilization of
the Community Trailer by residents/
communities
22 tons 45 tons
Tons of refuse collected in community
dumpsters provided in Neighborhoods 55 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
146 pets 250 pets
YoY increase registered users on Marana
Pets App 568 users 500 users
Return more pets to owners than are taken
to shelter 49% 55%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $715,431 $815,374 $796,991 $838,906 Note 1 $41,915
Contracted Services 161,021 180,929 309,747 377,220 Note 2 67,473
Operating Supplies &
Equipment 114,666 126,028 274,917 270,104 (4,813)
Capital Outlay 11,074 37,503 77,000 - Note 3 (77,000)
Restricted Budget - - 10,000 3,500 (6,500)
Total by Category $1,002,192 $1,159,834 $1,468,655 $1,489,730 $21,075
112Marana Study Session 04/27/2021 Page 117 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $947,859 $1,085,964 $1,163,998 $1,172,320 $8,322
Community Development
Block Grant 54,333 50,396 180,000 180,000 -
Revolving Affordable Housing
Fund - 23,474 124,657 137,410 12,753
Total by Fund $1,002,192 $1,159,834 $1,468,655 $1,489,730 $21,075
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Community Neighborhood Services Director 1.00 1.00 1.00 1.00 -
Community Outreach Coordinator 1.00 1.00 1.00 1.00 -
Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 -
Community Services Specialist 1.00 - - - -
Executive Assistant - 1.00 1.00 1.00 -
Code Enforcement
Chief Code Enforcement & Animal Control
Officer 1.00 1.00 1.00 1.00 -
Code Enforcement Officer II 1.00 1.00 1.00 1.00 -
Code Enforcement Officer I - 1.00 1.00 1.00 -
Animal Services
Animal Control Officer 3.00 3.00 3.00 3.00 -
Total Community & Neighborhood Services 9.00 10.00 10.00 10.00 -
Budget Notes and Changes
1. Personnel & Benefits – Increase primarily due to benefits and performance pay adjustments in fiscal year
2020-2021 and budgeted for fiscal year 2021-2022.
2. Contracted Services – Change is associated with budgeted consulting services for a consolidated
CDBG program plan and an increase in budget appropriations in the Revolving Affordable Housing
Special Revenue Fund. The latter may be used as needed during the year.
3. Capital Outlay – Prior year expenses related to the one-time purchase of a new animal control vehicle
for the improved operations of the division and safety of animals during transportation in hot weather.
113Marana Study Session 04/27/2021 Page 118 of 190
WATER
Department Overview
Marana Water is committed to providing our customers with safe, reliable, efficient water and water
reclamation services through utilization of effective industry practices, innovative technology, and
the strategic use of water resources.
We have an obligation to make sure that our residential customers, business customers and other
public entities such as our schools, medical facilities and parks have reliable access to the water they
need. Marana is committed to this mission and is taking proactive steps to achieve it.
2020 – 2021 Accomplishments
Replaced approximately eight hundred water meters as part of the aging meter program
Installed over four hundred water meters (to date) to accommodate new growth
Moved main water offices from the Marana Operations Center (MOC) to the Marana
Municipal Complex (MMC)
Maintained all customer service, production and delivery of water service during the global
COVID-19 pandemic
Transferred all billing and fee collection to Finance
Suspended all disconnects for nonpayment in an effort to ensure all customers had access to
safe, reliable water to maintain proper hygiene during the pandemic
Continued public outreach on Instagram
Created a payment plan program and a customer assistance/financial hardship program
Expanded the use of Cartegraph for customer service to capture over 90% of customer
service work orders
Successfully created a new billing cycle to increase efficiency in meter reading both for the
office and the field staff
Collaborated with Development Services Department on new software implementation for
plan review, permitting, inspection, and fee collection
Awarded a Groundwater Conservation Grant from the Arizona Department of Water
Resources Water Management Assistance Program
Replaced and upgraded meter reading software
Completed the construction of the Airline/Lambert and Picture Rocks Water Treatment
Campuses for the removal of unregulated compounds and begin operation
Continued updating SCADA infrastructure based on SCADA Master Plan recommendations
Capital Improvements Regulatory
Water Delivery, Production & Quality Customer Service & Engagement
Water Director
114Marana Study Session 04/27/2021 Page 119 of 190
Replaced all SCADA servers
Began the Water Infrastructure Improvement Plan update
Began an update to the 2010 Potable Water Master Plan
Continued AMI implementation
Selected a new customer information system and began implementation
Executed an agreement with the City of Tucson to wheel a portion of Marana’s CAP
allocation to locations in Marana that otherwise may not receive water service
Began construction of the Tangerine W+ to X-Zone Booster Station and PRV
Initiated online water availability requests
Rehabilitated the Gladden Farms Well
Complete design of the new Marana Park Reservoir
Update Town Code to require evaluation of non-potable use with every new development
Designed and drilled the Marana Park Well to meet growth and water quality goals
Recharged approximately 650 acre-feet of treated effluent in FY 2021 (ongoing)
Begin work with water resources consultant to evaluate viability of NIA reallocation and
evaluate water supply opportunities
Continued design of the Continental Reserve 24-inch Tie-In to connect the Hartman Vistas and
Picture Rocks water systems
Continue with valve assessment and replacement program
Continued design of the Northwest Recharge, Recovery, and Delivery System (NWRRDS) in
partnership with other water providers in the region
Continued implementation of the asset management program by converting paper
processes to an electronic format increasing efficiencies
Continued partnerships with other local community water suppliers
Upgraded Marana Park Booster Station pumps to accommodate demand and pressure issues
2021 – 2022 Goals & Objectives
Continue meter replacement program; replace 400-500 meters
Install 851 new meters
Complete the design of the Continental Reserve 24-inch Tie-in
Equip Marana Park Well
Complete construction of the Marana Park Reservoir
Begin construction of the Northwest Recharge, Recovery and Delivery System (NWRRDS) with
Metro Water and Oro Valley
Complete the implementation of a new Customer Information System
Rehabilitate the Sandario Well Begin work on line replacement program
Continue with valve assessment and replacement program
Continue with well electrical upgrade program-Amole
Complete impact fee study
Continue implementation of the asset management program
Complete implementation of new customer information system including new customer portal
Continue to replace the current SCADA system with updated infrastructure based on
recommendations from the SCADA Master Plan
Continuously develop and implement a conservation based messaging campaign for
customer base
Continue forward with AMI implementation system-wide
115Marana Study Session 04/27/2021 Page 120 of 190
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure
FY 2021
Actual
FY 2022
Target
Community Continuous increase in number of
water customers
Number of new
water customers 633 458
Community
Provide resources necessary to
maintain the water distribution
system and accurately account for
water produced and consumed
Percent of lost and
unaccounted for
water
6% 4.5%
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $1,747,854 $2,013,803 $2,287,468 $2,799,225 Note 1 $511,757
Contracted Services 1,328,531 1,175,850 1,864,023 2,316,696 Note 2 452,673
Operating Supplies &
Equipment 1,762,933 1,903,656 2,279,971 2,495,288 Note 3 215,317
Capital Outlay 1,989,646 15,889,328 13,127,812 8,221,394 Note 4 (4,906,418)
Debt Service 1,636,736 1,646,633 1,399,956 1,501,773 Note 5 101,817
Restricted Budget - - 258,350 317,000 Note 6 58,650
Transfers Out 1,527,034 1,530,740 1,530,337 2,154,183 Note 7 623,846
Total by Category $8,465,700 $22,629,270 $22,747,917 $19,805,559 $(2,942,358)
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Water Operating Fund $5,337,843 $12,745,169 $7,658,018 $9,581,972 Note 8 $1,923,954
Water Capital Fund 1,205,305 7,613,365 10,034,029 4,199,800 (5,834,229)
Water Infrastructure 292,273 739,996 3,160,533 3,745,424 584,891
Renewable Resources
Fund 1,630,279 1,530,740 1,895,337 2,278,363 383,026
Total by Fund $8,465,700 $22,629,270 $22,747,917 $19,805,559 $(2,942,358)
116Marana Study Session 04/27/2021 Page 121 of 190
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Water Director 1.00 1.00 1.00 1.00 -
Water Deputy Director 1.00 1.00 1.00 1.00 -
Water Business Services Coordinator 1.00 1.00 1.00 1.00 -
Water Business Services Analyst - - - 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00 1.00 -
Water Production Supervisor 1.00 1.00 1.00 1.00 -
Water Resource Coordinator 1.00 1.00 1.00 1.00 -
Water Quality Supervisor - - 1.00 1.00 -
Water Quality Specialist 1.00 1.00 - - -
Water Quality Technician - 2.00 2.00 2.00 -
Water Construction Inspector 1.00 1.00 1.00 1.00 -
Facilities Tradesman - - 1.00 1.00 -
Water Operator III 2.00 2.00 2.00 2.00 -
Water Operator II 6.00 6.00 7.00 7.00 -
Water Operator I 1.00 1.00 1.00 2.00 1.00
Civil Engineer 1.00 1.00 1.00 2.00 1.00
Water Billing Specialist 2.20 2.60 2.60 2.60 -
SCADA Administrator 1.00 1.00 1.00 1.00 -
Water Technology Support Specialist II 1.00 1.00 1.00 1.00 -
Assets Coordinator 1.00 1.00 1.00 - (1.00)
Executive Assistant 1.00 1.00 1.00 1.00 -
Water Operations Manager 1.00 1.00 1.00 1.00 -
Total Water Department 25.20 27.60 29.60 29.60 2.00
Budget Notes and Changes
1. Personnel & Benefits – Increase in this category is attributable to the addition of a new Water Business
Services Analyst position, a new Water Operator I position, and a new Civil Engineer position for fiscal
year 2021-2022. The positions were programmed in the rate study approved by Council in fiscal year
2019-2020 and will aid in the operation and maintenance of all water and water reclamation assets.
Additional increases are attributable to performance pay adjustments in both fiscal year 2020-2021 and
budgeted in fiscal year 2021-2022.
2. Contracted Services – Increase related to system repairs and meter replacements due to aging
infrastructure, increased water sampling costs related to the two new water treatment facilities and for
planned system repairs including the Honea West well.
3. Operating Supplies & Equipment – Increase primarily due to higher utility costs associated with the
operation of the new treatment plants, increase to the costs of wholesale and CAP water and charges
for services and support provided by the general fund.
117Marana Study Session 04/27/2021 Page 122 of 190
4. Capital Outlay – The decrease is primarily attributed to the construction of the Water Treatment Plants
that were completed in fiscal year 2020-2021. For more details please refer to the Town’s Capital
Improvement Plan.
5. Debt Service – Increase related to higher interest and fees for WIFA loans used to fund the construction
of the new water treatment plants. Amounts increased as we are now drawing down the final amounts
from these loans.
6. Restricted – For unanticipated expenses during fiscal year 2020-2021, including emergency water
hauling in case of emergency caused by a well failure which would require the department to hall
water in order to continue providing service to existing customers.
7. Transfers out – These amounts provide cash from the operating or impact fee funds toward schedule
debt service payments or for the funding of capital projects.
8. Water Operating Fund – Increases are associated with a combination of salary increases for town new
positions and performance adjustments, increased operating and maintenance costs, and increased
debt service payments for the WIFA loans being drawn down to fund the construction of the Water
Treatment Plants project.
9. Remaining funds – Decreases in the remaining Water funds are due to the completion of the two water
treatment capital projects in fiscal year 2020-2021. For more details on water related projects for fiscal
year 2021-2022 please refer to the Town’s Capital Improvement Plan.
118Marana Study Session 04/27/2021 Page 123 of 190
WATER RECLAMATION
Department Overview
Marana Water is committed to providing our customers with safe, reliable, efficient water and water
reclamation services through utilization of effective industry practices, innovative technology, and
the strategic use of water resources.
The Town will endeavor to ensure effluent owned by the Town is put to the highest and best possible
use to meet long term planning goals and objectives of the Town.
2020 – 2021 Accomplishments
Completed construction of the Adonis Lift Station and Force Main
Rehabilitated the Airport Lift Station and sewer infrastructure.
Aquifer Protection Permit Amendment (Clean closure of package plants, Headworks, &
Clarifiers) was realized
Implemented asset management program utilizing a Computerized Maintenance
Management System (CMMS). To date, 50% of Water Reclamation Facility (WRF) and 80% of
sewer conveyance system assets have been downloaded into Cartegraph and PM work
orders are being auto-generated
Updated Continuity of Operations Plan (COOP) for the WRF and collection system
Cleaning of sewer mains, CCTV, and manhole inspections were performed in all the Gladden
Farms subdivisions
Implemented a pilot odor Control measures applied at the Saguaro Bloom Lift Station and
Rillito Vista Lift Station that flows into the Tangerine/Downtown Phase II alignment Odor control
measures (carbon pillows in manholes) were applied in San Lucas
Completed design of the Clark Farms Flow Splits and the Marana-Sanders 21-inch main and
began construction
Began rehabilitation of sanitary sewer conveyance system; Planned removal and
replacement 3 end of service life manholes on Sanders Rd. to coincide with Marana-Sanders
21-inch main upgrade
Capital Improvements Regulatory
Wastewater Treatment
& Collection Customer Service & Engagement
Water Director
119Marana Study Session 04/27/2021 Page 124 of 190
2021 – 2022 Goals & Objectives
Add 606 new sewer connections to the system
Continue rehabilitation of sanitary sewer conveyance system; Remove and replace end of
service life manholes on Sanders Rd, Marana Rd., and Stingray Rd.
Complete construction of the Clark Farms Flow Splits and the Marana-Sanders 21-inch main
Vector control program all of sanitary sewer system (all manholes every other year per
CMOM).
Continue to work with local, state, and federal regulatory agencies to maintain compliance
and operation of the wastewater reclamation facility and sanitary sewer conveyance system.
Continue to implement the asset management program utilizing a Computerized
Maintenance Management System (CMMS).
Clean, CCTV, and manhole inspections of the next quarter in the rotation of the sanitary sewer
conveyance system (~15 miles).
SCADA upgrades for the Lift Stations (Saguaro Bloom & Rillito Vista).
Rehab/Upgrade of the Rillito Vista Lift Station.
Permanent Odor Control measures applied at the Saguaro Bloom Lift Station and Rillito Vista
Lift Station that flows into the Tangerine/Downtown Phase II alignment.
Review and update of Capacity, Management, Operations and Maintenance (CMOM) Plan.
Water Reclamation Facility (WRF) Screw Press No. 2 (design, procure, install).
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure
FY 2021
Actual
FY 2022
Target
Community Continuous increase in number of
sewer customers
Number of new
sewer customers 478 308
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
120Marana Study Session 04/27/2021 Page 125 of 190
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $537,217 $552,114 $583,306 $618,590 Note 1 $35,284
Contracted Services 269,360 351,615 477,000 813,400 Note 2 336,400
Operating Supplies &
Equipment 157,019 283,359 302,800 365,306 Note 3 62,506
Capital Outlay - - 2,122,515 1,271,551 Note 4 (850,964)
Debt Service 1,193,915 789,381 858,781 873,165 Note 5 14,384
Restricted Budget - - 118,000 - (118,000)
Transfers Out 4,123,021 2,703,342 1,516,110 2,377,110 Note 6 861,000
Total by Category $6,280,532 $4,679,811 $5,978,512 $6,319,122 $340,610
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Water Reclamation Operating
Fund $3,871,529 $2,609,018 $2,497,887 $3,736,861 Note 7$1,238,974
Water Reclamation Capital
Fund 1,025,103 670,143 1,394,565 1,016,400 Note 4 (378,165)
Water Reclamation Impact
(Post SB) 1,383,900 1,400,650 2,086,060 1,565,861 Note 4 (520,199)
Total by Fund $6,280,532 $4,679,811 $5,978,512 $6,319,122 $340,610
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Water Reclamation Operations Manager 1.00 1.00 1.00 1.00 -
Chief Water Reclamation Operator 1.00 1.00 1.00 1.00 -
Water Reclamation Operator II 2.00 2.00 2.00 2.00 -
Water Reclamation Operator I 1.00 1.00 1.00 1.00 -
Water Reclamation Mechanic 1.00 1.00 1.00 1.00 -
Associate Water Reclamation Mechanic 1.00 1.00 1.00 1.00 -
Total Water Reclamation Department 7.00 7.00 7.00 7.00 -
121Marana Study Session 04/27/2021 Page 126 of 190
Budget Notes and Changes
1. Personnel & benefits – The major change between fiscal years is primarily due to performance
pay adjustments in both fiscal year 2020-2021 and budgeted in fiscal year 2021-2022.
2. Contracted Services – The major change between fiscal years is primarily due to increased system
repair and maintenance and upgrades to the sanitary sewer collection system. These include
replacement of a UV Weir and a sand filter compressor.
3. Operating supplies and equipment – This category accounts for the majority of costs to operate
the recently constructed water reclamation facility. The increase is primarily due to increased
electrical costs from additional flows at the facility and developer rebates related to a protected
facility agreement.
4. Capital outlay – In the operating fund, this category includes the purchase and replacement of
vehicles, equipment and infrastructure necessary to provide services. Such purchases for such
items were not deemed necessary for fiscal year 2021-2022. In the capital and impact fee funds,
this category includes budget for capital improvement projects. The overall decrease is
associated with the completion of the Adonis sewer connection/rehab project in fiscal year 2020-
2021.
5. Debt Service – Increase primarily due to the new Adonis WIFA loan entered into in fiscal year 2020-
2021.
6. Transfers out – The increase is primarily due to the first payment of $50,000 being transferred to the
Transportation fund for the repayment of $2.4 million borrowed for the construction of the Water
Reclamation facility.
7. Water Reclamation Operating Fund – Increases are due to a combination of performance pay
salary adjustments, increased electricity costs and budget appropriations for certain system
repairs and upgrades.
122Marana Study Session 04/27/2021 Page 127 of 190
AIRPORT
Department Overview
The Airport department provides the community with a valuable general aviation air transportation
resource that is part of the National Air Transportation System and enhances and promotes the
aviation industry for the community while maintaining the highest level of safety and professional
customer service. The department also markets and leases airport land for aviation related
businesses and development. Other department duties include:
Maintain and enhance airport safety and security
Continue to align the airport with Town Strategic Plan
Seek new business development opportunities for the airport
Manage all Federal Aviation Administration Grants and State ADOT Aviation Grants
Manage and coordinate all construction activities on the airport
Perform inspections to ensure proper maintenance and compliance in accordance with FAA
regulations and grant assurances.
Coordinate with contractors and other departments to complete required airport
maintenance
Manage, coordinate and review all plans and specifications for airport projects
Prepare contracts for maintenance activities and consultant services
Ensure land use and airspace capability with aviation uses throughout the Town and the
County
Address public concerns with aeronautical activities and noise throughout the Town
Provide financial management of the airport’s operations capital improvement projects
budget
Provide presentations, press releases, and general information for community outreach and
community relations
Operations Supervisor Senior Maintenance Associate
Airport Director
123Marana Study Session 04/27/2021 Page 128 of 190
2020 – 2021 Accomplishments
Completed three ADOT grant projects.
o Runway 30 Safety Area Improvement Study ($150,000) – Runway 30 has an inadequate
safety area. This study will determine which type of mitigation option is most cost effective.
Options include re-aligning Avra Valley Rd., shifting the runway to the northwest, installing
an EMAS (Engineered Material Arrestor System), using declared distances and a displaced
threshold.
o Replace Runways 12-30 and Runways 3-21 MIRLs, Airport Beacon, and PAPIs Design
($175,000) – This project is for the design phase of replacing all of the runway lighting MIRLs
(medium intensity runway lights) with a new efficient LED system, PAPIs (precision
approach path indicator), and airport beacon light tower. All of the existing lights are
approaching the end of their 20 year useful life.
o Electrical Vault Switchgear Replacement ($50,000) – The airport’s electrical vault houses
all of the airport’s electrical equipment and regulators. This grant will fund the
replacement of some of the switchgear which had reached end of useful life.
Signed land lease agreement with The J D Russell Company to build corporate hangar
adjacent to East Ramp.
Applied for FAA Air Traffic Control Tower Siting Study grant.
Ongoing marketing of available airport land parcels for additional business development.
Crack sealed East Ramp and Taxiways A, C, and E.
2021 – 2022 Goals & Objectives
Conduct air traffic control Tower siting Study.
Continue to work with developers interested in individual and corporate hangar development.
Construction of Runways 12-30 and Runways 3-21 MIRLs, Airport Beacon, and PAPIs (ADOT-
$1,408,000).
Design West and East Hangar Apron Reconstruction (ADOT-$500,000).
Construction of The J D Russell Company corporate aircraft hangar.
Market land parcels available for additional business development.
Apply for air traffic control tower environmental assessment grant with FAA ($150,000).
Conduct airport open house event (November 2021).
124Marana Study Session 04/27/2021 Page 129 of 190
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Commerce Increase land lease income Lease revenue
$275,000 $273,000
Commerce Increase airport corporate jet
operations
Corporate jet
operations 1,500 1,600
Commerce Develop new airport hangars Overall aircraft
operations 88,000 90,000
RECOMMENDED - OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $257,773 $300,396 $290,663 $295,278 $4,615
Contracted Services 113,691 70,589 108,665 142,365 Note 1 33,700
Operating Supplies & Equipment 81,971 50,235 60,850 62,800 1,950
Capital Outlay 3,600,966 2,263,924 3,521,000 3,854,200 Note 2 333,200
Restricted Budget - - 125,000 141,000 Note 3 16,000
Total by Category $4,054,401 $2,685,144 $4,106,178 $4,495,643 $389,465
RECOMMENDED - OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Airport Operating Fund $453,435 $416,441 $585,178 $641,443 $56,265
Airport Capital Fund 3,600,966 2,268,703 3,521,000 3,854,200 Note 2 333,200
Total by Fund $4,054,401 $2,685,144 $4,106,178 $4,495,643 $389,465
125Marana Study Session 04/27/2021 Page 130 of 190
RECOMMENDED - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Airport Director 1.00 1.00 - - -
Airport Manager - - 1.00 1.00 -
Airport Operations Supervisor 1.00 1.00 1.00 1.00 -
Maintenance Associate III 1.00 1.00 1.00 1.00 -
Total Airport Operations 3.00 3.00 3.00 3.00 -
Budget Notes and Changes
1. Contracted Services – Increase associated with a new one-time project to install surveillance
cameras.
2. Capital Outlay – Increase associated primarily with the large capital project, Airport MIRL,
Beacon, PAPI Replacements budgeted to begin construction in fiscal year 2021-2022.
3. Restricted – Primarily available for outstanding contractual obligations that may come due in
fiscal year 2021-2022. Increase is related to additional budget capacity that may be needed
for landscaping and weed control services.
126Marana Study Session 04/27/2021 Page 131 of 190
CAPITAL IMPROVEMENT PLAN
127Marana Study Session 04/27/2021 Page 132 of 190
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2021 – 2022 Recommended CIP Plan
Overview
The Fiscal Year 2021-202 recommended 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 ongoing 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 the following: 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 from staff and the public.
The CIP committee met during the budget cycle to prioritize all requested CIP projects. The resulting
recommendations were presented to the Town Council by the Town Manager on February 23, 2021
at the Town Council CIP study session.
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 a variety of projects are constructed which
will benefit all residents of the community.
Proceeds used to study, acquire, replace, design and construct various capital improvements may
include:
Impact fees and improvement district bonds
Municipal Property Corporation and water revenue bonds
Pima County general obligation bonds
Transportation sales tax funds (75% of the Town’s construction sales tax dollars are dedicated
for transportation improvements)
128Marana Study Session 04/27/2021 Page 133 of 190
Pima Association of Governments (PAG) funding
Regional Transportation Authority (RTA) funds
Pima County Flood Control District (PCFCD) funds
State of Arizona funds
American Rescue Act Plan (ARPA)
Water utility revenues
Water Infrastructure Financing Authority Loans (WIFA)
General Fund dollars and various grant or third-party contributions
As shown by the following chart, the largest single CIP funding source comes from the Transportation
Fund at $13.8 million. This funding source accounts for the majority of the Town’s road infrastructure
projects and the reconstruction of neighborhood subdivisions.
Intergovernmental revenues are the second largest funding source in the fiscal year 2021-2022 CIP at
$12.1 million. They contain HURF and other agency type funds, including anticipated funding from
the state of Arizona to be used for the Tangerine to I-10 road widening project and from possible
state and federal aviation capital improvement grants.
Developer Fees, another large funding source at $11.8 million, are impact fee revenues associated
with construction and development. Other CIP funding sources primarily contain funding sources for
enterprise related projects.
Capital Improvement Program Summary
The cumulative five-year CIP for the Town of Marana totals $233.3 million from FY2022 through FY2026.
The chart below shows the breakdown by CIP category for the five-year period with road
infrastructure being the largest of the categories at $118.2 million and airport related projects the
second largest at $49.3 million.
General Fund, $2.4 M, 5%Intergovernmental,
$12.1 M, 26%
Transportation
Fund, $13.8 M,
29%
Develop. Fees, $11.8 M, 25%
Loan Proceeds,
$5.2 M, 11%
Other, $2.0 M, 4%
FY2022 CIP Funding Source
$47.3 Million
129Marana Study Session 04/27/2021 Page 134 of 190
The recommended fiscal year 2020-2021 CIP totals $47.3 million and is approximately 32% of the
recommended annual budget. Road infrastructure encompasses the largest portion of the
recommended CIP at $28.6 million. Water related projects are the second largest at $8.2 million or
17% 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, $49.3 , 21%Water, $23.6 , 10%
Water
Reclamation,
$3.2 , 1%
Road Infrastructure,
$118.2 , 51%
Parks & Public
Goods, $36.0 ,
16%
Buildings, $0.7 , 0%
Other, $2.3 , 1%
5-Year CIP (FY2022-2026)
$233.3 Million
Airport, $3.9 , 8%Water, $8.2 , 17%
Water
Reclamation,
$1.3 , 3%
Road Infrastructure,
$28.6 , 60%
Parks & Public
Goods, $3.1 ,
7%
Buildings, $0.7 , 2%
Other, $1.5 , 3%
FY2022 CIP by Category
$47.3 Million
130Marana Study Session 04/27/2021 Page 135 of 190
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalADA Compliance Program200,000 200,000 200,000 200,000 800,000 Adonis Road Extension Phase 2400,000 2,200,000 2,600,000 Air Traffic Control Tower401,000 1,560,000 14,400,000 16,361,000 Airport Drainage Study480,000 480,000 Airport EA, RWY 3-21, TWY B2, Hanger 6480,000 480,000 Airport MIRL, Beacon, PAPI Replacements1,863,200 1,863,200 Airport Taxiway A Reconstruction588,000 6,204,000 6,792,000 Airport Taxiway MITL Lights Upgrade1,603,200 1,603,200 Amole Electrical Upgrade160,000 160,000 Aquatics Center2,000,000 2,000,000 Barnett Channel, Tang Farms ConArch450,000 450,000 CAP Subcontract - NIA Reallocation215,500 215,500 215,500 215,500 215,500 1,077,500 Civic Center Dr, Electrical Improvements120,000 120,000 Clark Farms Flow Split158,397 158,397 Continental Com Park Loop Connection50,000 300,000 350,000 Continental Reserve 24-inch Tie-in120,266 2,530,000 2,650,266 Cortaro Rd Rehabilitation35,000 35,000 Cortaro, Cortaro Farms Beautification150,000 150,000 Court Jury Assembly Room511,956 511,956 Crossroads Park Path Entry Reconstruction90,000 90,000 Dove Mnt Bl-Moore Rd Signal, North189,000 551,250 740,250 East and West Apron Rehabilitation1,100,000 1,750,000 2,250,000 5,100,000 East Tangerine, Segment 1 Pipeline, Upsizing320,000 320,000 El Rio Disc Golf40,000 200,000 240,000 El Rio Preserve Connection134,129 134,129 El Rio Preserve Expansion65,000 400,000 465,000 El Rio Recreation Area Parking Lot170,000 170,000 131Marana Study Session 04/27/2021Page 136 of 190
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalGladden Farms Baseball Fields50,000 500,000 550,000 Heritage Park Pole Barn140,000 140,000 Heritage River Park Improvements1,000,000 1,000,000 Honea Heights Emergency Sewer Program75,000 75,000 Honea Heights Phase 250,000 1,000,000 1,050,000 Impact Fee Study, Water, FY202160,000 60,000 Integrated Water Resources Plan and DAWS185,000 185,000 LED Street Lighting AZ Pavilions North319,000 319,000 LED Street Lighting AZ Pavilions South230,000 230,000 LED Street Lighting Near Crossroads Park300,000 300,000 LED Street Lighting, Business Park Dr420,000 420,000 Lon Adams Rd, Reconstruction3,690,406 3,690,406 Marana Community Center30,000 2,000,000 15,000,000 10,000,000 27,030,000 Marana Main Street Extension300,000 3,000,000 3,300,000 Marana Park Reservoir2,432,124 2,432,124 Marana Park Well705,887 705,887 Marana Public Safety Facility531,149 531,149 Marana Rd-Sanders Rd 21-Inch Main76,754 76,754 Marana WRF, Screw Press 2825,000 825,000 MMC Drainage Improvements289,060 289,060 MMC Generator Upgrade800,000 800,000 MMC Interior Lighting Improvements202,000 202,000 MOC Parking Lot Reconstruction150,000 150,000 MOC Security Walls, New Entry Gate314,000 314,000 Moore Rd Rehab, Sanders Rd to I-10500,000 500,000 Moore Rd Rehabilitation, East and West of Dove Mtn220,000 220,000 MPD Console Modernization250,000 250,000 132Marana Study Session 04/27/2021Page 137 of 190
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalNorth Marana Pavement Rehabilitation45,000 45,000 NW Recharge, Recovery, and Delivery System3,577,730 6,900,000 650,000 11,127,730 Ora Mae Harn Park Renovation150,000 150,000 Oshrin Line Replacement105,000 105,000 Picture Rocks Interconnect284,750 1,196,750 1,481,500 Pines Settlement Repair, FY2022660,000 660,000 Pines Settlement Repair, FY2023460,000 460,000 Postvale Rd, Grier Rd Rehab Phase 2260,000 260,000 Postvale Rd, Grier Rd Rehabilitation20,000 20,000 Rillito Village Tr Drainage Improvements834,728 834,728 Rillito Vista Lift Station Upgrade191,400 191,400 Rwy 3-21, Twy B2, Hangar 6, Modifications900,000 900,000 9,120,000 10,920,000 Sandario Well Rehabilitation140,000 140,000 Sanders Rd 24-inch Water Line2,227,700 2,227,700 Santa Cruz Shared Use Path, at Calportland2,506,634 2,506,634 SCADA and Integrated Telemetry216,320 224,973 233,972 675,265 Sewer Conveyance System Rehab731,282 552,533 574,635 1,858,450 Silverbell Rd Sidewalk, TP to Coach315,000 315,000 Silverbell Rd Widening, Ina Rd to Sunset Rd400,000 2,000,000 2,400,000 South Marana Pavement Rehab Phase 2600,000 600,000 South Marana Pavement Rehabilitation35,000 35,000 Subdivsion Restoration(s)1,500,000 1,500,000 3,000,000 Tangerine Farms Rd, Barnett Rd to Marana Rd400,000 6,000,000 6,400,000 Tangerine Farms Rd, Marana Rd to I-10300,000 20,000 3,500,000 3,820,000 Tangerine Rd Widening, Phase 2A7,200,000 18,100,000 1,700,000 27,000,000 Tangerine Rd Widening, Phase 2B24,350,000 19,000,000 43,350,000 Tangerine W, X-zone Booster and PRV272,563 272,563 133Marana Study Session 04/27/2021Page 138 of 190
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalTaxiway C Reconstruction490,000 5,170,000 5,660,000 Tortolita Preserve Improvements30,000 100,000 130,000 Town Street Lighting Program100,000 100,000 100,000 100,000 400,000 Twin Peaks Rd - Sandario Rd Intersection938,064 938,064 Twin Peaks Rd Rehabilitation, West Town Limits450,000 450,000 Twin Peaks Rd, Rattlesnake Pass Widening11,291,280 2,000,000 13,291,280 West Marana Pavement Rehabilitation40,000 40,000 Grand Total47,268,548 48,708,205 49,999,455 55,870,885 31,465,500 233,312,593 134Marana Study Session 04/27/2021Page 139 of 190
OPERATING CAPITAL AND PROJECTS
135Marana Study Session 04/27/2021 Page 140 of 190
Operating Capital and Projects
Operating capital and projects capture costs associated with the repair and maintenance of capital
assets, replacement of equipment, studies, and all other project type costs that do not result in the
acquisition or construction of a capital infrastructure asset.
Operating Capital and Projects
Recommended
Budget
Town Manager
Master Transportation Plan 350,000
$350,000
Town Clerk
Restricted – in the event of an unscheduled special election 50,000
Total for Town Clerk $50,000
Finance
Indirect cost allocation plan 20,000
Total for Finance $20,000
Technology Services
Cartegraph database re-structure 25,000
Microsoft office licenses 51,000
Tape Library replacement 27,000
Police Mobile Data Computer (MDC) replacement 50,000
Printer/Copier replacement 25,000
Total for Technology Services $178,000
Police
MPD Console Modernization 250,000
ASAP2PSAP Spillman add-on 26,148
Total for Police $276,148
Public Works – Facilities Division
Facilities Master Plan update 50,000
Sally Port setup project - MMC 33,900
MMC Building A, Ceiling tiles addition in Communications office 15,000
Community Center receptionist desk replacement (ADA) 15,000
MMC Building repairs - restricted 100,000
Furniture for MOC 60,000
MOC Building A, HVAC replacement 25,000
MOC Buildings L & M remodel 25,000
MOC Gym equipment 40,000
Total for Public Works – Facilities Division $363,900
136Marana Study Session 04/27/2021 Page 141 of 190
Operating Capital and Projects
Recommended
Budget
Parks and Recreation – Parks Maintenance Division
Community Garden renovation 15,000
Concession stand improvements – Crossroads Park 27,500
Hydraulic Power Unit 19,444
Large area mower 74,798
Total for Parks and Recreation – Parks Maintenance Division $136,742
Community and Neighborhood Services
CDBG Program Consolidate Plan Consulting Services 50,000
Total for Community and Neighborhood Services $50,000
Water Operating
Utility Billing software 100,000
Total for Water Operating $100,000
Wastewater Operating
Wastewater gate access controller replacement 25,000
UV Weir replacement 76,500
Sand Filter Compression Replacement 90,000
Total for Wastewater Operating $191,500
Vehicle Purchases related to New Positions
Vehicles for 5 Police Officers 355,000
Vehicle for Custodian II position 36,000
Vehicle for Maintenance III position 51,000
Vehicle for Tradesman position 36,000
Vehicle for Water Operator 51,000
Total for Vehicle Purchases related to New Positions $529,000
Vehicle Replacements*
Unit 525-2010 Tahoe PPV; Replace with Tahoe PPV 70,700
Unit 545-2011 Tahoe PPV; Replace with Tahoe PPV 70,700
Unit 573-2013 Tahoe SSV 4x4; Replace with Tahoe SSV 4x4 73,700
Unit 580-2014 Tahoe PPV; Replace with Tahoe PPV 70,700
Unit 593-2014 Tahoe PPV; Replace with Tahoe PPV 70,700
Unit 1024-2015 Ford Fusion; Replace with Nissan or Toyota 48,500
Unit 2006-2010 Ford Explorer; Replace with Ford Explorer 50,000
Unit 1015-2015 Tahoe SSV 4x4; Replace with Tahoe SSV 4x4 73,700
Unit 2080-2017 Ford F-250; Replace with same or similar 45,500
Unit 526-2010 Tahoe PPV; Replace with Tahoe PPV 70,017
137Marana Study Session 04/27/2021 Page 142 of 190
Operating Capital and Projects
Recommended
Budget
Carry-forward purchases**
Unit 531-2011 Tahoe PPV; Replace with Tahoe PPV 70,017
Unit 546 - 2011 Tahoe PPV; Replace with Tahoe PPV 70,017
Unit 552-2011 Tahoe PPV; Replace with Tahoe PPV 70,017
Unit 556-2011 Crown Vic. Replace with Tahoe PPV 70,017
Unit 561-2011 Crown Vic; Replace with Tahoe PPV 70,017
Unit 562-2011 Crown Vic; Replace with Tahoe PPV 70,017
Unit 599-2014 Tahoe PPV; Replace with Tahoe PPV 70,017
Total for Vehicle Replacements $1,134,336
Grand Total $ 3,379,626
* Vehicle Replacements reflect the use of replacement dollars set aside in previous fiscal years and reflect the
organization’s commitment in ensuring employees have safe and reliable vehicles and equipment needed to
provide a high level of service.
**Some vehicle replacements presented above were scheduled for purchase in the prior year, but a shortage of
components will delay delivery by the manufacturer until fiscal year 2021-2022. Thus, the corresponding vehicles
and updated budget amounts were carried forward to this year’s proposed budget.
138Marana Study Session 04/27/2021 Page 143 of 190
Capital Projects
A complete list of the Town’s five year Capital Improvement Plan is included in a different section of
this document.
The following projects and initiatives, being funded in part or in whole by the General Fund, are being
considered in the 2021-2022 fiscal year budget process and are currently factored in when calculating
the estimated ending fund balance for fiscal year 2021-2022. Many of these projects were included in
the prior year budget, but were deferred as part of the Town’s budget cuts.
Project* Description
Recommended
Budget
Civic Center Dr., Electrical
Improvements
Electrical improvements at Civic Center
Drive roundabout $120,000
MMC Court’s Remodel Addition**
To add a Jury Court room to address space
and legal confidentiality issues 111,956
El Rio CMID Connection
Provide a water connection to El Rio
Preserve 76,129
El Rio Disc Golf course For the design of the El Rio Disc Golf course 40,000
El Rio Recreation Area Parking Lot
To create additional parking at the El Rio
Recreation area 170,000
Heritage Park Pole Barn
To repair/replace the Heritage Park Pole
Barn which is structurally compromised 140,000
Marana Recreation Center
Feasibility study for the Marana Recreation
Center and Aquatics Facility 30,000
Tortolita Preserve Improvements
For the design of improvements at the
Tortolita Preserve trailhead 30,000
Cortaro Farms Beautification Landscaping improvements 150,000
MPD Console Modernization
Replacement of consoles and furniture for
dispatchers 250,000
MMC Interior Lighting
Improvements Conversion of existing lighting to LEDs 202,000
MOC Parking Lot Reconstruction Reconstruction of the MOC parking lot 150,000
MOC Security Walls & New Entry
Gate
Security and safety improvements at the
MOC 314,000
MMC Building A Waterproofing
and Drainage Improvements
Funding to address water related damage
to MMC Building A 289,060
Total for General Fund $2,073,146
* Some of the projects above started construction in fiscal year 2021 and will be completed in fiscal year 2021-
2022. Thus, amounts presented above reflect estimates of budget appropriation that may be needed to finish
the projects and may be adjusted further prior to the issuance of the final budget.
**Additional funding not to exceed $400,000 for this project is budgeted from the Court’s Local Technology
Fund.
139Marana Study Session 04/27/2021 Page 144 of 190
CARRY FORWARD REQUESTS
140Marana Study Session 04/27/2021 Page 145 of 190
Carry Forward Requests
The following items, present select projects that were requested for carry forward into the fiscal year
2021-2022 budget. The amounts included within this section are projected carry forward, and only
reflect the request to expend remaining budget approved in the prior fiscal year. Transportation
related and impact fee funded projects are not included below.
A complete list of the Town’s five year Capital Improvement Plan is included in a different section of
this document.
Carry Forward Requests - Updated
Recommended
Budget
Public Works
MMC Courts remodel addition* 111,956
MMC Building A Waterproofing and Drainage Improvements 109,060
Total for Public Works – Facilities Division $302,016
Parks and Recreation – Parks Maintenance Division
El Rio Preserve Connection 76,129
Total for Parks and Recreation – Parks Maintenance Division $76,129
General Fund Total $378,145
Water Operating
Utility Billing Software 100,000
Total for Water Operating $100,000
*Additional funding not to exceed $400,000 for this project is budgeted from the Court’s Local Technology
Fund.
141Marana Study Session 04/27/2021 Page 146 of 190
AUTHORIZED PERSONNEL
142Marana Study Session 04/27/2021 Page 147 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetTown ManagerTown Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Manager1.00 1.00 1.00 1.00 1.00 1.00 - Executive Assistant to the Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Town Engineer- - - - - - 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk1.00 - - - - - - Assistant to the Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Representative1.00 2.00 - - - - - Communication and Marketing DivisionCommunications Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Communications Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer1.00 1.50 1.50 1.50 1.50 1.50 1.50 Marketing & Design Associate (Tourism & Marketing)0.50 - - - - - - Special Events DivisionSpecial Events Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Special Events Programmer1.00 1.00 1.00 1.00 1.00 1.00 - Total Town Manager Office13.50 13.50 11.50 11.50 11.50 11.50 10.50 Town ClerkTown Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Clerk2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Town Clerk 5.00 5.00 5.00 5.00 5.00 5.00 5.00 143Marana Study Session 04/27/2021Page 148 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetHuman ResourcesHuman Resources Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Risk Manager- - - - - - 1.00 Sr. Human Resources Analyst2.00 2.00 2.00 2.00 2.00 2.00 2.00 Human Resources Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Safety DivisionEmergency Management and Safety Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Human Resources7.00 7.00 7.00 7.00 7.00 7.00 8.00 FinanceFinance Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Manager- - - - - - 1.00 Revenue & Customer Manager- - 1.00 1.00 1.00 1.00 1.00 Budget Analyst1.00 1.00 1.00 1.00 - - - Payroll Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Procurement Officer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Financial Specialist- - - - - - 1.00 Procurement Agent1.00 1.00 1.00 1.00 1.00 1.00 - Grants Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Accountant2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Accounting Associate1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Budget Analyst- - - - 1.00 1.00 1.00 Accounting Associate0.75 0.75 0.75 0.75 0.75 0.75 0.75 Tax & License Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant0.50 0.50 0.50 0.50 0.50 0.50 - Asset Systems Manager - - 1.00 1.00 1.00 1.00 - Customer Service Representative- - 2.00 2.00 2.00 2.00 2.00 Total Finance 12.25 12.25 16.25 16.25 16.25 16.25 15.75 144Marana Study Session 04/27/2021Page 149 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetLegal DepartmentTown Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Assistant Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Associate Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Paralegal- - - - - - 1.00 Legal Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Document Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Clerk- - - - - - 1.00 Administrative Assistant0.50 0.50 0.50 0.50 0.50 0.50 - Total Legal Department7.50 7.50 7.50 7.50 7.50 7.50 9.00 Technology ServicesTechnology Services Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Manager2.00 2.00 2.00 2.00 2.00 2.00 1.00 Technology Supervisor- - - - - - 2.00 Senior Network Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Network Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Database Administrator1.00 1.00 1.00 1.00 1.00 1.00 - Software Developer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 GIS Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Analyst1.00 2.00 2.00 2.00 2.00 2.00 2.00 Technology Support Supervisor- - - - - 1.00 1.00 Technology Support Specialist II2.00 2.00 2.00 2.00 2.00 2.00 2.00 Technology Support Specialist I1.00 1.00 1.00 1.00 1.00 - - Asset Systems Manager - - - - - - 1.00 Assets Coordinator- - - - - - 3.00 Total Technology Services14.00 14.00 14.00 14.00 14.00 14.00 18.00 145Marana Study Session 04/27/2021Page 150 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetOffice of Economic & Tourism DevelopmentDirector of Economic and Tourism Development1.00 1.00 1.00 1.00 1.00 1.00 1.00 Tourism & Marketing Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Economic Development Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer- 0.50 0.50 0.50 0.50 0.50 0.50 Marketing & Design Associate (Tourism & Marketing)0.50 - - - - - - Total Office Economic & Tourism Development3.50 3.50 3.50 3.50 3.50 3.50 3.50 Community & Neighborhood ServicesCommunity & Neighborhood Services Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Outreach Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Specialist- 1.00 1.00 - - - - Executive Assistant- - 1.00 1.00 1.00 1.00 Code Enforcement DivisionChief Code Enforcement & Animal Control Officer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer I- - 1.00 1.00 1.00 1.00 1.00 Animal Services DivisionAnimal Control Officer3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Community & Neighborhood Services8.00 9.00 10.00 10.00 10.00 10.00 10.00 146Marana Study Session 04/27/2021Page 151 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetDevelopment Services Development Services AdministrationDevelopment Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Supervisor- - - 1.00 1.00 1.00 1.00 Business Process Analyst1.00 1.00 1.00 - - - - Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Building SafetyChief Building Official1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Building Official- 1.00 1.00 1.00 1.00 1.00 1.00 Chief Building Inspector1.00 1.00 1.00 1.00 1.00 1.00 - Senior Plans Examiner2.00 2.00 2.00 2.00 2.00 2.00 2.00 Plans Examiner - 1.00 1.00 1.00 1.00 1.00 1.00 Building Inspector II 3.00 2.00 2.00 2.00 2.00 2.00 2.00 Building Inspector I 1.00 1.00 1.00 1.00 2.00 2.00 2.00 Permit Clerk3.00 3.00 3.00 3.00 2.00 2.00 1.00 Development Coordinator1.00 1.00 1.00 1.00 1.00 1.00 2.00 EngineeringDevelopment Services Deputy Director- - - - - - 1.00 Town Engineer1.00 1.00 1.00 1.00 1.00 1.00 - Engineering Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 - Civil Engineer1.00 1.00 - - - - 1.00 Environmental Project Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Specialist3.00 2.00 2.00 2.00 2.00 2.00 2.00 Construction Inspector- 1.00 - - - - - Development Engineering Division Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Development Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Real Property Manager- - - - - - 1.00 Real Property Coordinator- - - - - - 1.00 Senior Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 147Marana Study Session 04/27/2021Page 152 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetDevelopment Services, continuedPlanning Planning Director 1.00 - - - - - - Environmental Project Manager1.00 - - - - - - Planning Manager- - - - - - 1.00 Principal Planner1.00 1.00 1.00 1.00 1.00 1.00 - Senior Planner4.00 5.00 5.00 5.00 5.00 5.00 5.00 Total Development Services Department 35.00 32.00 30.00 30.00 30.00 30.00 31.00 PoliceChief of Police1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief of Police1.00 1.00 1.00 1.00 1.00 1.00 - Police Captain1.00 1.00 1.00 1.00 1.00 1.00 2.00 Police Lieutenant2.00 2.00 2.00 2.00 3.00 3.00 4.00 Police Sergeant11.00 11.00 11.00 11.00 13.00 13.00 15.00 Police Officer71.00 71.00 74.00 74.00 66.00 66.00 68.00 Police Detective- - - - 5.00 5.00 5.00 Police Records Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Telecommunications Manager- 1.00 1.00 1.00 1.00 1.00 1.00 Police Telecommunications Supervisor2.00 1.00 1.00 1.00 1.00 1.00 2.00 Dispatcher13.00 13.00 13.00 13.00 13.00 13.00 13.00 Police Records Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Police Records Clerk4.00 4.00 4.00 4.00 4.00 4.00 4.00 Crime Scene Property & Evidence Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Property & Evidence Records Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Crime Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Crime Scene Specialist3.00 3.00 3.00 3.00 3.00 3.00 3.00 Administrative Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Representative- - - - - - 1.00 Customer Service Clerk1.00 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Police Department118.00 118.00 121.00 121.00 121.00 121.00 127.00 148Marana Study Session 04/27/2021Page 153 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetCourtsTown Magistrate1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Operations Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Probation Monitor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Security Officer2.00 2.00 2.00 2.00 2.00 2.00 2.00 Court Collections Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Courtroom Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Courtroom Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Clerk3.00 3.00 3.00 3.00 3.00 3.00 3.00 Senior Court Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Courts14.00 14.00 14.00 14.00 14.00 14.00 14.00 Public WorksPublic Works AdministrationPublic Works Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Lead Fleet Technician1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Fleet Technician I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Mechanic1.00 1.00 1.00 1.00 1.00 1.00 1.00 149Marana Study Session 04/27/2021Page 154 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetPublic Works, continuedStreets DivisionSuperintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician I1.00 - 1.00 1.00 1.00 - - Signs & Markings Technician- - - - - 1.00 1.00 Signs & Marking Specialist- 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor2.00 2.00 2.00 2.00 2.00 2.00 1.00 Equipment Operator II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Operator I2.00 2.00 3.00 3.00 3.00 3.00 3.00 Maintenance Associate III7.00 7.00 7.00 7.00 7.00 7.00 3.00 Maintenance Associate II3.00 4.00 4.00 4.00 4.00 4.00 4.00 Maintenance Associate I2.00 1.00 1.00 1.00 1.00 1.00 4.00 Engineering Aide- 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Specialist- 1.00 1.00 1.00 1.00 1.00 1.00 Assets Coordinator1.00 1.00 1.00 1.00 1.00 1.00 - Facilities DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Tradesman2.00 2.00 2.00 2.00 2.00 2.00 2.00 Facilities Technician II1.00 1.00 2.00 2.00 2.00 2.00 3.00 Facilities Technician I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Custodian II- - - - - - 1.00 Custodian I- - - - - - 3.00 150Marana Study Session 04/27/2021Page 155 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetPublic Works, continuedCapital Improvement ProgramCIP Engineering Division Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Project Manager3.00 3.00 3.00 3.00 3.00 3.00 3.00 CIP Process Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Construction Inspector2.00 2.00 3.00 3.00 3.00 3.00 3.00 Right of Way Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Real Property Acquisition Agent1.00 1.00 - - - - - Project Coordinator - CIP1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Document Clerk1.00 1.00 1.00 - - - - Real Property Coordinator- - - 1.00 1.00 1.00 - Total Public Works Department51.00 53.00 56.00 56.00 56.00 56.00 57.00 Parks & RecreationParks & Recreation AdministrationParks and Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks and Recreation Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 2.00 Superintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Manager- - 1.00 1.00 1.00 1.00 1.00 Recreation DivisionRecreation Coordinator1.00 1.00 1.00 - - - - Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 151Marana Study Session 04/27/2021Page 156 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetParks & Recreation, continuedMaintenance DivisionSuperintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Supervisor2.00 2.00 3.00 3.00 3.00 3.00 3.00 Irrigation Control Specialist2.00 2.00 2.00 2.00 2.00 2.00 2.00 Assets Coordinator1.00 1.00 1.00 1.00 1.00 1.00 - Landscape Supervisor- - - - - - 1.00 Maintenance Associate III10.00 10.00 10.00 10.00 10.00 10.00 15.00 Maintenance Associate II- 4.00 4.00 4.00 4.00 4.00 4.00 Maintenance Associate I- 5.00 5.00 5.00 5.00 5.00 7.00 Attendant9.00 - - - - - - Aquatics DivisionRecreation Coordinator1.00 1.00 1.00 - - - - Facilities Tradesman- - - - - - 1.00 Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Special Interests DivisionCustomer Service Representative2.00 2.00 2.00 2.00 2.00 2.00 2.00 Recreation Coordinator1.00 1.00 1.00 - - - - Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Outdoor DivisionRecreation Coordinator1.00 1.00 1.00 - - - - Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer- - - - 1.00 Maintenance Associate III1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Parks Department40.00 40.00 42.00 42.00 42.00 42.00 52.00 152Marana Study Session 04/27/2021Page 157 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetWater DepartmentWater Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Business Services Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Business Services Analyst- - - - - - 1.00 Water Distribution Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Production Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Resource Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Quality Supervisor- - - - 1.00 1.00 1.00 Water Quality Specialist- 1.00 1.00 1.00 - - - Water Quality Technician1.00 - 2.00 2.00 2.00 2.00 2.00 Water Construction Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Tradesman- - - - 1.00 1.00 1.00 Water Operator III2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Operator II 6.00 6.00 6.00 6.00 7.00 7.00 7.00 Water Operator I 1.00 1.00 1.00 1.00 1.00 1.00 2.00 Civil Engineer1.00 1.00 1.00 1.00 1.00 1.00 2.00 Water Billing Specialist2.20 2.20 2.60 2.60 2.60 2.60 2.60 SCADA Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Technology Support Specialist II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assets Coordinator1.00 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 Water Operations Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Water Department 25.20 25.20 27.60 27.60 29.60 29.60 31.60 153Marana Study Session 04/27/2021Page 158 of 190
RECOMMENDED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetWater Reclamation DepartmentWater Reclamation Operations Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Chief Water Reclamation Operator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Operator II2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Reclamation Operator I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Mechanic1.00 1.00 1.00 1.00 1.00 1.00 1.00 Associate Water Reclamation Mechanic1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Water Reclamation Department7.00 7.00 7.00 7.00 7.00 7.00 7.00 Airport Operations Airport Director1.00 1.00 1.00 1.00 1.00 - - Airport Manager- - - - - 1.00 1.00 Airport Operations Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III1.00 1.00 1.00 1.00 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 POSITIONS363.95 363.95 375.35 375.35 377.35 377.35 402.35 154Marana Study Session 04/27/2021Page 159 of 190
Marana Study Session 04/27/2021 Page 160 of 190
Fiscal Year 2021-2022 Manager’s Recommended Budget
4/27/2021
Marana Study Session 04/27/2021 Page 161 of 190
FY2022 Manager’s Recommended Budget
Manager’s Recommended Budget –Complete Budget
General Fund
Special Revenue Funds
Capital Projects Funds (including impact fees)
Debt Service Funds
Internal Service Funds
Enterprise Funds
Special Taxing Districts
2
Marana Study Session 04/27/2021 Page 162 of 190
Overview
•Economic Outlook
•Revenue Outlook
•Budget Overview
•Investment Summary
•Selected Budget Summaries
•Next Steps
3
Marana Study Session 04/27/2021 Page 163 of 190
ECONOMIC OUTLOOK
4
Marana Study Session 04/27/2021 Page 164 of 190
FY2022 Economic Outlook
•AZ ranks 6th in Economic
Momentum (NGA/NCSL
Project)
•Revenue growth remains
strong
•Boosted by Federal
Stimulus
5
Marana Study Session 04/27/2021 Page 165 of 190
FY2022 Economic Outlook
•State unemployment continues to improve*
•Recovered 64.5% of job losses
•Pima County is lagging at 48.1%
•Full recovery estimated in early 2022
•Leisure & Hospitality still recovering
•Town of Marana projected revenues in FY2021 better than
FY2020 by 3%
6
*Rounds Consulting Group presentation to JLBC
Marana Study Session 04/27/2021 Page 166 of 190
REVENUES OUTLOOK
7
Marana Study Session 04/27/2021 Page 167 of 190
Sales Taxes
8
Change from FY2021 Budget: 26.9% or $6.6M
Retail: 22.8%
Utilities: 27.1%
Contracting: 68.4%
Restaurants: 23.4%
$27.2 $29.0 $30.5
$32.0
$25.8 $26.3 $26.9 $24.4 $31.0
$-
$5
$10
$15
$20
$25
$30
$35
F/Y 2017-18 F/Y 2018-19 F/Y 2019-20 F/Y 2020-21*FY 2021-22 BudgetedMillions Actual
Revenue
Budgeted
Revenue
* Actuals Estimated
Marana Study Session 04/27/2021 Page 168 of 190
State Shared Revenues
9
Change from FY2021 Budget: 8.8% or $1.2M
Shared Sales Tax: 26.9%
Urban Revenue: 10%
Auto Lieu: 22.5%
$11.5 $12.0
$13.1 $14.6
$11.5 $11.7 $12.8 $13.0 $14.6
$-
$2
$4
$6
$8
$10
$12
$14
$16
F/Y 2017-18 F/Y 2018-19 F/Y 2019-20 F/Y 2020-21*F/Y 2021-22 BudgetedMillions Actual
Revenue
Budgeted
Revenue
* Actuals Estimated
Marana Study Session 04/27/2021 Page 169 of 190
Licenses, Fees & Permits
10
668
559
687
794 802 855
965
0
200
400
600
800
1,000
1,200
F/Y 2015 F/Y 2016 F/Y 2017 F/Y 2018 F/Y 2019 F/Y 2020 F/Y 2021*
Single Family Residence Building Permits by Fiscal Year
(FY2021 Budget: 617)
*Fiscal Year 2021 actual is estimatedMarana Study Session 04/27/2021 Page 170 of 190
Licenses, Fees & Permits
11
Change from FY2021 Budget: 32% or $1.4M
SFR FY2022 Budget: 940
$5.6 $5.9 $6.0 $5.8
$4.5 $4.8 $4.9 $4.4
$5.8
$-
$1
$2
$3
$4
$5
$6
$7
F/Y 2017-18 F/Y 2018-19 F/Y 2019-20 F/Y 2020-21*F/Y 2021-22 BudgetedMillions Actual
Revenue
Budgeted
Revenue
* Actuals Estimated
Marana Study Session 04/27/2021 Page 171 of 190
BUDGET OVERVIEW
12
Marana Study Session 04/27/2021 Page 172 of 190
Manager’s Recommended Budget Fiscal year 2021-2022 Overview
13
Operating, $79.1M,
53%
Capital Outlay, $56.4M
38%
Debt Service, $12.9M,
9%
Expenditures by Category
$148.4 Million
Sales Tax, $39.9M, 31%Intergovernmental,
$40.8M, 32%
Licenses,
Permits &
Fees,
$16.2M,
13%
Charges for
Services,
$11.0M, 9%
Other,
$11.7M,
9%
Bonds/loan,
$7.7M, 6%
Revenues
$127.3 Million
Marana Study Session 04/27/2021 Page 173 of 190
Manager’s Recommended Budget Fiscal year 2021-2022 Overview
14
Personnel and benefits,
$39.5M,
50%
Contracted Services,
$23.2M,
21%
Operating Supplies &
Equipment, $16.4M,
29%
Operating Budget by Line Item
$79.1 Million
•Structurally balanced budget
•Baseline budget –reversed prior
year budget reductions
•Budget consistent with pre-
pandemic budgets
•Contingency -$5 million
Marana Study Session 04/27/2021 Page 174 of 190
FY 2022 Recommended Budget Summary
15
Primary Entity
2021
Adopted
2022
Recommended $ Change % Change
General Fund $ 54,116,449 $ 54,916,798 $ 800,349 1.50%
Special Revenue Funds 15,181,378 10,544,985 (4,636,393)-30.50%
Capital Projects Funds 28,893,943 32,832,745 3,938,802 13.60%
Debt Service Funds 5,917,415 5,908,375 (9,040)-0.20%
Enterprise Funds 29,786,160 26,089,031 (3,697,129)-12.40%
Internal Service Funds 4,711,332 5,067,470 356,138 7.60%
Primary entity 138,606,677 135,359,404 (3,247,273)-2.30%
Component Units
Special Districts 10,652,588 13,036,512 2,383,924 22.40%
Total $ 149,259,265 $ 148,395,916 $ (863,349)-0.60%
Marana Study Session 04/27/2021 Page 175 of 190
Included in the Budget
•State of AZ -$5 million for Tangerine Rd Widening
•Federal stimulus -$5.8 million for water infrastructure
•WIFA loan payments for water treatment plants –General Fund,
ongoing funding for debt service
•CFD –New debt issuance requests anticipated
•Capital projects -$47.3 million
16
Marana Study Session 04/27/2021 Page 176 of 190
Investment & Initiatives
17
Marana Study Session 04/27/2021 Page 177 of 190
Current Employees
Compensation & Benefits adjustments -$4.8m ($3.9 in Gen.
Fund)
•3% merit based adjustment (includes 2% movement of
paygrades)
•Rates unchanged for health care premiums
•Tuition reimbursement reinstated to $25,000
18
Marana Study Session 04/27/2021 Page 178 of 190
Strategic Positions
Working Position Title FTE
•Police Officer 5
•Dispatcher 1
•Maintenance Assoc I 5
•Maintenance Assoc III 1
•Tradesman(Aquatic)1
•Recreation Programmer 1
•Facilities Tech I 1
•Paralegal 1
19
Working Position Title FTE
•Custodian II 1
•Custodian I 3
•Real Property Manager 1
•Finance Manager 1
•Risk Manager 1
•Water Operator 1
•Civil Engineer 1
•Business Services Analyst 1
26 New FTEs -$2.2m ($1.9m in Gen. Fund)
Marana Study Session 04/27/2021 Page 179 of 190
Resources & Tools
Budgeted Expenditures $3.4m ($3m in Gen. Fund)
•Vehicles & Equipment
•New & replacement vehicles including delayed purchases
•Large area mower for new soccer fields
•Projects
•MPD Console Modernization
•Transportation and Facilities master plan updates
•MMC & MOC facilities updates & repairs
•Utility billing software
•Community Garden Renovation
20
Marana Study Session 04/27/2021 Page 180 of 190
BUDGET SUMMARIES
21
Marana Study Session 04/27/2021 Page 181 of 190
General Fund Budget Summary
•Personnel: 12.8%
•Contracted Services: 18.6%
22
Category FY2021 Budget
FY2022
Recommended $ Change % Change
Revenue $ 44,636,390 $ 53,376,834 $ 8,740,444 19.6%
Expenditures 43,516,449 49,916,798 6,400,349 14.7%
Transfers In 5,628,966 -(5,628,966)-100.0%
Transfers Out 4,514,884 4,286,035 (228,849) -5.1%
Change in fund balance $ 2,234,023 $ (825,999)$ 2,568,944 115.0%
•Capital Outlay: 58.4%
•Contingency: 52.8%
Expenditures
Marana Study Session 04/27/2021 Page 182 of 190
General Fund Reserves
23
$8.2 $8.9 $9.3 $10.3 $11.0 $11.2 $11.8 $11.2 $13.6
$10.2 $9.7 $7.0 $7.9 $8.6 $14.6
$24.3
$35.9 $28.5
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
$45.0
$50.0
F/Y 2014 F/Y 2015 F/Y 2016 F/Y 2017 F/Y 2018 F/Y 2019 F/Y 2020 F/Y 2021*F/Y 2022*MILLIONSTarget Reserve Additional Reserves
*Estimated based on projectionsMarana Study Session 04/27/2021 Page 183 of 190
Bed Tax Fund Budget Summary
24
Category FY2021 Budget
FY2022
Recommended $ Change % Change
Revenue $ 1,104,840 $ 1,243,341 $ 138,501 12.5%
Expenditures 1,104,840 1,243,341 138,501 12.5%
Change in fund balance $ -$ -$ -0 %
Revenue
•Sales: 12.5%
Expenditures
•Personnel: 5.2%
•Contracted Services: 3.6%
•Restricted: 73.8%
Marana Study Session 04/27/2021 Page 184 of 190
HURF Fund Budget Summary
25
Category FY2021 Budget
FY2022
Recommended $ Change % Change
Revenue $ 3,281,296 $ 3,917,106 $ 635,810 19.4%
Expenditures 4,166,655 4,275,048 108,393 2.6%
Change in fund balance $ (885,359)$ (357,942)$ 527,417 -59.6%
Revenue
•Intergovernmental: 19.4%
Expenditures
•Contracted Services: 27.9%
•Operating Supp. & Equip: 53.5%
•Capital Outlay: 70.1%
Marana Study Session 04/27/2021 Page 185 of 190
Water Operating Fund Budget Summary
26
Category FY2021 Budget
FY2022
Recommended $ Change % Change
Revenue $ 5,952,872 $ 8,097,282 $ 2,144,410 36.0%
Expenditures 7,658,018 8,960,652 1,302,634 17.0%
Transfers In 1,112,404 1,217,635 105,231 9.5%
Transfers Out -621,320 621,320 0%
Change in fund balance $ (592,742)$ (267,055)$ 325,681 -54.9%
Revenue
•Charges for Services: 36.6%
Expenditures
•Personnel: 22.4%
•Contracted Services: 27.1%
•Oper. Supp. & Equip: 10.7%Marana Study Session 04/27/2021 Page 186 of 190
Wastewater Operating Fund Budget Summary
27
Category FY2021 Budget
FY2022
Recommended $ Change % Change
Revenue $ 1,872,178 $ 2,373,902 $ 501,724 26.8%
Expenditures 2,497,887 2,670,461 172,574 6.9%
Transfers In 809,070 809,070 -0.0%
Transfers Out -1,066,400 1,066,400 100.0%
Change in fund balance $ 183,361 $ (553,889)$ (737,250)-402.1%
Revenue
•Charges for Services: 27.2%
Expenditures
•Personnel: 6.0%
•Contracted Services: 8.0%
•Oper. Supp. & Equip: 20.6%Marana Study Session 04/27/2021 Page 187 of 190
Airport Operating Fund Budget Summary
28
Category FY2021 Budget
FY2022
Recommended $ Change % Change
Revenue $ 385,336 $ 343,834 $ (41,502)-10.8%
Expenditures 585,178 641,443 56,265 9.6%
Transfers In 199,842 297,609 97,767 48.9%
Change in fund balance $ -$ -$ -- %
Revenue
•Charges for Services: 5.0%
•Miscellaneous: 94.0%
Expenditures
•Personnel: 1.6%
•Contracted Services: 21.3%
Marana Study Session 04/27/2021 Page 188 of 190
Key Dates
29
Dates:Stage in Budget
Process Task Description
May 18, 2021 Approving Council Adoption of Tentative Budget
June 15, 2021 Approving Council Adoption of Final Budget
Marana Study Session 04/27/2021 Page 189 of 190
DISCUSSION
30
Marana Study Session 04/27/2021 Page 190 of 190