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FY 2009-2010
�y a ::Irl "" $�! f I 1+• --��,1 U.T. I$Pl �,'f4i Ji4. I �01 d Ritz-Carlton Resor"arana' , AlunmgO Bmdma2 (Son' Fcukalnds0 Man THIS PAGE INTENTIONALLY LEFT BLANK Marana Strategic Plan - _ Action Agenda for the Future MARANA Vision Marana is the centerpiece ®f the Sonoran Desert experience, where fain and progress meet. Overriding Principles Financial Sustainability Collaboration with Citizens n' y Developing ;. Strategic Partnerships Strategic Plan Online Five focus areas Want to see the .. .. Build upon the unique combination of assets to attract and entire maintain career-oriented commerce. document? Visit www.marana. COMMERCE com, then click Create a safe community with Foster an open atmosphere on departments, ` . a strong sense of place wherethat embraces change, economic ` diverse people are motivated creativity, innovation and development and COMMUNITY to be involved and feel PROGRESS calculated risk. strategic BUILDING connected, needed and ap- INNOVATION planning. preciated. Showcase the unique So- For more noran Desert environment information, Maintain a sense of commu- by providing diverse recrea- please call nity character by linking the RECREATIC tional opportunities that 382-1938. past, present and future. create economic benefits HERITAGE and accommodate a healthy lifestyle. Mayor Ed Honea •Vice Mayor Herb Kai Council Members Russell Clanagan, Patti Comerford, Carol McGorray, Jon Post and Roxanne Ziegler -re V]nOHO VIN- AN IN OC Z o vaM3uVI � � w 31S30300NIWVO 3,M0�300NIWON 3153030 ONIWVON O U) 25y 2 J `ALUG ® w W N 3 F I NI W1WH N m�y bJ o �Q J5 1�Q• _ , ti ^VI 0J O O Oa Oaan80�IMN 0 F 7 ; Q 0 • — � w a� V • LU� F Q 30 N i J W Q O a z f � z z O a 'oma z C 0 O a f Qom, a Q - tn to Z = Y Q = 4 aa3m1aroN (n d/G w O O PATTONK— O r lid �G th d MOIMlsN � -' aMOIL ws Q QC9K LU FL I TF w y da Sa30 Nd5 N � u cL 'a z �a CL - 0 Z N3M N C.) °i•• as 113NOnlN � sa -- a oolat N mo- TOWN OF MARA NA Annual budget for the fiscal year beginning July 1, 2009 and ending June 30, 2010 Mayor Ed Honea Vice Mayor Herb Kai Council Members Patti Comerford Carol McGorray Russell Clanagan Roxanne Ziegler Jon Post Town Manager Gilbert Davidson Finance Director Erik Montague THIS PAGE INTENTIONALLY LEFT BLANK Table of Contents MaranaFacts................................................................................................................ 1 TownCouncil................................................................................................................3 SeniorStaff...................................................................................................................5 TownOrganization Chart..............................................................................................6 BudgetMessage...........................................................................................................7 Distinguished Budget Presentation Award ................................................................. 13 Budget Summary Section: Financial and Budgetary Policies................................................................................. 17 TheBudget Process .................................................................................................... 19 Expenditure & Revenue Overview..............................................................................24 Projection of Financial Condition................................................................................ 25 Budget Summary Overview........................................................................................ 26 Summary Expenditure Information ............................................................................28 TownStaffing.............................................................................................................29 Summary Revenue Information..................................................................................31 Departmental Budgets Section: Mayorand Town Council............................................................................................43 TownClerk ................................................................................................................45 TownManager...........................................................................................................47 HumanResources.......................................................................................................49 Financeand Accounting..............................................................................................52 Legal...........................................................................................................................54 TechnologyServices ...................................................................................................57 Police .........................................................................................................................59 Courts.........................................................................................................................62 Table of Contents Parks & Recreation.....................................................................................................64 Development Services Administration........................................................................67 Planning..................................................................................................................69 Engineering............................................................................................................. 72 Permits & Records...................................................................................................74 Public Services Administration ...................................................................................76 CommunityDevelopment ...................................................................................... 77 PublicWorks..........................................................................................................79 Airport ...................................................................................................................83 Utilities .................................................................................................................. 85 Capital Improvement Plan Section: Capital Improvement Five Year Plan ......................................................................................89 Schedule of 5-year Capital Improvement Plan........................................................................91 Capital Improvement Project Sheets......................................................................................92 Statistical/Supplemental Section: Statistics of the Town of Marana..........................................................................................117 Schedule of Interfund Transfers...........................................................................................119 DebtSchedule......................................................................................................................120 Appendix: Glossaryof Terms................................................................................................................127 Marana Resolution No. 2009-103 and Auditor General Budget Forms..................................130 List of Authorized Positions..................................................................................................145 Classification/Salary Plan.....................................................................................................154 Marana Facts Historical Background The Town of Marana combines a pleasant rural community with a bustling commercial expanse. It is the main trade center and community focus for a vast rural area covering approximately 500 square miles. Prime farmland for centuries, Marana has also been a transportation center for farming and ranching. Located where Brawley Wash joins the Santa Cruz River, Indians used the dependable water supply to grow a wide variety of crops. The Spanish came about 1700 and started the first cattle ranches. "Modern" Marana began in 1881 with the railroad. The area was overgrown with dense mesquite thickets and Marana's name derives from the Spanish word maraha, meaning "impassable tangle". The Town was incorporated in March of 1977. The impetus for incorporation was citizen concerns for control of water and its impact on their (citizens) well-being and destiny. The original incorporation covered approximately ten square miles. Today, the Town's boundaries encompass approximately 126 square miles with a population base in excess of thirty thousand. The Town of Marana is located in the northwestern part of the Tucson metropolitan area, along Interstate 10, between Phoenix and Tucson. While retaining its rural appeal and agricultural economic base in the northern parts of the Town, Marana is now home to several housing, commercial and industrial developments. Organization Legislative authority for the Town of Marana is vested in a seven-member Mayor and Council. The Vice Mayor is selected by the Council from among its members. Council members serve four year staggered terms. The Council fixes the duties and compensation of Town officials and employees, and enacts ordinances and resolutions relating to Town services, taxes, appropriating and borrowing moneys, licensing and regulating businesses and trades and other municipal purposes. The Town Council appoints the Town Manager who has full responsibility for executing Council policies and administering Town operations. Town employees are hired under personnel rules approved by the Council. Functions and operations of Town government are provided by a staff of approximately 342 (full-time equivalent) employees. An organizational chart is included on Page 8 that depicts the current organizational structure of the Town. Basic Information Population 1990 2000 2008 Founded: 1881 Incorporated: 1977 Elevation: 2,000 Marana 2,187 13,556 33,744 Located in Pima County Pima County 666,957 843,746 1,014,023 Nearby Highways: U.S. Interstate 10 Arizona 3,665,228 5,130,632 6,629,455 Distance to Major Cities: Phoenix: 88 miles Tucson: 1 mile 1 Principal Economic Activities Although agriculture remains a major force in Marana's economy, a recent influx of residential and commercial development has occurred due to its location between Phoenix and Tucson along 1-10 and Union Pacific Railroad, a business-friendly government and no Marana property taxes. To the south, adjacent to Tucson, is a new commercial business district. Continental Ranch Industrial Park has several new tenants and new industrial properties are available at Marana Regional Airport. Major Private Employers Major Public Employers Arizona Portland Cement Town of Marana FL Smith Krebs Marana Unified School District Trico Electric Co-op Marana Correction Facility Costco Home Depot Sargent Controls & Aerospace Evergreen Air Center Tucson Ready Mix Wal-Mart Growth Arizona Indicators 1990 2000 2008 New Building Labor Force Data 2008 Permits 120 1,837 192 Civilian Labor Force 16,026 Taxable Sales Unemployed 752 ($Millions) 158.9 634.5 1,400 Unemployment Rate 4.7% Net Assessed Value ($Millions) 9.3 104.9 528.3 Sources:Arizona Department of Commerce and Arizona Department of Economic Security and US Census Bureau. 2 Marano Town Council Fiscal Year 2009 - 2010 Ed Honea Mayor Mayor Honea is the third generation of a five-generation Marana family. He has served on the council on three different occasions,totaling 20 years. Mayor Honea worked for the U.S. Postal Service in Marana as a contactor for 29 years. Some of his many interests include Senior Center operations,Western Events Center, Heritage Park development and neighborhood revitalization. He is married to Jan Lawson Honea. He has a son, daughter and two grandchildren. Herb Kai Vice Mayor Vice Mayor Kai was born and raised in Marana and is serving his fourth term on the - Council. He is a self-employed pecan rancher and cotton farmer. Herb is married t to Diana and has two children: son Mike and daughter Madison. Vice Mayor Kai has served on the Cortaro Marana Irrigation District board, the Southern Arizona Water Users Association,the Arizona Department of Water Resources, and is Vice President of the Tucson Quarter Midget Association (TQMA). Russell Clanagan Councilmember Councilmember Clanagan was elected to his first term as councilmember in May 2007. He was chair of the Town's Planning and Zoning Commission at the time of his election. Clanagan graduated from the University of Pittsburgh with a bachelor's in criminal justice. He served 25 years as a Pennsylvania state trooper and three as chief of the Tohono O'odham Nation Police Department. Clanagan has been active in the community as president of the board of directors for the Continental Ranch Homeowners Association and as a member of the board of directors for Casa de los Ninos. Clanagan has lived in Marana since 1996. Patti Comerford Councilmember Councilmember Comerford served as chair of the Marana Planning and Zoning Commission before being elected to the Council in March 2001. She has a strong background in recreation. She and her family live in the Continental Ranch area where she is active in youth programs. 3 Marano Town Council Fiscal Year 2009 - 2010 Carol McGorray Councilmember Councilmember McGorray was elected to her first term in March 2001. She c serves on the 4th of July Committee, Marana Health Center Board and the Marana Arts Council Board. She has been a resident of Marana for seven years, but has lived in the surrounding area for many years. McGorray retired from the Marana Unified School District. She is a member of the Dove Mountain Civic Association and in her free time enjoys golf, art and family activities. John Post Councilmember Councilmember Post is owner of Post Farms, a Marana company that employs 20, farms 4,000 acres and operates a retail outlet. / He serves on the board of directors for Trico Electric Co-op, the Cortaro Water Users Association and Cortaro Marana Irrigation District. He also served as chairman of the Town's Planning and Zoning Commission and was president of the Marana Junior Rodeo Association. Roxanne Ziegler Councilmember Councilmember Ziegler was elected to her second term on the Council in May 8 Y 2007. She was a Council member from 1997-2001. She is a former member of the Town's Planning and Zoning Commission.Ziegler has lived in Marana since 1989 and is a senior contracts and negotiation manager for IBM. 4 TOWN OF MA RA NA SENIOR STAFF Gilbert Davidson Town Manager Deb Thalasitis Assistant Town Manager Jocelyn Bronson Keith Brann Town Clerk Town Engineer Suzanne Machain Gary Hudman Human Resources Director Technology Services Director Erik Montague Terry Tometich Finance Director Police Chief Frank Cassidy Charles Davies Town Attorney Town Magistrate T. VanHook Joe Teta Community Development Director Court Administrator Kevin Kish Tom Ellis Development Services General Manager Parks and Recreation Director Barbara Johnson Dorothy O'Brien Public Services General Manager Utilities Director Orville Saling Public Works Director =j-j 5 � : \ y ( § E \ ƒ E \ 2 / E ƒ U o \ \ \ \ 2 2 � [ 2 $ G 2 : \ k / e / q / / / § _ ) / � 3 �tao [ L B . E 2 e � / { s E CL f { \ e n / / § k / ro {Ln u\ ro y / \ u ƒ \ 0 k \ B O S e / \ \ / UD 0 w . � . c R / t / \ ■ .\ � . k to } 5 9 ® / ( R ) k ƒ § � Ln � ƒ . . e Budget Message 77) To the Honorable Mayor and Town Council: I am pleased to submit to you the fiscal year 2009-2010 annual budget for the Town of Marana. This budget was crafted in the midst of the unprecedented economic crisis that has now officially been dubbed as one of the worst recessions in the history of our country, with even greater impacts to the State of Arizona. Managing this significant economic impact to the town's budget required a multi- faceted strategy that involved collaboration at all levels of the organization. The budget incorporates a combination of revenue enhancements and cost reductions to address projected revenue losses in sales taxes, state shared revenues and development related revenues. More importantly, while the overall budget has been reduced, funding for essential services, key programs, projects and initiatives has been preserved so that Marana residents continue to receive the high level of services and programs the Town strives to provide. The town's Strategic Plan played a significant role in clarifying priorities and making tough choices. In approving the fiscal year 2009-2010Budget, the Mayor and Town Council have demonstrated their leadership in promoting innovative and creative solutions that make Marana a progressive community that is well-positioned for a quick recovery. Fiscal Year 2009-2010 Budget Summary The total recommended budget for fiscal year 2009-2010 is $195,294,484. The budget has been fundamentally balanced with total ongoing expenditures funded with ongoing revenues. One-time revenues have been allocated to one-time costs. Operating and capital expenditures have been prioritized to advance the goals and objectives established by Town Council. Total General Fund expenditures for fiscal year 2009-2010 are projected to be $30,472,676. This is a 19 percent decrease over the previous year. Included in these costs are $1.4 million for capital outlay including vehicle replacements, sewer connections for portions of Honea Heights, design completion of the Barnett Linear Channel and Phase 11 of the town-wide flood drainage study. The end of fiscal year fund balance is projected to be $14.6 million and will be approximately 46 percent of the projected fiscal year general fund revenues. Healthy fund balance reserves are critically important to provide municipalities with adequate cash flows required for major expenditures and unanticipated emergencies. Additionally, healthy reserves help ensure favorable bond ratings necessary to finance portions of the capital improvements included in the five-year capital improvement plan. Capital expenditures for FY 2009-2010, including enterprise fund projects, are estimated at $144,318,465. The financing plan maximizes the use of development fees, bonds, grants, operating transfers and intergovernmental cost sharing agreements that provide a balanced distribution of costs. Budget Process The annual budget process begins with a preliminary forecast of revenues and financing sources that will be available for the coming year. The forecast for this budget projected significant reductions in sales tax revenue, state shared revenues and development related revenues. Collectively, these revenue sources comprise over 90 percent of the general fund's operating revenues. These projections resulted in a preliminary projected shortfall of $5.2M for fiscal year 2009-2010 and an additional $1.5M in 2010-2011. An aggressive communication program was initiated to provide accurate and timely updates on the status of the 2009-2010 budget. All levels of employees and officials throughout the organization were given the opportunity to provide insight, options and process improvement ideas for management to consider as strategies for addressing the budget shortfall were developed. These sessions resulted in the identification of several opportunities to enhance existing revenue streams and reduce costs. In March 2009, the Town Council adopted four key budget goals and the strategy to be used for making budget modifications in the development of the 2009-2010 Budget. The budget modification strategy focused on creativity and innovation in an effort to maintain critical operations, minimize the impact on personnel and to preserve the town's reserves for bonding capacity, cash flow and emergency needs. The budget modification strategy goals were: 1. Maintain critical operations (public safety, infrastructure, etc.) 2. Minimize the impact to personnel 3. Position the town for quick recovery 4. Align decisions with strategic plan In April 2009, the Town Council approved a set tools to give employees an opportunity to contribute toward creating expenditure savings. These tools included a short-term and long-term reassignment program, voluntary reductions in pay through furlough, reduced work hours, a separation incentive plan and the ability to make charitable donations to the general fund. Over 160 employees participated, resulting in projected savings of almost $498,000. As part of the menu of options to reduce expenditures, the council approved a methodology for restructuring the organization that preserved front-line staff and direct services and trimmed management through consolidation of departmental functions. The restructuring methodology adopted by the council included seven criteria for the town manager to use in evaluating options for restructuring. The criteria include: Preserve core services, maximize span of control, eliminate duplication, improve coordination, evaluate workload, position the town for the future and align decisions with the strategic plan. s Council policy decisions combined with staff input resulted in a series revenue modification options and estimated cost savings. The following briefly describes the significant changes to the FY 2010 budget: Revenue modifications • Increase in transient lodging privilege tax from 3%to 6% - $500,000 • Fee schedule adjustments - $100,000 • Contracting sales tax transfer from the Transportation Fund to the General Fund - $1,600,000 Estimated cost savings • Movement of street maintenance to Highway User revenue Fund - $867,000 • Departmental operating expenditure adjustments-$654,000 • Voluntary employee salary furloughs and reductions in pay-$497,000 • Restructuring -$435,000 Additionally, cost increase avoidance strategies were also utilized which include salary freezes for all Town staff for 2009-2010, position vacancy management and renegotiation of major contracts. Staff has maintained a very conservative, yet realistic, approach to setting our ongoing revenue base to ensure that the town can weather the challenging situation facing us. Like other years, significant portions of essential programs and services are funded through state-shared revenue sources. These revenue streams are critically important to all cities and towns within the state, but especially important to those that do not levy primary property taxes like Marana. Due to the uncertainty of the larger Arizona state fiscal crisis, there is cause for some concern regarding possible legislation that may change the overall shared revenue amounts or take money away from cities and towns. Should this occur, the town would be required to revisit the budget and identify services and programs that can be reduced, delayed or possibly eliminated. Strategic Plan Council adopted a comprehensive strategic plan in February 2009 after an extensive public input process. The plan is intended to be a comprehensive blueprint for achieving Marana's vision both during the two-year planning horizon and over the longer term. This document was integral to the budget process and was used by elected leaders and staff to ensure that resources are directed to identified priorities. Implementing the strategic plan is a collaborative effort requiring citizens, community leaders, businesses and staff to move forward on action strategies, review performance and institute course corrections when needed. The following describes the five focus area within the Strategic Plan: 9 COMMERCE Commerce. Build upon the unique combination of assets to attract and maintain career-oriented commerce. Well planned economic development projects provide the goods, services, jobs and sales tax revenues required to sustain a community over the long-term. Marana's population is expected to grow to 100,000 by 2045 and over 200,000 at build out. Key elements of this goal are identified and incorporated in this budget. A significant effort called for in the Strategic Plan is the establishment of an economic development plan or "roadmap." Work on the roadmap began in early 2009 and will identify the long-term plan for attracting a diverse set of businesses that will provide career opportunities for Marana's citizens and the region. A diverse roadmap planning committee which includes elected officials, business leaders, community organizations and staff has been convened to identify concrete actions that must be implemented and to guide development of the roadmap. Marana has demonstrated our commitment to sound economic growth on a regional level, benefiting all residents and neighboring communities. COMMUNITY BUILDING Community Building. Create a safe community with a strong sense of place where diverse people are motivated to be involved and feel connected, needed and appreciated. Marana is a diverse, vibrant town with a wide range of needs and wants. Several key initiatives are included in the 2009-2010 funding plan. Safety is an essential piece of a sense of community. The second phase of the Marana flood water drainage study is incorporated in this year's funding plan. This phase of the study will identify what engineered structures or solutions are required, based on hydraulic modeling, to pull the remaining portions of northern Marana out of the flood zone. Other initiatives included in this year's funding plan include website development and zip code changes to further create a common community identity as envisioned in the Strategic Plan. PROGRESS INNOW ''. Progress and Innovation. Foster an open atmosphere that embraces change, creativity, innovation and calculated risk. Marana recognizes the value of employee creativity and contributions, and the level of innovation that these can bring to the services we provide. The 2009-2010 funding plan incorporates both internal and external opportunities to demonstrate progress and innovation. Innovation by staff has led to the successful bid and award of one of the largest transportation improvements ever undertaken in the town with the construction of the Interstate 10 Twin Peaks Interchange and Camino de Manana improvements. These two key transportation projects will transform a key portion of our town and link two important, but geographically separate segments of the community by facilitating the movement of people from the Continental Ranch neighborhood in the southwest to the Dove Mountain area in the northeast. Several key commercial and housing projects are located in this area. 10 Internally, the town has undertaken efforts to join and become an active partner in the Alliance for Innovation and has received formal recognition as a council-manager form of government by the International City/County Manager's Association (ICMA). go HERITAGE Heritage. To maintain a sense of community character by linking the past, present and future. Marana maintains a strong connection to its past. This year's funding plan incorporates several key programs which showcase Marana's heritage at signature events, maintain a living culture, and works to incorporate heritage in various aspects of our community. During this fiscal year, the town will be undertaking updates to its Land Development Code and General Plans that will provide a foundation for further integrating our unique heritage into land development, facilities and landmarks around the community. Additionally, funding is available to undertake limited publication of two feature information pieces on the town's heritage. Discussions have been ensuing in the Economic Development Roadmap process about how to imbed the town's heritage assets into a viable tourism component of our economic development strategy. RECR� Recreation. Showcase the unique Sonoran Desert environment by providing diverse recreational opportunities that create economic benefits and accommodate a healthy lifestyle. The town is committed to providing recreation services for all citizens and encouraging participation in community-wide events. This budget incorporates funding for the completion of the comprehensive parks master plan, the completion and opening of the Silverbell District Park and continued development of the Heritage Park. Acknowledgements I would like to thank department directors and their team members who exhibited impressive leadership in preparing this document. Their hard work in identifying key capital needs and programs for a fiscally sound budget allows the town to continue a high level of service to citizens, supports continued development of the town's infrastructure, and provides the base for a growing and prospering community. I would also like to thank the Finance Department for their work in preparing this document. Finally, a debt of gratitude goes to the employees of the Town of Marana who came together during this difficult budget year to not only contribute their creativity and ideas to managing the fiscal crisis, but who also gave back to the community in the form of salary reductions. It is this kind of teamwork that sets Marana apart from other jurisdictions and embodies the "can do" attitude of our community. Sincerely, Gilbert Davidson, Town Manager 11 THIS PAGE INTENTIONALLY LEFT BLANK 12 GOVERNMENT FINANCE OFFICERS ASSOCIATION Disting wished Budget Presentation Award PRESENTED TO Town of Marana Arizona For the Fiscal Year Beginning July 1, zoos President Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the Town of Marana, Arizona for its annual budget for the fiscal year beginning July 1, 2008. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 13 THIS PAGE INTENTIONALLY LEFT BLANK 14 MARANA Z=/ I \ BUDGETSUMMARY The Budget Summary is an executive summary of the significant decisions included in this year's budget process. The Budget Summary recaps and graphically represents comparative data for revenues and expenditures of the Town. Committed to the future... Inspired by our post. 15 THIS PAGE INTENTIONALLY LEFT BLANK 16 Financial and Budgetary Policies and Guidelines Sound financial, budgetary and economic principles are part of creating a solid financial plan. Marana's budget incorporates the following long-term and short-term financial policies and guidelines. Revenues • New ongoing operating costs will be funded with permanent, ongoing revenue sources; one-time operating costs are tied to one-time revenue sources to ensure fund balance integrity. • Evaluation of rates, fees and charges for appropriate recovery rates based on the purpose of the fee or charge will occur annually. • Enterprise fund revenues in total will provide for each enterprise to be financially self sustaining. • National and local economic indicators, such as population growth, personal income growth, inflation, business growth, and unemployment will be evaluated regularly. Reserve Policies • Fund balance reserves for the General Fund and Enterprise Funds shall be maintained at a minimum of 25%of the estimated revenues for the budget year. • Fund balance reserves in excess of 25%, if any,will be evaluated on an annual basis to provide a source of funding for major projects or acquisitions. • Appropriation of a minimum contingency/reserve will be included in the budget to provide for emergencies and potential economic downturns. Capital Planning • A Capital Improvement Plan (CIP) shall be developed for a five-year period to allow for appropriate planning. • Capital improvements included in the CIP are those projects that; o Cost$100,000 or more and; o Have a projected minimum useful life of five years. • The CIP shall be reviewed and updated annually. • Capital projects should: o Support Town Council goals and objectives and be consistent with the Town of Marana's General Plan. o Prevent the deterioration of the Town's existing infrastructure and protect its investments in parks, streets, buildings and utilities. o Encourage and sustain economic development in Marana. o Respond to and anticipate future growth in the Town. o Increase the efficiency and productivity of Town operations. • When possible, capital projects constructed in response to residential or commercial development should be financed through growth in the tax base or development fees. • Where appropriate, capital projects should take maximum advantage of improvements and/or funding provided by other units of government. • The impact of capital projects on the operating budget always is an important consideration when evaluating projects for inclusion in the CIP. 17 Capital Planning (continued) • The Capital Improvement Plan must satisfactorily address all legal and financial limitations and maintain the Town's favorable investment ratings. • Major changes to the CIP should be evaluated through the CIP process and approved by the Town Council. Debt Management • Long term debt shall not be issued to finance operations. • Short term borrowing or lease purchase contacts should only be considered for financing major operating capital equipment when it is determined to be in the Town's best financial interest. Budget Control • Estimated budgets for all departments, including contribution driven programs will be submitted by each department to ensure adequate appropriation each year. • Mid-year budget adjustments will be kept to a minimum to minimize the impact on future budgets. • All departments are responsible for ensuring that expenditures do not exceed their approved budget. • Transfer of general fund contingency appropriation requires Town Council approval. All other transfers require Town Manager or designee approval in accordance with established policies. • If unexpected resources are secured after budget adoption, departments must check with Finance for direction prior to making any expenditure of the funds. 18 THE BUDGET PROCESS The Budget is simply a plan for the utilization of resources to deliver a range of services to the community. The "Budget" document reports information gathered during the Budget Planning Process. Below is a map of the Budget Planning Cycle Budget Planning Process Solicit Community c�J S, Input v s, t Q0 a°Q ae0 S�C4N �Pco sP 10, Q o� Budget O ice Field Visits&Cost -Benefit Analysis The annual budget process ideally is integrated into the larger Strategic Planning Process. Strategic planning answers the question, "What should we be doing?" and Operational Planning (Annual Budget Planning) answers the question, "How shall we go about getting it done?" This integration begins with input from those vested in the community of Marana: its residents, leaders, business owners, and supporters. "Strategic planning is a structured and coordinated approach for developing long-term organizational goals and for developing strategies to accomplish them. It is typically used to: • Facilitate communication • Accommodate divergent interests • Foster decision making through leadership and consensus building In municipal government, one of the primary purposes of strategic planning is to set the stage for the annual budget process, providing a roadmap for annual resource allocation decisions. The Budget Process starts with input from community leaders to establish the critical issues to be addressed in the upcoming year. The Manager's Office then refines this input into a statement of overall goals for the organization and charges the departments to prepare budgets that reflect these goals. 19 Budgetary Basis for Accounting The Town of Marana's Budget is prepared in accordance with GAAP, generally accepted accounting practices and uses modified accrual as the budgetary basis of accounting. The basis for budgeting is the same as the basis for accounting used in the Town's audited financial statements.The various bases for accounting and related definitions are outlined below: Fund: A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts, recording cash/financial resources, together with all related liabilities/residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities in accordance with special regulations, restrictions, or limitations. Governmental Funds (General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds) use modified accrual, which is defined as measurable and available. Modified accrual differs from the accrual basis primarily in the timing of when revenue is recognized. Measurable is defined as "a reasonable estimate" and available is defined as "collectible within the current accounting period or soon enough thereafter to pay liabilities of the current period. Proprietary/Enterprise Funds account for operations that are financed and operated in a manner similar to private business enterprises - where the intent is that the costs of providing services to the general public be financed through user charges. The full accrual method of recording resources and liabilities as they are earned or incurred, respectively, is the standard for Proprietary/Enterprise funds. Budget Policy Budget Policy is addressed in two distinct functional areas, Planning and Monitoring/Reporting. These functions have a cyclical nature in that the information acquired through the monitoring and reporting function is essential to the trend and decision analysis necessary for effective planning. An understanding of this relationship encourages the responsible parties throughout the organization to utilize financial data as an essential tool to measure the effectiveness and efficiency of their unit's service delivery. The Integrated Budget Planning Process The true measure of a planning process is its ability to offer accessibility while at the same time coordinating data collection and standardizing reporting tools for decision analysis. Through the use of advanced data management tools Marana's planning process will become more analytical in nature. The success of such a process relies heavily on participants' desire to contribute. The direct benefits of such a process must be communicated to participants and support and training must be provided to further the "buy-in" of all participants. Departmental Budget Liaisons Identifying "Budget Liaisons" within each department and formalizing their role has been an excellent first step towards building Marana's team approach to budgeting. The team consists of Departmental Directors and their designees who will be responsible for: • Communicating Budget Policy throughout their department • Attending Training • Coordinating the dissemination, completion, and delivery of Budget Materials 20 Budget Kickoff The Budget "Kickoff" is an organization-wide meeting that provides an opportunity to set the tone and tenor for the planning process. The Manager and Finance Director communicate expectations and reinforce the organization's commitment to an inclusive process. The following items form the basic "Kickoff Packet": Manager's Policy Direction/Critical Issues Decision Package Thresholds/Limits Instructions for Department's Strategic Message Enhancement Packages Mission Statement-Organization Chart Reduction Packages Goals/Objectives/Performance Measures Restoration Packages Meaningful, Quantifiable, Time Bound Interdepartmental Service Requests: Programmatic Budgeting: Building Management Baseline Targets Fleet/IT/Copy Shop Forms and Procedures Volunteer/Floater Coordination The Programmatic Budgeting Approach Baseline Budgeting Baseline or "target budgets" are a technique used in line item incremental budgeting where allocations are limited to the prior year operating budget. Any enhancements to service delivery must be addressed through requests for additional allocation or cuts to other line items. What is often overlooked or undocumented in this budget methodology is the negative impact to service delivery that may be a result of budget cuts needed to maintain an overall "zero increase" budget. Decision Packages & Programmatic Budgeting The term "Decision Package" hints at its definition, it is a tool to assist management in decision analysis. Decision Packages can be prepared both for enhancements as well as options for program reductions and as a way to identify changes in service delivery due to "zero increase" overall budget. Examples of Decision Packages: Enhancement Package: Extended Hours for Recreation Program Reduction Package: Postpone annual renewal of publications Restoration Package: Funding necessary to restore service level of x officers/population or x response time. These packages can then be ranked by Departments in order of consideration, based on the Town's Strategic Plan. This easily communicates to the Manager's office the department's core issues and desires and paves the way for the next phase of the process — the "Manager's Recommended" budget. 21 Utilizing Financial Data in the Planning Process (Cost — Benefit Analysis defined) Example: An accurate transaction detail report is essential for budget planning. Knowing exactly how resources were used in the past, and more importantly, the outcomes of that investment is the key to planning baseline service delivery. If a particular vendor provided low cost product that was substandard, and that exchange resulted in downtime and/or overtime, the overall programmatic impact should be used to determine the appropriate course of action for the plan year. This is called a cost-benefit analysis and managers perform these both formally and informally as a regular part of their decision analysis for budget planning. Incorporating the formal application of "cost-benefit analysis" into "budget justification" is part of the evolutionary process to a more analytical budget process. Performance Measure Tracking: Performance Measures can be difficult to track and therefore a methodology should be considered when choosing/developing the measure. A system for collecting the data should be in place from the beginning of the fiscal year. Staff is often scrambling for data at year end because either a methodology for collection was never established or the system was not consistently maintained. The best solution for this problem is periodic reporting, which reinforces Management's commitment to a performance based organization. Monitoring and Reporting (Accountability) Monthly reports will be available through the General Ledger beginning fiscal year 2007. These reports provide a "real time" view of a department's revenues and expenditures and can be modified to produce a Variance Report which isolates only line items exceeding a user selected threshold. For example, at the end of the first fiscal quarter a user could input a 25% expenditure threshold which would return a list of line items exceeding that percentage. This report provides managers a snapshot of their fiscal position and allows them ample time to formulate a plan for addressing the issue. Monthly Exception Reports: Departments provide a brief explanation of the "exception", the issues driving the variance, and any service delivery impacts anticipated, as well as measures to address the variance should be discussed. For example an overage could be balanced through the control of another account or a change in service delivery of another program. These measures should receive sign-off from management before being implemented. Example: At mid-year, office supplies are 80% expended. Explanation: A document budgeted in subscriptions and publications was found to be more cost effective if produced in-house; therefore savings in this account will offset the overage in office supplies at year end. 22 Budget Amendments Budgets are by definition plans or guides and cannot predict all variables. They require modification at a prescribed threshold or time interval and are termed "Budget Amendments". Any adjustment to the Adopted Budget requires some level of approval. ➢ Transfers between funds and across departments, but within the same fund require Council consideration. ➢ Transfers between accounts within a department, require Finance Director approval. ➢ Adjustment(+/-) to Personnel/Capital line items within a single department: o Require Town Manager/Finance Director approvals. Budget Schedule TASK DATE Organizational Meeting February 12, 2009 Base Budgets March 5, 2009 Supplemental Requests Due March 5, 2009 Department Revenue Estimates March 5, 2009 CIP Committee Recommendations March 5, 2009 Departmental Mission Statement, March 5, 2009 Goals &Measures &Org Chart Preliminary Carryover Requests Due March 5, 2009 Review and Compile Supplemental Requests March 6 -March 11 Revenue Estimates March 11, 2009 Decision Packages forwarded to Manager March 19, 2009 Executive Budget Team Meetings March 23-24, 2009 Departmental Presentations March 24-27, 2008 Manager's Recommended Operating Budget April 28, 2009 Manager's Recommended CIP May 12, 2009 Council Review of Departmental Budgets May 12, 2009 Adopt Tentative Budget June 2, 2009 Adopt Final Budget June 23, 2009 23 Town of Marana Expenditure& Revenue Overview Expenditure Summary 2007 Actual 2008 Actual 2009 Estimated 2010 Adopted Expenditures by Category Personnel&Benefits Costs $ 19,575,568.00 $ 23,186,622.00 $ 24,771,216.00 $ 23,120,375.00 Contracted Services 7,180,066 7,413,703 5,148,897 6,947,274 Operating Supplies&Equipment 2,047,871 1,801,637 2,162,497 4,884,384 Other Services 3,314,499 3,150,414 6,305,425 3,600,792 Special Programs 321,866 679,466 440,216 328,900 Debt Service 3,431,165 4,693,724 4,202,900 7,458,564 Capital Expenditures 64,797,605 62,430,850 63,319,526 149,006,195 Total by Category $ 100,668,640.00 $ 103,356,416.00 $ 106,350,677.00 $ 195,346,484.00 Revenue Summary by Funding Source General Fund $ 33,952,637 $ 33,865,347 $ 29,269,744 $ 31,848,395 Special Revenue Funds 3,008,733 7,739,882 - - Capital Projects Funds 50,787,353 51,672,306 - - Debt Service Funds 2,824,908 1,922,575 41,854,944 7,411,819 Com Dev. Block Grant - 58,907 400,000 Affordable Housing - - 2,315 2,546 Improvement District Bonds - - 5,489 113,371 Grants&Contributions - - 547,064 1,206,465 HOME Funds - - - 250,000 JCEF, Fill the Gap, Local Tech - - 128,185 123,810 Other Agency Funds - - 4,053,697 32,135,000 Local Transportation Assist - - 194,566 225,285 Highway User Revenue Fund - - 1,936,368 1,801,650 Impact Fees - - 1,250,453 828,243 Transprotation Fund - - 31835,345 3,631,245 Pima Association of Governments - - 16,031,380 1,880,000 Half-cent sales tax - - 28,635 - Pima County Bonds - - 1,026,493 - Regional Transportation Authority - - - 37,424,000 Fund Balance Reserves - - - 31,020,418 Enterprise Funds 10,095,008 8,156,306 6,127,092 45,044,237 Total by Fund $ 100,668,640 $ 103,356,416 $ 106,350,677 $ 195,346,484 Authorized Positions Total Authorized FYE 342 362 367 342.9 24 Projection of Financial Condition by Fund Group Fiscal Year 2009 — 2010 June 30, 2010 June 30,2009 2009-2010 2009-2010 Estimated Estimated Estimated Estimated Fund Fund Group Fund Balance Revenue Expenditures Transfers In Transfers Out Balance General Fund $16,100,000 $31,848,395 $30,472,676 $2,885,368 $14,590,351 Special Revenue 12,421,485 1,260,742 12,537,858 - - 1,144,369 Capital Projects 24,299,078 78,808,176 99,899,935 1,935,120 1,272,199 Debt Service 513,081 3,407,588 8,054,599 4,764,511 - 630,581 Enterprise 430,000 8,911,165 7,991,416 347,000 291,023 1,405,726 Total All Funds $53,763,644 $124,236,066 $158,956,484 $5,111,511 $5,111,511 $19,043,226 Town Funds and Fund Balance Information General Fund: The general fund is the Town's primary operating fund. It accounts for all financial resources except those required to be accounted for in other funds. The end of fiscal year fund balance is projected to be $14.6 million. This reflects a usage of$1.24 million in reserves for one-time projects and programs which is consistent with Town's financial policies and utilization of those resources. Estimated ending fund balance is approximately 46% of the projected fiscal year's general fund revenue. This is well above the acceptable level according to the Town's policy of fund balance (target of 25% of general funds budgeted revenues.) $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated Fund Balance t Coverage 25 Special Revenue Funds: The special revenue funds account for the proceeds of specified revenue sources, other than major capital projects, legally restricted to expenditures for specific purposes. For Fiscal year 2009 — 2010 the Town has budgeted $1 million in funding for unanticipated grants and contributions. This is the second year of such funding and it will provide the Town the revenue and expenditure authority required to take advantage of grants and similar opportunities that may occur during the year. Additionally, this funding mechanism removes the impact of grant activity on the operating budgets in the general fund. Capital Projects Funds: The capital projects funds account for resources to be used for the acquisition or construction of capital facilities, equipment and infrastructure other than those financed by the enterprise funds. The ending fund balance is projected to decrease due to the anticipated completion of existing capital projects. Debt Service Funds: The debt service funds account for the accumulation of resources and the payment of general long-term debt principal, interest, and related costs. The ending fund balance is projected to be $0.6 million which is primarily associated with the addition of the 2008 Series MMPC bonds. Enterprise Funds: The enterprise funds are used to account for operations (1) that are financed and operated in a manner similar to private business enterprises, where the intent of the Town Council is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or (2) where the Council has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. For fiscal year 2009 — 2010, the CIP portion of the Enterprise budget incorporates $36,400,000 for a water resource and wastewater treatment project. The estimated ending fund balance in the Enterprise Funds exceeds 16%of budgeted revenues. Budget Summary The annual budget for fiscal year 2009 -2010 totals $195,396,484. Due primarily to the rapid growth in the Town of Marana in earlier years, over 73%, or $144,318,465 of the budget is for major transportation, park, water and airport capital improvement projects. The budget has been structurally balanced with only ongoing revenues used to fund ongoing expenditures. The operating budget is $32,082,721, debt service of $7,458,564 and contingency totals $1,000,000. When compared to the prior year budget, there is an overall decrease of 8% which is primarily attributable to the 26 decreases in capital improvement projects as well as component units and increases associated with debt service. Revenues for fiscal year 2009— 2010 are $124,236,066. The financial plan assumes that $31,020,418 in fund balance/equity will be used to complete previously funded projects and other one-time expenditures. As indicated by the chart, the largest revenue source is local intergovernmental revenues of 37%. These revenues include State shared revenues as well as intergovernmental funding for capital projects from the Federal, State, County and other governments. The capital improvement plan currently includes the sale of bonds for various water/wastewater projects. Anticipated bond proceeds amount to $36,400,000 of total revenues. Local sales taxes comprise 17% of budgeted revenues. Licenses, permits and fees, which comprise 3% of revenues, are dependent on the residential and commercial development and are very cyclical in nature. Charges for services comprise 4% of the budget and include all enterprise fund user fees. The remaining 1% includes all other revenues such as interest earnings, donations, contributions, etc. Debt where the Money Goes General Service—", ervi ce�Enterprise Fund 5% 5% 20% Special Capital Revenue Proj ects 8% 62% 27 Expenditures Fiscal Year 2009—2010 The budgeted expenditures include services and programs for the community such as general government, public safety, community and economic development, culture and recreation, highways and streets, airport and water services. While most operating costs are accounted for in the general fund, some costs are funded by special revenue funds, such as the highway User Revenues Fund for streets maintenance. Enterprise Funds are used to account for water and airport services. The major expenditures in the operating budget at 64% are personal services, which include all salaries and benefits for Town staff. There were no direct payroll increases in personal services, but there was an increase of approximately 6% associated with benefits costs. Contractual services comprise 19%of the operating budget. With personal services at 64% of the operating budget, employees play a significant part in providing services to our citizens. The following graph identifies percentage of staffing by function. Staffing by Function Develop.& Public Safety Plan.Svcs 13% 32% iifto\� General Highway s and Streets Government 26% Culture&7% Aiiport Community Recreation 1/0 o 5%Water Develop. 15% 1% 28 Town Staffing The town has reduced its staffing level this fiscal year by 24.12 full-time equivalent (FTE) positions through the budgetary process. Including position adjustments, employee separation incentives, and retirements, staffing has decreased from 367 positions to 342.88. Significant positions eliminated during this process include: Assistant Chief of Police Police Commander Police Records Clerk Utilities Deputy Director Operations and Maintenance Director Cultural Resources Manager Human Resources Technician 2007-08 2008-09 2009- 2010 Functional Authorized Authorized Authorized Department FTE FTE FTE General Government 78.25 81.75 90.35 Develop. & Plan. Svcs. 79.00 57.00 45.13 Public Safety 113.00 132.33 111 Highways and Streets 20.00 20.33 24 Culture & Recreation 48.25 50.75 50 Community Develop. 4.00 3.00 3 Water 17.50 18.84 17.4 Airport 2.00 3.00 2 Total Positions 362.00 367.00 342.88 Staffing by Function Develop.& Public Plan.Svcs Safety 13% 32% General Highways Government and Streets 26% I Culture 87% Community Recreation Airport 15% Water Develop. 1% 5% 1% 29 Capital Improvement Plan 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 resident to contribute to the many projects that are planned. This is an important balance to maintain, when projects such as the Continental Ranch District Park are constructed which will benefit all residents of the community. As shown by the following chart, the largest CIP funding source comes from Intergovernmental Revenues. These revenues consist of Pima Association of Governments, Regional Transportation Authority, Pima County Bond Program, private contributions and federal and state grants. Bond proceeds are the second largest at 22% and are vital to the delivery of several major CIP projects. CIP Funding Sources Intergovern- mental Transpor- 72% tation Fund >0% Develop. F ees 4% General Fund 1% Bond 1/2 Cent Proceeds Sales Tax 22% 1% 30 Revenues Fiscal Year 2009 — 2010 Revenue Projections are the foundation of the budget process and are developed early in the budget process to provide parameters within which base budgets and new requests are evaluated. The assumptions used in developing this year's revenue projections include: • Inflation rate holding at 1.1%, 4% population growth and 75 new homes • 50% of contracting sales tax revenue, building permits and related fees deemed one-time revenue sources. The general fund is the largest source of operating revenue. The estimated revenue for the general fund is $31,848,395. The following chart shows the total general fund revenues by category for the last three years, and the current budgeted revenues. General Fund Revenue Sales Tax 65% Charges for Services 1% Other 5% Fines, License, Fees Inter- forfeitures & Permits governmental 2% 6% 71% 31 Transaction Privilege (Sales) Tax Description The Town imposes a tax on certain business activities within Town limits. A use tax is also in effect for goods brought into and used in the Town of Marana. Food for home consumption is not taxed. However, prepared foods at restaurants or take out are taxed. Permitted Use Town sales tax can be used to pay any expenditure/expense legally chargeable to the General Fund. The Town allocates 50% of its construction sales tax for major capital improvement projects. Rate Structure The tax rates on the business activities range from 2% (retail)to 4% (contracting). Assumptions Sales taxes are the Town's largest revenue source and represent 65% of General Fund revenues. Additionally, contracting sales tax (one-time revenue) represents approximately 35% of total sales taxes and, as such, 50% of these revenues fund one- time projects. The national, state and local economics have slowed significantly. The fiscal year 2009—2010 revenue estimate is 7% less than what was collected in 2008—2009. The largest portion of that decrease is associated with contracting sales tax which is a one-time revenue source. Staff projected a 25% increase from the amount projected to be collected for fiscal year 2008 — 2009 which reflects the reemergence of the housing construction within the town limits, as well as two major road infrastructure projects that estimated to bring in over $1.5 million in additional contracting sales taxes. Fiscal year Revenue $ Change %Change 2005-2006 33,891,665 9,012,122 27% 2006-2007 30,519,156 (3,372,509) -11% 2007-2008 27,600,253 (2,918,903) -11% 2008-2009 Estimated 22,009,203 (5,591,050) -25% 2009-2010 Projected 20,595,960 (1,413,243) -7% $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated 32 Licenses, Fees and Permits Description Revenues from licenses, fees and permits include residential and commercial building permits, excavation and grading permits utility permits, plan review fees, franchise fees, business license fees and other miscellaneous permits. Permitted Use May be utilized for any municipal public purpose. There are no restrictions as to usage for this revenue. Rate Structure The rates vary based on the product or service provided. The current fee structure was adopted per Marana Ordinance No. 2009.13 and is available on the Town website. Assumptions These fees are highly dependent on the residential and commercial development. The largest portions of these revenues are directly related to the number of single family residence (SFR) building permits issued. The Town experienced a significant reduction in SFR permits issued in 2006 — 2009 as the housing market continued to decline. The current revenue projections for fiscal year 2009—2010 are based on the issuance of 75 SFR building permits, which is an 82% decrease of the budgeted projection for FY 2008—2009. Fiscal year Revenue $Change %Change 2005-2006 6,201,448 (1,712,593) -28% 2006-2007 4,983,690 (1,217,758) -24% 2007-2008 3,004,975 (1,978,715) -66% 2008-2009 Estimated 3,166,685 161,710 5% 2009-2010 Projected 2,053,050 (1,113,635) -54% $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated 33 State Shared Income Sales Tax Description Cities and towns in Arizona are precluded from imposing an income tax by Arizona state law. In 1972, the voters of Arizona approved the Urban Revenue Sharing program which requires the State to share 15% of income tax revenue with incorporated cities and towns. These revenues are also known as Urban Revenue Sharing. Permitted Use May be utilized for any municipal public purpose. There are no restrictions as to usage for this revenue. Rate Structure The State distributes to cities and towns 15% of income taxes two fiscal years following the fiscal year in which the state collects the income taxes. Each city and town share is allocated in proportion to its population compared to the total population of the state. Assumptions This revenue source is based on economic conditions during the year for which the income was taxed and is subject to fluctuations in employment, corporate profits, tax credits and exemptions. This revenue source is also subject to changes made by the State legislature. A 14%decrease from FY 2008- 2009 distributions is estimated. Fiscal year Revenue $Change %Change 2005-2006 1,419,305 173,109 12 2006-2007 3,034,241 1,614,936 53% 2007-2008 3,761,010 726,769 19% 2008-2009 Estimated 3,928,033 167,023 4% 2009-2010 Projected 3,450,375 (477,658) -14% $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated 34 State Shared Sales Tax Description Arizona also has a revenue sharing program for state sales tax. Like the local sales tax, the State imposes a tax on the sale of goods and then establishes base of which 25% is shared with all incorporated cities and towns. Permitted Use There are no restrictions on use. The funds may be used for any expense legally chargeable to the General Fund. Rate Structure The town receives its share of the state sales tax based on population estimates from the most recent U.S. Census or Census Survey. Assumptions This revenue is highly dependent on the economy. Consumer confidence, unemployment, interest rates and the general state of the economy are all variables affecting this revenue stream. Based on figures provided by the Arizona Department of Revenue a 16% decrease over fiscal year 07-08 distribution is estimated and a 3% increase over FY 2008 - 2009 is projected. This revenue is also subject to changes made by the State legislature. Fiscal year Revenue $ Change %Change 2005-2006 1,435,175 192,695 13 2006-2007 2,540,072 1,104,897 43% 2007-2008 2,456,133 (83,939) -3% 2008-2009 Estimated 2,126,326 (329,807) -16% 2009-2010 Projected 2,054,630 (71,696) -3% $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 Estimated 2009-2010 Projected 35 Vehicle License (Auto Lieu) Tax Description This tax imposed by the Arizona Constitution as an "in-lieu" tax for all ad valorem property taxes on motor vehicles. The Arizona Constitution requires that vehicle license tax (VLT) revenues be distributed to the state, counties and cities. Permitted Use Vehicle license tax revenues received by the Town can be used to pay any expense legally chargeable to the General Fund. Rate Structure The vehicle tax is based on each $100 of a vehicle's value. The valuation base for the first year is 60% of the manufacturer's base retail price and the depreciation rate for each succeeding year is 16.25%. The statute sets specific rates for each vehicle license to be charged for each distribution recipient. The rate for incorporated cities and towns is sixty-nine cents ($0.69) for a new vehicle and seventy-one ($1.71) for a vehicle older than one year. Assumptions A loss rate of 2% is projected for fiscal year 2009 - 2010. Projections are based on reductions in new car purchases. Fiscal year Revenue $ Change %Change 2005-2006 660,008 60,084 9% 2006-2007 880,374 220,366 25% 2007-2008 1,179,533 299,159 25% 2008-2009 Estimated 1,123,308 (56,225) -5% 2009-2010 Projected 1,099,830 (23,478) -2% $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated 36 Highway User Revenue Description The State of Arizona collects various fees and taxes from users of the State's roads and highways. An excise tax is charged on fuel purchases on a per gallon basis. There are also a number of additional transportation related fees/taxes which are distributed through the highway user revenue fund (HURF). Permitted Use There is a state constitutional restriction on the use of the highway user revenues, which requires that these funds be used solely for street and highway purposes. Up to one-half of the prior year's distribution may also be used for the retirement of debt issued for street and roadway improvements. Law prohibits use of this funding for traffic law enforcement or administration of traffic safety programs. Rate Structure Cities and towns receive 27.5% of highway user revenues based on two factors: population estimates acquired through the most recent census survey; and gasoline sales within each county. Assumptions This revenue source is subject to fluctuations in fuel prices and consumer behavior. Fiscal year Revenue $ Change %Change 2005-2006 1,252,523 108,844 9% 2006-2007 1,876,017 623,494 33% 2007-2008 2,035,849 159,832 8% 2008-2009 Estimated 1,936,369 (99,480) -5% 2009-2010 Projected 1,801,650 (134,719) -7% $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated 37 Development Fees Description As allowed under A.R.S. §9-463.05, the Town assesses development fees for new construction to offset cost to the municipality associated with providing necessary public services t a development, including the costs of infrastructure, improvements, real property, engineering and architectural services, financing, other capital costs and associated appurtenances, and related equipment. The intent is to ensure that growth "pays for itself" and current residents are not burdened with additional taxes and fees to defray the capital costs of new development. Development fees are collected with each new building permit. Permitted Use This revenue is utilized to fund the Town's capital improvement related to growth such as constructing new roads, building new parks and expanding water systems. Rate Structure The Town charges development fees for transportation, parks, and water system and water renewable resources projects. Fees are assessed on each residential dwelling within the defined benefit area. Water system and water resource fees are charged to residential dwellings and commercial development based on the meter service size and number of connections. Assumptions Projections are based on an additional 75 homes being permitted in fiscal year 2009— 2010. Due to the cyclical nature of construction, the Town uses a conservative approach to development fee revenues. Fiscal year Revenue $ Change %Change 2005-2006 3,613,436 2,022,121 56% 2006-2007 2,796,289 (817,147) -29% 2007-2008 1,661,782 (1,134,507) -68% 2008-2009 Estimated 886,276 (775,506) -88% 2009-2010 Projected 712,402 (173,874) -24% $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Estimated Projected 38 Water Sales Description The Town provides a potable water system service to residences and businesses in need to such services within the service area. Permitted Use The revenue generated is used to cover the costs of administration, operations, maintenance and replacement of the water collection, treatment and delivery system. Rate Structure 5/8" $ 15.12 1" 36.72 1.5" 39.96 2" 46.44 4" 110.16 Single Family Rate Other than Single Family Rate Rat Type Rate 0- 1,000 Included in min. Multi Family $ 2.86 1,001- 10,000 $ 2.32 Commercial 2.86 10,001-20,000 3.24 Industrial 2.86 20,001-30,000 4.21 Government 2.86 30,001-40,000 5.18 Industrial 2.86 >40,000 7.45 Standpipe/hydrant 3.24 Assumptions The revenues projected are based on the anticipated increase of 75 customers and a 9% rate increase in the spring of 2009. Fiscal year Revenue $ Change %Change 2005-2006 3,208,826 833,746 26% 2006-2007* 2,454,463 (754,363) -31% 2007-2008 2,405,995 (48,468) -2% 2008-2009 Estimated 2,685,263 279,268 10% 2009-2010 Projected 2,820,847 135,584 5% $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Projected Estimated *This year had a change in accounting for certain non-rate revenues 39 Airport Fees Description The Marana Regional Airport receives revenues from air hangar leases,fuel charges and open tie-downs. Permitted Use These revenues are not restricted and may be used for any purpose. Rate Structure Pima Aviation, Inc. owns and operates the hangars, covered tie-down areas and storage facilities at the Marana Regional Airport. However, as part of the ownership arrangement, the Town receives revenues from a series of land, hangar, development and open tie-down leases and fuel usage fees from Pima Aviation, Inc. The Town owns the open tie-down areas. The rates and fees vary by type and are available on the Town's website. Assumptions The Marana Regional Airport is classified as a general aviation reliever airport for Tucson International. Several key capital projects like the airport terminal design, land acquisition for future expansion, taxiway improvements and water and sewer improvements will be vital to the continued growth of the Airport. The airport will be a key element of the Economic and Strategic plans. Staff conservatively projected a 3% increase for fiscal year FY 2010 over final estimates for FY 2009 actual revenues. Fiscal year Revenue $ Change %Change 2005-2006 144,118 10,554 7 2006-2007 184,788 40,670 22% 2007-2008 233,204 48,416 21% 2008-2009 Estimated 232,000 (1,204) -1% 2009-2010 Projected 240,000 8,000 3% $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 2005-2006 2006-2007 2007-2008 2008-2009 Estimated 2009-2010 Projected 40 MARANA DEPARTMENT BUDGETS The Department Budgets section contains supporting information, including an organization chart, mission statement/department descriptions, accomplishments, goals, and performance measures, as well as a financial summary page that also states the total number of authorized employees. Committed to the future...Inspired by our post. 41 THIS PAGE INTENTIONALLY LEFT BLANK 42 Town Council Marana Citizens Vice Mayor 0=0 OMEM OM" 2009—2010 Departmental Description and Mission Statement The Marana Town Council is committed to provide its residents with a high standard of living,efficient municipal services and progressive community planning. Their actions will be based on solid values, uncompromising integrity and servant leadership to this community. 2008—2009 Accomplishments — Completed the first ever Strategic Plan — Leveraged legislative resources to save community$9 million per year in flood insurance premiums. — Allocated necessary legislative and fiscal resources to begin construction of Twin Peaks Interchange. — Passed balanced FY'09 budget in amount of$196,610,010 and maintained service levels through difficult economic times. — Served as an active regional participant in the Pima Association of Governments and Regional Transportation Authority.The Town also joined the Central Arizona Association of Governments. 2009—2010 Goals and Objectives — Ensure the use of the Strategic Plan in the development of the annual budget. — Improve communication throughout all facets of the organization. — Communicate openly and effectively with members of the Marana community. Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Use the Strategic Plan in the development of the annual budget Performance Measures: Number of Strategic Plan initiatives met through budget process - - 2 10 Goal: Improve communication throughout all facets of the organization Performance Measures: Number of Council Executive Reports distributed to staff and elected officials 12 24 24 24 Number of Council Daily reports distributed to staff and elected officials - 52 120 240 43 Town Council 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Communicate openly and effectively with members of the Marana Community Performance Measures: Number of public "open house" meetings held Number of presentations given to civic groups or HOA's - 19 2 5 Number of information booths put up at events - - 2 4 Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $130,595 $143,730 $152,011 $207,137 Contracted Services 39,288 21,955 9,326 7,622 Operating Supplies& Equipment 3,826 1,000 3,679 1,000 Other Services 10,711 22,923 11,615 24,123 Total by Category $184,420 $189,608 $176,631 $239,882 Budget Summary by Fund General Fund $184,420 $189,248 $176,631 $239,882 Total by Fund $184,420 $189,608 $176,631 $239,882 44 Town Clerk 2009 - 2010 Departmental Description and Mission Statement The Town Clerk has the responsibility for oversight of town elections, public records, business and liquor licenses,archiving permanent records and coordinating interdepartmental services related to town records.The Town Clerk, under the direction of the Town Manager, prepares Council agendas and records the official minutes of all Council meetings. Community Building and Progress Innovation enhance the mission of the Clerk's department which is to assist the public with accurate and timely information. 2008—2009 Accomplishments — Special Event Application, Public Records Request form and CAC application were put online with option to submit from the Web — Implemented NovusAgenda to streamline the agenda planning and processing system. — Held first voter registration drive at the MMC on July 30,2008. Now have 17,807 registered voters in Marana. — A full inventory of Council minutes and agendas since 2001 is 100%complete,accurate and scanned into LaserFiche. — Full inventories of all Specific Plan information have been filed per statute for permanent storage. — Updated Citizen Advisory Commission Handbook, Bylaws,and contact lists, applications to commissions for recommendations. 2009—2010 Goals and Objectives Strategic Plan Focus Area: Community/Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Respond to 95%of requests within 72 hours Performance Measures: Processed records requests 249 300 350 375 Completed within 72 hours - - 90% 90% Recorded documents 425 227 300 225 Regular and Special Agendas 48 48 48 48 Special Events Permits - 28 35 35 Insurance claims processed 19 30 30 40 Transmitted to SWR within 24 hours - - 100% 100% Liquor Licenses processed 15 12 15 15 45 Town Clerk 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Ensure quality preparation and timely distribution of Council Agenda packets Performance Measures: Council Agenda packets processed - 48 48 48 (Less than five packets required amending since Novus was instituted Goal: Prepare Election and Council Information requests in a timely manner Performance Measures: Deadlines are met per statute for preparation of publicity pamphlets, receiving arguments, notifying residents of polling locations and answering questions on election day. Yes Yes Yes Yes Goal: Inventory of all public/permanent records Performance Measures: Specific plans are properly filed for permanent storage - - 75% 100% Council minutes/agendas are signed,scanned and stored - - 60% 80% All non-DSC files at MOC records building inventoried - - 25% 50% Completion of all inventoried items - - - 25% Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $192,359 $244,295 $219,655 $208,301 Contracted Services 65,563 51,600 15,495 4,441 Operating Supplies& Equipment 2,888 2,900 2,125 2,900 Other Services 21,380 24,931 156,028 16,366 Capital Expenditures 71,141 150,000 - - Total by Category $353,331 $473,726 $393,303 $232,008 Budget Summary by Fund General Fund $353,331 $473,726 $393,303 $232,008 Total by Fund $353,331 $473,726 $393,303 $232,008 Authorized Positions Total Authorized FTE 4.0 3.0 3.0 3.0 46 Town Manager DevelopmentTown Manager Assistant Town Manager Administration L Services—.1111111110 Services —d 2009—2010 Departmental Description and Mission Statement Under the direction of the Town Council,the Town Manager's Office upholds the Town's core values and provides leadership and vision to town staff for the benefit of the entire Marana community. We believe in building relationships with the citizens of Marana,the business and development communities,our neighboring municipalities and various interest groups at work in the area to provide the highest quality of life and place of all. We are committed to providing timely and accurate public communication, responsive customer service and effective solutions to complex challenges. We will never compromise our integrity or the public's trust. 2008—2009 Accomplishments — Led efforts to secure water resources for sustainability of the Marana community — Facilitated 19 meetings and open houses to solicit public comment on the Town of Marana Strategic Plan — Initiated the Marana Economic Roadmap strategic planning process with broad support from the business community — Identified$5.3 million in savings in the Town general fund to adjust to the economic climate while maintaining appropriate service levels to residents. Also identified an additional$900 thousand in savings in non-general fund sources — Filled key staff positions, including all department head jobs,with talented personnel. Also completed restructuring of organization leading to the creation of the Development Services and Public Services divisions and their respective general managers. 2009—2010 Goals and Objectives Strategic Plan Focus Area: Community Building/Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide innovative ways for citizens to make inquiries and requests for service and receive responses in a timely fashion. Performance Measures: Citizen Request Tracker(CRT)requests handled 34 337 485 698 Goal: Insure transparency and open communication throughout all levels of the organization Performance Measures: Number of Manager's employee update sessions held 2 2 9 12 47 Town Manager 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Ensure transparency and open communication between the Town and its residents. Performance measures: Number of Town official newsletters distributed to residents 3 1 7 10 Number of media inquiries handled by Public Information Officer - 175 195 220 . ..-----------., ................................................... Number----------------------- ------. of news releases distributed to the media 20 32 29 30 ----------------------------------------------- Number of"Mayor's Message"or"Manager's Message articles in the media 24 50 50 50 Strategic Plan Focus Area: Commerce 2007 2008 2009 2010 --------------------------------------------------------- -----------Actual------------Actual Estimate------ ----Projected------------- Goal:Attract high-quality,well paying jobs and industries to Marana through outreach to interested companies and strategic planning for the future. Performance Measures: ------ ------------------------------------- Economic development lead responses generated through the Arizona Department of Commerce and other sources 0 0 6 10 Copies of Community Profile distributed 1000 1800 2000 2000 ---- -------------------- ----------------- ............................................ Number of distribution sites for Community/Economic Economic Profile 3 4 8 10 ----- --------- ----------------- ---------------------------------------------------- Percentage completion of Marana Economic Roadmap strategic plan 0% 0% 50% 100% --------------------------------------------------------------------------------------------------------------------- Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $935,665 $850,335 $1,180,699 $972,189 Contracted Services 258,361 278,955 157,505 228,303 Operating Supplies & Equipment 26,377 12,945 21,464 8,700 Other Services 53,568 53,524 75,155 57,170 Capital Expenditures 11,321 0 26,884 1,000 Total by Category $1,285,303 $1,195,759 $1,461,707 $1,267,362 Budget Summary by Fund General Fund $1,281,038 $1,195,759 $1,461,707 $1,267,362 ---------------------------------- Community Development Block Grant 4,255 0 0 0 Revolving Affordable Housing 10 0 0 0 Total by Fund $1,285,303 $1,195,759 $1,461,707 $1,267,362 Authorized Positions Total Authorized FTE 14.0 14.0 13.1 10.78 48 Human Resources EmployeeHR Director Administrator Senior HR Analyst 2009—2010 Departmental Description and Mission Statement The Human Resources Department's mission is to support and advance the Town of Marana through the acquisition, retention and development of employees. Human Resources collaborate with the leadership team to maintain a positive and productive work place,and to support the identification and implementation of innovative ideas for the future of the Town. We accomplish this mission through internal consulting, problem resolution, and the provision of efficient,cost- effective,customer-responsive human resources service. 2008—2009 Accomplishments — Staffed two vacant management level HR positions and established a department structure — Established a consistent recruitment process; communicated plan to all Town departments — Implemented a new compensation structure — Transitioned all employees to a common annual performance review date — Revised Personnel Policies Chapters 3,4,5,and 6 — Established a Benefits Committee and completed a Town wide health plan survey for a new plan design — Conducted a comprehensive detailed review of the department budget and identified significant savings — In collaboration with the Town Manager's Office and Police Department,successfully completed the negotiation of an amendment to the MPOA MOU — Completed HR Department compliance audit of employee files assuring separation of protected information. Completed 1-9 audit re-doing 325 forms 2009—2010 Goals and Objectives Strategic Plan Focus Area: Community/Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Develop and implement revised competencies that are specific to Department function and link to the strategic plan Performance Measures: Customize performance competencies for all departments - - 22 22 Supervisors and Managers trained - - 90 80 Employees trained - - 300 270 49 Human Resources 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Develop and present programs and processes for legal compliance, employee and management development and supporting the strategic plan component of encouraging progress/innovation and risk taking by employees. Performance Measures: ........ .------.. p g...- Legal and Workplace Training - - - 80 --------------------------------------------------------------------------------------------------------------------------- Employees - - - Supervisor/Management Staff - - - -------- —- ---------------------------------------------------------------------------------------------------------------------- --- Interview Training - - - 80 ------Sexual Harassmnt Trainng-----------------e---------i------------------------------------------------------65------------74--------------60-------------350------ #of employees using tuition reimbursement 10 13 17 20 ----------------------------------------------------------------------------------------------------------- Succession Planning - - - 22 Interns working through partnership with MUSD school district - - 3 6 Partnership with municipalities(networking,surveys, meetings,training) 8 12 16 16 ----- --- - - -- -------------------------------------------------- Goal:Ongoing review of Policies and Procedures Performance Measures: ............................................................................. Personnel Policies - - 6 revisions 4 revisions ---------------------------------------------------------------------------------------------------------------- Policy rollout presentations to all employees - - 30 350 Personnel Policy update training for supervisors/managers - - 80 80 Focus Group Attendees Regarding Personnel Policies - - 20 40 - -- - - ---------------------------------------------------------------------- Goal:Tyler/Munis software implementation Performance Measures: #of hours User Training—Personnel Requisition Training/Refresher - - 10 10 #of hours UserTraining—Tuition Reimbursement Training/Refresher - - 8 10 #of hours UserTraining—Employee Self Service Training/Refresher - - - 20 -------------------------------------------------------- #of hours UserTraining—Application Tracking—Supervisors/Managers - - - - --------------------------------------------------------------------------------------------------------------------- #of hours Workflow Training for all approvers - - 80 80 --------------------------------------------------------------------------------------------------------------------- #of hours Administrator Training—Internal HR Staff - - 120 80 ------------------------------------------------------------------------------------------------- Goal: Recruitment and Retention Performance Measures: New Employee Orientation and On Boarding process (includes Marana 101) 36 36 40 15 Benefits Orientation 12 12 10 10 ------------------------------------------------------------------------------------------------------------------------------------ Develop and implement non-monetary employee recognition programs focused on progress/innovation - - - 22 ----------------------------------------------------------------- Develop and implement Health/Benefit survey to all employees - - 1 2 ------------------------------------------------------------------------------------------------------------------------------------ 50 Human Resources Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $304,994 $452,549 $349,807 $392,289 Contracted Services 12,676 120,955 130,812 18,921 Operating Supplies& Equipment 14,939 10,870 9,774 15,548 Other Services 50,953 59,153 2,711 20,254 Special Programs 74,512 76,970 97,558 31,598 Capital Improvements 161,949 1,995 2,870 - Total by Category $620,023 $722,492 $593,532 $478,610 Budget Summary by Fund General Fund $620,023 $722,492 $593,532 $478,610 Total by Fund $620,023 $722,492 $593,532 $478,610 Authorized Positions Total Authorized FTE 6.0 7.0 7.0 5.0 51 Finance Finance Direct., Finance Manager Management& Budget Analyst -as 2009—2010 Departmental Description and Mission Statement 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. 2008—2009 Accomplishments — Successfully implemented newly acquired integrated accounting and information management system and trained all end-users — Received the Distinguished Budget Presentation Award from the Government Finance Officers of America (GFOA) — Received the Certificate of Excellence in Financial Reporting from the Government Finance Officers of America 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Receive the Distinguished Budget Presentation Award from the Government Finance Officers of America(GFOA) Performance Measures: Budget Award received Yes Yes Yes Yes Goal: Receive the Certificate of Excellence in Financial Reporting from The Government of Finance Officers in America Performance Measures: Award Received No Yes Yes Yes Goal: Implement the newly acquired Integrated Accounting and Information Management System and train all of the Town Employee's end-users Performance Measures: Installation completed - - Yes - End users trained - - Yes - 52 Finance 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Efficient account payable and payroll activities Performance Measures: Invoices Processed 17,117 18,009 15,894 17,000 Accounts Payable checks issued 7,751 8,096 8,905 9,000 Payroll checks direct deposited 9,357 9,594 8,500 8,500 Journal entries completed 647 694 1,350 950 Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $318,887 $526,246 $485,937 $599,605 Contracted Services 76,982 145,455 93,118 73,681 Operating Supplies& Equipment 9,544 6,175 18,721 7,175 Other Services 18,883 16,478 2,631 16,983 Capital Improvements 7,107 329,500 309,582 70,000 Total by Category $431,403 $1,023,854 $909,989 $767,444 Budget Summary by Fund General Fund $431,403 $1,023,854 $909,989 $767,444 Total by Fund $431,403 $1,023,854 $909,989 $767,444 Authorized Positions Total Authorized FTE 6.75 7.75 7.75 8.38 53 Legal Town Attorney Senior Attorney AttorneyDeputy Town Attorney Real Property L L Acquisition Agent Assistant Town 2009—2010 Departmental Description and Mission Statement The Marana Legal Department strives to furnish quality legal services to assist the Town in achieving its vision of developing a sustainable community that provides a high quality of life through its economic progress, imagination, recreational opportunities and history. It provides legal advice on civil matters to the Mayor and Council,the Town Manager's Office and all Town departments, prosecutes misdemeanor offenses committed within the Town limits and serves as an intermediary between the police,court personnel,victims,witnesses and defendants. The Legal Department is also responsible for providing real property services, including handling, reviewing and processing license agreements right-of- way and easement abandonments,dedications right-of-way acquisitions and relocation benefits,as well as resolving title issues and reviewing subdivision and development plans. 2008—2009 Accomplishments — Participated in discussions concerning FEMA floodplain map revision — Won foundational court rulings in the wastewater litigation with Pima County,upholding Marana's right to own and operate its own sewer utility — Addressed legal and property issues necessary to complete the Silverbell Road,Thornydale Road,and Tangerine Farms Road projects — Acquired the property rights necessary to begin construction of the Twin Peaks Interchange — Reduced the Town's water costs by canceling the CMID/CWUA 1997 intergovernmental agreement — Prosecutor's office completed first draft of victim's rights policy and procedure manual — Held background discussions for program and procedures for dealing with the Seriously Mentally III (SMI) in Marana Municipal Court — Resolved real property issues for the now-completed Wheeler-Taft Library project — Completed a first draft of a reformatted Marana Land Development Code for incorporation as Titles 17, 18, and 19 of the Town Code 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Review Personnel Policies and Procedures and personnel provisions to Town Code for current law and best practices in Human Resource management Performance Measures: Revision to Chapters - - 4 4 54 Lega 1 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Coordinate/provide support to Development Services for Town Projects by working with private sector Performance Measures: ----------------------------------------------------------------- Assist in partnership development-with-private sector N/A N/A N/A 2 Strategic Plan Focus Area: Commerce/Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide timely and accurate legal advice to the Town Performance Measures: Respond to 95%of all requests for legal advice within 5 business days N/A 8 9 9 Goal: Prosecute misdemeanor cases in Marana Municipal Court promptly Performance Measures: Number of criminal cases prosecuted and closed 1,051 1,764 1,980 2,000 DUI 138 194 210 190 ------ --------------------------------------- Criminal Traffic 806 638 792 802 --------- -------------- 821 781 846 873 Domestic Violence 111 133 132 135 Goal: Review,process and close CIP mail project plans and determine real property rights needed Performance Measures: -- ------------------------------- ------------------------ ------------------------------- Number of existing-CIP-projects 11 20 21 24 Number of main CIP projects closed N/A N/A 6 2 Number of CIP sub projects processed and closed N/A N/A 170 170 ------------------------------------------------------------------------------------------------------------------------------------ Goal: Review license agreements,abandonments,dedications,and development plan reviews Performance Measures: — --------------------------------------------------------------------------------------------------------- Number of real property projects 143 156 199 228 — -----------------------------------------------------------------------.------------------------------- Number of development service plan reviews N/A N/A 236 354 Number of substantive phone logs N/A N/A 1,228 1,842 ------------------------------------------------------------------------------------ Number of public records requests N/A N/A 26 30 Goal: Hold regular meetings and conduct training with the Marana Police Department Performance Measures: Number of meetings with MPD 6 6 10 10 Goal: Proactively identify and address potential liabilities Performance Measures: ......... --------------------------------- ------------------------------------------------------------------- Number of claims filed against the Town - 38 31 30 .. ............. Number of la suits filed against the Town 4 3 3 Number of claims and lawsuits resolved 40 30 30 ------------------------------------------------------------------------------------------------------------------------------------ 55 Legal Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $495,573 $602,968 $730,357 $709,582 Contracted Services 47,915 41,955 157,993 47,913 Operating Supplies& Equipment 5,641 6,660 32,410 7,000 Other Services 20,568 26,805 0 31,995 Capital Expenditures 5,509 0 4,743 1,000 Total by Category $575,206 $678,388 $925,503 $797,490 Budget Summary by Fund General Fund $575,206 $678,388 $925,503 $797,490 Total by Fund $575,206 $678,388 $925,503 $797,490 Authorized Positions Total Authorized FTE 9.0 9.0 8.0 8.0 56 Technology Services Technology,or Nmr Director Public Safety Technology Analysts Software Engineer 2009—2010 Departmental Description and Mission Statement The Technology Services Department is responsible for developing and implementing technology to facilitate the productive and efficient use of Town computers, network, mapping products,and data and communication resources. 2008—2009 Accomplishments — Merged GIS and IT departments — Provided technical support of implementation of the ERP system — Upgraded the Motorola Radio system — Implementation and support of Novus Agenda Manager — Upgraded to new email filter system — Major data improvements effort for CRW Permitting system — Implemented Sharepoint as a collaboration tool for CIP and water utility — Implemented custom SOP system for the town 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Develop and maintain Town's Official Maps,GIS applications,and GIS data library for town wide use Performance Measures: Provide GIS map and data request services to staff and general public - 80 90 95 Provide special GIS project assistance to Town managers and staff - 95 95 95 Provide addressing services to meet the towns needs - 95 95 100 Goal: Develop and implement a Disaster Recovery Plan that includes a System of automated failover for operational continuity,data redundancy, And disaster recovery based on acceptable down time of official systems. Performance Measures: Develop a DRP document - 25 25 100 Implementation Plan - - 25 100 Implement and Test - - 0 75 57 Technology Services 2007 2008 2009 2010 Actual Actual Estimate Projected -------------------------------------------------------------------------------------- Goal: Implement virtualization technology that provides significant decrease in hardware costs,greater flexibility and responsiveness to user needs,and reduction of energy and server room resources. Performance Measures: Implementation Plan - - 20 100 Pilot System Operational - - 50 100 ------------- --------------------- -------------------------------- Full System Implementation - - 0 50 Goal: Provide technical support for all data,voice,and video communications Performance Measures: ------------------------------------- Respond to standard helpdesk tickets by next day - - 95 95 ---------------------------------- Respond to high priority helpdesk tickets in 4 hours - - 50 95 -------------------------------- Establish automated monitoring and repair system - - 20 80 ----------------------------------------------------------------- ------------------------------------ Goal: Evaluate,specify,and recommend new technologies and operation methods Performance Measures: Establish TS part of the RFP process for software,hardware,and telecom - - 50 95 ----------------------------------------- ------ ------------------------------ Provide detail requirements definition,analysis,and implementation - - 50 95 - ---------------------------------------------------------------------------------------------------------------------------- Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $378,621 $461,891 $813,400 $845,629 Contracted Services 556,849 661,900 443,541 727,088 Operating Supplies& Equipment 26,093 33,665 26,812 34,200 Other Services 95,012 108,500 90,552 100,205 Capital Expenditures 736,399 940,250 28,942 33,000 Total by Category $1,792,975 $2,206,206 $1,403,247 $1,740,122 Budget Summary by Fund General Fund $1,792,975 $2,206,206 $1,403,247 $1,740,122 Total by Fund $1,792,975 $2,206,206 $1,403,247 $1,740,122 Authorized Positions ----- --------------- ------------- Total Authorized FTE 9.5 11.0 12.0 12.0 58 Police Chief of Police L dim Internal Technical Patrol - . 2009—2010 Departmental Description and Mission Statement The Marana Police Department is committed to serve the people within our jurisdiction. We build and maintain public trust by holding ourselves to the highest standards of performance and ethical values. To fulfill the mission,the Marana Police Department is dedicated to providing a quality work environment and the development of its members through effective training and leadership. 2008—2009 Accomplishments — Unbiased Sergeant's Promotional Process developed targeting leadership qualities. Promotional list established and 3 promotions by January 2009 — Total overhaul of the tracking system (AIMS)and the investigative procedures for administrative investigations; both internal and external,and the review of high liability incidents to include pursuits, use of force,and patrol vehicle incidents. — Elimination of one lieutenant position and the establishment of two needed dispatcher positions — Provided staffing and equipment for the Town of Marana's"Signature Events"to include Founders Day,4t"of JUly, Halloween "Spooktacular",Christmas Tree Lighting,and the PFA Accenture Match Play Golf Tournament — Hosted numerous community crime prevention events including a "Citizen's Academy". 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide quality police leadership and professional service by implementing a career development plan for all MPD employees on excellence and sustainability. Performance Measures: Personnel attending supervisory/management level training 0 5 10 10 Number of personnel who attended one job-specific training - 89 75 75 Partnering with other law enforcement agencies to gain experience In criminal investigations 0 0 1 2 59 Police 2007 2008 2009 2010 ----------------------------------------------------- Actual Actual Estimate Projected Goal: Efficient and effective Operations Division/Patrol Performance Measures: Response time in minutes Priority 1 and 2 calls; national target 5 minutes - less than 6 5 5 Number of traffic stops - 8,378 9,050 9,800 DUI arrests - 181 195 211 ----------------- ---------------------------- Felony arrests; part 1 crimes only - 112 123 135 Misdemeanor arrests; part 1 crimes only - 180 198 218 Crimes against persons; part 1 crimes only - 221 232 244 Crimes against property;part 1 crimes only - 1,084 1,138 1,195 .................... ....--------- ................ Average number of calls per officer - 417 451 487 Number of officer per 1,000 citizens; national average 2,4 - 2.4-2.6 2.6-3.0 2.6-3.0 ------------------------ Goal: Efficient and effective Operations Division/Criminal Investigations Unit Performance Measures: -------------------------------- Calendar year clearance rate(%)—violent crimes 64 70 75 ----------------------------------------------------------------- ------------------------------------------------ Calendar year clearance rate(%)—property crimes 18 25 33 -------------------------------------------------------------------------------------------------------------------------------- ------Crimnalscenes responded to by Crime Scene Unit-----i --------------------------------------------- -----------------------------------------116--------------128--------------140------ --------- ------------------------------------------------------------------------ Strategic Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected ------------------------------------------------------------------------------------------------------------------------------------ Goal: Establish community partnerships with open and effective communications focused on addressing quality of life issues and safety concerns. Performance Measures: ------------- --------------------------- ------------------------------------------------------------ Informational presentations to community groups 89 100 110 ............... .......-_ ...... ............................... Number of Neighborhood Watch groups 9 10 11 Participants in GAIN "Getting Involved In Neighborhoods" 9 10 11 ------- --------- ---------------------------------------------------------- Business security contacts 9 15 20 Holiday Patrol 0 1 1 1 Goal:Continuously evaluate and improve the Volunteers in Police Service Program(YIPS)including recruitment,training,outreach, reporting, and communication within the Police Department and Town of Marana. Performance Measures: ----------------------------- -------------------------------------------- Number of howorked --------Num-------------urs-------------------- ----------------4,466--------------4,689--------------4,923 -------- 60 Police Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $6,999,056 $8,268,789 $9,182,961 $8,437,185 Contracted Services 135,367 450,700 681,144 543,729 Operating Supplies& Equipment 574,672 552,342 502,051 441,266 Other Services 110,240 122,302 100,015 116,639 Special Programs 34,543 0 106,809 109,373 Capital Expenditures 312,677 65,303 60,394 - Total by Category $8,166,555 $9,459,436 $10,633,374 $9,648,192 Budget Summary by Fund ----------------------------- ------- --- ----------- General Fund $7,803,229 $9,179,231 $10,192,796 $9,327,869 ............................. ..................................................... Grants/Contributions 94,009 0 330,089 - RICO Fund 0 108,602 97,489 144,373 .................................................................. ...................... HIDTA Fund 69,271 47,653 0 52,000 MANTIS Fund 86,876 61,975 0 61,975 Vehicle Theft Task Force Fund 78,602 61,975 0 61,975 - - -------------------------------- --------------------------------------------- Police Forfeiture Account 32,874 0 13,000 0 Holiday Family-Explorer 77 150 0 0 0 Business Savings-Explorer 77 10 0 0 0 Checking-Explorer 77 1,535 0 0 0 Total by Fund $8,166,555 $9,459,436 $10,633,374 $9,648,192 Authorized Positions Total Authorized FTE 110.0 113.0 114.33 111.0 61 Courts Arizona Supreme Court Town Magistrate Court Probation 41 Moni Court Supervisor A 2009—2010 Departmental Description and Mission Statement The mission of the Marana Municipal Court is to provide a forum for the fair and impartial adjudication of alleged violations as established by the Arizona Revised Statutes and Town of Marana Ordinance Code. The Court will strive to resolve these cases expeditiously and efficiently in an environment that is safe for all concerned. We shall do this in a manner which will enhance and uphold the integrity and independence of the judiciary,thus maximizing our community's confidence in the court. We will strive to become increasingly customer service oriented, innovative and creative in technology and in all of our operations. The court shall maintain a supportive working environment by encouraging teamwork and employee growth. 2008—2009 Accomplishments — Continued refining in-house probation monitoring section,eliminating the need to contract probation services to an outside vendor — Increased court revenue by 7 percent over the previous fiscal year — Continued the home arrest program allowing certain offenders to be incarcerated at home via an electronic monitoring bracelet,saving the town monies in jail costs 2009—2010 Goals and Objectives Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Reduce the error rate of processing cases to 5%or under to ensure that the rights or our citizens are not unduly affected by simple mistakes. Performance Measures: Case processing error rate 10% 7% 8% 7% Citations filed 10,000 10,500 11,000 12,000 Goal: Reduce the amount of complaints and negative comments about our court to less than 10 per year Performance Measures: Complaints received 31 39 18 15 62 Courts 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Retain and foster open communication between the Court and citizens of the Town of Marana and to maintain an Open door policy with Town officials Performance Measures: Number of meetings with Town officials,Marana 101,CREW program, -------------- ------------- --------------------------------------- ---------------------------------------------------- Etc.and GAIN participation 30 30 30 30 Plan Focus Area: Enter 2007 2008 2009 2010 Actual Actual Estimate Projected --------------------------------------------- Goal:Create a Probation Department and Home Detention program to Enhance the Court's ability to enforce the condition of sentencing. Performance Measures: ------ ---------- Number ---------- Number of home arrest offenders N/A 185 200 300 --------------------------------- ----------- Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $627,125 $754,980 $809,603 $846,766 Contracted Services 100,293 128,880 57,554 101,006 Operating Supplies & Equipment 9,580 13,100 54,872 13,200 Other Services 20,126 19,504 25,325 29,300 Special Programs 0 0 16,239 324,799 Capital Expenditures 7,285 70,950 0 0 Total by Category $764,408 $987,414 $963,593 $1,315,072 Budget Summary by Fund General Fund $712,202 $910,214 $947,354 $990,272 JCEF Fund 46,254 12,250 0 40,800 FTG Court Fund 0 5,000 0 31,000 Local Technology Fund 5,952 59,950 16,239 253,000 Total by Fund $764,408 $987,414 $963,593 $1,315,072 Authorized Positions --------------------- Total Authorized FTE 12.0 13.0 13.0 13.0 63 Parks and Recreation Parks&Recreation eritage Museum Director Curator Administration Recreation Maintenance 2009—2010 Departmental Description and Mission Statement 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. 2008—2009 Accomplishments — Initiated the Parks and Recreation Comprehensive Master Plan — Completed Phase I of Silverbell Cortaro District Park and began work on Phase II — Added 1 mile of paved multi use path to the Santa Cruz—Anza Multi Use Path System — Partnered with Marana disc golf community to open the Marana Rock Disc Golf Course in Continental Ranch — Completed Marana Heritage River Park Civil Improvements — Awarded Media Partnership Award from Arizona Parks and Recreation Association for Special Events/KOLD partnership 2009—2010 Goals and Objectives Plan Focus Area: Recreation Capital 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide quality parks and leisure service opportunities for the Marana Community Performance Measures: Complete and open District Park in Continental Ranch - - - 11/09 Goal: Provide regional recreation destination in Marana Performance Measures: Complete and open Wild Burro Trail Head in Dove Mountain - - - 02/10 64 Parks and Recreation Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide community supported cultural events at new district park Performance Measures: 2 cultural events programmed in district park by end of 09/2010------------------------------------------------2 events 2 cultural events community sponsored for 60%direct costs - - 60% Sponsorship -------------------------------------------------------- Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Complete and begin implementation of Parks and Recreation Comprehensive Master Plan Performance Measures: ----------------------------- Adoption of plan by council - - - 10/09 Implementation report to council by Parks and Recreation - - - Citizens Advisory Commission 05/10 Plan Focus Area: Heritage 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Inventory and map Marana's Cultural Destinations Performance Measures: Map of Cultural Destinations of Parks and Recreation webpage - - - 12/09 Self guided tour pamphlet for download - - - 12/09 --------------------------------- ----------- Map and History of Tortolita Mountains and Trails published - - - 09/09 ------------------------------------------------------------------------------------------------------------------------------------ 65 Parks and Recreation Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $1,978,395 $2,314,582 $2,544,473 $2,597,632 Contracted Services 203,015 454,159 428,487 280,103 Operating Supplies& Equipment 464,358 597,484 416,418 362,980 Other Services 231,260 265,789 269,761 278,080 Special Programs 106 0 172,358 183,900 Capital Expenditures 933,975 1,728,200 3,234,339 7,001,089 Total by Category $3,811,109 $5,360,214 $7,065,836 $10,703,784 Budget Summary by Fund General Fund $3,011,774 $3,610,214 $3,901,432 $3,818,690 Impact Fees—Parks 452,753 670,000 37,559 2,930,000 Community Development Block Grant 46,441 100,000 0 0 Other Agency Funding 0 0 0 0 Pima County Bond Funds 300,141 980,000 283,365 1,455,094 Grants/contributions 0 0 5,381 0 MMPC Bonds 0 0 2,838,099 2,500,000 Total by Fund $3,811,109 $5,360,214 $7,065,836 $10,703,784 Authorized Positions Total Authorized FTE 40.75 49.75 50.75 51.00 66 Development Services Administration Development General Manager �mw�eEngineering 2009—2010 Departmental Description and Mission Statement To provide clear leadership,direction and coordination of the Town of Marana Development Services departments (Planning, Permits and Records,and Engineering),to ensure that all departmental activities enhance and support the vision and strategic plan by providing responsiveness to,and creating partnerships with,the development community. 2008—2009 Accomplishments — Update Town of Marana outdoor Lighting Code to 2008 edition — Established a Building Code Enforcement program complete with a dedicated Enforcement Inspector and administrative support — Created a Central Permit Processing unit within Development Services — Increased staff certification,training and professional credential level throughout Development Services — Adopted the 2006 International Fire Code and entered into an Intergovernmental Agreement with Northwest Fire for fire code official services — Prepared a Green Building program white paper for presentation to Council 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Create an on-line permitting system for the Town of Marana Performance Measures: Percentage complete of on-line permitting system - - 25% 25% Goal:Create a Development Services enterprise-wide electronic plan Review and processing system Performance Measures: Submission clients - - 0% 10% Goal: Improve staff training,education and certification levels Performance Measures: International Code Council Certifications received 5 8 10 14 Arizona Building Official Association code training sessions Attended per year 21 46 46 33 67 Development Services Administration Strategic Plan Focus Area: Commerce 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Streamline public processes to make it easier for public and Developers to work with the town Performance Measures: ---------- -------------------------------------------------------- ------In house plan reviews as a percent of total plan reviews taken 50% 80% 80% 90% Goal: Ensure efficient response to public for permitting and inspections Performance Measures: Single family dwelling plans reviewed within five days 80% 90% Commercial plans reviewed within ten to forty-five days 80% 90% Model plan reviews completed within five days 80% 90% ------ --------- Field inspections completed within one business day of request 80% 90% Budget Summary 2007 2008 2009 2010* Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $1,127,414 $1,332,060 $929,057 $596,097 Contracted Services 165,391 21,955 56,173 144,380 Operating Supplies & Equipment 36,519 23,800 27,984 46,440 Other Services 48,860 33,700 19,025 16,400 Capital Expenditures 2,849 0 777 0 Total by Category $1,381,033 $1,411,515 $1,033,016 $803,317 Budget Summary by Fund General Fund $1,381,033 $1,411,515 $1,033,016 $803,317 Total by Fund $1,381,033 $1,411,515 $1,033,016 $803,317 Authorized Positions Total Authorized FTE 21.0 20.0 16.0 8.5 *Town re-organization occurred 07/01/2009 68 Planning Department 2009—2010 Departmental Description and Mission Statement The Marana Planning Department is dedicated to the physical,social and economic excellence of the Town through sound professional planning practices;consistent policy advice;active public participation and superior public service to promote the welfare and quality of life of the community. The Planning Department is responsible for administering and implementing the General Plan and the Zoning Ordinance. The department provides support and recommendations to the Town Council and Planning Commission to assist each in making decisions regarding land uses and development proposals. The Department processes applications for new development and redevelopment within the Town such as site plan reviews,special use requests, planned development proposals,subdivision proposals and rezoning requests to ensure compliance with Town Ordinances. The staff also assists citizens and developers to better understand the land use policies and regulations of the Town. 2008—2009 Accomplishments — Entitled and approved a development plan for Marana's first Cemetery and Mortuary located north of Barnett west of the Tangerine Farms alignment. The project is just over 16 acres in size an provided dedication of the full 250' right of way for Tangerine Farms Road — Developed a subdivision lot count report that gives an accounting of the number of residential lots that are platted, build on or vacant and how many lots are currently entitled within the Town but not yet platted. This information is on our website and used by many inside and outside the organization — Established a designated planner each day who is responsible for working the permits department to provide great customer service by processing selected permits over the counter while the customer waits — Established a procedure of only requesting mylar cover sheets for submittal of approved projects. During this tough economic time it will prove to be a big cost savings to the developer who before had to submit all sheets in mylar form. On average this is a cost savings of$13 a sheet — Created the Town of Marana's Single Central Business District. This type of SCBD can encourage investment and reinvestment in the community, bring new businesses and jobs, provide a strong identity for the community,and generally improve the quality of life of its citizens — Created the Marana Main Street Specific Plan that will continue to the Town's vision within the Town Center Planning Area of the General Plan — Worked with staff and outside reviewing agencies to identify reviewers who would review specific plans or larger re-zonings on a CD verses the traditional hard copy. This has saved the developer a substantial cost for reproductions and has reduced some of the Towns postal and supply costs for the mailing 69 Planning Department 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Staff will review the current Land Development Code and propose changes to the Code where necessary. Staff will take each text amendment through the Town's amendment process. Performance Measures: ----------------- ------------------------------------------------- Number of-Code-Text Amendments processed by staff - - - 4 ----------------- ---- - ------------------------------------------ Goal:Staff will work at finding more submittal documents that can be submitted electronically Performance Measures: ......................................... The amount of reduction in paper copy submittals - - 10% 25% Strategic Plan Focus Area: Commerce 2007 2008 2009 2010 Actual Actual Estimate Projected ------------------------------------------------------------------------------------------------------------------------- Goal: Evaluate and provide cost/benefit analysis of strategic annexations into Pinal County and other areas to protect the Town's interest. Performance Measures: Number of proposed annexations processed by staff - - - 4 Strategic Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Staff will process/route all submittals within 3 days of receipt. Performance Measures: ----------- Percentage of submittals sent out within 3 days - - - 90% 70 Planning Department Budget Summary 2007 2008 2009 2010* Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $875,070 $950,890 $934,302 $480,303 Contracted Services 593,023 255,133 66,818 114,300 Operating Supplies& Equipment 13,383 24,550 13,641 23,000 Other Services 48,022 74,173 9,471 7,000 Capital Expenditures 52,841 100,000 0 0 Total by Category $1,582,338 $1,404,746 $1,024,232 $624,603 Budget Summary by Fund General Fund $1,582,338 $1,404,746 $1,024,232 $624,603 Total by Fund $1,582,338 $1,404,746 $1,024,232 $624,603 Authorized Positions Total Authorized FTE 15.0 15.0 13.0 7.0 *Town re-organization occurred 07/01/2009 71 Engineering F__ r L Environment-31 2009—2010 Departmental Description and Mission Statement The Engineering Department provides oversight of projects to ensure that development follows Town ordinances and engineering practices; maintains the safety of the public and the environment, and recommends mitigation measures to reduce impacts from development. 2008—2009 Accomplishments — Finished design of Twin Peaks interchange and had bid opening — Finished FEMA drainage study—acceptance pending by FEMA — Brought more development review traditionally done by consultants in-house — Revised traffic control strategy for Accenture Match Play due to course change — Worked with citizens and council to install multi-way stop at Sandario and Emigh — Submitted HCP application to US Fish and Wildlife for federal register review. Estimated Final HCP in May of 2009 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected -------------------------------------- Goal: In-house review of plans Performance Measures: ----------------- ---------------------------------------------------------------------------------------------------------- Number of SWPPP's reviewed in-house - 88 46 30 ............................... Number of Engineering plans reviewed in-house - 48 53 40 Number of Planning documents reviewed in-house (rezones, spec plans,SLUC, minor land div) - 47 30 20 Goal: In-house inspection/observation of private development Performance Measures: Number of Stormwater inspections performed - 44 100 80 Number of Private development permits inspected 25 28 40 100 --------------------------- -------- ------------------------------- Number of Type 1 permits issued 50 16 16 10 Goal: Facilitation of CIP program Performance Measures: Number of CIP projects which Environmental facilitates in permitting 20 27 19 20 ----------- ---------------------------- Goal: Maintain the operational safety of Town streets Performance Measures: ............................... Number of Traffic Work Orders 165 150 120 150 ---------------------------------- ---------------------------------------------------------------- Number of Service Requests Assignments 119 115 325 200 -------------------------------------------------------------------------------------------------------------------------------- 72 Engineering Budget Summary 2007* 2008* 2009* 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs - - $1,107,491 $1,317,836 Contracted Services - - 589,416 268,470 Operating Supplies& Equipment - - 8,767 17,375 Other Services - - 14,107 22,720 Capital Expenditures - 0 665,500 Total by Category $1,719,781 $2,291,901 Budget Summary by Fund General Fund - - $1,719,781 $1,976,401 Transportation Fund - - - 315,500 Total by Fund - - $1,719,781 $2,291,901 Authorized Positions Total Authorized FTE 0 0 15.88 20.50 *Engineering was previously part of Public Works 73 Permits and Records . . Managerl Development 2009—2010 Departmental Description and Mission Statement To provide the ultimate customer service experience to our permitting customers by providing oversight of,and accountability in,the permitting process;to provide a central contract for each customer and ensure accurate, quality and timely processing of permit applications. 2008—2009 Accomplishments — Successfully created the Permit Center — Created and implemented the Permit Concierge concept — Coordinated and implemented effort to review permit applications over the counter for several permit types — All large-format printing for the Development Services department brought in-house. — Developed comprehensive permit application checklists, a complete Frequently Asked Questions document for permitting, and an organized, clear and concise website for the Permits and Records Center, all to enhance communication with permit applicants — Successfully coordinated the Town's upgrade of CRW,the Permitting software, including pre-install outreach and training to development services and public services departments. 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Streamline DSC processes and procedures and improve public outreach Performance Measures: Complete in house reproductions within 1 business day(%) 0 90% 95% 95% Reformat forms and increase availability of online information - - 50% 50% ---------------------- --------------------------------------------------------------------- Standardize all formats and checklists - - 50% 50% Goal:Alternative hours and location permitting program Performance Measures: ---------------------------------------------------------------------- Draft comprehensive program to allow for alternative hours/location - - - 100% ------- ------------------------------------------------------------------------------------------------------------- Open program for DSC department head review - - - 100% ------------------------------------------------------------------------------------------------------------------------ Solicit public feedback - - - 50% - - --------------------------- ----------------- ------------------ Develop implementation plan - - - 25% Goal: Research and implement pre-permitting meetings for Commercial Development Performance Measures: Outreach to all DSC departments - - - 100% Coordinate notification efforts for scheduling with Planning - - - 100% ---------- Hold pre-app meetings beginning Q4 FY 10 - - - 25% ---------------------------------------------------------------------- 74 Permits and Records 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Outreach to other DSC departments to facilitate permit processing Performance Measures: De artment requirements for all permit types - - 100% CRW standards,guidance and administration - - - ongoing Develop checklists - - - 100% Strategic Plan Focus Area: Commerce Center/Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal:Work with shell building owners to develop packets to streamline Certificate of Occupancy process Performance Measures: Identify shell buildings with vacancies - - - 100% ------------------ ---------------- ------------------ Create customized packets(based on target opening dates) - - - 50% Budget Summary 2007 2008 2009 2010* Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs - $181,869 $268,117 $463,931 Contracted Services - - 5,020 11,903 Operating Supplies & Equipment - 4,719 26,000 26,239 Other Services - 6,596 2,817 3,250 Capital Expenditures - 53,225 63,181 0 Total by Category - $246,039 $365,135 $505,323 Budget Summary by Fund General Fund - $246,409 $365,135 $505,323 Total by Fund - $246,409 $365,135 $505,323 Authorized Positions Total Authorized FTE 5.0 8.0 7.12 9.13 *Town re-organization occurred 07/01/09 75 Public Services Administration Public Services Community Development Airport Streets Community Facilities/ Response Fleet 2009—2010 Departmental Description and Mission Statement Public Services Administration provide community development, engineering and capital improvement program support, continuous, reliable operations of facilities, infrastructure support and utilities for the Town of Marana. Budget Summary 2007 2008 2009 2010* Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs - - - $440,754 Contracted Services - - - 3,100 Other Services - - - 960 Total by Category - - - $444,814 Budget Summary by Fund ----------------- ------------------------------------- General Fund - - - $444,814 Total by Fund - - - $444,814 Authorized Positions Total Authorized FTE - - - 3.0 *Town re-organization 07/01/2009 76 Community Development Commty Development Director Grants&Housing a SpecialistCoordinator 2009—2010 Departmental Description and Mission Statement Marana's leadership recognizes the value of offering a wide variety of housing programs balanced to preserve existing housing stock,meet the challenging needs of current and future residents, promote economic growth,and enhance the character of the community. 2008—2009 Accomplishments — Kicked off Marana Builds Habitat with the selection of Marana's first family and groundbreaking — Received $2,500,000 in grant funding — Received eight new housing rehabilitation applications and completed work on the seven qualifying homes — Significantly completed work on the Honea Heights Neighborhood Redevelopment Project Specific Plan — Assisted four employees in the purchase of a new home in Marana — Closed out the Marana Flood Event of 2006 and received full reimbursement from all agencies equaling nearly $400,000. Passed audit with the Arizona Department of Emergency Management and FEMA. 2009—2010 Goals and Objectives Strategic Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Increase grant funding throughout the Town of Marana Performance Measures: Grant applications completed 15 20 20 20 Grant award ($) $1,255,949 $2,430,000 $2,500,000 $2,500,000 Goal:Work with the Affordable Housing Commission to establish Sustainable Affordable Housing and Neighborhood Revitalization Programs that meet the needs of Marana residents Performance Measures: Housing Rehabilitation projects completed 20 15 15 10 Housing Rehabilitation applications received 25 20 20 15 Goal: Partner with community and faith-based agencies to develop affordable housing units Performance Measures: New Affordable Housing Units - - - 4 Land Acquisition/Entitlement for Affordable Housing Projects - - - 3 77 Community Development 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Increase Transit options for Marana residents Performance Measures: Initiate "Sun Shuttle" Neighborhood circulators - - - 3 Complete planning for additional Express services - - - 1 Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel& Benefits Costs $249,837 $307,902 $231,174 $211,661 Contracted Services 0 51,162 28,765 1,310 Operating Supplies& Equipment 2,396 4,055 2,490 2,750 Other Services 4,728 16,722 7,388 7,995 Special Programs 85,408 175,000 25,299 625,285 Capital Expenditures 25,000 1,100,000 0 1,750,000 Total by Category $367,369 $1,654,841 $295,116 $2,599,001 Budget Summary by Fund General Fund $267,433 $429,841 $295,115 $223,716 Community Development Block Grant 81,029 175,000 50,434 400,000 Revolving Affordable Housing 18,907 50,000 24,774 200,000 Other Agency Funding 0 1,000,000 0 1,550,000 LTAF Funding 0 0 0 225,285 Total by Fund $367,369 $1,654,841 $295,116 $2,599,001 Authorized Positions Total Authorized FTE 4.0 3.0 3.0 3.0 78 Public Works 2009—2010 Departmental Description and Mission Statement Public Works is committed to creating, improving and constructing infrastructure for sustained and improved vital services required for a growing and vibrant community. Fleet, Facilities,Community Response and the Streets divisions are a support group that serves the needs of the Town of Marana through maintenance of the Town's infrastructure and facilities. All efforts are directed towards providing the Town and its citizens with an improved quality of life through better maintenance of existing facilities and infrastructure, incorporating the Public's best interests with safety as our foremost goal. 2008—2009 Accomplishments — Completed the following Capital Improvement projects: Thornydale Road Project,Silverbell Sanitary Interceptor Project,Tangerine Farms Road,Silverbell/Coachline Right Turn Lane,Ora Mae Harn Park,Tangerine Road/Thornydale Road Intersection, PGA Tour Parking Lot, Marana Vista Estates Lighting and Sidewalk Improvement Project — Successfully designed, bid out and started construction for the following projects: Twin Peaks/1-10 Traffic Interchange and Camino De Manana Roadway Improvements — Installation of the sanitary sewer for the Sidney Place Affordable Housing Project — Received the 2008 Engineering Excellence Award for the Tangerine Farms Loop project — Finalist for the Metropolitan Pima Alliance Common Grounds Award for the Tangerine Farms Loop Road and Marana Vista Estates lighting and sidewalk improvement project — Lowered custodial costs by 55% — Completed street inventory of all streets and roadways in Marana — Provide in-house services to reduce costs of Accenture Golf Tour preparation — Worked with the CIP group to bring two projects online(Silverbell and Thornydale) 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide a process for the efficient delivery of projects in Design and for Post design services Performance Measures: Create a Project Management Manual with guidelines and procedures which will help with the efficient and accurate management of CIP Design projects 20% 55% 85% 100% 79 Public Works 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Provide the standard operating procedures and processes for all services That the CIP Division is required to provide for the creation and sustainability Of the Town infrastructure within the Town's rights-of-way Performance Measures: --------------------------------- Creating the Engineering Division's SOP for procedures and practices of CIP engineering and design personnel 0% 40% 70% 100% ------------------------------------------------------------- ---------------------------- Creating the Construction Division's SOP for procures and practices of CIP engineering and design personnel 0% 40% 70% 100% ---------------------------------- Goal: Provide a process for the Town to self-administer and procure projects --------------------------------------------------------- with Federal Funding for all infrastructure projects. Performance Measures: ----------------- ----------------------- ------------------------------------------------------------ Create a program and standard operations to allow the Town to be self- certified. 0% 0% 0% 60% Goal: Identify and establish a safety program for CIP construction projects Performance Measures: Create a program and manual that will provide staff with safety Measures and regulations that keep the staff and its vendors current With state, local, and federal safety requirements on construction projects 0% 0% 5% 50% Strategic Plan Focus Area: Commerce 2007 2008 2009 2010 ... .......... Actual Actual Estimate Projected Goal:Substantially complete CIP projects for the improvement of infrastructure (from inception to design to construction) Performance Measures: -- ------------------------- --------- —---------------------- Camino de Manana 5% 30% 60% 95% Barnett Channel 5% 25% 30% 35% Honea Heights 8% 30% 60% 100% ------------- --------------------- ----- -------------------- - Linda Vista/Twin Peaks IT 10% 35% 55% 100% Cortaro Silverbell District Park 20% 30% 65% 100% Strategic Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected - ---------------------------- Goal:Complete a street inventory project which will determine the amount Of Town signage,lighting,traffic signals,striping,curbs,streets,and sidewalks. Performance Measures: -------------------------- Complete inventory of all Town infrastructure 0% 50% 75% 95% --------------------------------------------------- ---------------------------- Improve tracking of signage, lighting and traffic signals 0% 0% 25% 50% ----------------------------------------------------------------- ------------------------- 80 Public Works 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Reduce downtime for routing maintenance and repair of Fleet vehicles Performance Measures: Percentage of fleet staff trained and certified as ASE techs 50%------100% 80% 100% Percentage of improved fleet maintenance tracking 0% 10% 20% 70% Goal: Replace vehicles that are ineffective and inefficient to operate Performance Measures: --------- ----------------------------- Percentage of vehicles replaced 8% 11% 9% 10% ............................ Goal:Work with Human Resources and Technology Services to develop Key access policy Performance Measures: --- --- ------------------------------------ Administrative directive in place:complete key inventory 75% 100% 100% ------------------------------------- ----------------- 81 Public Works Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $3,432,293 $3,818,621 $3,517,946 $2,546,379 Contracted Services 1,551,848 1,751,660 1,296,149 1,559,912 Operating Supplies& Equipment 711,497 798,321 249,473 235,105 Other Services 143,924 130,832 154,393 131,923 Debt Services 2,061,568 0 0 0 Capital Expenditures 27,420,274 69,621,569 48,890,647 94,002,500 Total by Category $35,321,404 $76,121,003 $54,108,608 $98,475,819 Budget Summary by Fund General Fund $4,779,056 $6,793,211 $5,121,037 $2,984,903 - - - --------------------------- --------------- ------ ----- South Benefit Area Impact Fees 0 2,085,835 1,236,319 5,000,000 North Benefit Area Impact Fees 0 60,149 66,392 0 Parks Impact Fees 62,839 12,857 127,674 36,000 Improvement District Bonds 11,692,058 14,299,663 674,937 0 ----------------------------- - ——--------- ------------------------------------------------ HELP Loan 2,397,016 6,673,475 306,469 0 ------------------------------------------------- -------------------------------------------...--------------------------- Transportation Fund 6,375,370 13,157,411 26,008,373 889,000 ----------------------------------------------------------------------------------------------------------------------- ---------- Local Transportation Assistance 11,812 80,940 96,942 0 Highway User Revenue Fund 2,087,231 1,717,566 1,278,702 2,326,916 Pima Association of Governments 101,121 20,674,791 14,793,887 1,880,000 Cent Sales Tax 813,185 169,204 2,857,635 2,000,000 Other Agency Funding 2,270,396 9,645,295 740,861 31,435,000 Pima County Bond Funds 4,731,320 750,606 192,685 0 ---------------------------------------------------------- ----------------------------------------------- Regional Transportation Agency 0 0 0 37,424,000 -------------------------------- ---------------------- 2008 Series Bonds 0 0 606,695 14,500,000 Total by Fund $35,321,404 $76,121,003 $54,108,608 $98,475,819 Authorized Positions Total Authorized FTE 71.0 75.75 54.33 48.6 82 Airport o0� i- M, R 2009—2010 Departmental Description and Mission Statement Provide the community with a valuable general aviation air transportation resource that is part of the National Air Transportation System. Enhance and preserve the aeronautical industry for the community while maintaining the highest level of safety and professional customer service. Market and lease airport land for aviation related businesses and development. Manage all Federal Aviation Grants and State Aviation Grants for the airport. Oversee and coordinate all construction activities on the airport. Perform inspections to ensure proper maintenance and compliance with airport mandates. Coordinate with contractors and other departments to complete required airport maintenance. Oversee, coordinate and review all plans and specifications for airport projects. Prepare contracts for maintenance activities and consultant services. Ensure land use and airspace capability with aviation uses throughout the Town and the County. Address public concerns with aeronautical activities and noise throughout the Town. Provide financial management of the airports operations budget. Provide presentations,press releases,and general information for community outreach and community relations. 2008—2009 Accomplishments — Completed 3600 LF of new security fencing on the east side of the Airport for$246,877.20(90%grant funded) — Completed an airport fire protection water line on the east side of the Airport for$1,773, 158(90%grant funded) — Completed construction of Aviation Drive for$1,717,554(97.5%grant funded) — Completed construction of bypass apron on taxiway A for$478,000(90%grant funded) — Completed construction of a sewer line on east side of the airport for$756,063(Bond funded) — Community events with the Collings Foundation,Jag Club,Tucson 99's, Founders Day and Marine Monument 2009—2010 Goals and Objectives Strategic Plan Focus Area: Commerce Center 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Market the Airport's and the Town's services to attract businesses Performance Measures: Number of events or trade shows attended 1 1 2 2 Number of marketing ads placed per year 1 2 3 3 Annual economic impact(in$ millions) $19.4 $19.5 $19.6 $19.7 Goal: Perform inspections to ensure proper maintenance and compliance With FAA and state mandates Performance Measures: Percentage of quarterly inspections completed PAPI's, REIL's,AWOS, Pavement 100% 100% 100% 100% 83 Airport 2007 2008 2009 2010 ---------------------------------- Actual Actual Estimate Projected Goal: Maintain Airport Growth Performance Measures: Operations per year(Takeoffs and landings) 101,000 110,000 118,000 120,000 --- ------- Combined runway-feet--- 10,800 10,800 10,800 10,800 Aircraft based at airport 275 302 315 325 Strategic Plan Focus Area: Commerce Center/Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Manage all current and obtain new Federal Aviation grants Performance Measures: ------------------ -------------- Grant dollars received(in$millions) $5.12 $6.37 $8.765 $9.5 Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel&Benefits Costs $ 149,542 $ 120,444 $ 201,694 $ 177,706 Contracted Services 68,125 94,305 105,258 78,872 Operating Supplies&Equipment 26,577 26,000 39,402 35,520 Other.Services 48,970 58,609 67,396 54,400 Capital Expenditures 6,138,544 12,714,676 4,153,363 5,932,583 Total by Category $6,431,758 $13,014,034 $4,537,113 $6,373,704 Budget Summary by Fund ----- ---------------------------------------------------- --------------------------------------------------------------- Transportation Fund $ 150,000 $ 0 $ 0 $ 0 -------------- ----------------------------------------------------- ------ ------------------------------------------------------- Other Agency Funding 19,039 0 512,688 0 -- ----------------------------------------- ------ ------------- --------------------------- Pima County Bond Funds 123,269 2,600,000 18,376 0 Airport Fund 6,289,450 10,264,034 4,036,049 6,343,704 Total by Fund $6,431,758 $13,014,034 $4,567,113 $6,343,704 Authorized Positions Total Authorized FTE 3.0 3.0 3.0 2.0 84 Utilities Director- Utilities Administrator 2009—2010 Departmental Description and Mission Statement To provide our customers with superior service and the highest quality, safe,dependable water supply at the best possible value. 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 access to water. Marana is committed to this mission and is taking proactive steps to achieve it. 2008—2009 Accomplishments — Commenced recoating the inside of the Honea Heights storage tank for maintenance and public safety purposes — Completed an interconnect from La Puerta water system to Airline/Lambert water system to ensure redundancy and decrease the likelihood of a water outage for those customers/residents — Replaced 2"and 4" mains in Honea Heights that were over 40 years old. This decreases the likelihood of a major water line break and the likelihood of a water outage for those customers/residents — Installed water sampling stations throughout the entire water system for public safety purposes — Completed a federally funded main line extension at Marana Airport — Commenced project to implement Cartegraph asset management software,which will enable the department to perform cost-based analysis and inventory management functions. — Acquisition of additional CAP Allocation 2009—2010 Goals and Objectives Strategic Plan Focus Area: Progress and Innovation 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Design and implement a cost-based work order system Performance Measures: Design of work order is complete - - - Yes Percentage of work performed using the work order system - - - Yes Goal: Minimize the number of manual meter reads as a result of AMR Malfunction Performance Measures: The monthly average of manual reads - - - Yes Reduce manual reads by 10%annual - - - Yes 85 Utilities Strategic Plan Focus Area: Community Building 2007 2008 2009 2010 Actual Actual Estimate Projected Goal: Develop a methodology for tracking utility outages of greater Than four hours PerformanceMeasures: -------------- -------- ----- ------Reduce ----------Reduce the number of outages annually -Y--1-0--%------- Yes Goal:Acquire additional renewable resources to assure and adequate Water supply for 100 year plan Performance Measures: ..................................... Acquire additional water resources No No Yes Yes Goal: Exercise 20%of valves within the utility system annually Performance Measures: ----------------------------------------------------- --------- Percentage of valves exercised within the year - - - Yes ------------------------------------------------------ ---------- Budget Summary 2007 2008 2009 2010 Expenditures by Category Actual Actual Estimate Adopted Personnel & Benefits Costs $ 808,177 $960,661 $1,100,324 $ 1,150,369 Contracted Services 1,620,555 1,069,369 548,885 775,615 Operating Supplies& Equipment 68,518 326,660 319,107 65,780 Other Services 210,799 294,327 321,951 600,166 Capital Expenditures 536,819 3,622,424 2,560,033 35,717,835 Total by Category $3,244,869 $6,273,441 $4,850,301 $38,309,765 Budget Summary by Fund ------------------------- Water Fund --------- $3,184,869 $3,717,381 $2,814,415 $ 3,200,984 —---- ---- Water-Fund—Impact Fees 60,000 1,428,500 312,890 8,248,781 Water Renewable Resources-Wastewater 0 1,127,560 1,722,995 26,860,000 Total by Fund $3,244,869 $6,273,441 $4,850,301 $38,309,765 Authorized Positions Total Authorized FTE 18.50 17.50 18.84 17.40 86 rpr 9;L\� MARIJA CAPITAL IMPR O YEMEN T PLA N The Capital Improvement Plan section contains a five year-plan for the Town's capital improvements and detailed information on individual projects. Committed to the future...Inspired by our post. 87 THIS PAGE INTENTIONALLY LEFT BLANK 88 THE FISCAL YEAR 2009-2010 CAPITAL IMPROVEMENT PLAN The Fiscal Year 2009-2010 Capital Improvement Plan (CIP) projects the Town's capital investments over a five-year period. 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 investments involve major Town projects that have at least a 5 year useful life and at least a $100,000 total project budget. 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 project beginning July 1 of each fiscal year. The remaining four years of the CIP serve as a financial plan for capital investments. The five-year financial plan is reviewed and updated each year, and the Mayor and Council adopt the capital budget and the five-year financial plan after recommendations have been received from staff. Staff met March 5, 2009 to prioritize all requested CIP projects. The resulting recommendations were forwarded to the Mayor and Council by the Town Manager May 12, 2009 at the Town Council CIP study session. The CIP budget was adopted simultaneously with the Operating Budget on June 23, 2009. FUNDING SOURCES The Town of Marana utilizes proceeds from a variety of sources to study, acquire, replace, design, and construct various capital improvements: • Impact Fees and Improvement District bonds • Municipal Property Corporation and Water Revenue Bonds • Pima County General Obligation bonds • Transportation Sales Tax funds (50% of the Town's construction sales tax dollars are dedicated for transportation improvements) • Pima Association of Governments (PAG) funding • Highway Expansion & Extension Loan Program (HELP) funds • Regional Transportation Authority (RTA) funds and % cent Sales Tax funds (since the creation of the Regional Transportation Authority, May 2006, the % cent Sales Tax Fund is no longer accruing resources,that%cent is being collected and allocated by RTA) • Pima County Flood Control District (PCFC) funds • Water Utility revenues • General Fund dollars and various grants 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 visual environment. The Town has over forty-five capital projects in various stages that include: project planning, site selection, right-of-way acquisition, public hearing, utility relocation, site preparation, project agreement preparation, design, construction, and inspection. 89 ADMINISTRATION AND OPERATING IMPACTS Several positions in the General Fund are directly involved with capital projects and as a result are funded by capital projects funds through reimbursement. Approximately 11 positions in the Public Works Department are directly engaged in design, inspection, contract administration, and project management related to street and drainage, traffic devices, facilities, and other general government capital projects. An ongoing issue for the Town's long term financial forecasting is the volume and pace at which capital assets and infrastructure have been added. With each new asset comes an obligation to prepare for the maintenance and eventual replacement of that asset. These responsibilities must be addressed as they affect the annual operating budgets for years to come. The Town of Marana understands the importance of long term planning and has begun steps to prepare for its future. The Geographic Information Systems Department, in conjunction with the Public Works Department, continues working on a infrastructure inventory and paving management system that assesses the conditions of these assets in an effort to strategically plan for maintenance, and eventual replacement of capital assets. This data will make it possible to do long range financial forecasting to ensure resources are available to replace assets, as well as prioritizing replacement schedules on not only the age of an asset but also on the condition. This data will also be used to plan for annual operating expenses related to maintaining the Town's infrastructure as well. 90 Town of Marana Five Year CIP Schedule PROJECT NAME FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Total Airport Terminal 334,929 500,000 $ 834,929 Air Traffic Control Tower 3,000,000 $ 3,000,000 Airport Land Acquisition 250 Acres 297,654 $ 297,654 Construct Taxiway K 1,500,000 $ 1,500,000 2009 Security Fence 250,000 $ 250,000 2009 Pavement Preservation 300,000 $ 300,000 Extend Tiedown Apron(Fire) 250,000 $ 250,000 Honea Heights Neighborhood Redevelopment Project 1,550,000 $ 1,550,000 Beard House Renovations 20,000 75,000 1,400,000 $ 1,495,000 Downtown Development District Infrasctructure 100,000 $ 100,000 Barnett Linear Park&Flood Control Project 150,000 2,470,000 33,106,000 8,000 8,000 $ 35,742,000 Tangerine Road Traffic Interchange Improvements 100,000 43,000,000 36,500,000 $ 79,600,000 Tangerine/Thornydale Intersection Improvements 350,000 $ 350,000 Development Services Auxiliary Building 300,000 500,000 14,000,000 $ 14,800,000 Adonis Neighborhood Drainage Improvements 430,000 1,000,000 $ 1,430,000 Linda Vista/Twin Peaks Interchange @ I-10 60,067,000 10,803,000 $ 70,870,000 Silverbell Rd Sanitary Sewer Interceptor Project 560,000 $ 560,000 Camino De Manana/Dove Mountain Extension 25,800,000 2,200,000 8,000 $ 28,008,000 Honea Heights Sewer Improvements 2002-02 250,000 1,100,000 1,000,000 1,000,000 1,000,000 $ 4,350,000 Sandra Road Construction 152,000 2,000 $ 154,000 Moore Rd.-Camino de Oeste to Thornydale Rd. 132,000 $ 132,000 Thornydale/Orange Grove Improvements 35,000 $ 35,000 Marana Traffic Interchange Improvements 7,400,000 $ 7,400,000 Tangerine Road Corridor I-10 to Town Limits 2,000,000 8,375,000 15,450,000 $ 25,825,000 Santa Cruz River Shared Use Path 3,222,000 20,000 8,000 8,000 $ 3,258,000 Thornydale Road,Tangerine to Moore 2,995,000 $ 2,995,000 Rattlesnake Pass 1,000,000 4,300,000 850,000 $ 6,150,000 Arizona Pavilions/Westside Retail Intersection 50,000 15,000 500,000 $ 565,000 Santa Cruz Shared Use Path-Phase III 536,000 750,000 $ 1,286,000 Cortaro Road Widening and Striping 200,000 $ 200,000 Santa Cruz River Bank Protection 8,000 8,000 8,000 8,000 $ 32,000 Northwest Marana Drainage/Stormwater Study 100,000 $ 100,000 Technology Replication/Redundancy 80,000 145,000 $ 225,000 MOC Technology Infrastructure Compliance 25,000 123,000 $ 148,000 MOC remodel 230,772 $ 230,772 Storage Facility(10,000 sq.ft.)at Moore/Sanders Yard 100,000 900,000 23,500 24,500 $ 1,048,000 Fueling Station 700,000 $ 700,000 Handheld Electronic Citation(Pocket Citation) 139,345 $ 139,345 Cortaro Silverbell District Park 5,500,000 178,000 8,000 8,000 8,000 $ 5,702,000 Construction Of Tortolita Mountain Trails 935,094 $ 935,094 Marana Heritage and Cultural Park 50,000 $ 50,000 Heritage Park State Land Purchase 400,000 400,000 4,000,000 $ 4,800,000 Continental Reserve Park Lighting 200,000 $ 200,000 Replace Picture Rocks Reservoir 180,000 1,620,000 $ 1,800,000 Oshrin Main Replacement 200,000 $ 200,000 Northwest CAP Treatment&Delivery System 190,000 1,000,000 25,000,000 50,000,000 $ 76,190,000 Interconnect between Airport and main Marana system 260,000 $ 260,000 Water Resource and Wastewater Treatment System 26,860,000 $ 26,860,000 Excess CAP Allocation Purchase 368,000 $ 368,000 Twin Peaks TI 24 inch water line 1,600,000 $ 1,600,000 Pioneer well site upgrade 10,000 $ 10,000 Hartman to Cortaro Ranch interconnect 353,435 $ 353,435 Well at Silverbell District Park or an alternate interconnect 360,000 $ 360,000 Camino de Manana water line 5,500,000 $ 5,500,000 Marana Regional Community Center 175,000 29,400,000 17,900,000 $ 47,475,000 BOR Sportspark 400,000 4,000,000 $ 4,400,000 FUNDING REQUESTS: 143,524,112 64,007,117 101,423,000 117,582,500 46,437,500 $ 472,974,229 91 Ln L +-� M 4-1o u cc Y m a1 O O Y N N Q Y Q O Ln Ln O dl M O O lD l0 n CO ~ O ~ OO n m W OMO O� Qj m M N N O 1 Q V) a L O L Qj cu n O O >, M y n V v O v +- O LL p O co LL ro +- c Ln In c a t yr o Co O O E w Q v w V C V C 4A Qj 73 r co Q C CC v Qj � N O >C +1L � co �Gl Ln N N — Q O v O Ln Ln N u Dl m cu •L N cYi O tD LO cu cu> S Q f6 v O n N i a--+ O M M O V M I'D D Ol M M N N aJ Ln - a v� a +, v Ln LnCU 0 E •V-0 cu co co L O Ln u Q Ln co Q co V C: O cu C Ln In n a" � o cu o N �O C) U 'O C C C N y I C N r O OV a 0 i c-7-_o vi C +, v O a pp x CU CO O w N E C w 4-J CO OL •� 0 L L +- v O 0 Qj aj +-1 C Q Qj V1 V1 LL (D t�O 0 i 1 Q _ LO � O O o + co O u Y co u E w N {A a N to a 0 O C O 0 0 0 0 0 +' C O Qj C O cu + 0 o o 0q Ln cD cD Ln CL Ln :t20 l]A 4- C O •N QQjj Ln N N M L O C •N U L co N O v? 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LU ++ CJ = v ++ Ol U .0 n 1- CL L 11 O Ln N .L 0J a Q U co Q Q. U o � a o E O c ELn 41 O N N LL I v w LL N LL I v LL 0J c N � 0 p 4J O C L 3 4� > 0J C 4J i aU R N i aw N - mit 0 0 O f0 Om a- CL Ln 0 0) O O O f0 O 0 0) O 114 rmm MARANA Z=/ I \ STATISTICAL I SUPPLEMENTAL The Statistical/Supplemental section contains data used for decision analysis, explaining trends through the use of demographic and economic data. Committed to the future... lnspiredby our post. 115 THIS PAGE INTENTIONALLY LEFT BLANK 116 STATISTICS Statistics of the Town of Marana Date of Incorporation ...........................................................................................March 20, 1977 Form of Government.........................................................................................Council/Manager Projected 2007 Population .................................................................................................32,274 Projected 2020 Population .................................................................................................76,553 MedianHome Value .......................................................................................................$320,000 Median Household Income...............................................................................................$52,870 FY 2008-2009 Budget...............................................................................................$196,610,010 Numberof Employees .............................................................................................................362 Areain Square Miles................................................................................................................ 118 Milesof Streets........................................................................................................................ 300 Parks and Services SeniorCenter ............................................................................................................................... 1 Parks.............................................................................................................................................6 Trailsin miles .................................................................................................................27 ParkAcreage ..............................................................................................................................84 Playgrounds..................................................................................................................................6 Ramada's.................................................................................................................................... 10 Baseball/Softball Fields.............................................................................................................. 13 SoccerFields.................................................................................................................................7 TennisCourts ............................................................................................................................... 5 BasketballCourts .........................................................................................................................4 SkateParks................................................................................................................................... 1 CommunitySwimming Pools....................................................................................................... 1 Police Protection Numberof Stations...................................................................................................................... 1 Numberof Substations................................................................................................................2 Number of Police Personnel and Officers................................................................................ 111 Numberof Police Units..............................................................................................................64 Numberof K9 Units..........................................................................................................3 Water Systems Milesof Water Mains..............................................................................................................69.7 Number of Meters Installed..................................................................................................4,755 Daily Average Consumption........................................................................................... 1,418,757 Maximum Storage Capacity...........................................................................................1,100,000 117 Schools and Educational Institutions Number of Elementary Schools ................................................................................................. 12 Numberof Middle Schools .......................................................................................................... 2 Number of Secondary Schools.....................................................................................................4 Numberof High schools................................................................................................... 2 Number of Alternative Schools........................................................................................ 2 Top Twenty Employers Marana Unified School District Army Reserve/National Guard Training Site Evergreen Air Center, Inc. Wal-Mart Town of Marana Target Costco Fry's Food and Drug Sargent Controls and Aerospace Marana Health Center Arizona Portland Concrete Coca-Cola Home Depot CPC Southwest Materials Lowes Waste Management Gallery Golf Club, LLC COM CAST Silverbell Mining, LLC Trico Electric Cooperative Other Employers CTI Transportation Kohl's Sportsman Warehouse Safeway 118 Town of Marana Schedule of Interfund Transfers Fiscal Year 2009 - 2010 Transfer From: General Transportation Utilities Airport Fund Fund Fund Fund Transfers To: Total Transportation Fund 1,935,120 1,935,120 Other Grants 100,000 100,000 LTAF 20,000 20,000 Other Debt Service 0 0 1997 Series Bonds 157,328 157,328 2003 Series Bonds 1,385,278 1,385,278 2004 Series Bonds 633,425 633,425 2008 Series Debt 242,337 242,337 Water Fund 226,400 226,400 Airport Fund 347,000 64,623 411,623 2,885,368 1,935,120 226,400 64,623 5,111,511 119 Town of Marana Debt Service Summary Schedules When authorized by the Town Council, the Town will issue long-term debt for high cost, long- lived capital projects or assets. The Town will issue short-term debt only when it is impossible for fund aproject or asset intially through long-term debt. Debt issuance will conform to the debt limitations as set by the State of Arizona. The Town has no General Obligation debt which is secured by the taxing power of the Town as it has no property tax. Currently,the Town only has Municipal Property Corporation bonds, Community Facilities District bonds and Improvement District bonds outstanding. 1997 Series- Municipal Property Corporation (MPC) Revenue Bonds Fiscal Year Principal Interest Total 2009 - 2010 210,000 173,728 383,728 2010 - 2011 210,000 163,615 373,615 2011 - 2012 215,000 153,043 368,043 2012 - 2013 220,000 142,005 362,005 2013 - 2014 215,000 131,040 346,040 2015 - 2019 1,250,000 472,369 1,722,369 2020 - 2023 1,085,000 116,813 1,201,813 Totals 3,405,000 1,352,611 4,757,611 2003 Series- Municipal Property Corporation (MPC) Revenue Bonds Fiscal Year Principal Interest Total 2009 - 2010 585,000 800,279 1,385,279 2010 - 2011 600,000 778,229 1,378,229 2011 - 2012 620,000 754,029 1,374,029 2012 - 2013 650,000 728,929 1,378,929 2013 - 2014 675,000 702,729 1,377,729 2015 - 2019 3,840,000 3,051,363 6,891,363 2020 - 2024 4,825,000 2,058,454 6,883,454 2025 - 2028 5,495,000 709,000 6,204,000 Totals 17,290,000 9,583,011 26,873,011 120 Town of Marana Debt Service Summary Schedules 2004 Series- Municipal Property Corporation (MPC) Revenue Bonds Fiscal Year Principal Interest Total 2009 - 2010 280,000 353,425 633,425 2010 - 2011 400,000 343,800 743,800 2011 - 2012 435,000 327,613 762,613 2012 - 2013 350,000 313,413 663,413 2013 - 2014 355,000 299,525 654,525 2015 - 2019 2,075,000 1,228,950 3,303,950 2020 - 2024 2,660,000 643,006 3,303,006 2025 - 2026 935,000 49,613 984,613 Totals 7,490,000 3,559,344 111049,344 2008 Series- Municipal Property Corporation (MPC) Revenue Bonds Fiscal Year PrincipalInterest Total 2009 - 2010 - 1,949,462 1,949,462 2010 - 2011 720,000 1,949,462 2,669,462 2011 - 2012 1,480,000 1,903,504 3,383,504 2012 - 2013 1,540,000 1,840,160 3,380,160 2013 - 2014 1,610,000 1,774,119 3,384,119 2015 - 2019 9,205,000 7,702,761 16,907,761 2020 - 2024 11,750,000 5,138,824 16,888,824 2025 - 2029 13,485,000 1,752,863 15,237,863 Totals 39,790,000 24,011,155 631801,155 Arizona Department of Transportation (ADOT) HELP Loan Fiscal Year Principal Interest Total 2009 - 2010 900,000 22,617 922,617 Totals 900,000 22,617 922,617 121 Town of Marana Debt Service Summary Schedules Gladden Farms- CFD General Obligation Bonds- 2004 Fiscal Year Principal Interest Total 2009 - 2010 50,000 122,438 172,438 2010 - 2011 55,000 119,813 174,813 2011 - 2012 55,000 117,063 172,063 2012 - 2013 60,000 114,188 174,188 2013 - 2014 60,000 110,925 170,925 2015 - 2019 375,000 493,672 868,672 2020 - 2024 505,000 358,997 863,997 2025 - 2029 685,000 170,144 855,144 2030 - 2030 165,000 5,363 170,363 Totals 2,010,000 1,612,600 31622,600 Gladden Farms- CFD General Obligation Bonds- 2006 Fiscal Year Principal Interest Total 2009 - 2010 70,000 172,685 242,685 2010 - 2011 70,000 169,255 239,255 2011 - 2012 80,000 165,580 245,580 2012 - 2013 80,000 161,660 241,660 2013 - 2014 85,000 157,532 242,532 2015 - 2019 480,000 717,260 1,197,260 2020 - 2024 615,000 573,807 1,188,807 2025 - 2029 810,000 380,325 1,190,325 2030 - 2032 960,000 90,475 1,050,475 Totals 3,250,000 2,588,579 51838,579 Gladden Farms- CFD General Obligation Bonds- 2007 Fiscal Year Principal Interest Total 2009 - 2010 60,000 159,893 219,893 2010 - 2011 65,000 157,126 222,126 2011 - 2012 65,000 154,218 219,218 2012 - 2013 65,000 151,260 216,260 2013 - 2014 70,000 148,120 218,120 122 Town of Marana Debt Service Summary Schedules 2015 - 2019 415,000 683,199 1,098,199 2020 - 2024 535,000 561,996 1,096,996 2025 - 2029 685,000 399,609 1,084,609 2030 - 2032 1,115,000 158,186 1,273,186 Totals 3,075,000 2,573,606 51648,606 Tangerine Farms Road Improvement District- 2006 Series Fiscal Year Principal Interest Total 2009 - 2010 995,000 1,141,858 2,136,858 2010 - 2011 1,040,000 1,096,088 2,136,088 2011 - 2012 1,088,000 1,048,248 2,136,248 2012 - 2013 1,138,000 998,200 2,136,200 2013 - 2014 1,191,000 945,852 2,136,852 2015 - 2019 6,827,000 3,855,490 10,682,490 2020 - 2024 8,548,000 2,134,124 10,682,124 2025 - 2029 3,996,000 277,794 4,273,794 Totals 24,823,000 11,497,654 36,320,654 TOTAL DEBT Principal Interest Total Fiscal Year 2009 - 2010 3,150,000 4,896,383 8,046,383 2010 - 2011 3,160,000 4,777,388 7,937,388 2011 - 2012 4,038,000 4,623,296 8,661,296 2012 - 2013 4,103,000 4,449,814 8,552,814 2013 - 2014 4,261,000 4,269,842 8,530,842 2015 - 2019 24,467,000 18,205,063 42,672,063 2020 - 2024 30,523,000 11,586,021 42,109,021 2025 - 2029 26,091,000 3,739,348 29,830,348 2030 - 2032 2,240,000 254,024 2,494,024 Total Debt 102,033,000 56,801,177 158,834,177 123 THIS PAGE INTENTIONALLY LEFT BLANK 124 .MARANA APPENDICES The Appendices include information helpful to the reader such as the Town's Budget Adoption Resolution and the state Auditor General reports, a listing of Authorized Positions, the Town's Salary Schedule, and a glossary of terms. Committed to the future... lnspiredby our post. 125 THIS PAGE INTENTIONALLY LEFT BLANK 126 Glossary of Terms Bond A Town issued debt instrument to be repaid the face amount of the bond on the designated maturity dates with accrued interest. Bonds are used primarily to finance capital projects. Budget Adoption A formal action taken by the Town Council that sets the spending limits for the fiscal yea r. Capital Improvement Includes any expenditure over$100,000 for repair and replacement of existing infrastructure as well as development of new facilities to accommodate future growth. Capital Outlay Purchase of an asset with a value greater than $100,000 that is intended to continue to be held or used for a period greater than five years. Capital Outlay can be land, buildings, machinery, vehicles, furniture and other equipment. Capitalized Labor All direct costs of labor that can be identified or associated with and are properly allocable to the construction, modification, or installation of specific items of capital assets and, as such, can thereby be written down overtime via a depreciation or amortization schedule as capitalized costs. Carry Over Year-end savings that can be carried forward to cover expenses of the next fiscal year. These funds also pay for encumbrances from the prior year. Central Arizona Project (CAP) Designed to bring about 1.5 million acre-feet of Colorado River water per year to Pima, Pinal and Maricopa counties by means of wastewater treatment. Community Development Block Grant (CDBG) Federal Grant Funds provided on an annual basis to support specific programs identified by Council. Comprehensive Annual Financial Report (CAFR) The official annual report for the Town prepared in accordance with generally accepted accounting principles (GAAP) and in conformance with standards of financial reporting as established by the Governmental Accounting Standards Board (GASB) using guidelines recommended by the Government Finance Officers Association (GFOA). The CAFR includes financial statements and analysis, along with statistical data on financial, nonfinancial, and demographic trends. It is also used by bond rating agencies, such as Moody's, Standard & Poor's, and Fitch, to determine credit risk, and thus interest rates, for bonds issued by the Town. Contingency An amount included in the budget that is not designated for a specific purpose.The contingency amount is budgeted for emergencies and unforeseen events. 127 Debt Service Fund A segregated fund used to account for the accumulation of resources for, and the payment of, general long term debt principal and interest. Enterprise Funds A fund used to account for operations (a)that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or (b)where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Executive Team Top level management in the Town that are pulled together to focuc on the Town's mission, direction and organizational changes needed as defnined by the General and Strategic plans or guidance from the Town Council. Federal Emergency Management Agency (FEMA) FEMA's mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards. Fiscal Year (FY) A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The Town of Marana's fiscal year is from July 1 through June 30. Full-Time Equivalent (FTE) A position is converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time clerk working 20 hours per week would be equivalent to 0.50 FTE. Fund A system of accounts that segregates all financial transactions for restricted or designated uses by a government entity.The fund categories used within the Town of Marana are the General Fund, Special Revenue Funds, Capital Projects Fund, Debt Service Fund, Enterprise Funds. Fund Balance An accumulated balance or carry over that occurs when actual revenues exceed actual expenditures. General Fund The General Fund is used to account for all financial resources except those accounted for in other funds. The General Fund is the Town's principal financing vehicle for general government services and is funded largely by development fees and local and state sales tax revenue. Grants Contributions or gifts of cash or other assets from another government or private entity to be used or expended for a specified purpose, activity, or facility. 128 Highway Users Revenue Fund (HURF) Funds allocated by the state to fund the construction and maintenance of the Town's highway and street system. This is a major funding source for the Public Works Department and provides funds for the maintenance of the Town's roads and connecting infrastructure. Infrastructure Transportation, communication, sewage, water, and electric systems are all a part of the Town's basic infrastructure. These systems tend to be high cost investments however, they are needed for the Town to be efficient and productive. Intergovernmental Agreement (IGA) A contract between governmental entities as authorized by State law. Park Improvement Districts Park Improvement Districts provide a method to maintain the parks within specific areas and charge the cost to the benefited property with the property tax bill. Per capita A unit of measure that indicates the amount of some quantity per person in the Town. Performance Measures Indication of levels of activity, results of operations or outcomes of operations. Reserve To set aside a portion of a fund balance to guard against economic downturn or emergencies. Right of Way (ROW) Any sidewalk, planting strip, alley, street, or pathway, improved or unimproved, that is dedicated to public use. The term includes any strip of land over which public facilities such as highways, railroads, or power lines are built. State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. System Development Fee (SDF) Fees collected at the time a building permit is issued to pay for the cost of capital improvements required due to growth. Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. Unified Land Development Code (ULDC) A compilation of Town Codes that govern subdivision and development of lands. Water Infrastructure Finance Authority (WIFA) An independent agency of the state of Arizona and is authorized to finance the construction, rehabilitation and/or improvement of drinking water, wastewater, wastewater reclamation, and other water quality facilities/projects. Zoning A specific legal classification of property for purpose of development. 129 MARANA RESOLUTION NO. 2009-103 RELATING TO BUDGET; ADOPTION OF THE TOWN'S FISCAL YEAR 2009-10 FINAL BUDGET WHEREAS, in accordance with the provisions of Title 42, Chapter 17, Articles I- 5, Arizona Revised Statutes (A.R.S.), the Marana Town Council did, on June 2"d, 2009, make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property of the Town of Marana, and WHEREAS, in accordance with said chapter of said title, and following due public notice, the Council met on June 23rd, 2009, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures/expenses or tax levies, and WHEREAS, it appears that publication has been duly made as required by law, of said estimates together with a notice that the Town Council would meet on June 23rd, 2009, at the office of the Council for the purpose of hearing taxpayers and making tax levies as set forth in said estimates, and WHEREAS, it appears that the sums to be raised by taxation, as specified therein, do not in the aggregate exceed that amount as computed in A.R.S. §42-17051(A). NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town of Marana, Arizona, that that the said estimates of revenues and expenditures/expenses shown on the accompanying schedules, as now increased, reduced, or changed, are hereby adopted as the budget of the Town of Marana for the fiscal year 2009-2010. PASSED AND ADOPTED by the Mayor and Council of the Town of Marana, Arizona, this 23rd day of June 2009. �ep,���0un►^ 'iii �,,,� �oa�F��,, Mayor dHonea s .. ,SEAL �y�,naw►,``0 ISQ ATTEST: ®®'9q�2 1 t�i APPROVED AS TO FORM: *yn . onson, Town Clerk �.frpfik Cassidy, Town Attorn Uf 130 TOWN OF MARANA PROPOSED FINAL BUDGET FISCAL YEAR 2009-2010 101 103 104 105 106 107 204 215 242 General South North East Desert North West Parks Tangerine Transport Revenues Fund Benefit Trans Benefit Education Trans Benefit Impact Road ID Capital PAG Sales Tax Revenues 20,595,960 3,560,150 Property Taxes Other Agency Revenues 6,604,835 1,880,000 Licenses,Fees&Permits 2,053,050 64,402 102,000 5,000 51,750 276,000 Fines,forfeitures&penalties 769,975 Current Use Charges 360,590 100,000 Other Revenues 744,425 Lease Income 493,300 Investment Income 151,260 24,287 2,500 1,758 2,500 33,046 3,371 71,095 System Development Fees 75,000 10,000 Total Revenues 31,848,395 88,689 104,500 6,758 54,250 309,046 113,371 3,631,245 1,880,000 Expenditures General Government Non-departmental 3,144,082 136,685 1,548,000 Mayor and Council 239,882 Town Clerk 232,008 Town Manager 1,030,734 Human Resources 478,610 Finance and Accounting 697,444 Legal Department 796,490 Public Information Office 87,628 Technology Services 1,707,122 Courts 990,272 Public Safety Police 9,327,869 Building Safety Department 835,385 Highways and Streets Operations&Maintenance 1,467,568 Economic and Community Development Development Services Admin 421,002 Planning Department 919,758 Capital Improvement Division 1,078,205 Engineering 1,536,853 377,000 Community Development 223,716 Economic Development Office 148,000 Culture and Recreation Parks and Recreation 3,463,736 Health and Welfare Senior and Therapy Programs 238,959 Enterprise Funds Water Airport Capital Outlay 1,407,353 5,000,000 2,966,000 827,000 1,880,000 Debt Service 44,695 Community Facilities Districts Total Expenditures 30,472,676 5,000,000 0 0 0 2,966,000 136,685 2,796,695 1,880,000 Excess(deficiency)of revenues over expenditures 1,375,719 (4,911,311) 104,500 6,758 54,250 (2,656,954) (23,314) 834,550 0 Other Financing Sources(Uses) 33,358,044 Transfers In Transfers Out (2,885,368) (1,935,120) Bonds Total Other Financing Sources/(Uses) (2,885,368) 0 0 0 0 0 0 (1,935,120) 0 Changes in Fund Balances (1,509,649) (4,911,311) 104,500 6,758 54,250 (2,656,954) (23,314) (1,100,570) 0 Beginning Fund Balance* 16,100,000 4,945,809 46,150 230,922 1,307,790 3,691,939 1,656,358 4,355,290 0 Ending Fund Balance 14,590,351 34,498 150,650 237,680 1,362,040 1,034,985 1,633,044 3,254,720 0 Projected 131 TOWN OF MARANA PROPOSED FINAL BUDGET FISCAL YEAR 2009-2010 245 250 246 247 241 240 1/2 cent Pima County Other 2008 Bonds CFD Revenues RTA STP Sales Tax Bonds Agency Capital Capital HURF LTAF Sales Tax Revenues Property Taxes 98,226 Other Agency Revenues 37,424,000 9,571,000 0 22,564,000 0 1,801,650 205,285 Licenses,Fees&Permits Fines,forfeitures&penalties Current Use Charges Other Revenues Lease Income Investment Income 0 0 0 System Development Fees 334,077 Total Revenues 37,424,000 9,571,000 0 0 22,564,000 0 432,303 1,801,650 205,285 Expenditures General Government Non-departmental Mayor and Council Town Clerk Town Manager Human Resources Finance and Accounting Legal Department Public Information Office Technology Services Courts Public Safety Police Building Safety Department Highways and Streets Operations&Maintenance 2,326,911 Economic and Community Development Development Services Admin Planning Department Capital Improvement Division Engineering Community Development 225,285 Economic Development Office Culture and Recreation Parks and Recreation Health and Welfare Senior and Therapy Programs Enterprise Funds Water Airport Capital Outlay 37,424,000 9,571,000 2,000,000 2,055,094 22,564,000 17,000,000 Debt Service Community Facilities Districts 4,047,000 Total Expenditures 37,424,000 9,571,000 2,000,000 2,055,094 22,564,000 17,000,000 4,047,000 2,326,911 225,285 Excess(deficiency)of revenues over expenditures 0 0 (2,000,000) (2,055,094) 0 (17,000,000) (3,614,697) (525,261) (20,000) Other Financing Sources(Uses) Transfers In 20,000 Transfers Out Bonds 3,700,000 Total Other Financing Sources/(Uses) 0 0 0 0 0 0 3,700,000 0 20,000 Changes in Fund Balances 0 0 (2,000,000) (2,055,094) 0 (17,000,000) 85,303 (525,261) 0 Beginning Fund Balance* 0 0 2,002,615 0 0 17,000,000 277,669 525,261 218,458 Ending Fund Balance 0 0 2,615 (2,055,094) 0 0 362,972 0 218,458 Projected 132 TOWN OF MARANA PROPOSED FINAL BUDGET FISCAL YEAR 2009-2010 201 202 206 222 224 225 226 227 Affordable Other Auto Revenues CDBG Housing HOME Grants Rico HIDTA MANTIS Theft JCEF Sales Tax Revenues Property Taxes Other Agency Revenues 400,000 250,000 900,000 28,900 52,000 61,975 61,975 Licenses,Fees&Permits 14,250 Fines,forfeitures&penalties Current Use Charges Other Revenues Lease Income Investment Income 0 2,546 1,615 System Development Fees Total Revenues 400,000 2,546 250,000 900,000 30,515 52,000 61,975 61,975 14,250 Expenditures General Government Non-departmental 1,000,000 Mayor and Council Town Clerk Town Manager Human Resources Finance and Accounting Legal Department Public Information Office Technology Services Courts 40,800 Public Safety Police 94,373 52,000 61,975 61,975 Building Safety Department Highways and Streets Operations&Maintenance Economic and Community Development Development Services Admin Planning Department Capital Improvement Division Engineering Community Development 400,000 200,000 Economic Development Office Culture and Recreation Parks and Recreation Health and Welfare Senior and Therapy Programs Enterprise Funds Water Airport Capital Outlay 250,000 Debt Service Community Facilities Districts Total Expenditures 400,000 200,000 250,000 1,000,000 94,373 52,000 61,975 61,975 40,800 Excess(deficiency)of revenues over expenditures 0 (197,454) 0 (100,000) (63,858) 0 0 0 (26,550) Other Financing Sources(Uses) Transfers In 100,000 Transfers Out Bonds Total Other Financing Sources/(Uses) 0 0 0 100,000 0 0 0 0 0 Changes in Fund Balances 0 (197,454) 0 0 (63,858) 0 0 0 (26,550) Beginning Fund Balance* 0 197,454 0 0 63,858 0 0 0 26,550 Ending Fund Balance 0 0 0 0 0 0 0 0 0 Projected 133 TOWN OF MARANA PROPOSED FINAL BUDGET FISCAL YEAR 2009-2010 228 230 Local Other Debt CFD Revenues Fill-the-Gap Tech 97 Debt 03 Debt 04 Debt 08 Debt TFRID Service Debt Svc Sales Tax Revenues Property Taxes 556,653 Other Agency Revenues 630,000 Licenses,Fees&Permits 2,500 107,060 Fines,forfeitures&penalties Current Use Charges 2,136,858 Other Revenues Lease Income Investment Income System Development Fees 84,077 Total Revenues 2,500 107,060 0 0 0 0 2,136,858 630,000 640,730 Expenditures General Government Non-departmental Mayor and Council Town Clerk Town Manager Human Resources Finance and Accounting Legal Department Public Information Office Technology Services Courts 31,000 253,000 Public Safety Police Building Safety Department Highways and Streets Operations&Maintenance Economic and Community Development Development Services Admin Planning Department Capital Improvement Division Engineering Community Development Economic Development Office Culture and Recreation Parks and Recreation Health and Welfare Senior and Therapy Programs Enterprise Funds Water Airport Capital Outlay Debt Service 383,728 1,385,278 633,425 1,949,463 2,136,858 925,117 Community Facilities Districts 640,730 Total Expenditures 31,000 253,000 383,728 1,385,278 633,425 1,949,463 2,136,858 925,117 640,730 Excess(deficiency)of revenues over expenditures (28,500) (145,940) (383,728) (1,385,278) (633,425) (1,949,463) 0 (295,117) 0 Other Financing Sources(Uses) Transfers In 383,728 1,385,278 633,425 1,949,463 0 292,617 Transfers Out Bonds Total Other Financing Sources/(Uses) 0 0 383,728 1,385,278 633,425 1,949,463 0 292,617 0 Changes in Fund Balances (28,500) (145,940) 0 0 0 0 0 (2,500) 0 Beginning Fund Balance* 28,500 145,940 0 0 0 0 0 2,500 510,581 Ending Fund Balance 0 0 0 0 0 0 0 0 510,581 Projected 134 TOWN OF MARANA PROPOSED FINAL BUDGET FISCAL YEAR 2009-2010 Water Airport Revenues Fund Fund Total Sales Tax Revenues 24,156,110 Property Taxes 654,879 Other Agency Revenues 5,585,318 88,020,938 Licenses,Fees&Permits 272,000 2,948,012 Fines,forfeitures&penalties 769,975 Current Use Charges 2,804,247 240,000 5,641,695 Other Revenues 744,425 Lease Income 493,300 Investment Income 9,600 303,578 System Development Fees 503,154 Total Revenues 3,085,847 5,825,318 124,236,066 Expenditures General Government Non-departmental 5,828,767 Mayor and Council 239,882 Town Clerk 232,008 Town Manager 1,030,734 Human Resources 478,610 Finance and Accounting 697,444 Legal Department 796,490 Public Information Office 87,628 Technology Services 1,707,122 Courts 1,315,072 Public Safety Police 9,598,192 Building Safety Department 835,385 Highways and Streets Operations&Maintenance 3,794,479 Economic and Community Development Development Services Admin 421,002 Planning Department 919,758 Capital Improvement Division 1,078,205 Engineering 1,913,853 Community Development 1,049,001 Economic Development Office 148,000 Culture and Recreation Parks and Recreation 3,463,736 Health and Welfare Senior and Therapy Programs 238,959 Enterprise Funds Water 2,641,930 2,641,930 Airport 375,468 375,468 Capital Outlay 35,441,435 5,932,583 144,318,465 Debt Service 7,458,564 Community Facilities Districts 4,687,730 Total Expenditures 38,083,365 6,308,051 195,356,484 Excess(deficiency)of revenues over expenditures (34,997,518) (482,733) (71,120,418) Other Financing Sources(Uses) Transfers In 347,000 5,111,511 Transfers Out (226,400) (64,623) (5,111,511) Bonds 36,400,000 40,100,000 Total Other Financing Sources/(Uses) 36,173,600 282,377 40,100,000 Changes in Fund Balances 1,176,082 (200,356) (31,020,418) Beginning Fund Balance* 920,000 (490,000) 53,763,644 Ending Fund Balance 2,096,082 (690,356) 22,743,226 Projected 135 0 0 W y o M Iq W 7 7 7 w w w N r- 7 I 7 O O W F Z O v cn O C v M M M 0 D W O O tb 00 r- 7 a N 0 Z LL N M O 7 O D W x mLLW x w w n J M M M M a0 N N o) Q O C-4 C-4 r r O o M 7 O Z W J o0i w w 7 (31 M DOD Q m O N N Ic tc t0 a ?D to M 00 r t0 O O LL O N r N F w Q O F fA 69 N O b O M M N N W A M O O N LL A N V N 0 00 M O O R Z Q 00 to N N r Q V N I r N L Fo w <n N D NO O O m � R DLL O th u'1 O O N N L Z N 7 7 O o M M r , F 7 7 u0 ? fA VA O O E W W W W 0 )R O O O O 0 NU y to p M M M M R W L C (� 7 C-4 m ` GJ Z y xMv U w x z a N Z o F» w w w w L arLLo 7 K N o 0 0 o two two two two y >1 a W C C C C N N N N R 'a = fp O O p p M M M M O R 4J O U 7 a O W W W W w m K w M M 7 N N N N N F Y a uJ y a ZR O H H H H fA > a w N wy Zy oai twf! 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O) O Q 0 W M M W 00 Of M N W X V X R a a o W O N r- M 00 00 u7 r M O) ` d E 7 -or a V W 7 w m o 0 o to a 'OW •- In o Q o C ° F w H N cn tb O O O O O 00 0 0) VI > R N a R R 0 (�O W N M M O O O N N O D O N 0 0 7 O N C or r_ D Z LL r N is N O x w r O Q w x W 7 a 7 y E W ,R E O C R m X w LL m Q m J Q W 0 m 7 E x 7 a LL W W N M 7 N O Oa ¢ w C d 0) O O C VI O O w C R > > C R d VI R L a R X r > LL C VI •R LL a N O W C E N 7 ¢ w LL > w C ` OLL d N 7 Q 7 7 N w YE O D 0) OU N a a o W LL Z O a R N VI a Z .O C LL R W V 7 R O/ U LL C d 7 Y W W LL > V O1 W N LL LL O1 y ? J >r x U C R 0) 'V1.- C I '(A - y O J O W R 'N m R Z D LL 0 C y ¢ w w C 13W R U) D R C d' W R c W vii :? c :: vi :° `w a ' ' o v°1i W, U d o R w C y W o O L U U E'4 N J D F U LL W J 0 F F F Q O N M 7 u7 to r 00 0) O cq ❑ 136 TOWN OF MARANA Summary of Tax Levy and Tax Rate Information Fiscal Year 2010 2009 2010 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 3. Property tax levy amounts A. Primary property taxes $ $ B. Secondary property taxes 698,116 654,879 C. Total property tax levy amounts $ 698,116 $ 654,879 4. Property taxes collected* A. Primary property taxes (1) Current year's levy $ (2) Prior years' levies (3) Total primary property taxes $ B. Secondary property taxes (1) Current year's levy $ (2) Prior years' levies (3) Total secondary property taxes $ C. Total property taxes collected $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 2.8000 2.8000 (3) Total city/town tax rate 2.8000 2.8000 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating four special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. SCHEDULE B 137 TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010 ESTIMATED ACTUAL ESTIMATED REVENUES REVENUES* REVENUES SOURCE OF REVENUES 2009 2009 2010 GENERALFUND Local taxes Sales taxes $ 20,465,605 $ 18,115,096 $ 20,595,960 Licenses and permits Building and development fees 2,801,585 1,407,000 1,624,550 Business and license fees 112,750 102,000 150,000 Franchise fees 252,350 257,800 278,500 Intergovernmental State shared sales tax 2,496,844 1,930,000 2,054,630 Urban revenue sharing 3,989,771 3,971,000 3,450,375 Auto lieu 1,197,290 1,022,000 1,099,830 Charges for services Park and recreation fees 513,728 392,560 360,590 Other miscellaneous charges Fines and forfeits Court fines and fees 695,145 709,300 769,975 Interest on investments Investment income 443,000 275,500 151,260 Miscellaneous Other miscellaneous income 853,900 812,000 819,425 Lease income 493,300 493,300 493,300 Total General Fund $ 34,315,268 $ 29,487,556 $ 31,848,395 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 138 TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010 ESTIMATED ACTUAL ESTIMATED REVENUES REVENUES* REVENUES SOURCE OF REVENUES 2009 2009 2010 SPECIAL REVENUE FUNDS Highway User Revenue Fund Highway user revenue $ 2,324,383 $ 1,955,160 $ 1,801,650 Total Highway User Revenue Fund $ 2,324,383 $ 1,955,160 $ 1,801,650 Local Transportation Assistance Fund Local transportation assistance $ 190,100 $ 201,300 $ 205,285 Total Local Transportation Assistance Fund $ 190,100 $ 201,300 $ 205,285 MANTIS $ 61,975 $ $ 61,975 HI DTA 52,000 51,372 52,000 Auto Theft 61,975 2,314 61,975 CDBG 300,000 49,560 400,000 Affordable Housing Revolving Fund 10,000 3,000 2,546 Local JCEF 13,950 14,118 14,250 Local Technology Enhancement Fund 65,750 98,530 107,060 Fill the Gap 5,000 5,071 2,500 RICO 20,000 12,030 30,515 Other Grants 500,000 150,984 900,000 HOME 250,000 $ 1,090,650 $ 386,979 $ 1,882,821 Total Special Revenue Funds $ 3,605,133 $ 2,543,439 $ 3,889,756 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 139 TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010 ESTIMATED ACTUAL ESTIMATED REVENUES REVENUES* REVENUES SOURCE OF REVENUES 2009 2009 2010 DEBT SERVICE FUNDS Tangerine Farms Road Improvement Dist. $ 2,114,731 $ 2,114,731 $ 2,136,858 Other Debt Service Funds 900,000 900,000 630,000 Gladden Farms CFD 614,407 640,730 $ 3,629,138 $ 3,014,731 $ 3,407,588 Total Debt Service Funds $ 3,629,138 $ 3,014,731 $ 3,407,588 CAPITAL PROJECTS FUNDS Transportation Fund $ 8,552,847 $ 7,023,319 $ 3,631,245 1/2 Cent Sales Tax Fund 35,370 30,559 Impact Fee Funds 1,700,325 277,885 563,243 Other Capital projects funds 38,840,614 17,546,820 71,439,000 $ 49,129,156 $ 24,878,583 $ 75,633,488 Tangerine Farms Road Improvement Dist. $ 172,240 $ $ 113,371 Investment Income 4,735 CFD Capital Projects 3,833,709 Gladden Farms CFD 66,798 Saguaro Springs CFD 27,300 Vanderbilt Farms CFD 254,128 $ 4,005,949 $ 4,735 $ 461,597 Total Capital Projects Funds $ 53,135,105 $ 24,883,318 $ 76,095,085 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 140 TOWN OF MARANA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010 ESTIMATED ACTUAL ESTIMATED REVENUES REVENUES* REVENUES SOURCE OF REVENUES 2009 2009 2010 ENTERPRISE FUNDS Water Fund Charges for services $ 2,850,000 $ 2,507,088 $ 2,804,247 Water Impact Fees 861,400 295,132 272,000 Interest 67,740 6,823 9,600 $ 3,779,140 $ 2,809,043 $ 3,085,847 Airport Fund User Fees $ 240,000 $ 81,502 $ 240,000 Grants 9,128,010 2,223,808 5,585,318 $ 9,368,010 $ 2,305,310 $ 5,825,318 Total Enterprise Funds $ 13,147,150 $ 5,114,353 $ 8,911,165 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. TOTAL ALL FUNDS $ 107,831,794 $ 65,043,397 $ 124,151,989 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 141 TOWN OF MARANA Summary by Fund Type of Other Financing Sources/<Uses> and Interfund Transfers Fiscal Year 2010 OTHER FINANCING INTERFUND TRANSFERS 2010 2010 FUND SOURCES <USES> IN <OUT> GENERALFUND Series 1997 Debt $ $ $ $ 157,328 Series 2003 Debt 1,385,278 Series 2004 Debt 633,425 Series 2008 Debt 242,337 LTAF 20,000 Other Grants 100,000 Airport 347,000 Total General Fund $ $ $ $ 2,885,368 SPECIAL REVENUE FUNDS LTAF $ $ $ 20,000 $ Other Grants 100,000 Total Special Revenue Funds $ $ $ 120,000 $ DEBT SERVICE FUNDS Series 1997 Debt $ $ $ 383,728 $ Series 2003 Debt 1,385,278 Series 2004 Debt 633,425 Series 2008 Debt 1,949,463 Other Debt Service 292,617 Total Debt Service Funds $ $ $ 4,644,511 $ CAPITAL PROJECTS FUNDS Transportation fund $ $ $ $ 1,935,120 Gladden Farms CFD 2,200,000 Vanderbilt Farms CFD 1,500,000 Total Capital Projects Funds $ 3,700,000 $ $ $ 1,935,120 PERMANENTFUNDS Total Permanent Funds $ $ $ $ ENTERPRISE FUNDS Water Utility $ 36,400,000 $ $ $ 226,400 Airport 347,000 64,623 Total Enterprise Funds $ 36,400,000 $ $ 347,000 $ 291,023 INTERNAL SERVICE FUNDS Total Internal Service Funds $ $ $ $ TOTAL ALL FUNDS $ 40,100,000 $ $ 5,111,511 $ 5,111,511 SCHEDULE D 142 TOWN OF MARANA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010 ADOPTED EXPENDITURE/ BUDGETED EXPENSE ACTUAL BUDGETED EXPENDITURES/ ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ EXPENSES APPROVED EXPENSES* EXPENSES FUND/DEPARTMENT 2009 2009 2009 2010 GENERALFUND Non-departmental $ 3,165,504 $ (12,656) $ 3,178,667 $ 3,144,082 Mayor and Council 217,308 157,275 239,882 Town Clerk 366,668 (7,700) 240,910 232,008 Town Manager 1,586,553 (66,800) 1,289,695 1,030,734 Human Resources 672,686 (118,285) 521,260 478,610 Finance and Accounting 695,584 (68,812) 830,425 697,444 Legal 880,471 (57,844) 817,447 796,490 Public Information Office 116,661 (17,550) 76,695 87,628 Technology Serivices 1,885,687 (98,448) 1,277,736 1,707,122 Courts 946,501 (10,715) 832,342 990,272 Police 9,717,641 (271,639) 8,891,520 9,327,869 Building Safety 1,584,147 (453,284) 944,294 835,385 Operations and Maintenance 3,739,004 (610,850) 2,792,440 1,467,568 Development Services Admin 294,791 42,111 236,515 421,002 Planning 1,376,296 (351,765) 898,665 919,758 Public Works 3,067,970 (3,067,970) Capital Improvements Division 1,816,534 1,882,580 1,078,205 Engineering 1,910,951 1,866,457 1,536,853 Community Development 328,365 (49,295) 263,445 223,716 Ecomonic Development 272,939 (145,709) 38,232 148,000 Parks and Recreation 4,351,361 (570,446) 3,318,832 3,702,695 Capital Outlay 2,302,000 (180,000) 1,407,353 Total General Fund $ 37,568,137 $ (2,390,172) $ 30,355,432 $ 30,472,676 SPECIAL REVENUE FUNDS HURF $ 2,835,575 $ (500,000) 1,382,400 $ 2,326,911 LTA F 134,750 82,271_ 225,285 MANTIS 61,975 61,975 HI DTA 52,000 52,000 Auto Theft 61,975 61,975 CDBG 300,000 43,106 400,000 Afforable Housing Revolving Fd. 218,000 22,009 200,000 Local JCEF 13,950 40,800 Local Tech Enhancement Fund 65,750 10,032 253,000 Fill-the-Gap 5,000 31,000 RICO 94,373 23,830 94,373 HOME 250,000 Other Grants 550,000 222,501 1,000,000 Total Special Revenue Funds $ 4,393,348 $ (500,000) $ 1,786,149 $ 4,997,319 DEBT SERVICE FUNDS Series 1997 Debt $ 399,010 $ $ 399,010 $ 383,728 Series 2003 Debt 1,378,830 1,378,830 1,385,278 Series 2004 Debt 637,975 637,975 633,425 Series 2008Debt 1,949,463 Tangerine Farms ID Debt 2,114,731 2,114,731 2,136,858 CFD Debt 510,551 510,551 640,730 Other Debt 1,047,747 1,047,747 925,117 Total Debt Service Funds $ 6,088,844 $ $ 6,088,844 $ 8,054,599 CAPITAL PROJECTS FUNDS Transportation Fund $ 16,577,886 $ (1,747,080) $ 11,688,728 $ 2,796,695 1/2 Cent Sales Tax 5,000,000 1,781,130 2,000,000 Impact Fee Funds 13,482,485 1,460,286 7,966,000 HELP Loan Fund 1,500 Tangerine Farms ID 3,969,340 938,171 136,685 Other Capital Projects 51,175,136 17,547,816 90,494,094 CFD Capital Projects 20,627,425 Gladden Farms CFD 2,349,500 Gladden Farms(Phase II)CFD 25,000 Saguaro Springs CFD 29,000 Vanderbilt Farms CFD 1,643,500 Total Capital Projects Funds $ 110,832,272 $ (1,747,080) $ 33,417,631 $ 107,440,474 ENTERPRISE FUNDS Water Operating $ 2,969,641 $ $ 1,919,331 $ 2,641,930 Water Capital 38,630,000 1,993,435 35,441,435 Airport Operating 336,030 355,428 375,468 Airport Capital 10,682,243 3,363,856 5,932,583 Total Enterprise Funds $ 52,617,914 $ $ 7,632,050 $ 44,391,416 TOTAL ALL FUNDS $ 211,500,515 $ (4,637,252) $ 79,280,106 $ 195,356,484 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared,plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E 143 TOWN OF MARANA Summary by Department of Expenditures/Expenses Fiscal Year 2010 ADOPTED EXPENDITURE/ BUDGETED EXPENSE ACTUAL BUDGETED EXPENDITURES/ ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ EXPENSES APPROVED EXPENSES* EXPENSES DEPARTMENT/FUND 2009 2009 2009 2010 Non-departmental General Fund $ 3,165,504 $ (12,656) $ 3,178,667 $ 3,144,082 Tangerine Farms ID 136,685 938,171 136,685 Transportation Capital Projects 1,794,695 1,587,732 1,548,000 Other Grants 550,000 100,254 1,000,000 LTAF Department Total $ 5,646,884 $ (12,656) $ 5,804,824 $ 5,828,767 Court General Fund 946,501 $ (10,715) $ 832,342 $ 990,272 Local JCEF $ 13,950 40,800 Fill-the-Gap 5,000 31,000 Local Tech Enhancement Fund 65,750 10,032 253,000 Department Total $ 1,031,201 842,374 Community Development $ $ $ 223,716 General Fund 328,365 (49,295) 263,445 400,000 CDBG 300,000 43,106 200,000 Revolving Affordable Housing 218,000 22,009 225,285 LTAF Department Total $ 846,365 328,560 Operations and Maintenance General Fund $ 3,961,004 (610,850) 2,792,440 1,467,568 Transportation Capital Projects 75,000 19,191 HURF 21685,575 1,256,913 2,326,911 LTAF 134,750 51,569 Department Total $ 6,856,329 4,120,113 Engineering General fund 1,910,951 $ 1,910,951 $ 1,910,951 $ 1,536,853 Transportation Capital Projects $ 6,000 377,000 Department Total $ 1,916,951 1,910,951 Police General Fund $ 9,717,641 (271,639) 8,891,520 9,327,869 RICO 94,373 23,830 94,373 HIDTA 52,000 52,000 MANTIS 61,975 61,975 Auto Theft 61,975 61,975 Department Total $ 9,987,964 8,915,350 * Includes actual SCHEDULE F 144 Town of Marana -Authorized Positions 2009 2009 2010 2010 Adopted Amended Requested Adopted TOWN CLERK Town Clerk 1.00 1.00 1.00 1.00 Deputy Town Clerk 1.00 1.00 1.00 1.00 Agenda&Records Clerk 1.00 1.00 1.00 1.00 Town Clerk Total 3.00 3.00 3.00 3.00 2009 2009 2010 2010 Adopted Amended Requested Adopted TOWN MANAGER Town Manager 1.00 1.00 1.00 1.00 Assistant Town Manager 1.00 1.00 1.00 1.00 Deputy Town Manager 1.00 0.00 0.00 0.00 Intergovernmental Affairs Administrator 1.00 1.00 1.00 1.00 Assistant to the Town Manager 1.00 1.00 1.00 1.00 Senior Administrative Manager 1.00 1.00 1.00 1.00 Council Liaison 0.00 1.00 1.00 1.00 Administrative Secretary 0.63 1.63 1.63 0.00 Mail Carrier/Courier 0.75 0.75 0.75 0.75 Reproduction/Supply Clerk 1.00 1.00 1.00 1.00 Customer Service Specialist 2.63 2.63 2.72 2.03 Community Events&Program Manager 1.00 0.00 0.00 0.00 Community Relations/P10 1.00 1.00 1.00 1.00 Economic Development Administrator 1.00 1.00 0.00 0.00 Town Manager Total 14.00 14.01 13.10 10.78 2009 2009 2010 2010 Adopted Amended Requested Adopted HUMAN RESOURCES Human Resources Director 1.00 1.00 1.00 1.00 Employee Relations Administrator 0.00 1.00 1.00 1.00 Sr. Human Resouces Analyst 1.00 1.00 1.00 1.00 Human Resources Analyst 2.00 2.00 1.00 1.00 Human Resources Coordinator 1.00 1.00 1.00 1.00 Human Resouces Technician 1.00 1.00 1.00 0.00 Risk Management&Safety Coordinator 1.00 0.00 0.00 0.00 Total Human Resources 7.00 7.00 6.00 5.00 145 2009 2009 2010 2010 Adopted Amended Requested Adopted FINANCE Finance Director 1.00 1.00 1.00 1.00 Finance Manager 0.00 0.00 1.00 1.00 Accounting Supervisor 1.00 1.00 0.00 0.00 Management&Budget Analyst 1.00 1.00 1.00 1.00 Payroll Administrator 1.00 1.00 1.00 1.00 Purchasing Coordinator 1.00 1.00 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 Accounting Clerk II 1.00 1.00 1.00 1.00 Accounts Payable Clerk 0.75 0.75 0.75 0.75 Administrative Secretary 0.00 0.00 0.00 0.63 Total Finance 7.75 7.75 7.75 8.38 2009 2009 2010 2010 Adopted Amended Requested Adopted LEGAL Town Attorney 1.00 1.00 1.00 1.00 Deputy Town Attorney 1.00 1.00 1.00 1.00 Town Attorney,Senior Assistant 1.00 1.00 1.00 1.00 Town Attorney,Assistant 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 Administrative Manager 1.00 1.00 1.00 1.00 Real Property Acquisition Agent 2.00 2.00 1.60 1.60 Office Support Assistant 1.00 1.00 1.00 1.00 Total Legal Department 9.00 9.00 8.60 8.60 2009 2009 2010 2010 Adopted Amended Requested Adopted TECHNOLOGY SERVICES Technology Services Director 1.00 1.00 1.00 1.00 Network Technician 2.00 2.00 1.00 1.00 Technology Supervisor 1.00 2.00 3.00 3.00 Utilities Technology Analyst 1.00 1.00 1.00 1.00 Computer Technician 1.00 1.00 1.00 1.00 Public Safety Technology Specialist 1.00 1.00 1.00 1.00 GIS Analyst 1.00 1.00 1.00 1.00 146 Database Analyst 2.00 2.00 1.00 1.00 Software Engineer 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Total Technology Services 12.00 13.00 12.00 12.00 2009 2009 2010 2010 Adopted Amended Requested Adopted DEVELOPMENT SERVICES Development Services Administration Development Services General Manager 0.00 1.00 1.00 1.00 Executive Assistant 0.00 0.00 0.00 1.00 Building Official 1.00 1.00 1.00 0.30 Chief Building Inspector 0.00 0.00 0.00 0.70 Senior Plans Examiner 2.00 2.00 1.00 0.00 Plans Examiner 2.00 2.00 2.00 0.50 Plans Review Technician 3.00 3.00 3.00 0.00 Building Inspector II 2.00 2.00 2.00 2.00 Building Inspector 1 4.00 4.00 1.00 1.00 Code Enforcement Officer 0.00 0.00 0.00 2.00 Senior Permit Clerk 1.00 0.00 0.00 0.00 Permit Clerk 3.00 0.00 0.00 0.00 Executive Assistant 1.00 1.00 1.00 0.00 Development Services Administration 19.00 16.00 12.00 8.50 Engineering Town Engineer 0.00 1.00 1.00 1.00 Cultural Resource Manager 0.00 1.00 1.00 1.00 Engineering Division Manager 0.00 3.00 3.00 2.00 Traffic Division Manager 0.00 0.00 0.00 1.00 Traffic Engineer 0.00 1.00 1.00 1.00 Civil Engineer 0.00 1.00 1.00 1.00 Environmental Project Coordinator 0.00 2.00 2.00 2.00 Engineering Technician 0.00 3.00 3.00 3.00 Project Coordinator 0.00 1.00 1.00 1.00 Engineering Aide 0.00 2.00 2.00 2.00 Senior Plans Examiner 0.00 0.00 0.00 1.00 Plans Examiner 0.00 0.00 0.00 1.50 Plans Review Technician 0.00 0.00 0.00 2.00 Senior Administrative Assistant 0.00 0.50 0.50 0.00 Executive Assistant 0.00 0.00 0.00 1.00 Office Support Assistant 0.00 0.50 0.38 0.00 Total Engineering 0.00 16.00 15.88 20.50 147 Planning Planning Director 1.00 0.00 0.00 0.00 Assistant Planning Director 1.00 1.00 1.00 1.00 Planner III 1.00 1.00 0.00 0.00 Planner II 2.00 2.00 2.00 2.00 Planner 1 4.00 4.00 4.00 4.00 Code Enforcement Inspector 2.00 2.00 2.00 0.00 Project&Fee Technician 1.00 0.00 0.00 0.00 Development Coordinator 2.00 2.00 2.00 0.00 Total Planning Department 15.00 13.00 12.00 7.00 Permits&Records Center Permits Center&Records Manager 1.00 1.00 1.00 1.00 Senior Permit Clerk 0.00 1.00 1.00 1.00 Development Coordinator 0.00 0.00 0.00 2.00 Permit Clerk 0.00 3.00 3.00 3.00 Document Imaging Clerk 1.75 1.75 1.00 1.00 Customer Service Specialist 1.25 1.25 1.12 1.13 Admin Asst to the Deputy Town Mgr 1.00 0.00 0.00 0.00 Total Records&Permit Center 5.00 8.00 7.12 9.13 TOTAL FOR DEVELOPMENT SERVICES 39.00 53.00 47.00 45.13 2009 2009 2010 2010 Adopted Amended Requested Adopted PUBLIC SERVICES Public Services Administration Public Services General Manager 0.00 1.00 1.00 1.00 Contracts Administrator 0.00 0.00 0.00 1.00 Contract Analyst 0.00 0.00 0.00 1.00 Operations&Maintenance Director 1.00 1.00 0.00 0.00 Maintenance Inspector 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 0.00 Customer Service Clerk 1.00 1.00 1.00 0.00 Customer Service Specialist 0.33 0.33 0.00 0.00 Senior Administrative Assistant 0.00 0.00 0.00 1.00 Customer Service Specialist 0.00 0.00 0.00 0.50 Office Support Assistant 0.00 0.00 0.00 0.50 Total Public Services Administration 4.33 5.33 4.00 5.00 148 Public Works Public Works Director 0.00 0.00 0.00 1.00 Executive Assistant 0.00 0.00 0.00 1.00 Total Public Works 0.00 0.00 0.00 2.00 Capital Improvements Public Works Director 1.00 0.00 0.00 0.00 Assistant Public Works Director 1.00 1.00 1.00 1.00 Construction Division Manager 1.00 1.00 1.00 1.00 Enginering Division Manager 1.00 1.00 1.00 1.00 Construction Manager 2.00 2.00 2.00 2.00 Construction Inspector 3.00 3.00 2.00 2.00 Right of Way Inspector 1.00 1.00 1.00 1.00 Acceptance Inspector 0.00 0.00 0.00 1.00 Project Control Specialist 1.00 1.00 1.00 1.00 Engineering Technician 4.00 2.00 1.00 0.85 Project Manager 2.00 1.00 2.00 2.00 Contract Analyst 1.00 1.00 1.00 0.00 Contracts Administrator 1.00 1.00 1.00 0.00 Engineering Assistant 1.00 1.00 1.00 1.00 Administrative Secretary 0.00 0.00 1.00 0.75 Senior Administrative Assistant 1.00 0.50 0.50 0.00 Office Support Assistant 1.00 0.50 0.50 0.00 Office Support Clerk 1.00 0.00 0.00 0.00 Town Engineer 1.00 0.00 0.00 0.00 Utilities Coordinator 1.00 1.00 1.00 0.00 Planning and Development Project Coordinator 1.00 0.00 0.00 0.00 Traffic Division Manager 1.00 0.00 0.00 0.00 Traffic Engineer 1.00 0.00 0.00 0.00 Traffic Engineering Technician 1.00 0.00 0.00 0.00 Engineering Aide 2.00 0.00 0.00 0.00 Civil Engineer 1.00 0.00 0.00 0.00 Environmental Engineering Manager 1.00 0.00 0.00 0.00 Cultural Resource Manager 1.00 0.00 0.00 0.00 Environmental Project Coordinator 2.00 0.00 0.00 0.00 Subdivision Engineer 1.00 0.00 0.00 0.00 Total Capital Improvements 37.00 18.00 18.00 14.60 149 Streets Superintendent 1.00 1.00 1.00 1.00 Foreman 1.00 1.00 1.00 1.00 Signal Technician III 1.00 1.00 1.00 1.00 Signal Technician II 1.00 1.00 1.00 1.00 Signs&Markings Technician 3.00 3.00 2.00 2.00 Maintenance Worker 3.00 3.00 3.00 3.00 Laborer 5.00 5.00 5.00 6.00 Streets Total 15.00 15.00 14.00 15.00 Community Response Community Response Manager 1.00 1.00 1.00 1.00 Inmate Services Coordinator 2.00 2.00 2.00 2.00 Senior Maintenance Worker 4.00 4.00 4.00 4.00 Maintenance Coordinator 0.00 0.00 0.00 1.00 Laborer 1.00 1.00 1.00 1.00 Community Response Total 8.00 8.00 8.00 9.00 Facilities&Fleet Facilities&Fleet Services Manager 1.00 1.00 1.00 1.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 0.00 Foreman 1.00 1.00 1.00 1.00 Fleet Supervisor 0.00 0.00 0.00 0.00 Fleet Technician II 2.00 2.00 2.00 2.00 Fleet Technician 1 1.00 1.00 1.00 1.00 Heating,Ventilation and Air Conditioning(HVAC) Technician 1.00 1.00 1.00 1.00 Small Engine Mechanic 1.00 1.00 1.00 1.00 Laborer 1.00 1.00 1.00 1.00 Facilities&Fleet Total 9.00 9.00 9.00 8.00 Airport Operations Airport Director 1.00 1.00 1.00 1.00 Maintenance Worker 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 Total Airport Operations 3.00 3.00 3.00 2.00 150 Utilities Utilities Director 1.00 1.00 1.00 1.00 Deputy Director 1.00 1.00 1.00 0.00 Utilities Operations Manager 1.00 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 1.00 Foreman 1.00 1.00 1.00 1.00 Water Line Construction Inspector 2.00 2.00 2.00 1.00 Waterline Inspector/Plan Reviewer 0.00 0.00 0.00 1.00 Electrical Pump&Well Technician 1.00 1.00 1.00 1.00 Water Operator 1 4.00 4.00 4.00 5.00 Civil Engineer 0.00 0.00 0.00 1.00 Water Backflow Specialist 0.50 0.50 1.00 1.00 GIS Analyst 1.00 1.00 0.00 0.00 Utility Billing Specialist 0.00 0.00 1.40 1.40 Maintenance Worker 2.00 2.00 1.00 0.00 Utilities Technology Coordinator 1.00 1.00 1.00 1.00 Customer Service Specialist 0.34 0.34 1.00 1.00 Customer Service Clerk 2.00 2.00 0.00 0.00 Total Utilities 18.84 18.84 17.40 17.40 Community Development Community Development Director 1.00 1.00 1.00 1.00 Grants&Housing Coordinator 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 Total Community Development 3.00 3.00 3.00 3.00 TOTAL FOR PUBLIC SERVICES 98.17 80.17 76.40 76.00 2009 2009 2010 2010 Adopted Amended Requested Adopted POLICE Chief of Police 1.00 1.00 1.00 1.00 Assistant Chief of Police 1.00 1.00 1.00 0.00 Police Commander 0.00 1.00 1.00 0.00 Police Lieutenant 6.00 4.00 4.00 3.00 Sergeant 9.00 9.00 9.00 10.00 Detective 15.00 15.00 15.00 5.00 Police Officer 52.00 52.00 52.00 62.00 Police Telecommunications Manager 1.00 1.00 1.00 1.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Police Telecommunications Supervisor 0.00 1.00 1.00 1.00 Dispatcher 12.00 13.00 13.00 13.00 151 Police Records Clerk 8.00 8.00 8.00 7.00 Crime Scene/Property&Evidence Supervisor 1.00 1.00 1.00 1.00 Crime Analyst 1.00 1.00 1.00 1.00 Crime Scene Specialist 2.00 2.00 2.00 2.00 Crime Prevention Specialist 1.00 1.00 1.00 1.00 Administrative Manager 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 Transcriptionist 0.00 0.00 0.00 0.00 Customer Service Support 0.33 0.33 0.00 0.00 Office Support Assistant 0.00 0.00 0.00 0.00 Executive Assistant 0.00 0.00 0.00 0.00 Total Police Department 113.33 114.33 114.00 111.00 2009 2009 2010 2010 Adopted Amended Requested Adopted COURTS Town Magistrate 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Court Administrator 1.00 1.00 1.00 1.00 Court Probation Monitor 1.00 1.00 1.00 1.00 Court Security Guard 2.00 2.00 2.00 2.00 Court Collections Specialist 1.00 1.00 1.00 1.00 Court Supervisor 1.00 1.00 1.00 1.00 Courtroom Specialist 1.00 1.00 1.00 1.00 Court Room Clerk 0.00 0.00 0.00 0.00 Court Clerk 4.00 4.00 4.00 4.00 Total Courts 13.00 13.00 13.00 13.00 2009 2009 2010 2010 Adopted Amended Requested Adopted PARKS& RECREATION Parks-Administration Parks and Recreation Director 1.00 1.00 1.00 1.00 Curation Specialist 1.00 1.00 1.00 0.50 Special Events Coordinator 0.00 0.00 0.00 1.00 Executive Assistant 0.00 0.00 1.00 1.00 Administrative Secretary 1.00 1.00 0.00 0.00 Office Support Assistant 1.00 1.00 1.00 1.00 Total-Parks Administration 4.00 4.00 4.00 4.50 152 Parks-Recreation Superintendent 1.00 1.00 1.00 1.00 Recreation Coordinator 4.00 4.00 4.00 4.00 Recreation Programmer 7.00 7.00 7.00 7.00 Recreation Leader 1.50 1.50 1.75 1.00 Recreation Center Attendant 0.50 0.50 0.50 0.50 Recreation Assistant 11.25 11.25 11.25 10.50 Total Parks-Recreation 25.25 25.25 25.50 24.00 Parks-Maintenance Superintendent 1.00 1.00 1.00 1.00 Parks Supervisor 1.00 1.00 1.00 1.00 Foreman 1.00 1.00 1.00 1.00 Maintenance Worker 11.00 11.00 11.00 11.00 Laborer 4.00 4.00 4.00 4.00 Total Parks-Maintenance 18.00 18.00 18.00 18.00 Parks-Senior Programs Recreation Programmer 1.00 1.00 1.00 1.00 Recreation Assistant 1.50 1.50 1.50 1.50 Total-Parks Senior Programs 2.50 2.50 2.50 2.50 Parks-Therapeutic Program Recreation Coordinator 1.00 1.00 1.00 1.00 Recreation Aide 0.00 0.00 0.00 0.00 Total Parks Therapeutic Program 1.00 1.00 1.00 1.00 Total Parks&Recreation 50.75 50.75 51.00 50.00 TOTAL TOWN AUTHORIZED POSITIONS 367.00 365.01 351.85 342.88 153 Town of Marana CLASSIFIED SALARY SCHEDULE* FY 2009-2010 FLSA Job Title Status— Minimum Midpoint Maximum Grade 10 $18,240 $22,800 $27,360 Annual Document Imaging Clerk Nonexempt $1,520.00 $1,900.00 $2,280.00 Monthly Recreation Aide Nonexempt $8.77 $10.96 $13.15 Hourly Reproduction/Supply Clerk Nonexempt Transcriptionist Nonexempt Grade 11 $20,064 $25,080 $30,096 Annual Mail Carrier/Courier Nonexempt $1,672.00 $2,090.00 $2,508.00 Monthly Office Support Assistant Nonexempt $9.65 $12.06 $14.47 Hourly Recreation Center Attendant Nonexempt Grade 12 $22,072 $27,590 $33,108 Annual Customer Service Specialist Nonexempt $1,839.33 $2,299.17 $2,759.00 Monthly Laborer Nonexempt $10.61 $13.26 $15.92 Hourly Recreation Assistant Nonexempt Recreation Leader Nonexempt Grade 13 $24,280 $30,350 $36,420 Annual Accounts Payable Clerk Nonexempt $2,023.33 $2,529.17 $3,035.00 Monthly Court Clerk Nonexempt $11.67 $14.59 $17.51 Hourly Customer Service Clerk Nonexempt Engineering Assistant Nonexempt Human Resources Technician Nonexempt Grade 14 $26,704 $33,380 $40,056 Annual Administrative Secretary Nonexempt $2,225.33 $2,781.67 $3,338.00 Monthly Court Security Guard Nonexempt $12.84 $16.05 $19.26 Hourly Facilities Technician Nonexempt Fleet Technician I Nonexempt Human Resources Coordinator Nonexempt Grade 15 $29,376 $36,720 $44,064 Annual Accounting Clerk II Nonexempt $2,448.00 $3,060.00 $3,672.00 Monthly Agenda&Records Clerk Nonexempt $14.12 $17.65 $21.18 Hourly Court Collections Specialist Nonexempt Courtroom Specialist Nonexempt Executive Assistant Nonexempt Inmate Services Coordinator Nonexempt Maintenance Worker Nonexempt Permit Clerk Nonexempt Small Engine Mechanic Nonexempt Utility Billing Specialist Nonexempt Water Backflow Specialist Nonexempt Grade 16 $32,312 $40,390 $48,468 Annual Development Coordinator Nonexempt $2,692.67 $3,365.83 $4,039.00 Monthly Engineering Aide Nonexempt $15.53 $19.42 $23.30 Hourly Fleet Technician II Nonexempt Heating,Ventilating&Air Conditioning(HVAC)Technician Nonexempt Planning Technician Nonexempt Plans Review Technician Nonexempt Project Coordinator Nonexempt Recreation Programmer Nonexempt Right of Way Inspector Nonexempt Senior Permit Clerk Nonexempt Signal Technician I Nonexempt Water Operator I Nonexempt Grade 17 $35,544 $44,430 $53,316 Annual Administrative Manager Exempt $2,962.00 $3,702.50 $4,443.00 Monthly Acceptance Inspector Nonexempt $17.09 $21.36 $25.63 Hourly Computer Technician Nonexempt Construction Inspector Nonexempt Adopted: 4/07/2009 154 Town of Marana CLASSIFIED SALARY SCHEDULE* FY 2009-2010 FLSA Job Title Status— Minimum Midpoint Maximum Electric Pump&Well Technician Nonexempt Geographic Information Systems(GIS)Technician Nonexempt Legal Assistant Nonexempt Maintenance Coordinator Nonexempt Real Property Acquisition Agent Exempt Records&Elections Coordinator Exempt Senior Administrative Assistant Nonexempt Senior Maintenance Worker Nonexempt Signs&Markings Technician Nonexempt Water Line Construction Inspector Nonexempt Water Operator II Nonexempt Grade 18 $39,096 $48,870 $58,644 Annual Building Inspector I Nonexempt $3,258.00 $4,072.50 $4,887.00 Monthly Contracts Analyst Exempt $18.80 $23.50 $28.19 Hourly Council Liaison Exempt Court Probation Monitor Nonexempt Curation Specialist Exempt Foreman Nonexempt Grants&Housing Coordinator Exempt Housing Rehabilitation Specialist Exempt Human Resources Analyst Exempt Payroll Administrator Exempt Recreation Coordinator Exempt Senior Real Property Acquisition Agent Exempt Signal Technician II Nonexempt Special Events Coordinator Exempt Utilities Technology Coordinator Exempt Water Line Inspector/Plan Reviewer Nonexempt Grade 19 $43,008 $53,760 $64,512 Annual Building Inspector II Nonexempt $3,584.00 $4,480.00 $5,376.00 Monthly Community Response Manager Nonexempt $20.68 $25.85 $31.02 Hourly Code Enforcement Officer Nonexempt Deputy Town Clerk Exempt Engineering Technician Nonexempt Facilities Maintenance Supervisor Exempt Geographic Information Systems(GIS)Analyst Nonexempt Management&Budget Analyst Exempt Planner Nonexempt Plans Examiner Exempt Police Telecommunications Supervisor Nonexempt Risk Management&Safety Coordinator Exempt Senior Accountant Exempt Grade 20 $47,312 $59,140 $70,968 Annual Community Relations/Public Information Officer(PIO) Exempt $3,942.67 $4,928.33 $5,914.00 Monthly Contract Administrator Exempt $22.75 $28.43 $34.12 Hourly Court Supervisor Nonexempt Database Analyst Nonexempt Environmental Project Coordinator Exempt Network Technician Nonexempt Parks Supervisor Exempt Planner II Exempt Police Records Supervisor Nonexempt Project Control Specialist Exempt Public Safety Technology Specialist Nonexempt Purchasing Coordinator Exempt Adopted: 4/07/2009 155 Town of Marana CLASSIFIED SALARY SCHEDULE* FY 2009-2010 FLSA Job Title Status— Minimum Midpoint Maximum Senior Administrative Manager Exempt Signal Technician III Nonexempt Utilities Technology Analyst Nonexempt Grade 21 $52,040 $65,050 $78,060 Annual Civil Engineer Exempt $4,336.67 $5,420.83 $6,505.00 Monthly Crime Scene/Property&Evidence Supervisor Exempt Facilities&Fleet Services Manager Exempt Police Telecommunications Manager Exempt Permit Center&Records Manager Exempt Senior Geographic Information Systems(GIS)Analyst Exempt Senior Human Resources Analyst Exempt Senior Network Analyst Exempt Software Engineer Exempt Senior Plans Examiner Exempt Superintendent Exempt Utilities Coordinator Exempt Grade 22 $57,248 $71,560 $85,872 Annual Assistant Town Attorney Exempt $4,770.67 $5,963.33 $7,156.00 Monthly Chief Building Inspector Exempt Construction Manager Exempt Employee Relations Administrator Exempt Prinicple Plans Examiner Exempt Technology Supervisor Exempt Traffic Engineer Exempt Grade 23 $62,968 $78,710 $94,452 Annual Capital Improvement Project(CIP)Manager Exempt $5,247.33 $6,559.17 $7,871.00 Monthly Cultural Resources Manager Exempt Database Administrator Exempt Economic Development Administrator Exempt Finance Manager Exempt Intergovernmental Affairs Administrator Exempt Planner III Exempt Police Lieutenant Exempt Senior Software Engineer Exempt Utilities Operations Manager Exempt Grade 24 $69,264 $86,580 $103,896 Annual Construction Division Manager Exempt $5,772.00 $7,215.00 $8,658.00 Monthly Court Administrator Exempt Engineering Division Manager Exempt Grade 25 $76,192 $95,240 $114,288 Annual Assistant Public Works Director Exempt $6,349.33 $7,936.67 $9,524.00 Monthly Assistant Utilities Director Exempt Assistant Planning Director Exempt Senior Assistant Town Attorney Exempt Traffic Division Manager Exempt Grade 26 $83,816 $104,770 $125,724 Annual Deputy Town Attorney Exempt $6,984.67 $8,730.83 $10,477.00 Monthly *Excludes positions covered under the July],2008-June 3Q 2010MPOAAgreement Adopted:06/23/2009 **Fair Labor Standards Act Adopted: 4/07/2009 156 Town of Marana FY 2010 Annual Budget SWORN EMPLYEES STEP 1 STEP 2 STEP 3 STEP 4 STEP S STEP 6 STEP 7 STEPS Yrs of Service* 0-3Yr 1.01-2yrs 2.01-3yrs 3.01-4yrs 4.01-5yrs 5.01-6yrs 6.01-7y1s 7.01+yrs Police Officer Monthly $3,464.93 $3,638.18 $3,820.09 $4,011.09 $4,211.65 $4,422.23 $4,643.34 $4,875.51 Annually $41,579.20 $43,658.16 $45,841.07 $48,133.12 $50,539.78 $53,066.77 $55,720.10 $58,506.11 Bi-Weekly $1,599.20 $1,679.16 $1,763.12 $1,851.27 $1,943.84 $2,041.03 $2,143.08 $2,250.23 Hourly $19.99 $20.99 $22.04 $23.14 $24.30 $25.51 $26.79 $28.13 Lateral Officers are hired at Police Officer Step 2 or Step 3,depending on experience. Reserve Officers are hired at Police Officer Step 1. STEP 1 STEP 2 STEP 3 STEP 4 Yrs of Service** 0-3Yr 1.01-2yrs 2.01-3yrs 3.01-4yrs Sergeant Monthly $5,120.27 $5,376.28 $5,645.09 $5,927.35 Annually $61,443.20 $64,515.36 $67,741.13 $71,128.18 Bi-Weekly $2,363.20 $2,418.36 $2,605.43 $2,735.70 Hourly $29.54 $31.02 $32.57 $34.20 STEP 1 STEP 2 STEP 3 STEP 4 STEP S STEP 6 STEP 7 STEPS Yrs of Service** 0-SYr 1.01-2yrs 2.01-3yrs 3.01-4yrs 4.01-5yrs 5.01-6yrs 6.01-7yrs 7.01+yrs Detective(Special Assignment Monthly 3,811.60 4,002.18 4,202.29 4,412.40 4,633.02 4,864.67 5,107.91 5,363.30 Annually 45,739.20 48,026.16 50,427.47 52,948.84 55,596.28 58,376.10 61,294.90 64,359.65 Bi-Weekly 1,759.20 1,847.16 1,939.52 2,036.49 2,138.32 2,245.23 2,357.50 2,475.37 Hourly 21.99 23.09 24.24 25.46 26.73 28.07 29.47 30.94 11 NON-SWORN EMPLOYEES STEP 1 STEP 2 STEP 3 STEP 4 STEP S STEP 6 STEP 7 STEPS Yrs of Service** 0-1Yr 1.01-2yrs 2.01-3yrs 3.01-4yrs 4.01-5yrs 5.01-6yrs 6.01-7yrs 7.01+yrs Dispatcher Monthly 2,625.62 2,827.59 3,029.56 3,231.53 3,433.50 3,635.48 3,837.45 4,039.42 Annually 31,507.48 33,931.10 36,354.75 38,778.40 41,202.05 43,625.70 46,049.35 48,473.00 Bi-Weekly 1,211.83 1,305.04 1,398.26 1,491.48 1,584.69 1,677.91 1,771.13 1,864.35 Hourly 15.15 16.31 17.48 18.64 19.81 20.97 22.14 23.30 Note: Dispatch salaries set from top step at 5%increments from the top step(95%,90%,85%,80%,etc.) Job title Minimum Mid-Range Maximum Police Records Clerk $26,523 $33,153 $39,784 Crime Scene Specialist $32,315 $40,394 $48,473 Crime Prevention Specialist $37,476 $46,845 $56,213 Crime Analyst $37,476 $46,845 $56,213 157