HomeMy WebLinkAboutFY 2021-2022
Annual Budget and Financial Plan
Town of Marana, Arizona
Fiscal Year 2021 – 2022
Senior Staff
Keith Brann, Town Engineer
Jane Fairall, Town Attorney
Cherry Lawson, Town Clerk
Yiannis Kalaitzidis, Finance Director
Curry Hale, Human Resources Director
Mohammad El-Ali, Public Works Director
Isaac Abbs, Technology Services Director
Lisa Shafer, Community & Neighborhood Svcs Director
Jason Angell, Development Services Director
Laine McDonald, Town Magistrate
Trudi Shumate, Court Administrator
Reuben Nuñez, Chief of Police
Barbara Hempel, Airport Manager
Jing Luo, Water Director
Jim Conroy, Parks & Regulation Director
Town Management
Terry Rozema, Town Manager
Erik Montague, Deputy Town Manager
Prepared By
Yiannis Kalaitzidis, Finance Director
Chris Hutchison, Senior Budget Analyst
Hannah Shilling, Graphic Designer
Town Council
Ed Honea, Mayor
Jon Post, Vice Mayor
Herb Kai
John Officer
Roxanne Ziegler
Patti Comerford
Jackie Craig
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DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada
(GFOA) presented an award of Distinguished Budget Presentation to the Town of
Marana, Arizona, for its annual budget for the fiscal year beginning July 1, 2020.
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.
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Table of Contents
Introduction
Town Leadership ............................................................................................................... 1
Distinguished Budget Presentation Award ................................................................... 2
Table of Contents ............................................................................................................. 3
Budget Message ............................................................................................................... 5
Town Organization Chart .............................................................................................. 12
Mayor & Town Council .................................................................................................. 13
Community Profile .......................................................................................................... 15
Town Map ........................................................................................................................ 17
Town Demographics ...................................................................................................... 18
Strategic Plan Summary ................................................................................................ 20
Budget Summary
The Budget Policies & Process ...................................................................................... 22
Budget Calendar ............................................................................................................ 27
Financial Policies ............................................................................................................. 28
Budget Summary ............................................................................................................ 30
Revenue Summary ......................................................................................................... 32
Expenditure Summary .................................................................................................... 44
Staffing Summary ............................................................................................................ 45
Projection of Financial Condition by Fund Group ..................................................... 48
Departmental Budgets
Department Summary ................................................................................................... 54
Mayor & Town Council .................................................................................................. 56
Town Manager ................................................................................................................ 58
Town Clerk ....................................................................................................................... 64
Human Resources ........................................................................................................... 68
Finance ............................................................................................................................ 72
Legal ................................................................................................................................. 76
Technology Services ...................................................................................................... 80
Office of Economic Development and Tourism ........................................................ 83
Development Services ................................................................................................... 87
Police ................................................................................................................................ 94
Courts ............................................................................................................................... 98
Public Works .................................................................................................................. 101
Parks & Recreation ....................................................................................................... 110
Community Development & Neighborhood Services ............................................ 115
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Water .............................................................................................................................. 118
Water Reclamation ...................................................................................................... 123
Airport ............................................................................................................................. 127
Capital Improvement Plan
Capital Improvement Program .................................................................................. 132
Schedule of 5-year Capital Improvement Plan ....................................................... 135
Administration & Budget Impacts of Capital Improvement Plan .......................... 139
Capital Improvement Project Sheets
Road Infrastructure ......................................................................................................... 140
Public Goods & Parks Related ...................................................................................... 155
Airport .............................................................................................................................. 162
Water................................................................................................................................ 166
Water Reclamation ........................................................................................................ 172
Buildings ........................................................................................................................... 174
Supplemental Schedules
Revenue Schedule ....................................................................................................... 178
Expenditure Schedule .................................................................................................. 180
Interfund Transfers Schedule ....................................................................................... 182
Debt Service Summary Schedule ............................................................................... 183
Carryover Requests Schedule .................................................................................... 192
Vehicle Replacement Schedule ................................................................................ 194
Authorized Position Schedule ..................................................................................... 195
Classified, Temporary, Non-Sworn & Sworn Salary Schedules ................................ 207
Appendices
Budget Resolution ......................................................................................................... 220
Auditor General Budget Forms ................................................................................... 222
Summary of Fund Accounting Structure ................................................................... 231
Glossary of Terms .......................................................................................................... 232
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F I S C A L Y E A R
2021-2022
TOWN MANAGER’S
FINAL B UDGET MESSAGE
Honorable Mayor and Council:
It is with great pleasure that I present to you the comprehensive Fiscal Year 2021-2022 (FY 2022)
Final Budget for the Town of Marana. This budget continues to demonstrate Marana’s
balanced approach to responsible fiscal policy, stewardship of public monies, and long -term
sustainable financial planning, even during extraordinary times. Each year during the
budgeting process, we closely examine our goals as laid out by the Town’s Strategic Plan, as
well as our accomplishments from years past. We do this to ensure that allocations align with
need, and so that strategies result in the appropriate outcomes. In the past year, even in light
of COVID-19, we have seen many accomplishments across the 5 Focus Areas of our Strategic
Plan, all of which have helped give Marana a competitive edge going into FY 2022. Below,
you will find updates on accomplishments and investments that are derived directly from the
Town of Marana Strategic Plan, organized by the 5 focus areas that guide our operations on a
daily basis.
COVID-19
FY 2021 was an anomalous year for the Town of Marana, and indeed, for the entire world. As
the COVID-19 pandemic gripped our nation and took hold globally, the world scrambled to
implement changes that would protect public health at all costs. As a result of this pandemic,
as well as the policy changes at the federal, state, county, and local levels, the economy had
exhibited symptoms that were reminiscent of the 2007/2008 financial crisis. Due to the
modifications imposed on businesses throughout our local and regional community, as well as
multiple executive orders aimed at slowing the spread of COVID-19 issued by Arizona
Governor Doug Ducey, most transaction privilege tax (TPT) revenues, including retail and
restaurant revenues had dropped, housing and general development briefly slowed, and
state-shared revenues were expected to be lower than originally anticipated. However, we
are now slowly emerging from the initial disruption caused by the pandemic. Due to multiple
factors, including sound budgeting practices, receiving $5.6M from the CARES Act, as well as
an additional $16.4M from the American Rescue Plan, individual stimulus checks to citizens,
accelerated housing development, the lifting of restrictions on local businesses, stronger-than-
anticipated retail sales projections, and of course, increased numbers of vaccinations leading
to less COVID-19 cases, hospitalizations, and deaths, the Town is optimistic in its fiscal and
financial position as we enter FY 2022. These factors will allow us to continue to identify and
prioritize strategic investments in staffing, projects, infrastructure development, and programs
to continue to deliver 5 Star Service to the residents of our community.
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Commerce
In FY 2021, the Town has not only seen higher than anticipated projections and collections for
key revenue streams that fund essential services, but also, significant wins in commercial
development around the community. Three major existing employers in the Town, including
Alicat Scientific and FL Smidth Krebs Mining, are currently expanding the footprint of their
operations. Alicat Scientific is expanding by approximately 12,000 sq. ft., and FL Smidth Krebs is
expanding by upwards of 82,000 sq. ft. The third, Ventana Medical Systems, is expanding at
their current site off Tangerine Road and I nterstate 10 (I -10), with the addition of a new 60,000
sq. ft. facility, featuring 160 new high-tech, high-paying jobs, and a total capital expenditure of
approximately $23 million. Additionally, PVB Fabrications, located on the east side of I-10 on
Tangerine Road, recently broke ground and is going vertical on its new facility. At buildout,
PVB is expected to add 170 new jobs to Marana, in addition to upwards of 115,000 sq . ft. of
combination office and production/manufacturing space, and a total capital expenditure of
$17 million. We’ve also seen the addition of a brand new Circle K, located at Tangerine Road
and Lon Adams, as well as the opening of a QuikTrip on Ina Road and Starcommerce Way.
QuikTrip continues to expand within the Town, with an additional location currently under
construction at Tangerine Road and I-10. In summary, we can see that Marana continues to
be an attractive destination for businesses to locate, expand, and grow, whether they are
commercial or retail in nature.
The Town also continues to focus on the development of downtown Marana. Construction of
Marana Main Street East has recently been substantially completed, which includes brand
new road infrastructure, enhanced lighting, and newly zoned land for commercial
development that will capture the traditional look and feel of a downtown, with additional
upgraded landscaping to be incorporated along Marana Main Street as well as Center Street.
The roundabout will also see a significant landscaping and lighting upgrade in FY 2022, as well
as installation of a prominent piece of public art. Lastly, the new Northwest Fire Administration
building has begun construction, which, over time, will bring more than 200 jobs to Downtown
Marana. Taco Bell has almost finished construction, and we are courting additional res taurant
and service-oriented business to the area.
Marana Regional Airport continues to be one of the Town’s key economic development
assets, and we have seen significant accomplishments in its growth and activities over the
year. The airport currently has approximately 300 based aircraft, 232 storage hangars, and 28
shade ports, all at 100% occupancy, with a 30+ aircraft waiting list. The airport also sees over
95,000 operations per year, and serves a wide variety of users, from hobbyists to corporate jet
traffic, as well as military training. Additionally, there is significant commercial development
activity occurring just outside the fence of the airport, with JD Russell locating their 20,000 sq. ft.
combination manufacturing/distribution/office facility on 4 acres with an additional 30 jobs
and anticipated $4 million in capital expenditure. This investment in our airport has yielded
additional economic development interest, with multiple entities expressing interest in locating
their aviation-related operations at Marana Regional Airport. The airport has also recently
been awarded a $1.4 million grant from ADOT that will be used for significant safety upgrades
including switching all runway and taxiway lights to LEDs. This project will result in overall
maintenance and energy cost-savings to the Town, as well as enhanced safety for our airport
users.
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Additionally, the airport is currently starting a significant project. You may recall that the airport
was recently accepted into the Federal Contract Tower Program. As a direct result, the airport
is now in the process of completing an environmental site study for the entirety of the airport
property, as well as beginning the process for the siting, design and construction of an air
traffic control tower. This is a very exciting development for the airport, totaling approximately
$300,000 dollars in grants that will result in many more opportunities for development of as it
grows and expands.
Finally, Development Services at the Town of Marana has recently seen a significant overhaul
in operations. As part of a continued effort to improve efficiency, Town Staff have
consolidated efforts by merging Development Engineering into the Development Services
Department. This merger now places all development-related review, with the exception of
water and traffic, within one department. This will allow staff to better monitor review activity
and improve the efficiency of the overall review process. By housing development-related
projects under one department from conception to occupancy, the Town will significantly
increase efficiency for developers who bring residential and commercial projects to the Town,
yielding faster results, and easier commerce-related development throughout the Town.
Community
Marana continues to be one of the fastest growing communities in Southern Arizona. Because
of this rapid growth and expansion, the Town is seeing an additional need for the
development of critical infrastructure and facilities. This year, we have seen the completion of
significant projects around the Town, which continue to show the Town’s dedication to
enhanced levels of services and safety to our community.
An exceptional example of dedication to our community is how our Communications,
Marketing and Special Events division rose to the occasion to create the Town’s first ever
Christmas Cruise Event. When it seemed impossible, this innovative and community-oriented
event allowed for Marana residents to celebrate the holiday with their loved ones in a COVID-
safe environment. By transforming our traditional Holiday Festival and Tree Lighting Signature
Event into a drive-thru wonderland, we allowed for adults and kids alike to feel the Christmas
spirit by enjoying a spectacular light show, Christmas treats, craft kits, and their favorite
Christmas characters, including Gingerbread men, Santa’s Elves, and of course, Santa Claus
himself. The Town also recently hosted its signature Fourth of July Event, the Star Spangled
Spectacular in the early part of FY 2022, which attracted more than 8,000 people to our
community to celebrate our nation’s independence. As we emerge from the pandemic, this
was a much-needed celebration for our community!
Another significant accomplishment for our community was investment in completion of the
Adonis Road Extension. This issue, which has troubled residents of our community for many
years, has finally been resolved, as the road is now available to the public for use as of April
2021. This road will act as a secondary access route to Tangerine Road for residents living on
the east side of the I-10 in the Adonis and San Lucas Neighborhoods. The completion of this 2
lane, 3 mile long road will eliminate regular interruptions to access to I -10 that are caused by
the Union Pacific Railroad, as well as provide a vital safety outlet in the event of an
emergency at the railroad crossing. Additionally, this road will help in opening up the area
east of the I-10 for economic development opportunities.
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Water quality is an issue that continues to take center stage on national, state, and local
levels. In direct response to the requests of our residents, and as part of a continued effort to
provide clean and safe drinking water to our community, the Town Council directed staff to
seek out funding opportunities to fund construction of two water treatment campuses that
address perfluorinated compounds and 1-4 dioxane in our drinking water. We are proud to
report that, after securing funding from the Water Infrastructure Finance Authority, the Town
has completed construction of both the Airline-Lambert and Picture Rocks Water Treatment
Campuses. A COVID-safe grand opening ceremony was held on March 23, 2021, and both
campuses are now fully operational, and have begun treating and delivering clean water to
our community.
Lastly, Town staff worked tirelessly on creation and ratification of the Make Marana 2040
General Plan. This plan is a document required by Arizona state law that functions as the
blueprint for the Town as it continues to grow. The overall plan reflects the vision and goals of
the community at large by recommending policies and strategies to protect and enhance
initiatives around growth, development, health and safety, Economic Development, Town
services, and the environment, well into the year 2040 and beyond. The final plan was
approved by Marana Town Council on December 10, 2019, and was ratified by voters during
the August 4th 2020 election cycle as Proposition 478. The Make Marana 2040 General Plan is
one of the most important documents that guides Marana’s community into the future, and is
currently being implemented and used as a guide for all operations, as we continue to press
forward with growth and services for our community.
Innovation
Innovation is at the heart of everything we do, and is one of the most important of our four
organizational Cultural Values. From our innovative and dedicated workforce, to day to day
practices and Town-side strategies, Innovation allows us to deliver the best services to our
residents and customers in the most efficient and transparent manner possible.
As part of the Town’s response to COVID-19 to ensure the health and safety of our staff and
our residents, the Town coordinated and implemented innovative solutions to allow for a
seamless transition of services, which allowed the vast majority of our staff to work from home.
By utilizing a combination of mobile technology, machine virtualization, digital meeting
platforms, expanded VPN access, and mobile conferencing tools, our Technology Services
Department was able to facilitate telework for in-office staff. This permitted Town staff to
continue to deliver high levels of service to customers and to the public, while preserving their
health and safety.
With additional coordination among key departments, Technology Services was also able to
transition Town Council Meetings to a virtual medium as well. This allowed for further protection
of the health and well-being of staff, Council, and the public, while assuring that critical issues
continued to be addressed by Council as necessary. We are looking to make additional
strategic investment in technology for our staff, by updating and retrofitting multiple
conference rooms with new technology that will allow for continued hybrid meetings with
internal departments and external agencies, as we continue to adjust to workplace changes
brought on by the pandemic.
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Development Services also contributed by implementing full digital review for plans and
permits, as well as the use of virtual inspections. This enabled Development Services to keep
their pace of development review and customer responsiveness, and to continue delivering a
high level of service.
Parks and Recreation also employed innovative ways of keeping the community engaged. In
lieu of in-person recreation programming, they developed a series of videos focused on
health and safety during the pandemic, as well as a series of interactive activities for youth to
engage in. In this way, Parks and Rec was able to continuously educate and engage our
community in positive ways through social media. These are but a few of the many ways in
which Town staff adapt and implement innovative solutions to meet the rapidly changing
needs of the times.
Due to the landscape of traditional in office work changing due to COVID-19, the Town of
Marana will continue to seek out technological means through which we can accommodate
and adapt, not only to internal staffing needs, but the needs of our residents and external
customers.
Heritage
Marana’s heritage and history are near and dear to us all, including our staff and the
community at large. By prioritizing Heritage as a focus area, we seek to chronicle and preserve
our roots, while using it as a guide as we look to the future of growth and development. We will
once again see our Signature Events come back as COVID-19 restrictions lessen, giving our
community access to the events they know and love, including the Star Spangled
Spectacular, Marana Founders’ Day, and the Holiday Festival and Christmas Tree Lighting.
Recently, the Town has embarked on an initiative to actively chronicle and catalogue our
Town’s history. By working with the Marana Heritage Conservancy, the Town will engage in
actively cataloguing relics and historical artifacts that are linked to Marana’s past. This will
enable us to actively engage with the Heritage Conservancy, which has been a long term
and valued partner of the Town for many years, and will also culminate in the creation of a
Marana Heritage book, which will document the various elements of Marana’s history in
various forms.
We continue to embrace Marana’s film heritage as well, by leveraging the assets of the
Town’s destination marketing organization, Discover Marana. To that end, the Town has
created the Marana Film Office, which continues to engage with the film community at large
to bring any and all filming opportunities to Marana. By continuing to leverage Marana’s deep
history of film from the 40s, 50s, and 60s, and coupling that history with Marana’s iconic scenery
and dude ranches, Marana has assisted with at least 30 film projects since its inception. As with
anything these days, as COVID-19 restrictions lessen, we can expect to see the film industry
return to normal, and film opportunities for the Town of Marana to increase, as well.
Recreation
Parks and Recreation is an essential cornerstone to any healthy and thriving community, and
Marana takes this very seriously. To keep our community healthy, and to continue to utilize our
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local and regional assets, the Parks and Rec Department worked feverishly to complete its
Parks and Recreation Master Plan. This plan took a hard look at the Town’s park assets and
program offerings, and to solicit feedback from the community to compile the information into
a comprehensive plan that addresses maintenance of existing park and recreation assets, but
also identifies potential for further expansion of those assets. We are thrilled that the Marana
Town Council approved this plan on February 2nd, 2021. The approval of this master plan will
allow the Town of Marana to continue to deliver the highest level of service and assets to our
community with regard to parks and recreation amenities.
A direct result of this plan was the identification of a need to construct a multigenerational
recreation facility, as well as an aquatics facility, to better serve our community and the region
as it grows. While the process for identifying funding mechanisms, as well as designing and
constructing the facility may take some time, the Town has already begun the first steps
toward making this facility a reality for our community. With direction given to staff during the
recent Council Retreat in early March of 2021, Parks and Recreation staff, as well as the
Manager’s Office, have completed the process of identifying the ideal site for such a facility.
This will serve as an integral step in development of these facilities, and properly position us to
deliver this essential and much desired asset sooner rather than later. The Manager’s Office is
now conducting public outreach meetings regarding possible fundin g mechanisms for such a
facility, which will eventually culminate in a recommendation and direction from Council on
steps moving forward.
We are also always improving our regional trails system and connectivity. A prime example of
this is the Shared Use Path at CalPortland to Avra Valley Road. This project will construct a path
that will connect the existing Santa Cruz Shared Use Path to the existing Shared Use Path at
Avra Valley Road. This will also connect the Town of Marana directly to the Pima County Loop
Trail System. It will also provide additional connectivity for existing neighborhoods, as well new
residential developments and schools, to proposed commercial developments, all while
continuing to provide an additional alternate transportation route for work, play, and
recreation.
Strategic Investments
As enumerated above, the Town continues to invest intelligently and strategically in the 5
Focus Areas of our Strategic Plan, as well as many other plans, to continue to facilitate
intentional and smart growth for our community. Continued investments in Commerce,
Recreation, Heritage, Community, and Innovation, as well as our staff, continue to place
Marana as a leader in strategic growth for our region, which allows us to serve our community
at the highest level possible, while contributing to the overall economic diversity and health of
Southern Arizona.
Closing
The spending plan detailed in this budget proposal considers the above accomplishments as
guide posts for future goals, while also recognizing the diverse challenges we will continue to
face in the future. It also fully recognizes the challenge presented by the COVID-19 pandemic
as a key driver in how our economy has changed, and how we as an organization continue to
be nimble to adapt quickly to such changes. As Marana succeeds and grows, it will need to
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continue to invest strategically, while continually innovating to deliver the best service to its
residents and customers. This budget demonstrates a commitment to that vision, and to t he
tenets of the Strategic Plan and the well-being of our community.
Thank you,
Respectfully,
Terry S. Rozema
Town Manager
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Town of Marana Citizens
Mayor & Council Town MagistrateAppointed Boards & Commissions
Town Manager
Development Services Center Town Clerk
Deputy Town Manager
Legal
Parks & Recreation
Human Resources
Community & Neighborhood Services
Finance
Engineering
Economic Development
Police
Public Works
Water
Technology Services
ORGANIZATIONAL CHART
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MAYOR & TOWN COUNCIL
The Marana Town Council is a seven-member governing body that makes policy for the Town and directs the
allocation of resources through the fiscal budget. They are a non-partisan body elected by Town of Marana
residents, including a direct election for the position of Mayor. Council members serve four-year staggered terms.
Mayor Ed Honea
Term: 2021-2024
Mayor Honea is the third generation of a five-generation Marana family and
has served on the council on three different occasions. He worked for the U.S.
Postal Service in Marana as a contractor for 29 years before retiring in 2007.
Mayor Honea is a member of the Pima Association of Governments, including
chair in 2014, and the chair of the Regional Transportation Authority. He serves
on the executive board of the Arizona League of Cities and Towns and is a
member of Arizona Town Hall, Central Arizona Association of Governments, the
Arizona Association of Economic Development, the Marana Optimist Club, and
Marana Chamber of Commerce. He formerly served on the Marana Health
Center and Marana Food Bank boards. Mayor Honea is a graduate of Marana
High School, the U.S. Naval School of Construction, and Pima Community
College. He served in the U.S. Navy Seabees during the Vietnam War and is a
lifetime member of VFW Post 5990 in Marana. The mayor is an outdoor enthusiast
and avid hiker and can be found most days on one of the many trails that run
throughout the Marana Community. He has two children and three
grandchildren and is a member of Sanctuary Methodist Church.
EHonea@MaranaAZ.gov - 520-382-1908
Vice Mayor
John Post
Term: 2019-2022
A Marana native, Post is
owner of Post Farms, a
company that employs 20,
farms 4,000 acres and
operates two retail outlets.
He was elected vice mayor
in June 2013. He has served
on the board of directors for
Trico Electric Co-Op, the
Cortaro Water Users
Association and Cortaro Marana Irrigation District. He
also served as chairman of the Town’s Planning and
Zoning Commission and was president of the Marana
Junior Rodeo Association.
JPost@MaranaAZ.gov – 520-382-1908
Council Member
Herb Kai
Term: 2019-2022
Born and raised in Marana,
Kai is a self-employed
pecan rancher and cotton
farmer. He is married to
Diana Kai and has a son
and daughter. Kai has
served on the boards of the
Cortaro Marana Irrigation
District, the Southern Arizona
Water Users Association and
the Arizona Department of Water Resources.
HKai@MaranaAz.gov – 520-382-1908
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Council Member
John Officer
Term: 2019-2022
John Officer has lived,
worked, and volunteered in
the Town of Marana for 29
years. He was raised in
Buckeye, Arizona and moved
to the Marana area in 1990.
He spent over 32 years
working with the Central
Arizona Project, and currently
owns a weed control
business. He had served on the Parks and Recreation
Commission. He served on the Planning Commission
before being appointed to the Marana Town Council
in 2017. Officer volunteered with the Marana Little
League to help find donors to build additional
facilities for the fields at the Ora Mae Harn Park. He
also worked with the Marana Heritage Conservancy,
formerly serving as the group's president for two years.
He currently serves on the Community Food Bank of
Southern Arizona Advisory Board.
JOfficer@MaranaAZ.gov – 520-382-1908
Council Member
Patti Comerford
Term: 2019-2022
Comerford has been
elected to three terms on the
Town Council, beginning in
2001. She served as vice
mayor from 2011 to 2013. She
served seven years on the
Marana Planning and Zoning
Commission, including time
as the chair. Since 1994, she
and her family have lived in
Continental Ranch, where she served on the HOA's
Activities and Finance committees. She also has been
a member of the Marana Optimist Club and President
of the Marana High School Band Boosters. She was
founder of the Continental Ranch Little League and
served on the Little League District Board. Comerford
has a bachelor's degree in recreation administration
from San Diego State.
PComerford@MaranaAZ.gov – 520-382-1908
Council Member
Roxanne Ziegler
Term: 2021-2024
Councilmember Ziegler was
born in Canton, Ohio and
grew up on Air Force bases
throughout the country. Her
father served in the United
States Air Force for 30 years
and moved his family often
as duty called. Prior to
coming to Marana in 1989,
she lived in San Diego for
eight years working as a contract manager for Bendix
Engine Controls. For the past 30 years, she has worked
as a contract and negotiation manager for many
Fortune 500 companies such as Raytheon, Kaman
Aerospace, Honeywell and IBM. She retired in 2017.
She has a Bachelor’s in Business Administration from
National University. Councilmember Ziegler was
elected to her fifth term in office in November 2020.
She is a former member of the Town of Marana’s
Planning and Zoning Commission and Continental
Ranch HOA Board of Directors. Her son and daughter-
in-law live in Marana, and her grandson, Donovan, is
a member of the United States Air Force.
RZiegler@MaranaAz.gov – 520-382-1908
Council Member
Jackie Craig
Term: 2021-2024
Jackie Craig was born in
Tucson, and spent much of
her childhood in the region,
alternating between
periods in Africa as her
parents took volunteer
assignments there. She
graduated from the
University of Idaho with a
degree in English Literature
and later earned a Masters in National Security
Strategy from the National War College in
Washington, DC. Jackie served as a Foreign Service
Officer in the Department of State for 25 years, with
assignments in Asia, Africa, South America and
Washington, DC. Since her retirement in 2013, Jackie
and her husband have lived in The Highlands of
Dove Mountain. Jackie has served on the Highlands
Architectural & Landscape Committee and the
Board of Directors, and is currently the Master Hike
Leader in the Highlands Hiking Club.
JCraig@MaranaAZ.gov – 520-382-1908
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Marana Communtiy Profile
The Town of Marana is located in the Sonoran Desert
in the northwestern part of the Tucson metropolitan
area along Interstate 10. Situated just one mile
outside of Tucson’s city limits and 88 miles southeast
of Phoenix, Marana is part of the area known as the
Sun Corridor Megapolitan Region–one of 10 identified
megapolitan regions in the U.S. where demographers
estimate that the majority of future growth will occur .
While retaining its rural appeal and agricultural
economic base in the northern parts of the
community, Marana is also home to several housing,
commercial, and industrial developments.
History
Prime farmland for centuries, Marana has also been a
transportation center for farming and ranching. It is
the main trade center and community focus for a
vast area covering approximately 500 square miles.
From 550 to 1450 A.D., long before the arrival of the
Spanish, the area was inhabited by a people known
as the Hohokam. They used the dependable water
supply from the Santa Cruz River to grow a wide
variety of crops. By the time the Spanish arrived in the
Santa Cruz Valley in the 1690s, the Hohokam had
vanished; their extensive irrigation canals were still
visible, but lay in ruin.
The region became a part of the United States with
the Gadsden Purchase in 1854 which opened a
transcontinental corridor for the Southern Pacific
Railroad. By 1865, settlers had established large cattle
ranches and copper ore was being mined at the
Silver Bell mining camp.
The name Marana first appeared as a “flag station”
on a Southern Pacific Railroad map in 1890. Maraña is
a rural Mexican word meaning dense brush, a tangle,
or a thicket. Railroad workers dubbed the site
“Marana” as they hacked their way through thick
mesquite stands along the rail line.
When World War I created a need for cotton in the
manufacture of cord, airplane fabric, and other war-
related materials, Marana reinvigorated its
agricultural roots and began growing more cotton
and other crops. Between 1920 and 1924, many
families migrated to the area to grow cotton. Wheat,
barley, alfalfa, garden produce, and citrus have
been cultivated since the 1940s, but the majority of
Marana’s agricultural fields have always been
devoted to cotton, which farmers called “desert
snow”.
Attracted by Marana’s clear open skies, the federal
government constructed an air base and emergency
landing fields throughout the area in 1942 and by
1945, the Marana Army Air Training Base was one of
the largest pilot-training centers in the United States.
Military presence brought improved highways and
15
electric lines, and by the end of World War II, Marana
had taken a giant leap in accessibility.
The Town was incorporated in March of 1977 amidst
citizen concerns for control of water and its impact
on their well-being and destiny. The original
incorporation covered approximately ten square
miles. Since the 1980s, the number of local farms has
declined as land has been converted to housing
developments. Today, the Town’s boundaries
encompass 121 square miles with 17-miles of
Interstate highway and rail frontage, providing
tremendous opportunities for attracting quality jobs so
people can work closer to home.
Marana’s heritage is multifaceted, embracing Native
American lifeways, desert farming practices from
prehistory to now, ranching traditions, mining booms,
U.S. military outposts, Spanish and Mexican frontier,
and U.S.-Mexico border culture. History shows Marana
to be a progressive community that continues to
adapt in the face of rapid change.
Government & Organization
Legislative authority for the Town of Marana is vested
in a seven-member Mayor and Council. The Vice
Mayor is selected by the Council from among its
members. Council members serve four -year
staggered terms.
The Council fixes the duties and compensation of
Town officials and employees, and enacts
ordinances and resolutions relating to Town services,
taxes, appropriating and borrowing moneys, licensing
and regulating businesses and trades , and other
municipal purposes. The Town Council appoints the
Town Manager, who has full responsibility for
executing Council policies and administering Town
operations. Town employees are hired under
personnel rules approved by the Council. Functions
and operations of Town government are provided by
a staff of approximately 402 (full-time equivalent)
employees. An organizational chart is included on
Page 12 of this book that depicts the current
organizational structure of the Town.
Quality of Life
Marana is a community “Inspired by its past,
committed to the future.” Citizens and businesses
have chosen Marana because of its quality of life,
rich heritage, visionary leadership, small -town
character, and abundant opportunities. The
attributes that make the community a great place to
raise a family are the same assets that make Marana
a quality business investment.
People
Marana is a community of strong, diverse
neighborhoods where residents are welcoming and
friendly. People choose Marana because of its quality
of life, which perfectly blends its small town roots to its
modern ambitions. The State of Arizona has recently
been one of the fastest growing states in the country
and this growth is projected to continue. Arizona’s
growth brings people and investments that will find
quality places to live and raise a family in Marana.
Marana has been one of Arizona’s fastest growing
communities; the population today is approximately
51,908 and is expected to grow to over 60,000 during
the five-year strategic planning horizon.
Environment/Cultural Resources
Land is one of the community’s most precious
resources. Marana lies within the beautiful Sonoran
Desert with wide open spaces and abundant wildlife.
The Santa Cruz River and Tortolita Fan provide a
unique setting, and as a result of the confluence of
waterways, the area has been attractive for
settlement for more than 4,000 years. The people who
settled here left behind a rich legacy of cultural
resources. Education, conservation and preservation
of these assets are balanced with economic
development and community sustainability.
Principal Economic Activities
Although agriculture remains a major force in
Marana’s economy, a recent influx of residential and
commercial development has occurred . This influx is
largely due to Marana’s prime location between
Phoenix and Tucson and along I-10 and the Union
Pacific Railroad, as well as a business-friendly
government. To the south, adjacent to Tucson, is a
new commercial business district. Continental Ranch
Industrial Park continuously attracts new tenants, and
new industrial properties are available at the Marana
Regional Airport. The Town of Marana prides itself on
being a regional partner with a goal to provide cross-
jurisdictional government and synergy for a collective
benefit to all. Through joint problem solving,
collaborative intergovernmental projects, joint action
on business attraction, and other strategic economic
efforts, Marana embodies a commitment to
innovation and forward-thinking that has proved
community and business successes.
16
San
Lucas Dove
Mountain
W
I10
W AVRA VALLEY RD
W TANGERINE RD
NSANDARIORDN
S
IL
V
E
R
B
E
L
L
R
D N THORNYDALE RDNSANDERSRDW INA RD
W PICTURE ROCKS RD NCAMINODEOESTEW MARANA RD
W TWIN PEAKS RD
NSHANNONRDW
SILVERBELL
RD
W LINDA VISTA BL
W SUNSET RDNWADERD W MOORE RD
NHARTMANLNWGOLDEN GATERDW TANGERINE RD
WTWINPEAKSRDNSANDARIORDW INA RD
W MOORE RD
6
14
4
7 8
11
1
5
2
3
13
12
9
10
Gladden
Farms II
Rancho Marana
Gladden
Farms
Honea Heights
Cascada
Spectrum
Sky
Ranch
`
Marana Parks and Major Neighborhoodsq
101230.5
Miles
Marana Town Limits
Saguaro
Bloom
Continental
Reserve -
Pima Reserve
Continental
Ranch
Continental
Ranch
Marana
Municipal
Airport
Pinal
Pima
PARKNUMBER PARKNAME ADDRESS
1CONTINENTALRANCHCOMMUNITYPARK 8900NorthCoachlineBlvd
2CONTINENTALRESERVECOMMUNITYPARK 8568NorthContinentalReserve Loop
3WADEMCLEANPARK 8000NorthSilverbellRoad
4ORAMAEHARNPARK 13250NorthLonAdamsRoad
5SANLUCASCOMMUNITYPARK 14040NorthAdonisRoad
6CROSSROADSATSILVERBELLDISTRICTPARK 7548NorthSilverbellRoad
7 MARANAHERITAGERIVERPARK 12375NorthHeritage ParkDrive
8 GLADDENFARMSCOMMUNITYPARK 12205NorthTangerine FarmsRd
9ELRIONEIGHBORHOODPARK 10160NorthBlueCrossingWay
10 NIGHTHAWK72MARINEMEMORIALPARK 11700WestAvraValleyRoad
11 TANGERINESKYCOMMUNITYPARK 4411WestTangerineRoad
12 HONEAHIEGHTSNEIGHBORHOODPARK 12500NorthWhiteAvenue
13 MARANAMUNICIPALCOMPLEX&MPD 11555WestCivicCenterDrive
14 ELRIOPRESEVE 10190NorthCoachlineBlvd
17
$385,000
$85,812
4.9%
1. Marana Unified School District
2. Krebs
3. Town of Marana
4. Sargent
5. Marana Health Center
6. Northwest Fire District
7. Coca-Cola
8. Wal-Mart
9. Tucsonix
10. The Ritz-Carlton Dove Mountain
11. Costco
12. KOLD/KMSB Bachelor's Degree or higher 44.9% (15,595)
13. Lasertel Associate Degree/Some College 34.1% (11,843)
14. Ali-Cat Scientific High School Graduate 15.8% (5,487)
15. Top Golf Less than High School Graduate 5.2% (1,805)
16. Trico Electric Cooperative *25 years & older
17. Kohl's
18. Continental Commerce Park Born In Arizona
Born in US
Foreign Born
EDUCATIONAL ATTAINMENT*
Sources: US Census 2019 ACS 5-year Survey, Marana Department of
Economic Development, U.S. BLS, Local Area Unemployment Statistics.
5,253
46,655
STATISTICS OF THE TOWN
Local Unemployment Rate
19,128
PLACE OF BIRTH
19. Leman Academy
20. Carondelet Micro Hospital
Council/Manager
$158,915,530
Area in Square Miles
POPULATION
DEMOGRAPHICS OF THE TOWN OF MARANA
March 20, 1977Date of Incorporation
Form of government
FY2021-2022 Budget
Number of Employees
Miles of Streets
2020 Population 51,908
121
Median Household Income
Median Home Value
TOP 20 EMPLOYERS
402.35
570
RACIAL DEMOGRAPHICS
AGE DEMOGRAPHICS
13,556
34,961
51,908
0
10,000
20,000
30,000
40,000
50,000
60,000
Census 2000 Census 2010 Census 2020
Estimate
Under 5,
3,427 , 7%
Age 5-19,
10,070 , 19%
Age 20-24,
3,270 , 6%
Age 25-54,
18,687 ,
36%
Age 55-74,
12,354 ,
24%Age 75+,
4,100 , 8%
White
81.8%
Black 2.9%
Native American 0.9%
Asian 5.1%
Pacific Islander 0.3%
Other 3.7%
Two or More 5.2%
Persons who report themselves as hispanic, 26% of Marana's
population, may be of any race and are identified as such
above
Source: Town of Marana
Source: US Census 2020, US Bureau of Labor Statistics, US Census 2020,
Multiple Listing Services(MLS) 2021 - Residential closing past 60 days
Source: US Census Bureau
Source: Town of Marana
18
16,539
12,770
5,111
10,869
594
1,307
3,769
670
3,712
1,356
13,132
3,407
14 10
17 5
10 2
10 2
6 3
7
158
12
30
51
2
Female with Own Children
65 Years and Over
FY2020 - 2021 Issued Single Family Residential
(SFR) Permits: 1,067
HOUSING DEMOGRAPHICS
Issued SFR Permits by Region
Renter-occupied
DEMOGRAPHICS OF THE TOWN OF MARANA
Total Households
Family Households
With children under 18
Married-couple Family
Male with own Children
Nonfamily Households
One or more under 18
One or More over 60
Owner-occupied
Trails in Miles
Splash Pads
Education
Elementary Schools
K-8 Schools
Middle Schools
High Schools
Alternative Schools
Soccer Fields
Tennis Courts
Pickleball Courts
Park Acreage
Playgrounds
Park Statistics
Parks
Baseball/Softball Fields
Basketball Courts
QUALITY OF LIFE
Ramadas
324Northeast Marana
376
367
South Marana
Northwest Marana
Major neighborhoods
include: Gladden Farms,
Farm Field Five
Major neighborhoods include: Saguaro
Bloom , Lazy K, Desert Oasis
Major neighborhoods
include: Dove Mountain ,
Tangerine Ridge
Source: US Census Buraue 2019 ACS 5-year Survey
Source: Town of Marana Development Services Department
Source: Town of Marana Parks & Recreation Department
19
VISION FOR THE FUTURE
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VISION:&RPPLWWHGWRSURYLGLQJH[FHSWLRQDOSXEOLFVHUYLFHDFOLPDWHIRU
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OVERRIDING PRINCIPLES:
• Financial Sustainability
• Quality Public Service
• Strategic Partnerships
• Local Resource Investment
FIVE FOCUS AREAS AND STRATEGIC GOALS:
COMMERCE
Attract and maintain career-oriented commerce
COMMUNITY
&UHDWHDVDIHFRPPXQLW\ZKHUHDOOSHRSOHDUHPRWLYDWHGWREHLQYROYHGDQGIHHO
connected and valued
PROGRESS AND INNOVATION
Foster an open atmosphere that embraces change, creativity, innovation, and
calculated risk
HERITAGE
Strengthen community character by linking the past, present and future
RECREATION
3URYLGHGLYHUVHUHFUHDWLRQDORSSRUWXQLWLHVWKDWFUHDWHHFRQRPLFEHQHÀWVDQGD
healthy lifestyle
20
21
THE BUDGET POLICIES & PROCESS
Each year, the Town Manager, the Finance Department and staff prepare an Annual Budget based
on the priorities set by Town Council. The Annual Budget serves as the funding plan for policies, goals,
and service-levels provided to the citizens of Marana. It gives staff the authority to spend funds
according to the policy goals set by the Town Council. The budget process allows Town staff the
opportunity to review Council’s goals and objectives in a formal setting, evaluate and determine what
is required to meet those objectives, develop an implementation strategy, and share that information
with the Town’s citizens and elected officials.
This document is the comprehensive decision making tool resulting from the annual budget process
and provides detail for the fiscal year 2021-2022 budget, beginning July 1, 2021 and ending June 30,
2022. This budget document is a reporting tool that tells the story of how the Town intends to use its
financial resources and how it will ensure that those funds are spent wisely and efficiently. The Annual
Budget document includes actual fiscal year 2019 and 2020 amounts, current year 2021 estimates, and
the adopted 2022 budget.
Budget Philosophy
The budget is a long-range plan by which financial policy is implemented and controlled. Arizona state
law requires all cities and towns to adopt a balanced budget annually, providing the legal
requirements, including expenditure limitations and timelines for the Town’s budget process. Council
goals, ordinances and resolutions provide policy direction that respond to the needs and desires of the
community.
Budget Development
In essence, the budget process is an ongoing process throughout the year as new regulations, funding
sources, new Town Council initiatives and policies and improved methods of delivering services to
citizens are identified and brought forward to staff and Town Council. Beginning in August of each
year, soon after the completion and adoption of the current fiscal year’s budget, the Finance
Department begins the review of the proposed Capital Improvement Program for the next fiscal year,
the current rate and fee structures, the current cost of services provided to Town citizens, and the
Town’s financial and strategic plans. During this time, staff evaluates the following:
Projected revenues for all revenue sources, including state-shared revenues,
Identification of reserve levels,
Status of the local economic climate, especially development related activity,
Estimated wage changes for staff, if any,
Increases in various retirement system contributions and/or health insurance rate changes,
Increases to postage rates, oil and gas, and other commodities, and
An estimate of the Governmental Price Index for additional inflationary factors.
The formal budget process begins in January when the Finance Director, To wn Manager and Staff
present Town Council with a review of the current financial condition, projections for the coming fiscal
year and a preliminary budget plan for Council’s consideration. This study session is a goal setting
session that is conducted to address issues and to seek policy direction for the development of the
22
annual budget. Council direction forms the baseline of decisions made in creating the manager’s
recommended budget for the coming fiscal year.
Strategic Planning & Budgeting
In addition to these items, staff re-visits the initiatives that are identified in the Strategic Plan, which serve
as the comprehensive, guiding blueprint of the organization. In municipal government, one of the
primary purposes of strategic planning is to set the stage for the annual budget process, providing a
roadmap for annual resource allocation decisions.
Council adopted the Strategic Plan in February 2009, updated it in December 2009 and in March 2012
adopted the Strategic Plan II, in January 2015 Council approved the restructured Strategic Plan III, and
in October 2017 Council adopted the Strategic Plan IV. This document is utilized by the elected leaders
and staff to ensure that resources are continually directed by the Town’s vital priorities. The Strategic
Plan identified five strategic goals, listed below:
•Budget Integration
•Resource
Alignment
•Allocate Resources
•Key Services
•Manage Activities
•Performance
Linked to Available
Budget
•Vision
•Long-Range Goals &
Objectives
•Focus Areas
•Measuring
Performance
•Evaluation &
Modification
•Assess Strategy
Effectiveness
Reporting
Results
Strategic
Planning
Budget
Development
Service
Delivery
23
P
The Town Council plays a significant role in these decisions, and the continual alignment of the budget
with the Strategic Plan. Staff continually re-visits these Strategic Plan initiatives in order to align them
with the budget and the variety, type and level of services the Town seeks to provide. This includes the
maintenance or abandonment of current programs as well as the initiation of any new services. Once
the budget priorities are aligned with the Strategic Plan, goals are set based on department needs to
maintain current service levels and the revenues needed to accomplish them. If there is sufficient
revenue over expenses, the decision may be made to fund supplemental budget requests.
During the annual budget process, each department sets goals and key performance measurements
that align directly with one of the areas of the strategic plan. They identify expected outcomes and
performance indicators to reach their strategic goals and then report the results each year.
Budget Kick-Off
Budget kick-off occurs at the end of January, and is an organization-wide meeting that provides the
opportunity to set the tone and tenor to the departments as directed by Council. It is used as an
opportunity to communicate expectations, and reinforce the organization’s commitment to the
Town’s strategic plan and Council’s vision for the coming year. During this meeting, the Finance
Department distributes instructions and forms to the departments.
Department Budget Development
Each department within the Town develops their budget at the line-item level. During the
development of their budget, they create a list of current year accomplishments, goals and objectives
for the coming year, key performance measures gauging their annual success at aligning their
accomplishments, activities, and services with the Strategic Plan goals. These items are all included in
the decision package that is presented to the Executive Budget Team.
Provide diverse recreational opportunities that create economic
benefits and a healthy lifestyle
Maintain a sense of community character by linking the past,
present and future
Foster an open atmosphere that embraces change, creativity,
innovation and calculated risk
Create a safe community where all people are motivated to be
involved and feel connected and valued
Attract and maintain career-oriented commerce
24
Budget Office
Departments submit their line item budgets and packets to the Budget Office within the Finance
Department, where they are reviewed in detail for accuracy, completeness, and reasonableness of
all projections. This ensures that the budget contains all of the required elements to continue delivering
essential services as identified in the Strategic Plan priorities and in accordance with Council direction.
The Finance Department compiles all of the department budgets into one, comprehensive decision
package, which is presented to the Executive Budget Team.
Executive Budget Team
The Executive budget team consists of the Town Manager, Deputy Town Manager, Assistant Town
Manager, Finance Director, Deputy Finance Director and Senior Budget Analyst. They meet to review
and evaluate the comprehensive decision packet, and then meet individually with each department
to discuss the budget requests for the coming fiscal year. Ultimately, the team assists the Town
Manager in assembling the recommended budget for Council consideration.
Public Involvement
Members of the public are given the opportunity to provide input on the budget through several
means. Town Council meetings discussing the next year budget are open to the public and residents
may offer input on the budget and ask questions in person. Council meeting minutes and upcoming
meeting agendas are posted on the Town website at www.maranaaz.gov/agendas-and-minutes.
Additionally, community meetings are typically held in March and presented by members of the
executive budget team to educate the public on the budget process, provide preliminary revenue
outlooks for the upcoming budget year, and give opportunity for questions and feedback. Community
meetings in FY 2021 were suspended as a precautionary measure due to the COVID-19 pandemic.
Budget Adoption
The Town Manager’s recommended, balanced budget is delivered to Council for review and
consideration in April. Finance compiles and finalizes the proposed tentative budget after making the
recommended changes from Council. The proposed tentative budget is presented to Council for
feedback and adoption in May. The adoption of the tentative budget sets the expenditure limitation
for the fiscal year. During this time, the budget is available to the general public for feedback and is
presented in the local newspapers and the open to public comment via scheduled public hearings.
The final budget is adopted by Council during the last Council meeting in June. There were no changes
from the FY 2022 proposed tentative budget to the FY 2022 adopted budget.
2010‐
Budget Basis
The budget is adopted by department for the general fund and enterprise funds. It is developed in
accordance with generally accepted accounting principles (GAAP) using the modified accrual basis
of accounting. The basis of accounting for budgeting is the same as the basis of accounting used in
the Town’s audited financial statements. Under the modified accrual basis, revenues are recognized
as soon as they are measurable and available. Revenues are considered available when they are
collectable within the current period or soon enough thereafter, to pay liabilities of the current period.
Expenditures are generally recorded when the liability is incurred except in some cases, such as
compensated absences and claims, which are recorded when payment is due.
25
Fund
A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts, recording
cash/financial resources, together with all related liabilities/residual equities or balances, and changes
therein; which are segregated for the purpose of carrying on specific activities in accordance with
special regulations, restrictions, or limitations.
Governmental Funds
Governmental funds (General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service
Funds) use modified accrual, which is defined as measurable and available. Modified accrual differs
from the accrual basis primarily in the timing of when revenue is recognized. Measurable is defined as
“a reasonable estimate” and available is defined as “collectible within the current accounting period
or soon enough thereafter to pay liabilities of the current period.”
Proprietary/Enterprise Funds
Enterprise funds account for operations that are financed and operated in a manner similar to private
business enterprises - where the intent is that the costs of providing services to the general public be
financed through user charges. The full accrual method of recording resources and liabilities as they
are earned or incurred, respectively, is the standard for Proprietary/Enterprise funds.
Budget Amendment Process
Budgets are, by definition, plans or guides and cannot predict all variables. They require modification
when a community develops faster or in different ways than anticipated. When this occurs, the budget
amendment process is utilized to provide a funding or spending plan for those needs.
Once the need for an amendment is identified, the Finance Department and the department head
develops the funding plan based on the additional funding needs of the specific program or project.
Any adjustment to the Adopted Budget requires some level of approval. Budget transfers between
accounts within a department require department head, Town Manager, and Finance Director
approval. Budget amendments, or transfers between Town departments (as opposed to within a
department) require Council approval.
For any questions on the budget process, please visit the frequently asked questions page on the Town website
or submit your own at www.maranaaz.gov/budget-process-faq.
26
BUDGET CALENDAR
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
JANUARY
FEBRUARY
MARCH
APRIL
Capital budget process kick-off
New capital project submissions
Department new and ongoing capital projects reviewed
Preliminary revenue estimates
Executive budget team initial planning meeting (11/12/20)
Discuss capital project revenues and expenditures
Revenue and expenditure initial assumptions and estimates
Town Council study session: goals and objectives (1/12/21)
Department operating budget requests submitted
Revenue and expenditure assumptions revised as necessary
Town Council study session: 5-year capital improvement plan (2/23/21)
Executive budget team meeting preliminary review of departmental
requests (2/26/21)
Budget team meetings with departments to review base budgets
Town Council study session - presentation of manager’s
recommended budget (4/27/21)
MAY
JUNE
Town Council Meeting - Presentation of tentative budget (5/18/21)
Adoption of tentative budget (5/18/21)
Adoption of the annual budget (6/15/21)
27
FINANCIAL POLICIES
Sound financial, budgetary and economic principles are part of creating a solid financial plan.
Marana’s budget incorporates the following long-term and short-term financial policies and guidelines.
These financial policies establish the framework for overall fiscal planning and management. They set
forth guidelines for both short-term and long‐range planning to assure the highest standards of fiscal
management. The FY 2022 budget complies with all relevant Town financial policies.
Budget Control
1. The budget will be fundamentally balanced and utilize permanent, ongoing revenues to fund
ongoing expenditures and one-time revenues will be allocated to one-time costs.
2. Fund balances should only be used for one-time expenditures, such as capital equipment and
improvements or contingency expenditures.
3. Ongoing operating costs, i.e. day-to-day expenses and maintenance costs, will be financed with
operating revenues, rather than with bonds (debt) or reserves.
4. Fluctuating federal grants should not be used to finance ongoing programs.
5. Estimated budgets for all departments, including contribution driven programs will be submitted
by each department to ensure adequate appropriation each year.
6. Mid-year budget adjustments will be kept to a minimum to minimize the impact on future budgets.
7. All departments are responsible for ensuring that expenditures do not exceed their approved
budget.
8. Transfer of general fund contingency appropriation requires Town Council approval. All other
transfers require Town Manager or designee approval in accordance with established policies.
9. If unexpected resources are secured after budget adoption, departments must check with
Finance for direction prior to making any expenditure of the funds.
Capital Planning
10. A Capital Improvement Plan (CIP) shall be developed for a five -year period to allow for
appropriate planning.
11. Capital improvements included in the CIP are those projects that cost $100,000 or more, and have
a projected minimum useful life of five years. The CIP shall be reviewed and updated annually.
12. Capital projects should:
Support Town Council goals and objectives and be consistent with the Town of Marana’s
General Plan.
Prevent the deterioration of the Town’s existing infrastructure and protect its investments in
parks, streets, buildings and utilities,
28
Encourage and sustain economic development in Marana,
Respond to and anticipate future growth in the Town, and
Increase the efficiency and productivity of Town operations.
13. When possible, capital projects constructed in response to residential or commercial
development should be financed through growth in the tax base or development fees.
14. 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 is always an important consideration when evaluating projects for inclusion in the CIP.
15. The CIP must satisfactorily address all legal and financial limitations and maintain the Town’s
favorable investment ratings.
16. Major changes to the CIP should be evaluated through the CIP process and approved by the
Town Council.
Debt Management
17. Long term debt shall not be issued to finance operations.
18. 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.
Reserve Policies
19. Fund balance reserves for the General Fund and Airport Funds shall be maintained at a minimum
of 25% of the estimated revenues for the budget year. Fund balance reserves be maintained at
the equivalent of 90 days of operating and maintenance expenditures for Water funds and 60
days for Wastewater funds.
20. Fund balance reserves in excess, if any, will be evaluated on an annual basis to provide a source
of funding for major projects or acquisitions.
21. Appropriation of a minimum contingency/reserve will be included in the budget to provide for
emergencies and potential economic downturns.
Revenue Goals
22. New ongoing operating costs will be funded with permanent, ongoing revenue sources; one-time
operating costs are tied to one-time revenue sources to ensure fund balance integrity. Revenues
from growth or development should be allocated to one-time costs as much as possible.
23. Annual evaluation of rates, fees and charges for services will be established from recovery rates
that are based on the purpose of the fee or charge.
24. Enterprise fund revenues in total will provide for each enterprise to be financially self-sustaining.
25. National and local economic indicators, such as population growth, personal income growth,
inflation, business growth, and unemployment will be evaluated regularly.
29
BUDGET SUMMARY
The annual budget for fiscal year 2021-2022 totals $158.9 million. The following chart depicts
appropriations by major fund type. The General Fund comprises 35% of the total budget or $55.2
million and Capital Projects funds make up about 23% or $36.5 million. Enterprise funds, including
enterprise related capital projects and debt service payments equates to $32.6 million or 20% of the
annual budget. Debt Service funds and Special Revenue funds total $16.5 million and comprise only
4% and 7%, respectively. Special Districts include the funds related to component units such as
community facilities districts and other improvement districts and equate to $13 million or 8% of the
annual budget.
Revenues and other financing sources for the fiscal year 2021-2022 budget are $127.8 million. The
plan is structurally balanced with ongoing revenues supporting ongoing program expenditures. The
financial plan assumes that $28.4 million in fund balance/equity will be used to complete previously
funded projects and other one‐time expenditures approved by council. As indicated by the chart on
the following page, the largest revenue source is Intergovernmental revenues which comprise $40.9
million or 32% of budgeted revenues for the Town. These revenues include State shared revenues as
well as intergovernmental funding for capital projects from the Federal, State, County and/or other
jurisdictions. Local sales taxes also make up a large portion of revenues at $39.9 million or 31%.
The capital improvement plan for the Town of Marana currently includes the sale of bonds for various
infrastructure and water related projects. Anticipated bond and loan proceeds amount to $7.7
million or 6% of total revenues. Charges for services comprise $11 million or 9% of the budget and
include all enterprise fund user fees. Licenses, permits and fees comprise $16.1 million or 13% of
revenues. It should be noted that this revenue stream is heavily dependent on the residential and
commercial development and tend to be cyclical in nature. The remaining $12.1 million or 9%
General Fund, $55.2M, 35%
Special Revenue, $10.6M, 7%
Capital Projects, $36.5M, 23%
Debt Service, $5.9M, 4%
Enterprise, $32.6M, 20%
Internal Service, $5.1M, 3%
Special Districts, $13M, 8%
Financial Plan by Fund Type
$158.9 Million
30
includes all other revenues such as interest earnings, donations, contributions, grant funding, and
other small miscellaneous revenue sources.
Operating costs are the largest category for the Town at $79.7 million or 50% of the fiscal year 2021-
2022 financial plan. Due primarily to the rapid growth within the Town of Marana and in surrounding
areas, capital outlay also comprises a large portion of the annual budget at $66.3 million or 42%.
Capital outlay includes major transportation, park, water, building and airport projects. When
compared to the previous year budget, this financial plan increased by $9.7 million or 6.5%. Most of
that change is attributable to increases in capital projects appropriations.
Sales Tax, $39.9M, 31%
Intergovernmental, $40.9M, 32%
Licenses, Permits & Fees, $16.1M, 13%
Charges for Services, $11M, 9%
Other, $12.1M, 9%
Bonds/loan, $7.7M, 6%
Revenue by Category
$127.8 Million
Operating, $79.7M, 50%
Capital Outlay, $66.3M, 42%
Debt Service, $12.9M, 8%
Expenditure by Category
$158.9 Million
31
REVENUE SUMMARY
Multi-year revenue projections are the foundation of the budget process and are developed early to
provide parameters within which base budgets and new requests are evaluated. The goal of this
multi-year projection is to forecast, over a long period, sustainable revenues and the anticipated
demands on those revenues. Careful consideration must be taken when allocating resources to
ensure that the right revenues support the right types of costs over the long term. This multi -year
approach allows the Town to anticipate future demands on those resources and to begin early
planning on strategies to deal with projected shortages.
The Town maintains a structurally balanced budget by ensuring that ongoing operating revenue
sources support ongoing operating expenditures and that one-time revenue sources support
temporary programs and services.
The assumptions used in developing the current year’s revenue projections include:
Upward economic trend assuming the COVID-19 outbreak continues to dissipate.
Inflation rate holding at 1.5%, 4% population growth, 940 new residential homes permits, and
50% of contracting sales tax revenue, building permits and related fees deemed one ‐time
revenue sources.
The General Fund is the largest source of operating revenue. The estimated revenue for the General
Fund for fiscal year 2021-2022 is $53.7 million. Primary revenues for the General Fund consists of local
sales tax (transaction privilege tax) collections, state shared revenues (intergovernmental) as well as
development related revenues (license, fees and permits). Collectively, these revenues comprise
nearly 96% of the General Fund’s operating revenues. These revenues are sensitive to fluctuations in
the regional and national economies and include federal relief funding. As this additional economic
Sales Tax, $31M, 58%
Intergovernmental, $14.6M, 27%
License, Fees & Permits, $5.8M, 11%
Charges for Services, $0.6M, 1%
Fines, forfeitures, $0.4M, 1%
Other, $1.3M, 2%
General Fund Revenue by Category
$53.7 Million
32
stimulus expires, we expect slower economic growth in the current year and return to a normal trend
by 2023.
The revenue forecast for the General Fund for this fiscal year anticipates a decrease of 12.6% or
approximately $7.7 million when compared to actual FY 2021 record revenues which were
significantly boosted by federal relief funding. The decrease is due to the anticipated expiration of
federal relief funding and a return to normal economic cycles.
The following pages show actual town-wide revenues by major categories for the last two years, prior
year estimate, the current budgeted revenues and forecasted revenues for the next four fiscal years.
33
TRANSACTION PRIVILEGE (SALES) TAX
Description The Town imposes a tax on certain business activities within Town limits. A use tax is
also in effect for goods brought into and used in the Town of Marana. Food for
home consumption is not taxed. However, prepared foods at restaurants or take
out are taxed.
Permitted Use Town sales tax can be used to pay any expenditure/expense legally chargeable to
the General Fund. The Town allocates 75% of its construction sales tax for major
capital improvement projects.
Rate Structure The tax rates on the business activities range from 2.0% (retail) to 6.0% (transient
lodging).
Assumptions Sales taxes are the Town’s largest revenue source and represent 58% of General
Fund revenues and 31% of town-wide revenues. Additionally, contracting sales tax
represents approximately 26% of total sales taxes; 72% of these revenues are
allocated to fund one-time projects. Revenue was expected to decline in FY 2021
due to the COVID-19 pandemic, however it was unexpectedly high. FY 2021
performance is attributed to several factors including unprecedented direct federal
stimulus to individuals and low interest rates which drove spending in Marana. There
continues to be uncertainty regarding the economic effects of the pandemic and
therefore FY 2022 is cautiously forecasting a decrease of 8% with a marked increase
in FY 2023 returning to prior year levels.
Fiscal Year $ Revenue $ Change % Change
2018-2019 Actual 41,860,343 170,860 0%
2019-2020 Actual 40,704,791 (1,155,552) -3%
2020-2021 Estimated 43,245,283 2,540,492 6%
2021-2022 Budgeted 39,922,682 (3,322,601) -8%
2022-2023 Forecasted 43,914,950 3,992,268 10%
2023-2024 Forecasted 45,671,548 1,756,598 4%
2024-2025 Forecasted 47,041,695 1,370,146 3%
2025-2026 Forecasted 48,452,945 1,411,251 3%
-
5
10
15
20
25
30
35
40
45
50
Millions34
LICENSES, FEES AND PERMITS
Description Revenues from licenses, fees and permits include residential and commercial
building permits, excavation and grading permits, utility permits, plan review fees,
franchise fees, business license fees and other miscellaneous permits.
Permitted Use May be utilized for any municipal public purpose. There are no restrictions
regarding the usage of this revenue source.
Rate Structure The rates vary based on the product or service provided. The Town’s entire
Comprehensive Fee Schedule is reviewed annually to ensure that fees reflect the
actual cost of providing programs and services, comply with any new legal
requirements and be as straightforward as possible.
Assumptions These fees are highly dependent on the residential and commercial development.
The largest portions of these revenues are directly related to the number of single
family residence (SFR) building permits issued. Revenue projections for fiscal year
2022 are based on the issuance of 940 SFR permits. FY 2021 saw a sharp unexpected
increase in residential building spurred by low interest rates. A decrease in revenue
is forecasted in FY 2022. As developments are maturing there is less lot space
available and thus, there are concerns on the lot supplies in the short term .
However, demand for lots and housing will likely remain high for several years.
Fiscal Year $ Revenue $ Change % Change
2018-2019 Actual 5,851,394 258,182 5%
2019-2020 Actual 5,993,870 142,476 2%
2020-2021 Estimated 6,993,679 999,809 17%
2021-2022 Budgeted 5,843,300 (1,150,379) -16%
2022-2023 Forecasted 6,310,764 467,464 8%
2023-2024 Forecasted 6,626,302 315,538 5%
2024-2025 Forecasted 6,891,354 265,052 4%
2025-2026 Forecasted 7,167,008 275,654 4%
-
1
2
3
4
5
6
7
8
Millions35
STATE SHARED INCOME TAX
Description Cities and towns in Arizona are precluded from imposing an income tax by Arizona
state law. In 1972, the voters of Arizona approved the Urban Revenue Sharing
program which requires the State to share 15% of income tax revenue with
incorporated cities and towns. These revenues are also known as Urban Revenue
Sharing.
Permitted Use May be utilized for any municipal public purpose. There are no restrictions regarding
the usage of this revenue source.
Rate Structure The state distributes to cities and towns 15% of income taxes two fiscal years
following the fiscal year in which the state collects the income taxes. Each city and
town share is allocated in proportion to its population compared to the total
population of the state. The shared allocation will increase to 18% in FY 2024. The
increased allocation, however, will be offset by a lower individual income tax rates
due to a changes in the state tax laws.
Assumptions This revenue source is based on economic conditions during the year for which the
income was taxed and is subject to fluctuations in employment, corporate profits,
tax credits and exemptions. This revenue source is also subject to changes made by
the State legislature. The state uses the annual U.S. Census population estimates as
the basis for the next year allocations. FY 2020 state revenue was lower than
expected because the 2019 income tax filing deadline was extended until July of
2020. Thus, FY 2022 distributions to municipalities will also reflect that revenue
deferral and corresponding reduction and will be adjusted higher in future years to
include income taxes collected by the state in FY 2021 for both the 2019 and 2020
tax years.
Fiscal Year $ Revenue $ Change % Change
2018-2019 Actual 5,424,305 39,636 1%
2019-2020 Actual 6,078,686 654,381 12%
2020-2021 Estimated 7,007,072 928,386 15%
2021-2022 Budgeted 6,397,237 (609,835) -9%
2022-2023 Forecasted 8,022,735 1,625,498 25%
2023-2024 Forecasted 8,263,417 240,682 3%
2024-2025 Forecasted 8,759,222 495,805 6%
2025-2026 Forecasted 9,284,775 525,553 6%
-
1
2
3
4
5
6
7
8
9
10
2018-2019
Actual
2019-2020
Actual
2020-2021
Estimated
2021-2022
Budgeted
2022-2023
Forecasted
2023-2024
Forecasted
2024-2025
Forecasted
2025-2026
ForecastedMillions
36
STATE SHARED SALES TAX
Description Arizona also has a revenue sharing program for state sales tax. Like local sales tax,
the State imposes a tax on the sale of goods and then establishes a base of which
25% is shared with all incorporated cities and towns.
Permitted Use There are no restrictions regarding the use of this revenue source. The funds may be
used for any expense legally chargeable to the General Fund.
Rate Structure The town receives its share of the state sales tax based on annual population
estimates from the U.S. Census or Census Survey.
Assumptions This revenue source is highly dependent on the economy. Consumer confidence,
unemployment, interest rates and the general state of the economy are all
variables affecting this revenue stream. This revenue is also subject to changes
made by the State legislature.
Based upon figures provided by the Arizona Department of Revenue, a 1%
decrease in collections for the fiscal year is estimated as FY 2021 were significantly
higher than expected and effected by federal stimulus payments to individuals.
Fiscal Year $ Revenue $ Change % Change
2018-2019 Actual 4,524,009 337,153 8%
2019-2020 Actual 4,872,825 348,816 8%
2020-2021 Estimated 5,816,582 943,757 19%
2021-2022 Budgeted 5,756,874 (59,708) -1%
2022-2023 Forecasted 6,015,933 259,059 5%
2023-2024 Forecasted 6,292,666 276,733 5%
2024-2025 Forecasted 6,481,446 188,780 3%
2025-2026 Forecasted 6,675,890 194,443 3%
-
1
2
3
4
5
6
7
8
Millions37
VEHICLE LICENSE (AUTO LIEU) TAX
Description This tax imposed by the Arizona Constitution as an “in-lieu” tax for all ad valorem
property taxes on motor vehicles. The Arizona Constitution requires that vehicle
license tax (VLT) revenues be distributed to the state, counties and cities.
Permitted Use Vehicle license tax revenues received by the Town can be used to pay any
expense legally chargeable to the General Fund.
Rate Structure The vehicle tax is based on each $100 of a vehicle’s value. The valuation base for
the first year is 60% of the manufacturer’s base retail price and the depreciation
rate for each succeeding year is 16.25%. The statute sets specific rates for each
vehicle license to be charged for each distribution recipient. The rate for
incorporated cities and towns is calculated at $2.80 per $100 of assessed value for a
new vehicle and $2.89 per $100 of assessed value for used vehicles.
Assumptions The budget projection for fiscal year 2022 anticipates a decrease of 3% based upon
figures provided by the Arizona Department of Revenue. FY 2021 had a sharp
increase in revenue, instead of the expected decrease due to the COVID-19
pandemic. FY21 was uncharacteristically high due to mitigating factors related
around the pandemic including massive federal stimulus payments. While FY22 is
expected to continue a positive growth trend from the prior two years, it is not
expected to maintain the growth experienced in FY21.
Fiscal Year $ Revenue $ Change % Change
2018-2019 Actual 2,064,306 130,156 7%
2019-2020 Actual 2,147,036 82,730 4%
2020-2021 Estimated 2,547,863 400,827 19%
2021-2022 Budgeted 2,466,211 (81,652) -3%
2022-2023 Forecasted 2,638,846 172,635 7%
2023-2024 Forecasted 2,744,400 105,554 4%
2024-2025 Forecasted 2,826,732 82,332 3%
2025-2026 Forecasted 2,911,534 84,802 3%
1.0
1.5
2.0
2.5
3.0
Millions38
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.
HURF revenues are anticipated to decrease 1% for fiscal year 2022. This decrease is
attributed to the economic impact of the COVID-19 pandemic.
Fiscal year $ Revenue $ Change % Change
2018-2019 Actual 3,607,631 291,574 9%
2019-2020 Actual 3,825,665 218,034 6%
2020-2021 Estimated 3,956,482 130,817 3%
2021-2022 Budgeted 3,912,106 (44,376) -1%
2022-2023 Forecasted 4,071,720 159,614 4%
2023-2024 Forecasted 4,248,025 176,305 4%
2024-2025 Forecasted 4,398,830 150,805 4%
2025-2026 Forecasted 4,553,669 154,839 4%
-
1
2
3
4
5
Millions39
DEVELOPMENT FEES
Description As allowed under A.R.S. §9-463.05, the Town assesses development fees for new
construction to offset the cost to the municipality associated with providing
necessary public services to a development, including the costs of infrastructure,
improvements, real property, financing, engineering/architectural services,
associated appurtenances, related equipment and other capital costs. The intent is
to ensure that growth “pays for itself,” and current residents are not burdened with
additional taxes and fees to defray the capital costs of new development.
Development fees are collected with each new building permit.
Permitted Use This revenue is utilized to fund the Town’s capital improvement related to growth
such as constructing new roads, building new parks and expanding water
infrastructure.
Rate Structure The Town charges development fees for transportation, parks, water and water
reclamation systems and water renewable resources projects. Fees are assessed on
each residential dwelling within the defined benefit area. Water system and water
resource fees are charged to residential dwellings and commercial development
based on the meter service size and number of connections.
Assumptions Fiscal year 2022 projections are based on 940 Single Family Residential (SFR) permit
being issued. Due to the cyclical nature of construction, the Town uses a
conservative approach to development fee revenues. Higher than anticipated
revenue collections for prior fiscal years is attributable to significantly higher than
expected SFR permit issuances.
Fiscal year $ Revenue $ Change % Change
2018-2019 Actual 8,197,110 1,140,151 16%
2019-2020 Actual 8,873,629 676,519 8%
2020-2021 Estimated 10,042,793 1,169,164 13%
2021-2022 Budgeted 9,971,831 (70,962) -1%
2022-2023 Forecasted 10,131,380 159,549 2%
2023-2024 Forecasted 10,587,292 455,912 5%
2024-2025 Forecasted 10,904,911 317,619 3%
2025-2026 Forecasted 11,232,059 327,147 3%
-
2
4
6
8
10
12
Millions40
WATER SALES
Description The Town provides a potable water system service to residences and commercial
customers within the designated service area. Marana Water is financially self-sufficient
with funding for most capital and operating requirements derived primarily from rates.
Permitted
Use
The revenue generated is used to cover the costs of administration, operations,
maintenance and replacement of the water production and distribution systems.
Rate
Structure
Monthly Service
Fee
Consumption
Residential Rate
Consumption
Other than Residential Rate
Mete
r Size Rate ($)
Gallons Rate ($)
Type
Rate
($)
5/8" 16.84
0-10k 3.32 Multi Family,
Commercial, Industrial,
Government.
4.18
3/4” 17.61 10k-20k 4.65
1" 18.77
20k-30k 5.98
1.5" 27.61
30k-40k 7.48 Standpipe,
hydrant/irrigation
4.60 2" 45.31
> 40k 10.79
4" 69.17
Assumptions For fiscal year 2022, rate revenues are based on the new rate structure plus
anticipated new account growth of 6% annually. The Town commissioned a water rate
study in 2019 which found that projected water revenues were not sufficient to meet
the daily operational cost and future capital improvements. Therefore, adjustments of
5.5% in FY 2022 and FY 2023, and 3% for FY 2024 are required in order to fund continued
operations, capital reinvestment and maintain adequate reserves. These rate
adjustments have been incorporated to the revenue forecast along with expected
gradual customer growth. See the full rate study online at maranaaz.gov.
-
2
4
6
8
10
12
2018-2019
Actual
2019-2020
Actual
2020-2021
Estimated
2021-2022
Budgeted
2022-2023
Forecasted
2023-2024
Forecasted
2024-2025
Forecasted
2025-2026
ForecastedMillionsFiscal year $ Revenue $ Change % Change
2018-2019 Actual 5,804,288 159,555 3%
2019-2020 Actual 6,416,779 612,491 11%
2020-2021 Estimated 7,380,294 963,515 15%
2021-2022 Budgeted 8,097,282 716,988 10%
2022-2023 Forecasted 9,028,469 931,187 12%
2023-2024 Forecasted 9,750,747 722,278 8%
2024-2025 Forecasted 10,043,269 292,522 3%
2025-2026 Forecasted 10,344,567 301,298 3%
41
WATER RECLAMATION SALES
Description The Town charges a fee to each customer having a sewer connection that
discharges sewage, industrial waste or other liquids into the Town’s collection
system.
Permitted Use The revenue generated is used to cover the costs of administration, operations,
maintenance and replacement of the conveyance and treatment system.
Rate Structure Monthly Service Fee Volume Rate Per 1,000 gal
Meter Size Rate ($) Rate Rate ($)
Per meter $ 15.26 Sewer Billing $ 4.91
Groundwater Resource Fee $ 1.19
Assumptions Revenues projected for fiscal year 2022 are based on the new rate structure and an
anticipated account growth of 7% annually. The Town commissioned a water rate
study in 2019 which found that projected water revenues were not sufficient to
meet the daily operational cost and future capital improvements. Therefore,
adjustments of 7% in FY 2021, and 5% in FY 2022 through FY 2024 are required in
order to fund continued operations, capital reinvestment and maintain adequate
reserves. See the full rate study online at maranaaz.gov.
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
2018-2019
Actual
2019-2020
Actual
2020-2021
Estimated
2021-2022
Budgeted
2022-2023
Forecasted
2023-2024
Forecasted
2024-2025
Forecasted
2025-2026
ForecastedMillionsFiscal year $ Revenue $ Change % Change
2018-2019 Actual 1,628,111 (9,022) -1%
2019-2020 Actual 1,875,936 247,825 15%
2020-2021 Estimated 2,310,174 434,238 23%
2021-2022 Budgeted 2,373,902 63,728 3%
2022-2023 Forecasted 2,658,770 284,868 12%
2023-2024 Forecasted 2,977,823 319,052 12%
2024-2025 Forecasted 3,126,714 148,891 5%
2025-2026 Forecasted 3,283,049 156,336 5%
42
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 online at maranaaz.gov.
Assumptions The Marana Regional Airport is classified as a general aviation reliever airport for
Tucson International. As such, the Town used economic data for the Tucson
Metropolitan Area as well as local and national trends to forecast revenue growth.
Several key capital projects will be vital to the continued growth of the airport as it
continues to transition to accommodating larger corporate aircraft. FY 2021 revenue
was higher than expected due to higher open tie-down revenues as a result from
less travel from the pandemic. Fiscal year 2021-2022 revenue is expected to
decrease as air travel has been significantly impacted by the pandemic.
Fiscal year $ Revenue $ Change % Change
2018-2019 Actual 350,248 28,536 9%
2019-2020 Actual 393,856 43,608 12%
2020-2021 Estimated 423,040 29,184 7%
2021-2022 Budgeted 343,834 (79,206) -19%
2022-2023 Forecasted 350,711 6,877 2%
2023-2024 Forecasted 357,725 7,014 2%
2024-2025 Forecasted 364,879 7,154 2%
2025-2026 Forecasted 372,177 7,298 2%
0
50
100
150
200
250
300
350
400
450
2018-2019
Actual
2019-2020
Actual
2020-2021
Estimated
2021-2022
Budgeted
2022-2023
Forecasted
2023-2024
Forecasted
2024-2025
Forecasted
2025-2026
ForecastedThousands
43
EXPENDITURE SUMMARY
The budgeted expenditures include services and programs for the community such as general
government, public safety, community and economic development, culture and recreation,
highways and streets, airport and water services. While most operating costs are accounted for in the
General Fund, some costs are funded by special revenue funds, such as the Highway User Revenues
Fund (HURF) for street maintenance. Enterprise Funds are used to account for water, water
reclamation and airport services.
The major expenditures in the operating budget are personnel and benefits at 50%, which include all
salaries and benefits for Town staff. Operating supplies and equipment and contractual services
comprise 29% and 21%, respectively. Operating supplies & equipment is approximately $9.7M less
than the prior year’s budget primarily due to a $5.6M decrease of contingency and $5M increase in
grants from AZCares grant funds in FY 2021.
General Government, $30.2M, 38%
Economic &
Community
Development, $6M,
8%
Public Safety, $18.5M, 23%
Highways and Streets, $8.6M, 11%
Culture & Recreation, $6M, 8%
Water, $7.9M, 10%
Water Reclamation, $1.9M, 2%
Airport, $0.6M, 1%
Operating Budget by Function
$79.7 Million
Personnel and Benefits, $39.5M, 50%
Contracted Services, $16.8M, 21%
Operating Supplies & Equipment, $23.4M, 29%
Operating Budget by Line Item
$79.7 Million
44
STAFFING SUMMARY
With personnel and benefits comprising 50% of the Town’s operating budget, employees play a
significant part in providing services to the community and our citizens. The following graph identifies
percentage of staffing by function.
The town has increased its staffing level this fiscal year by 25 full‐time equivalent (FTE) positions
through the budgetary process. Including all position adjustments, additions, and eliminations,
staffing has increased from 377.35 positions to 402.35. The following table shows changes in staffing
over the past four fiscal years and the current fiscal year.
General Government,
80.3 FTE, 20%
Economic & Community Development,
43.5 FTE, 11%
Public Safety, 139 FTE, 35%Highways and Streets, 46 FTE, 11%
Culture & Recreation, 52 FTE, 13%
Airport, 3 FTE, 1%
Water, 31.6 FTE, 8%
Water Reclamation, 7 FTE, 2%
Staffing by Function
402.35 FTE
45
Functional Department
2017-2018
Authorized
FTE
2018-2019
Authorized
FTE
2019-2020
Authorized
FTE
2020-2021
Authorized
FTE
2021-2022
Authorized
FTE
General Government
73.25 73.25 75.25 75.25 80.25
Economic & Community
Development
46.50 45.50 42.50 42.50 43.50
Public Safety
127.00 131.00 134.00 134.00 139.00
Highways & Streets
36.00 39.00 44.00 44.00 46.00
Culture & Recreation
41.00 40.00 42.00 42.00 52.00
Airport
3.00 3.00 3.00 3.00 3.00
Water
24.00 25.20 27.60 29.60 31.60
Wastewater
5.00 7.00 7.00 7.00 7.00
Total FTE
355.75 363.95 375.35 377.35 402.35
The following table lists the new full time equivalent (FTE) positions added:
Position Title FTE Department Funding Source
Police Officer 5.00 Police General Fund
Dispatcher 1.00 Police General Fund
Maintenance Associate III 1.00 Parks General Fund
Maintenance Associate I 1.00 Parks General Fund
Aquatic Maintenance Technician 1.00 Parks General Fund
Recreation Programmer 1.00 Parks General Fund
Lead Custodian 1.00 Public Works General Fund
Custodian I 3.00 Public Works General Fund
Facilities Technician II 1.00 Public Works General Fund
Maintenance Associate I 4.00 Public Works General Fund
Real Property Manager 1.00 Development Services General Fund
Finance Manager 1.00 Finance General Fund
Risk Manager 1.00 Human Resources General Fund
Paralegal 1.00 Legal General Fund
Water Operator II 1.00 Water Water Fund
Business Services Analyst 1.00 Water Water Fund
Civil Engineer 1.00 Water Water Fund
Total FTE additions 26.00
46
The addition of key positions is critical in maintaining service levels. This is especially important in a
fast-growing community like Marana. While the Town is adding a large number of positions during
this budget cycle, it is important to note that only 2 positions were added in the previous year.
Positions added this year include those that serve the public directly, such as Police Officers and
Public Works and Parks maintenance employees, as well as support services positions, including a
Finance Manager and Risk Manager which re -align operations and allow for efficient and
uninterrupted operations of our ever-growing Town. Four Custodian FTEs will replace contracted
custodial services.
The addition of three FTEs in the Water Department will provide needed office support and also help
monitor and maintain Town utility assets including the recently completed Water Treatment
Campuses. The positions were included within the approved Water rate plan and are being
requested in line with growth goals of the department.
47
PROJECTION OF FINANCIAL CONDITION BY FUND GROUP
Fund Group
June 30, 2021
Estimated
Fund Balance
2021-2022
Estimated
Revenue
2021-2022
Estimated
Expenditures Transfers In
Transfers
Out
June 30, 2022
Estimated
Fund Balance
General Fund $57,955,049 $53,735,342 $55,152,321 $ - $4,284,035 $52,252,035
Special Revenue 6,909,821 8,942,101 10,568,485 100,000 - 5,383,437
Capital Projects 27,097,952 20,335,717 37,738,395 50,000 2,080,584 7,664,690
Debt Service 8,342,730 11,929,445 17,724,648 6,499,808 - 9,047,335
Enterprise 10,744,457 27,773,343 32,664,211 4,248,104 4,531,293 5,570,400
Internal Service 1,729,536 5,067,470 5,067,470 - - 1,729,536
Total All Funds $112,779,545 $127,783,418 $158,915,530 $10,897,912 $10,897,912 $81,647,433
48
TOWN FUNDS AND FUND BALANCE DETAILED INFORMATION
General Fund
The General Fund is the Town’s primary operating fund. It accounts for all financial resources except
those required to be accounted for in other funds.
As described earlier, approximately 95 percent of the General Fund’s operating revenues are
extremely sensitive to fluctuations in the regional and national economies. This was very apparent
during the multi-year economic recession. The Town proactively managed its budget through the
depths of the Great Recession and beyond. As a result of that effort, the Town has maintained
healthy reserve balances and, in fact, has increased General Fund balances to prior Great Recession
levels. The Town estimates that approximately $13.6 million will be added to reserve balances for the
end of fiscal year 2021.
The following chart shows the current year’s recurring revenue and expenditure as well as forecasted
recurring revenues and expenditures for the next five fiscal years. Consistent with the Town’s
philosophy and Arizona state law to maintain a structurally balanced budget, recurring expenditures
are forecasted to be less than the forecast revenues. These forecasts are updated annually to
ensure the Town maintains a healthy budget outlook for the future.
The end of fiscal year 2022 fund balance is projected to be $52.3 million. This projected number
excludes contingent expenditure budget authorization of $5 million. By policy, use of contingency
requires Council approval which is consistent with the Town’s financial policies and utilization of those
resources. Estimated ending fund balance is approximately 101% of the projected fiscal year’s
General Fund revenue. This is above the acceptable level according to the Town’s policy of fund
balance (target of 25% of General Fund’s budgeted revenues). The following chart shows fund
balance levels for the past four fiscal years and the current fiscal year along with the 25% reserve
requirement target.
$-
$10
$20
$30
$40
$50
$60
2022 Budget 2023 2024 2025 2026 2027MillionsGeneral Fund Forecast 2023 to 2027
Recurring revenue Recurring expenditures
49
For fiscal year 2022, the use of fund balance is anticipated to complete several projects that are
carried forward from the prior fiscal year, as well as to make several one-time capital investments.
Special Revenue Funds
Special revenue funds account for the proceeds of specified revenue sources, other than ma jor
capital projects, that are legally restricted to expenditures for specific purposes. For fiscal year 2022,
the Town has budgeted $2.4 million in funding for unanticipated grants and contributions, including
additional new federal relief funds. This will provide the Town the revenue and expenditure authority
required to take advantage of grants and similar opportunities that may occur during the year.
Additionally, this funding mechanism removes the impact of grant activity on the operating budgets
in the General Fund.
For fiscal year 2022, the largest sources of fund balance for special revenue funds are Highway User
Revenue and Bed Tax at $3.0 million and $2.4 million respectively. The ending fund balance for fiscal
year 2022 is projected to decrease by $1.5 million due to the anticipated completion of existing
capital projects primarily related to road infrastructure.
$-
$10
$20
$30
$40
$50
$60
$70
2017-2018 2018-2019 2019-2020 2020-2021
Estimated
2021-2022
BudgetedMillionsGeneral Fund Reserve Balances
Fund Balance Required Reserve
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
2017-2018 2018-2019 2019-2020 2020-2021
Estimated
2021-2022
BudgetedMillionsSpecial Revenue Funds Reserve Balances
50
Capital Project Funds
The capital projects funds account for resources to be used for the acquisition or construction of
capital facilities, equipment and infrastructure other than those financed by the enterprise funds and
special revenue funds.
The ending fund balance for fiscal year 2022 is projected to decrease 72% to $7.7 million. This
reduction assumes the completion of several large capital projects such as the Twin Peaks Rd
Rattlesnake Pass Widening (Page 154), the Tangerine Farms Road Widening (page 152), and the Lon
Adams Road Reconstruction project (page 145).
Debt Service Funds
The debt service funds account for the accumulation of resources and the payment of general long‐
term debt principal, interest, and related costs.
The ending fund balance for fiscal year 2022 is projected to be $9 million. Most of the fund balance is
reserved for future bond payments. A portion of the balance is associated with deposits held related
to the Gladden Farms, Gladden Farms II, and Saguaro Springs Community Facilities Districts (a
separately presented component unit).
$0
$5
$10
$15
$20
$25
$30
$35
2017-2018 2018-2019 2019-2020 2020-2021
Estimated
2021-2022
BudgetedMillionsCapital Project Funds Reserve Balances
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
2017-2018 2018-2019 2019-2020 2020-2021
Estimated
2021-2022
BudgetedMillionsDebt Service Funds Reserve Balances
51
Enterprise Funds
Enterprise funds are used to account for operations that (1) are financed and operated in a manner
similar to private business enterprises, where the intent of the Town Council is that the costs of
providing goods or services to the general public on a continuing basis be financed or recovered
primarily through user charges, or (2) where the Council has decided that periodic determination of
revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance,
public policy, management control, accountability, or other purposes.
For fiscal year 2022, Enterprise Funds include a Water Utility Fund, Wastewater Utility Fund, and an
Airport Fund to account for the activities of these enterprises. The estimated ending fund balance for
fiscal year 2022 is $5.6 million.
Internal Service Funds
The internal service funds are used to account for operations serving other funds or departments. The
Town has internal service funds for self-insured health and dental benefits. The fund balance for fiscal
year 2022 is projected to remain unchanged.
$0
$2
$4
$6
$8
$10
$12
2017-2018 2018-2019 2019-2020 2020-2021
Estimated
2021-2022
BudgetedMillionsEnterprise Funds Reserve Balances
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
2017-2018 2018-2019 2019-2020 2020-2021
Estimated
2021-2022
BudgetedMillionsInternal Service Funds Reserve Balances
52
53
DEPARTMENTAL SUMMARY
The following table provides a summary of the fiscal year 2022 operating and capital budget by
department. The table includes the source(s) of funding for each department by fund type and also
includes the applicable number of FTEs by department. Detailed information for each department as
well as a detailed fund structure and expenditure information can be found in the subsequent
departmental pages.
Department FTE Count General
Fund
Special
Revenue
Funds
Capital
Projects
Funds
Proprietary
Funds Total
Mayor & Council - 374,098 - - - 374,098
Town Manager's Office 10.50 2,129,569 - - - 2,129,569
Town Clerk 5.00 501,892 - - - 501,892
Human Resources 8.00 1,073,177 - - - 1,073,177
Finance Department 15.75 1,571,532 - - - 1,571,532
Legal Department 9.00 1,112,888 - - - 1,112,888
Technology Services 18.00 3,583,367 - - - 3,583,367
Economic Development &
Tourism
3.50 311,435 494,923 442,500 - 1,248,858
Development Services 31.00 3,175,614 - 333,555 - 3,509,169
Police 127.00 16,391,711 1,630,381 - - 18,022,092
Magistrate Court 14.00 1,247,301 603,805 - - 1,851,106
Public Works 57.00 7,388,998 3,970,048 30,309,912 - 41,668,958
Parks & Recreation 52.00 6,336,557 378,500 4,232,289 - 10,947,346
Community & Neighborhood
Services
10.00 1,172,319 317,410 - - 1,489,729
Water 31.60 - - - 18,696,451 18,696,451
Water Reclamation 7.00 - - - 9,527,082 9,527,082
Airport 3.00 - - - 4,594,861 4,594,861
Non-Departmental - 8,781,863 3,173,418 2,420,139 5,067,470 19,442,890
Total 402.35 55,152,321 10,568,485 37,738,395 37,731,681 141,190,882
Debt Service Funds 17,724,648
Total Town-wide expenditures 158,915,530
54
Key Performance Measurements
Beginning with the adoption of the fiscal year 2018-2019 budget process, the Town reviewed and
updated department performance measures and indicators to ensure they were consistent with key
criteria. Key criteria are:
Transparent
Attainable
Measureable
Meaningful
Linked to operating budget
Directly associated with the Strategic Plan
The departments of Finance and Human Resources, along with the Town Manager’s Office and
department directors worked to better align each departments goals to the above criteri a. Fiscal
year 2018-2019 was the first year for implementation and reporting on Key Performance
Measurements.
Fiscal year 2021-2022 is the fourth year that departments will be tracking specific criteria based upon
outcomes listed in their Key Performance Measurements. As many of these metrics (and
corresponding tracking) are still relatively new to the Town, several targets are still being refined and
adjusted as departments continue to analyze data that has been collected throughout the year. As
departments continue to track and analyze data related to Key Performance Measurements,
improvement and evolution will be noticed over time, leading to the continued success of the
organization.
Reporting will be conducted on a regular basis throughout the fiscal year to ensure the goals
continue to meet key criteria outlined and departments are striving to meet their Key Performance
Measurements.
Each department has formulated key performance indicators listed in the corresponding department
summaries in the following pages. The table below is a guide to reading and understanding the key
performance indicator tables.
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY2021 Actual FY2022 Target
One of the five
focus areas and
strategic goals as
outlined in
Marana’s
Strategic Plan
The desired outcome
related to the
identified strategic
plan goal. This should
be an ongoing
process, not a one-
time achievement.
A specific,
measurable, and
realistic indicator on
how well the Town is
achieving the desired
outcome. These are
not workload
indicators.
Real data
collected for
the fiscal year
A goal for the
new fiscal year
that is both
challenging
and realistic to
achieve
55
MAYOR & TOWN COUNCIL
Department Overview
The Marana Town Council is committed to providing its residents with a high standard of living,
through a combination of policy development, efficient municipal services, and progressive
community planning. Their actions are based on solid values, uncompromising integrity, and servant
leadership for the community.
2020 - 2021 Accomplishments
Adopted a structurally balanced operating budget.
Adopted a 2021 AZ Legislative Session Policy Priority Program.
Completed construction of two water treatment campuses to address 1-4 dioxane
perfluorinated compounds in the community.
Approved staff direction to begin the construction of the Adonis Road Extension Project.
Adopted the Town of Marana Parks and Recreation 10 Year Master Plan.
Participated in a Council Retreat to identify new policy goals and methods to achieve these
goals.
2021 - 2022 Goals & Objectives
Ensure the use of the Strategic Plan in the development of the annual budget.
Maintain regular briefing reports and council executive reports.
Identify and support legislative priorities.
Take part in the comprehensive redo of the Town of Marana Strategic Plan.
Ensure that Marana remains a safe, clean and healthy community.
Look to host a joint Council-meeting among regional jurisdictional peers.
Community
Outreach Intergovernmental Relations
Policy
Development
Mayor & Town Council
Members
56
Department Summary | Mayor & Council
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY2021
Actual
FY2022
Target
Progress and
Innovation
To promote and
increase regionalism
with neighboring
communities
Number of yearly joint
meetings with council
members from
neighboring communities
0 1
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $304,383 $318,248 $318,418 $319,091 Note 1 $673
Contracted Services 12,534 9,099 18,416 40,422 Note 2 22,006
Operating Supplies &
Equipment 6,780 3,589 13,410 14,585 Note 3 1,175
Total by Category $323,697 $330,936 $350,244 $374,098 $23,854
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $323,697 $330,936 $350,244 $374,098 $23,854
Total by Fund $323,697 $330,936 $350,244 $374,098 $23,854
*Note: Town Council does not have FTE’s. Town Council members are paid a stipend and are
eligible to receive benefits.
Budget Notes & Changes
1. Personnel & Benefits – Slight increases budgeted due to increases in retirement contributions.
2. Contracted Services – Fiscal year 2021-2022 budget includes increases due to higher
anticipated travel and memberships & dues.
3. Operating Supplies & Equipment – Increase to community relations expenses for greater
support to community related programs.
57
TOWN MANAGER
Department Overview
The Town Manager’s Office, under the policy and direction of the Town Council, provides oversight,
support and coordination of administrative activities across the Town. The Manager’s Team provides
leadership and vision to town staff for the benefit of the entire Marana community. Using the
Strategic Plan, we implement successful strategies to tackle the challenges and growth in the Town.
The Manager’s Team promotes responsiveness and efficient policies and procedures to ensure the
highest quality of life for residents and businesses. The Manager’s Team believes in strong
partnerships with our business and development communities, our neighboring municipalities, and
various interest groups in the area. We are committed to providing the highest level customer service
and effective solutions to complex changes. The Manager’s Team will never compromise our
integrity or the public’s trust.
TOWN MANAGER’S OFFICE
2020 – 2021 Accomplishments
Successfully negotiated, crafted, and approved a development agreement to secure proper
zoning on key land parcels for the future development of Downtown Marana.
Maintained a structurally balanced budget in the face of the COVID-19 pandemic.
Received voter approval of the Marana 2040 General Plan and began implementation of the
plan.
Completed and achieved adoption of the Town of Marana Parks and Recreation 10 Year
master plan.
Approved Home Rule extension for the Town of Marana.
Began construction on the Adonis Road Extension Project.
Successfully completed construction and commissioning of two water quality campuses to
address 1-4 dioxane and perfluorinated compounds, utilizing financing through the Water
Infrastructure Finance Authority (WIFA).
Successfully transitioned the majority of Town staff to work from home, to protect staff’s health,
with no service interruption and no loss of productivity during the COVID-19 pandemic.
Administration Support Services Community Outreach
Council Support & Constituency Staff Oversight
Town Manager
58
Department Summary | Town Manager
Hosted a Council retreat to establish and identify new policy priorities and how to achieve
them.
2021 - 2022 Goals & Objectives
Maintain a structurally balanced budget in the face of economic hardship as a result of the
COVID-19 pandemic.
Continue implementation of the Marana 2040 General Plan.
Coordinate the design and construction of an air traffic control tower at Marana Regional
Airport through the Federal Aviation Administration (FAA) Federal Control Tower Program.
Implement the Parks and Recreation 10-Year master plan.
Update and expand the Town’s data dashboard.
Coordinate with regional partners for Regional Transportation Authority (RTA) extension, and
propose Town-specific capital projects.
Coordinate and develop a critical infrastructure project funding mechanism and program.
Coordinate a comprehensive update to the Town of Marana strategic plan.
COMMUNICATIONS AND MARKETING DIVISION
2020-2021 Accomplishments
COVID-19 Pandemic Emergency Communication
Worked with Town leadership to administer emergency communication of local and state action for
the COVID-19 pandemic. This included manager messages to the community, website
management, Newsroom articles, and social media monitoring. Staff also worked with departments
to update the website when Town services changed to accommodate online services or waiving
late fees, and working with the Parks department to keep residents updated on amenity closures.
Courts Webpage Redesign
Updated the courts website to be more user-friendly on all platforms with easy-to-find information. A
major addition to this page was the COVID-19 modifications with a Spanish translation, and online
services to allow for social distancing.
Video Production
With an increase in video communications from Town departments, staff fine-tuned existing Premiere
Pro skills to include text animations, unique transitions, and overall program infrastructure. Videos of
note this year are the Parks and Recreation program videos and the Manager Moments from the
Town Manager’s office.
59
Department Summary | Town Manager
2020 Census social campaign
Using the newsroom and social media, staff curated content that came from the US Census Bureau
to communicate updates and instructions for residents to complete the 2020 Census. There were
quite a few adjustments in the schedule and methods of responding to the census this year, so staff
also worked on a webpage that would be a one-stop shop for information on how the census is
completed, what results mean for the Town, how your personal information is used, and what key
deadlines to look out for.
Brand Management for COVID-19
The pandemic required a lot of fast-action from Town staff, which meant fast turnaround for graphic
design needs and signage. Staff was able to produce COVID-19 protocol signage for departments to
quickly inform the public of building closures or safety requirements. As protocols continued to adapt
and evolve throughout the year, staff worked to create compelling and interesting brand designs,
such as the pool reopening and the COVID-19 social engagement campaign.
General Brand Management
Special events brand redesign and collateral, including adapting the Holiday Festival to the
Marana Christmas Cruise.
Parks and Recreation programming, including the Turkey Trot race, #Run Marana series, and
Hikes for Hops
Communications Daily Mail redesign draft
2021-2022 Goals & Objectives
Provide media relations training for department representatives.
Explore opportunities for brand representation, including common gathering areas, front
counters, lobby, and interoffice mailings.
Revitalize the “Your Town” marketing brand and expand into collaborations with local
artists.
SPECIAL EVENTS DIVISION
2020-2021 Accomplishments
Special Events modifications due to COVID-19
Staff adapted well to the pandemic’s impacts on special events, including evaluating and
closing events that would not meet CDC-recommended safety guidelines. Town staff
successful planned and implemented the Marana Christmas Cruise, a social-distanced drive-
thru holiday event, which was attended by 1,500 people and received praise from the
community. Sponsorship agreements were also adjusted to accommodate sponsors while also
adhering to safety guidelines. Budget cuts were also made to the event program to support
Town cost savings.
60
Department Summary | Town Manager
2021-2022 Goals & Objectives
Collaboration with Technology Services to update the Marana Events app.
Pursue the “Traveling Town Center” event concept, since this series was canceled this year.
Continue to work in collaboration with departments to attract third-party events to the
community.
Collaborate with departments and staff committees to develop employee-centric
programs.
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal
Expected
Outcome
Performance
Measure
FY 2021
Actual
FY 2022
Target
Community
Invest in community
input on Town
services
Development and
deployment of survey
instruments
Administer town-
wide citizen survey
Administer town-
wide citizen survey,
utilize social media
for community
input on services
Progress and
Innovation
Foster a culture of
innovation
throughout the
Town organization
Designate department
public relations liaisons -
Increase efficient
flow of information
among liaisons
Community
Ensure Town
information is easily
accessible to the
public
Development of
transparency apps and
platforms
Creation of Town
performance
dashboard
Upgrade and
enhance Town
performance
dashboard
Community
Provide high service
to other Town
departments for
marketing and
branding
Frequency of
communications with
departments during
project timeline
10% increase Additional 5%
increase
Reduce initial response
time for project
requests by 20%
20% reduction Additional 5%
reduction
Progress and
Innovation
Ensure accurate
and timely
information is
available to
employees
Utilize social media,
Manager’s Message,
MaranaAZ.gov and
other media sources
-
Enhance
distribution of
information to
employees by
engaging other
departments
61
Department Summary | Town Manager
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $1,253,623 $1,249,152 $1,178,530 $1,340,422 Note 1 $161,892
Contracted Services 119,575 81,143 103,230 482,052 Note 2 378,822
Operating Supplies & Equipment 239,961 228,664 168,475 307,095 Note 3 138,620
Restricted Budget - - 16,000 - (16,000)
Total by Category $1,613,159 $1,558,959 $1,466,235 $2,129,569 $663,334
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $1,613,159 $1,558,959 $1,466,235 $2,129,569 $663,334
Total by Fund $1,613,159 $1,558,959 $1,466,235 $2,129,569 $663,334
AUTHORIZED POSITIONS
- FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Manager 1.00 1.00 1.00 1.00 -
Deputy Town Manager 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 - (1.00)
Executive Assistant to the
Town Manager 1.00 1.00 1.00 1.00 -
Town Engineer - - - 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 -
Customer Service
Representative 2.00 - - - -
Assistant to the Town Manager 1.00 1.00 1.00 1.00 -
Communications Manager 1.00 1.00 1.00 1.00 -
Communications Specialist 1.00 1.00 1.00 1.00 -
Graphic Designer 1.50 1.50 1.50 1.50 -
Special Events Coordinator 1.00 1.00 1.00 1.00 -
Special Events Programmer 1.00 1.00 1.00 - (1.00)
Total Town Manager's Office 13.50 11.50 11.50 10.50 (1.00)
62
Department Summary | Town Manager
Budget Notes and Changes
1. Personnel & Benefits – Increase associated with the Town Engineer position moving into the
department as well as performance pay adjustments during fiscal year 2020-2021 and
budgeted for Fiscal year 2021-2022. The position of Assistant Town Manager, which was not
budgeted in the prior year, has been eliminated. Further, the Special Events Programmer
position was moved to the Parks department and re-classified in order to assist with Parks
operations.
2. Contracted Services – Increase primarily due to professional service costs for a new Master
Transportation Plan.
3. Operating Supplies & Equipment – Increase associated primarily to the anticipated return of
special events as social gathering was restricted in fiscal year 2020-2021 due to the pandemic.
63
TOWN CLERK
Department Overview
The Town Clerk manages a variety of internal and external services. The Town Clerk is responsible for
the preparation of the Marana Town Council meeting agenda packet and records the official
minutes of Council meetings. Another important function is the administration of town elections, and
the management of the town’s public records, which includes the processing of public records
requests. The Town Clerk also processes liquor licenses and fireworks permits, and handles claims
against the town, well as providing general property claims management. The Town Clerk provides
support to the Marana Citizens’ Forum, Marana Health Care Benefits Trust, and Marana Utilities Board.
The mission of the Town Clerk’s Office is to provide the public and staff with accurate and timely
information.
2020-2021 Accomplishments
Elections
Conducted a successful primary election for mayor and council, which also included two
ballot propositions.
Completed and distributed the required publicity pamphlet for the ballot propositions: Prop
478: “Make Marana 2040” - General Plan, and Prop 479: Alternative Expenditure Limitation –
Home Rule Option.
Updated the Election webpage to include ballot initiative information, important election
dates, and candidate campaign finance filings.
Collaborated with AZ Clean Elections to conduct targeted voter outreach and education
regarding town ballot propositions.
Worked with the Communications division to conduct an on-going social media campaign
encouraging residents to vote in the Primary Election.
Participated in three Community Conversations to educate voters regarding the primary
election and ballot propositions.
Conducted a candidate orientation for interested citizens to discuss the process of running for
Town Council.
Council Elections
Records Management Community
Town Clerk
64
Department Summary | Town Clerk
Records Administration
Collaborated with the Building Safety Division to create a new electronic submission process
for finalized permit records.
Completed an inventory of Building Permit records, and developed a new process for
managing expired and cancelled permit records.
Reviewed and destroyed 102 boxes of records that met the state retention guidelines.
Processed over 2,180 scanning and special printing projects for town departments.
Processed over 540 public records request.
Ensured the timely recordation of Town documents and recorded over 115 documents.
Continued the Laserfiche digital imaging cleanup project removing of over 17,000 transitory
and duplicate documents from the repository.
Council Meeting Management
Created a shared network calendar with established deadlines for departments to submit
council agenda items.
Continued to provide agenda training to all staff as needed.
2021-2022 Goals & Objectives
Establish a contract with the Pima County Recorder’s Office to electronically record certain
Town documents.
Start creating a comprehensive standard operating procedure (S.O.P.) guide for critical
department functions and tasks.
Create a new form for Proclamation requests for both internal and external requests to
streamline the process.
Continue working with Technology Services and Finance to improve the AgreeDB workflow
process, including a revision of the agreement transmittal form, and work to develop
supplemental training materials for the next released version.
Complete the review and removal of the Real Property template in Laserfiche, redesign the
Agreements folder, and continue to improve the search capabilities within the repository.
Continue looking at technology to further automate and/or improve citizen experience in
attending open meetings public or online.
65
Department Summary | Town Clerk
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY2021
Actual
FY2022
Target
Community
Bring relevant topics to
Citizens' Forum for
deliberation
Maintain minimum of 20-25
delegates; recommendations
approved by Council are
launched for implementation
Ongoing Ongoing
Progress and
Innovation
Create a comprehensive
preservation policy for
historic and culturally
significant items
Start a draft outline within first
year, engaging entities such as
University of Arizona, Arizona State
Museum, Sonoran Desert
Coalition, and Old Pueblo
Archaeology
Ongoing First draft
of policy
Community
Maintain partnership with
the Marana Heritage
Conservancy and seek
out new partnership
opportunities
Identify internal departments to
assist with collaboration and
establishment of program
Ongoing Ongoing
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $362,366 $394,825 $401,842 $421,707 Note 1 $19,865
Contracted Services 47,723 36,120 90,990 23,185 Note 2 (67,805)
Operating Supplies & Equipment 13,221 5,225 4,280 7,000 Note 3 2,270
Restricted - - - 50,000 Note 4 50,000
Total by Category $423,310 $ 436,170 $ 497,112 $ 501,892 $4,780
66
Department Summary | Town Clerk
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2020
Budget
FY 2022
Budget Change
General Fund $423,310 $436,170 $497,112 $501,892 $4,780
Total by Fund $423,310 $436,170 $497,112 $501,892 $4,780
AUTHORIZED POSITIONS
- FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Clerk 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Records Clerk 2.00 2.00 2.00 2.00 -
Total Town Clerk 5.00 5.00 5.00 5.00 -
Budget Notes and Changes
1. Personnel & Benefits – Increase primarily from performance pay adjustments during fiscal year
2020-2021 and budgeted for fiscal year 2021-2022.
2. Contracted Services – Decrease is associated with cost of general and primary elections in
fiscal year 2020-2021that are not budgeted for fiscal year 2021-2022.
3. Operating Supplies & Equipment – Increase related to multiple expenses including community
relations as well as membership and dues returning to pre-pandemic levels.
4. Restricted – Restricted expenditure authority due to possibility of unanticipated special
election in fiscal year 2021-2022.
67
HUMAN RESOURCES
Department Overview
The Human Resources Department’s mission is to support and advance the Town of Marana by
hiring, developing and keeping the best talent. In collaboration with all Town employees, we work to
promote Marana’s culture and an organization of excellence.
2020– 2021 Accomplishments
Administration
Provided Total Compensation Statement for all benefits eligible employees.
Maintained Town of Marana Awards program (service and recognition).
Increased electronic storage of Human Resources files (moving to paperless).
Benefits
Managed the Affordable Care Act Reporting and disbursement of 1095C forms to all
benefit eligible employees.
Maintained the Tuition Reimbursement program.
Implemented virtual Open Enrollment Fair.
Implemented the Families First Coronavirus Response Act.
Organizational Development
Conducted department and Town wide training:
o Employee Assistance Training for Supervisors
o Employee Assistance Program (EAP) workshops for all employees.
Created Equity and Inclusion committee.
Recruiting
Conducted executive recruitments.
Improved recruiting process.
Implemented diverse interview panels.
Safety & Emergency Management
Completed appraisal of all Town wide buildings and property.
Implemented digital audit and inspection platform and record keeping.
Implemented safety protocols and procedures for COVID-19.
Benefits & Wellness Organizational Development
Recruitment Classification &
Compensation Safety & Occupational Health
Human Resources
Director
68
Department Summary | Human Resources
Facilitated Town wide COVID-19 vaccination process.
Met new Federal Motor Carrier Safety Administration Clearinghouse requirement.
Job descriptions audit regarding safety requirements and OSHA compliance.
Wellness
Held wellness clinics throughout the year, including a Flu Shot Clinic and a Mobile On-Site
Mammography Clinic.
2021 – 2022 Goals & Objectives
Administration
Continue to be a driving force to cultivate and promote the Town’s goals, strategic plan
and cultural values.
Upgrade the Personnel Action Form/Requisition (PAF/REQ) workflow with process and
electronic enhancements.
Continue to migrate to paperless processes and data storage.
Educate and promote equality throughout the organization.
Benefits
Increase utilization of Employee Self Service for employee compliance notifications
Enhance online benefit processes and acknowledgements
Continue to educate on workplace injuries and enhance claims management process
Compensation & Classification
Improve Reclassification Request process.
Organizational Development
Assess organizational training needs and develop a strategic training plan based on
organizational need.
Conduct training and development analysis throughout the organization.
Develop and implement Supervisor Mentor Program.
Recruiting
Implement an enhanced recruiting process and Hiring Manager Toolkit.
Implement an electronic interactive on-boarding and orientation process.
Safety & Emergency Management
Continue to educate organization to mitigate COVID-19 liability.
Wellness
Hold wellness clinics throughout the year, including biometrics, Flu Shot Clinic, and Mobile
On-Site Mammography Clinic.
Increase organizational wellness participation and incorporate new platforms.
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Department Summary | Human Resources
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress and
Innovation
To increase employee
engagement
Increase the number of
touch base meetings (See note) 60%
Note: Due to employees teleworking as a COVID-19 precaution, and in person meetings being
discouraged for much of FY21 the key performance measurement of employee engagement (touch
base meetings) was negatively impacted and we do not have reportable data for this KPI this year.
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $691,595 $652,838 $685,069 $860,368 Note 1 $175,299
Contracted Services 53,559 47,685 35,824 42,340 Note 2 6,516
Operating Supplies & Equipment 94,218 99,230 119,712 165,469 Note 3 45,757
Restricted Budget - 7,108 10,000 5,000 Note 4 (5,000)
Total by Category $839,372 $806,861 $850,605 $1,073,177 $222,572
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $839,372 $806,861 $850,605 $1,073,177 $222,572
Total by Fund $839,372 $806,861 $850,605 $1,073,177 $222,572
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Human Resources Director 1.00 1.00 1.00 1.00 -
Human Resources Deputy Director 1.00 1.00 1.00 1.00 -
Risk Manager - - - 1.00 1.00
Sr. Human Resources Analyst 2.00 2.00 2.00 2.00 -
Human Resources Analyst 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Emergency Management & Safety
Coordinator 1.00 1.00 1.00 1.00 -
Total Human Resources 7.00 7.00 7.00 8.00 1.00
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Department Summary | Human Resources
Budget Notes and Changes
1. Personnel & Benefits – Increase largely attributable to budgeting for a new Risk Manager
position in fiscal year 2021-2022 and from performance pay increases.
2. Contracted Services – Increase associated with the return to pre-pandemic budget levels for
recruitment advertising and travel and training that were reduced in fiscal year 2020-2021 in
response to the impact of the pandemic on the Town’s anticipated revenues.
3. Operating Supplies & Equipment – Change due to increased funding for the employee tuition
reimbursement program to pre-pandemic levels, increases to employee benefits, and furniture
and equipment for new Risk Manager position.
4. Restricted – For unanticipated expenses related to Hearing Officers’ process during fiscal year
2021-2022.
71
FINANCE
Department Overview
The Finance Department provides financial support services throughout the Town including
accounting, fiscal planning, treasury services, cash receipts, purchasing, accounts payable, payroll,
debt management, development and monitoring of the annual operating budget, establishing and
monitoring internal controls, preparing the Comprehensive Annual Financial Report, facilitating
external audits and independent reviews and grant management.
2020 – 2021 Accomplishments
Received 13th consecutive Distinguished Budget Presentation Award from the Government
Finance Officers Association (GFOA).
Received the Certificate of Excellence in Financial Reporting from the GFOA for the 12th
consecutive year.
Successfully transitioned utility cashiering functions to Finance as part of the resolution of a
past audit recommendation.
Implemented quarterly investment presentations to Council.
Implemented a digital signature software solution for contracts and agreements.
Upgraded the Town’s Enterprise Resource Planning system, Munis, to the next supported
version.
Continued the clean-up and updates to the Business license data in preparation of transition
to new system.
Continued increasing vendor participation in Automated Clearing House (ACH) program; all
Town employee reimbursements are now processed through ACH.
Issuance of final Gladden, Phase I, Community Facilities District debt.
Updated Administrative directives, which were delayed due to the pandemic, including
Travel, and created new ones for Capital Assets and Grants Management.
Analyzed the benefits of establishing a convenience fee for credit card charges.
Updated Chapter 3-4 of the Town Code on procurement thresholds and change orders.
2021 – 2022 Goals & Objectives
Receive the Distinguished Budget Presentation Award from the GFOA.
Receive the Certificate of Excellence in Financial Reporting from the GFOA.
Complete the implementation of a new business licensing software system.
Budget Accounting Administration
Procurement Treasury Management
Sales Tax & Audit
Finance Director
72
Department Summary | Finance
Assist with the implementation of a new utility billing system.
Establish a debt management policy and related processes.
Lead the issuance of Community Facilities District debt.
Develop and implement a cash flow forecasting model.
Research the benefits and possibly implement a permanent adjustment of the Alternative
Expenditure Limitation for the Town of Marana.
Establish and implement a paperless workflow process for invoice approvals.
Develop and implement a cost allocation plan.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress and
Innovation
Maintain or improve
credit rating
Bond rating Excise Tax Revenue
Obligations: Fitch AA AA
Bond rating Excise Tax Revenue
Obligations: Standard & Poor's AA AA
Progress and
Innovation
Receive a clean audit
opinion without any
findings or questioned
costs
Unmodified audit opinion in
financial statements by external
CPA firm
No Yes
Progress and
Innovation
Invest idle cash to
achieve best investment
results considering safety,
liquidity and yield
Compliance with Town
investment and financial
policies
100% 100%
Progress and
Innovation
Provide detailed and
transparent financial
information to the public
about the use of public
resources
Receipt of GFOA Certificate of
Achievement for Excellence in
Financial Reporting
Yes (13th
consecutive)
Yes (14th
consecutive)
Receipt of GFOA Distinguished
Budget Presentation Award
Yes (12th
consecutive)
Yes (13th
consecutive)
Progress and
Innovation
Reasonably conservative
budget, maximized use of
available funds, and a
structurally balanced
budget
Variance from budget to
actual: Operating revenues + 22% ± 5%
Variance from budget to
actual: Operating expenses ± 5% ± 5%
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Department Summary | Finance
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $878,913 $1,148,896 $1,308,837 $1,416,035 Note 1 $107,198
Contracted Services 120,620 116,831 117,948 140,697 Note 2 22,749
Operating Supplies &
Equipment 14,952 11,872 7,000 14,800 Note 3 7,800
Restricted Budget - - 53,100 - (53,100)
Total by Category $1,014,485 $1,277,599 $1,486,885 $1,571,532 $84,647
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $1,014,485 $1,277,599 $1,486,885 $1,571,532 $84,647
Total by Fund $1,014,485 $1,277,599 $1,486,885 $1,571,532 $84,647
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Finance Director 1.00 1.00 1.00 1.00 -
Finance Deputy Director 1.00 1.00 1.00 1.00 -
Finance Manager - - - 1.00 1.00
Senior Budget Analyst - - 1.00 1.00 -
Budget Analyst 1.00 1.00 - - -
Revenue and Customer
Manager - 1.00 1.00 1.00 -
Payroll Administrator 1.00 1.00 1.00 1.00 -
Procurement Officer 1.00 1.00 1.00 1.00 -
Financial Specialist - - - 1.00 1.00
Procurement Agent 1.00 1.00 1.00 - (1.00)
Senior Accountant 2.00 2.00 2.00 2.00 -
Senior Accounting Associate 1.00 1.00 1.00 1.00 -
Accounting Associate 0.75 0.75 0.75 0.75 -
Administrative Assistant 0.50 0.50 0.50 - (0.50)
Asset Systems Manager - 1.00 1.00 - (1.00)
Customer Service
Representative - 2.00 2.00 2.00 -
Tax and License Specialist 1.00 1.00 1.00 1.00 -
Grants Manager 1.00 1.00 1.00 1.00 -
Total Finance 12.25 16.25 16.25 15.75 (0.50)
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Department Summary | Finance
Budget Notes and Changes
1. Personnel & Benefits – Increase primarily due to budgeting for a new Finance Manager
position and performance pay adjustments. The increase was partially offset by reorganization
of positions moving to other departments within the Town.
2. Contracted Services – Increase associated with a cost allocation study that was deferred in
fiscal year 2020-2021 and due to the return of multiple budgeted expenses to pre-pandemic
levels including travel and training.
3. Operating Supplies & Equipment – Increase related to budgeted furniture and equipment
purchases for the new Finance Manager position.
75
LEGAL
Department Overview
The Marana Legal Department provides superior legal services to help the Town become a
sustainable community with a high quality of life. The Legal Department provides legal advice to the
Mayor and Council, the Town Manager’s Office and all Town departments, and directly or through
outside counsel represents the Town in litigation. The Legal Department also prosecutes misdemeanor
offenses and Town Code violations committed within the Town limits and serves as an intermediary
between and among the police, court personnel, victims, witnesses and defendants. In addition to
prosecution of cases, the office helps with the MPD Citizens Police Academy and MPD Explorers and
participates in new officer training, issuing cases, the Southern Arizona DUI Task Force, the Domestic
Violence Justice League, and the Pima County Domestic Violence Fatality Review Team.
2020 – 2021 Accomplishments
Commerce: Provided legal advice to the Airport director, the Economic Development
director, and Planning regarding Marana Regional Airport economic development initiatives,
including the rezoning of Town-owned property known as Marana Air Commerce Park in
anticipation of future sale of the property. Provided legal advice and support regarding major
proposals relating to development, including the Mandarina development agreement, the
Vanderbilt Farms and Marana Main Street development agreements, the proposed Rancho
Marana development agreement amendment, the annexation and pre-annexation
development agreement and related issues regarding La Puerte del Norte, and amendments
to the Specific Plans for Continental Ranch, Dove Mountain, and Villas at Sombrero Peak.
Pursued payment of unpaid Water Resource Development Impact Fees, including
commencing litigation as necessary. Prepared new ordinance regarding regulation of
recreational marijuana in the Town, after passage of proposition 207 in the 2020 election.
Community: Provided legal advice and drafted and revised temporary Town policies,
administrative directives, and emergency proclamations to address the Coronavirus Disease
(COVID-19). Drafted letters and event-related forms in compliance with the Governor’s
COVID-19 executive orders. Provided top-quality municipal criminal and code enforcement,
including efficiently and fairly handling 529 criminal prosecutions, 2 appeals, and 5 code
enforcement cases in the first five months of FY2020, for an annualized estimate of 1,200
criminal prosecutions, 4 appeals and 10 code enforcement cases. Prosecutors were in court
more each week as the court spaced out hearings due to the pandemic and learned to
Civil Legal Services Criminal Prosecution
Town Attorney
76
Department Summary | Legal
utilize Zoom for virtual witness testimony during trials to help keep cases moving. Handled 35
public records requests in the first six months of FY2020, for an annualized estimate of 70 public
records requests. Assisted with procurement issues related to the remodeling of the former
Parks and Recreation building and wrote and presented to Council the lease agreement for
the Chamber’s lease of the building as the new Visitor’s Center. Assisted the Town Clerk’s
Office in finalizing the canvass of the vote for the 2020 primary election.
Innovation: Assisted and advised the Planning Department in reducing the size, bulk, and
complexity of the zoning chapter of the Land Development Code, and reduced redundant
and inconsistent Land Development Code provisions. Drafted policies and directives
regarding telework during the COVID-19 pandemic.
Heritage: Assisted with all aspects of Town special events, including agreements and insurance
issues, including the reimagined Christmas Cruise event, designed to minimize COVID-19 risks.
Recreation: Assisted in the acquisition of property rights from CalPortland for the extension of
the Santa Cruz River Shared Use Path (part of the C. H. Huckelberry Loop). Prepared and
presented the 5th Gladden Farms II development agreement amendment, concerning
funding for new soccer fields and related amenities in Gladden Farms Community Park.
Assisted the Parks & Recreation Department in editing facility use forms and recreational
instructor contracts to add COVID-19 related provisions. Assisted Planning in creating new
subdivision recreation area requirements and the Subdivision Recreational Area Design
Manual.
2021 – 2022 Goals & Objectives
Commerce: Assist the Planning Department in finalizing the land development code
comprehensive revision. Assist in the completion of one or more Marana Regional Airport
economic development deals. Assist in the planning, design, and construction of an air control
tower at the Airport.
Community: Provide legal advice and draft and update any temporary Town policies,
administrative directives, and emergency proclamations as needed to reduce the health and
economic impacts of COVID-19. Provide legal advice and assistance for the completion of
the Adonis Road construction project. Continue providing top-quality municipal criminal and
code enforcement. Provide timely victim notice in all criminal cases involving a victim,
including meaningful opportunities to consult with prosecutors about cases. Provide prompt
disclosure to defendants in all cases to ensure fairness and transparency, as well as smooth
and efficient court hearings. Assist Development Services and Community Development &
Neighborhood Resources in drafting and bringing to Council new Town Code provisions
regarding property maintenance regulations and nuisance properties. Assist the Water
Department in implementing a water wheeling policy regarding providing water service to
areas near Tucson Water facilities that cannot be served directly by Marana Water and do not
meet the Tucson Water service policy for direct service by Tucson Water.
Innovation: Assist in bringing forward and drafting an updated Town strategic plan. Review all
administrative directives on a regular schedule and assist in updating as necessary. Work with
Technology Service to continue to update and refine the Legal Case Tracker app.
77
Department Summary | Legal
Heritage: Provide legal advice and assistance related to continued development of the
Heritage Park and implementation of the Heritage Park Master Plan. Assist in staging safe,
reimagined Town events as we emerge from the COVID-19 pandemic.
Recreation: Assist in the implementation of the Parks and Recreation Master Plan. Complete
the acquisition of right-of-way for the CalPortland segment of the Santa Cruz River Shared Use
Path.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected
Outcome Performance Measure FY 2021
Actual FY 2021 Target
Progress and
Innovation
Efficiently and
effectively
prosecute
misdemeanor
cases
% of cases with initial victim
notices sent out by first
pretrial conference
100% 100%
Ratio of cases disposed to
cases filed 105% 100%
Progress and
Innovation
Provide timely
and accurate
legal advice to
the Town
% of successful outcomes in
personnel matters 100% 95%
% of ordinances/resolutions
drafted within 30 days of
request
97% 90%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $840,485 $899,551 $895,654 $957,344 Note 1 $61,690
Contracted Services 114,991 140,160 93,172 143,244 Note 2 50,072
Operating Supplies &
Equipment 5,418 4,550 6,000 12,300 Note 3 6,300
Total by Category $960,894 $1,044,261 $994,826 $1,112,888 $118,062
78
Department Summary | Legal
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $960,894 $1,044,261 $994,826 $1,112,888 $118,062
Total by Fund $960,894 $1,044,261 $994,826 $1,112,888 $118,062
Budget Notes and Changes
1. Personnel & Benefits – Increase associated with budgeting for a new Paralegal position which
will be hired mid-way through the year, reclassing the administrative assistant position to a full-
time legal clerk, and performance pay adjustments. Increase was partially offset by savings
from employee turnover that occurred in fiscal year 2020-2021.
2. Contracted Services – Increase due to higher contracted legal services related to ongoing
lawsuits.
3. Operating Supplies & Equipment – Increase due to computer equipment and furniture for new
Paralegal position.
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Attorney 1.00 1.00 1.00 1.00 -
Deputy Town Attorney 1.00 1.00 1.00 1.00 -
Senior Assistant Town Attorney 1.00 1.00 1.00 1.00 -
Assistant Town Attorney 1.00 1.00 1.00 1.00 -
Associate Town Attorney 1.00 1.00 1.00 1.00 -
Paralegal - - - 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 -
Legal Document Specialist 1.00 1.00 1.00 1.00 -
Legal Clerk - - - 1.00 1.00
Administrative Assistant 0.50 0.50 0.50 - (0.50)
Total Legal 7.50 7.50 7.50 9.00 1.50
79
TECHNOLOGY SERVICES
Department Overview
The Technology Services Department provides Town departments with the leadership, skills and
technology infrastructure that enable the effective, secure, and efficient use of technology solutions
in support of the vision, principles and strategic goals of the Town of Marana.
2020-2021 Major Accomplishments
Recognized as a top 10 digital city.
Development of the airport tracking application.
Implemented several new cybersecurity measures based on the information cybersecurity
plan.
Implemented a print management solution for all Town printers, resulting in approximately
$30,000 of ongoing annual savings.
Fully documented.
Made accommodations to the Council Chambers to host Zoom meetings.
Deployed a new email archiving solution.
Creation several standard operating procedures and administrative directives that help better
align the use of the Town’s systems with best practice.
2021-2022 Goals & Objectives
Continue to modernize service delivery that is based upon industry frameworks and leads to
improved response times, productivity and customer satisfaction; to include adoption of
formalized standard operating procedures.
Continue to implement items from the information cybersecurity plan.
Update to the Town’s permitting and business license system.
Continue to develop the Town’s Business Continuity Plan.
Implementation of a Town-wide mobile device strategy.
Infrastructure Applications
Technology
Services Director
80
Department Summary | Technology Services
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2021
Actual
FY 2021
Target
Progress and
Innovation
To increase the
availability of Town
network and server
resources
Network and servers
availability 96.25% 99%
Progress and
Innovation
Efficient resolution of
Town technology issues
Resolve incident tickets
submitted to the Help
Desk within the defined
Service Level Objective
82% 80%
Progress and
Innovation
Timely development of
application features
and functionality
Length of time new
application features or
tasks take to move from
one status to another
28 Days 15 Days
Progress and
Innovation
Increase cybersecurity
awareness Town-wide
The average monthly
percentage of staff
completing security
awareness training
79.58% 75%
Progress and
Innovation
Increase cybersecurity
awareness Town-wide
The average monthly
percentage of staffing
failing internal phishing
tests
3.85% 1%
OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $1,326,400 $1,376,908 $1,417,800 $1,682,092 Note 1 $264,292
Contracted Services 879,063 948,431 1,288,975 1,480,325 Note 2 191,350
Operating Supplies &
Equipment 616,082 372,352 333,800 420,950 Note 3 87,150
Capital Outlay 270,457 97,414 - - -
Total by Category $3,092,002 $2,795,105 $3,040,575 $3,583,367 $542,792
81
Department Summary | Technology Services
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $3,092,002 $2,795,105 $3,040,575 $3,583,367 $542,792
Total by Fund $3,092,002 $2,795,105 $3,040,575 $3,583,367 $542,792
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2021
Budget Change
Technology Services Director 1.00 1.00 1.00 1.00 -
Technology Manager 2.00 2.00 2.00 1.00 (1.00)
Technology Supervisor - - - 2.00 2.00
Senior Network Administrator 1.00 1.00 1.00 1.00 -
Network Administrator 1.00 1.00 1.00 1.00 -
Database Administrator 1.00 1.00 1.00 - (1.00)
Software Developer 1.00 1.00 1.00 1.00 -
Senior GIS Analyst 1.00 1.00 1.00 1.00 -
GIS Analyst 1.00 1.00 1.00 1.00 -
Technology Analyst 2.00 2.00 2.00 2.00 -
Technology Support Supervisor - - 1.00 1.00 -
Technology Support Specialist II 2.00 2.00 2.00 2.00 -
Technology Support Specialist I 1.00 1.00 - - -
Asset Systems Manager - - - 1.00 1.00
Assets Coordinator - - - 3.00 3.00
Total Technology Services 14.00 14.00 14.00 18.00 4.00
Budget Notes and Changes
1. Personnel & Benefits – The increase is primarily associated with the Asset Manager and Asset
Coordinator positions moving into Technology Services from other departments, and
performance pay adjustments.
2. Contracted Services – The Increase is associated with new budgeted hardware and software
purchases as well as increased hardware and software maintenance costs to improve
cybersecurity and operations for the Town.
3. Operating Supplies & Equipment – The change is largely associated with computer
replacements for the Town, which was suspended in the prior year due to the pandemic.
82
OFFICE OF ECONOMIC DEVELOPMENT AND TOURISM
Department Overview
To provide clear direction and coordination of economic development and tourism activities in
Marana by the building of public/private sector partnerships to attract and retain a diverse business
and employment base, support new local businesses, develop amenities and attractions to create a
world class destination and provide a high quality workforce. To ensure that all departmental
activities enhance and support the vision of the strategic plan by providing responsiveness to internal
and external customers by the creation of those partnerships.
2020 – 2021 Accomplishments
Continued to update and maintain the www.selectmarana.com property database system
and revised the videos of marketed properties w/updated graphics.
Consulted with, and successfully entered two business entities into the Marana Job Creation
Incentive Program (MJCIP) incentive (PVB Fabrications and Dove Mountain Assisted Living).
Completed Plat and Rezone of the industrial land at the airport.
Completed Lease Agreement for The JD Russel Company’s corporate jet hangar.
Researched, developed, and implemented Business Assistance Program.
Placed PSE Archery in empty 50,000 square foot facility within 48 hours of request.
Facilitated Southwest Gas site selection at Tangerine Commerce Park.
Completed Sales Tax Revenue analysis for resident versus non-resident expenditures.
Drafted a request for quotes for the tourism Master Plan project.
Completed tourism impact dashboard.
Completed comprehensive production crew database for Film Office website (in-progress).
Conducted scouting tours for film location managers and scouts, and film producers and was
invited to speak on 2 panel discussions on the film industry.
Personally assisted 17 film projects, 2 of which were/will be filmed in Marana (March 2020-
February 2021) – during lockdown and/or greatly reduced filming activity.
Scouted and secured locations for a feature film that will be entirely filmed in Marana in March
2021.
Tourism Economic Development
Economic Development
& Tourism Director
83
Department Summary | Office of Economic Development and Tourism
2021 – 2022 Goals & Objectives
Revise Marana Job Creation Incentive Program (MJCIP) to accept Auto and RV Dealerships
into program.
Enter Luke Dealership into MJCIP program.
Secure Amazon site selection within the Town of Marana.
Complete Business Retention & Expansion (BR&E) study and implement plan.
Continue to market and recruit/expand the four main business sectors as outlined in the
Economic Development Strategic Plan.
Continue to promote the Downtown Marana Reinvestment Fund (DMRF) program and
Downtown Overlay Zone for future Marana Main Street businesses.
Complete the Marana Main Street roundabout landscaping/hardscape project.
Continue to recruit unique retail projects for the Marana Center and Marana Main Street
projects.
Continue to identify growth areas of the town for infrastructure strategies.
Continue to work with the Marana Chamber of Commerce for collaboration/partnering
opportunities.
Complete Tourism Master Plan.
Launch new shopping promotion with El Imparcial to enhance reach to Mexico market.
Launch new military family program through Southern Arizona Attractions Alliance (SAAA) to
enhance visitation within regional drive markets.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected
Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress
and
Innovation
To maintain a
sustainable
increase in
living standards
and quality of
life in Marana
Connecting people with decision making
tools
10% YoY
increase
10% YoY
increase
Response rate on RFI within 24 hours of
unsolicited inquiries 100% 100%
Increase of unsolicited inquiries 40% 10%
Implementation of the Econ. Dev.
Strategic Plan by marketing the four focus
areas
One
campaigns
Two
campaigns
Progress
and
Innovation
Influencing
visitation and
purchasing
decisions in the
Town of
Marana
Increase of organic website traffic 391% 10%
Increase personal responsive interactions 25% 15%
Creating and innovating tourism products One One
Influencing travel stays
10
marketing
campaigns
15
marketing
campaigns
84
Department Summary | Office of Economic Development and Tourism
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $332,407 $303,971 $329,385 $398,721 Note 1 $69,336
Contracted Services 218,076 161,003 691,980 708,330 Note 2 16,350
Operating Supplies &
Equipment 1,986 1,656 4,200 3,700 (500)
Capital Outlay - 29,193 48,112 17,500 Note 3 (30,612)
Restricted - - 12,237 120,607 Note 4 108,370
Total by Category $552,469 $495,823 $1,085,914 $1,248,858 $162,944
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $264,533 $220,847 $238,458 $311,435 Note 1 $72,977
Bed Tax Fund 287,935 245,783 349,344 494,923 Note 4 145,579
Downtown Reinvestment Fund - - 450,000 425,000 Note 2 (25,000)
PAG – Econ & Tourism - 29,193 48,112 17,500 Note 3 (30,612)
Total by Fund $552,469 $495,823 $1,085,914 $1,248,858 $162,944
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Director of Economic & Tourism
Development 1.00 1.00 1.00 1.00 -
Tourism & Marketing Manager 1.00 1.00 1.00 1.00 -
Economic Development Specialist 1.00 1.00 1.00 1.00 -
Graphic Designer 0.50 0.50 0.50 0.50 -
Total Economic Development &
Tourism 3.50 3.50 3.50 3.50 -
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Department Summary | Office of Economic Development and Tourism
Budget Notes and Changes
1. Personnel & Benefits – The change is associated with performance pay adjustments and
budgeting a full year for the Economic Development Specialist that was only budgeted for a
half year in fiscal year 2020-2021 to account for a delay in hiring the position due to the
pandemic.
2. Contracted Services – Increase is primarily associated with new funding for a Tourism Master
Plan in the Bed Tax Fund. The decrease in the Downtown Reinvestment fund is due to one-time
funding for roundabout artwork in FY2021 that is not carrying forward into FY2022.
3. Capital Outlay – Decrease associated with the completion of the Transportation Art by Youth
(TABY) grant related artwork at the downtown roundabout.
4. Restricted Budget – Restricted funding programmed to balance the Bed Tax Fund.
86
DEVELOPMENT SERVICES
Department Overview
To ensure that all departmental activities (Planning, Building Safety, Engineering, Environmental and
Real Property) enhance and support the vision of the strategic plan by providing responsiveness to,
and creating partnerships with the development community.
Building Safety Division
The Building Safety division is responsible for establishing the minimum requirements that safeguard
the public health, safety and general welfare through structural strength,
electrical/plumbing/mechanical capacity, means of egress of facilities and properties, stability,
sanitation, adequate lighting and ventilation, energy conservation and safety to life and property
from fire and other hazards attributed to the built environment. These crucial elements in building
safety are addressed during the plan review and the inspection process. The department also assures
the safety of structures for first responders, such as fire fighters and other emergency responding
agencies.
Code enforcement is an essential function of the Building Safety division’s commitment to provide a
safe and attractive built environment for our citizens and visitors to our community. This is
accomplished through adoption of the most up-to-date technical building code, and administration
of that code through field inspection.
The Building Safety division, in an effort to provide the highest level of service to our community,
collectively works with fire service agency within the town to administer provisions of the fire code.
The goal is to maintain the vision of the town, by incorporating the strategic plan into our policies and
procedures whenever possible.
Planning Division
The Planning division is dedicated to the physical, social and economic excellence of the Town
through sound professional planning practices; consistent policy advice; active public participation
and superior public service to promote the welfare and quality of life of the community. Planning is
responsible for administering and implementing the General Plan, the Town Code and the Land
Development Code. The division provides support and recommendations to the Town Council and
Planning Commission to assist each in making decisions regarding land uses and development
proposals. The division processes applications for new development and redevelopment within the
Building Safety Planning
Development Engineering Environmental
Development Services
Director
87
Department Summary | Development Services
Town such as site plan reviews, special use requests, planned development proposals, subdivision
proposals and rezoning requests to ensure compliance with Town requirements.
Engineering, Environmental, and Real Property Division
The Engineering division is responsible for addressing the infrastructure needs throughout the Town.
The Engineering division provides oversight of projects to ensure that private development follows
Town ordinances and engineering practices, maintains the safety of the public and the environment,
recommends mitigation measures to reduce impacts from development and addresses the
infrastructure needs throughout the town. The division manages the floodplain and community rating
system. The division ensures environmental compliance for private development. The division ensures
the Town’s compliance with state and federal mandates as well as clears public infrastructure
projects. The division manages the Town real property through acquisitions, permitting, and
agreements.
2020 – 2021 Accomplishments
Development Services
Staff continued work with Technology Services on preparing for the software update to TrakIT.
Work with development related department on records clean-up in preparation for software
upgrade.
When COVID-19 hit, staff made quickly adjusted our operations to allow for workflow to
continue without any hiccups. 100% electronic submittals and remote inspections allowed up
to stay on top of the increased demand from the development community.
Lead the efforts in coordinating a bi-weekly “Development Team Meeting”. Meetings are
conducted with all departments included in the development review process and done to
assure everyone stays up to date on what is happening in the field or coming through the
process.
Building Safety Division
Continue to refine Implemented electronic inspection program, reducing paperwork in the
field.
Implement the Remote Virtual Inspection (RVI) program for minor permits.
Created permitting and inspection program for water heaters and HVAC permits to simplify
process and improve customer service.
Expanded upon online inspection program, all inspection requests from production home
builder are done through online system, dramatically reducing phone requested inspections.
Expanded upon electronic applications and accept electronic plan submittals. All application
are submitted electronically.
Implement electronic plan review program. 100% of plan review is completed electronically.
88
Department Summary | Development Services
Planning Division
Planning staff led the effort to engage local stakeholders in the drafting and approval of new
private subdivision recreation requirements. The Town Code was amended to reflect the
updated standards as well as the incorporation of a design manual with specific recreation
area design criteria.
Planning staff continues to work on the Land Development Code update with a focus on
zoning regulations.
Planning staff continues to refine the monthly report of commercial and residential
development permit activity and key metrics in the Town. The report identifies important trends
that are easily identified through graphic representation in charts and maps.
Engineering Division
Completed the Impact Fee Study.
Completed the Letter of Map Revision (LOMR) for the Marana Regional Airport.
Completed the update to Title 19 Grading.
Completed the Northwest Marana Drainage Study.
Successful Biannual Federal Emergency Management Agency audit.
Completed new kiosk sign design and began replacement program.
Sponsored Project WET remote water festival.
2021 – 2022 Goals & Objectives
Development Services
Work with Legal and other departments to finalize the final updates to development related
codes and bring them through the review and approval process.
Work with development related departments to identify and implement efficiencies for
services delivered in the field (i.e. residential final inspections).
Evaluate staff levels and locations within the department to increase workflow and
productivity.
Through cross-training, enhance the “Single Point of Contact” service provided to the Town’s
customers by the Development Coordinators.
Building Safety Division
With upgrade in permitting software continue to explore and develop efficiencies with internal
and external customers.
Expand upon Implementation of Remote Virtual Inspection (RVI) program offering more virtual
inspections.
Simplify permit reviews where permit techs/coordinator complete general plan review (over
the counter issuance).
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Department Summary | Development Services
Public outreach and educational awareness (schools) expand upon prior initiative and
implementation of internship program.
With moving to 100% electronic submittal, review and inspection, work with Technology
Services regarding data security and continuity of operations.
Work with legal department to update Town code in regards to building code administration
and coordination with the Land Development Code (LDC), and Code Enforcement.
Planning Division
Planning staff will work to update the remaining chapters of the Land Development Code and
relocate them to the Town Code.
Planning staff will create a simplified rezoning process with reduced criteria for parcels with
outdated zoning types identified in the planned, revised zoning code.
Planning staff will examine the public involvement process for specific land use cases and
develop new criteria for public notification.
Planning staff will continue to review, assess, revise and implement new development review
policies and procedures in order to provide better service for our customers.
Engineering Division
Environmental staff will work towards accomplishing a successful and compliant Stormwater
audit.
Environmental staff will continue to work towards completing the Stormwater Outfall mapping.
Real Property staff will continue to work towards completing an in-house Real Property
repository.
Development Engineering staff will continue to streamline the review process with
Development Services.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Progress and
Innovation
Improve staff training,
education, and certification
levels
International Code
Certifications received
1 staff
due to
COVID
4 staff
Arizona Building Official
Association code training
sessions attended per year
2 staff
due to
COVID
8 staff
90
Department Summary | Development Services
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Commerce
Ensure sufficient response to
public for permitting and
inspections
Single family dwelling plans
reviewed within five days 96% 90%
Model plan reviews
completed within five days 90% 70%
Field inspections completed
within 1 business day of
request
99.5% 100%
Commerce
Streamline public processes to
facilitate work with public and
developers
In-house plan reviews as a %
of total plan reviews taken 100% 90%
Community Perform inspections for building
code compliance
Build Code Compliance
inspections performed 17,224 17,000
Community
To provide exceptional
customer service through our
Development and Utility
Services
% development of related
projects reviewed within
assigned time (first submittal)
95% 95%
% of permits approved within
assigned time frame 97% 95%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $2,582,588 $2,728,798 $2,806,649 $2,780,586 Note 1 $(26,063)
Contracted Services 421,034 275,720 171,725 230,628 Note 2 58,903
Operating Supplies &
Equipment 60,114 66,792 72,900 70,828 (2,072)
Capital Outlay 18,013 15,484 369,115 352,075 Note 4 (17,040)
Restricted - - 15,000 75,000 Note 3 60,000
Total by Category $3,081,749 $3,086,794 $3,435,389 $3,509,169 $73,780
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $3,052,350 $3,076,719 $3,091,794 $3,175,614 $83,820
Downtown Reinvestment
Fund 10,740 - 343,595 333,555 Note 4 (10,040)
HURF 18,659 10,075 - - -
Total by Fund $3,081,749 $3,086,794 $3,435,389 $3,509,169 $73,780
91
Department Summary | Development Services
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Development Services Administration
Development Services Director 1.00 1.00 1.00 1.00 -
Business Process Supervisor - 1.00 1.00 1.00 -
Business Process Analyst 1.00 - - - -
Executive Assistant 1.00 1.00 1.00 1.00 -
Building Safety
Chief Building Official 1.00 1.00 1.00 1.00 -
Assistant Building Official 1.00 1.00 1.00 1.00 -
Chief Building Inspector 1.00 1.00 1.00 - (1.00)
Senior Plans Examiner 2.00 2.00 2.00 2.00 -
Plans Examiner 1.00 1.00 1.00 1.00 -
Building Inspector II 2.00 2.00 2.00 2.00 -
Building Inspector I 1.00 1.00 2.00 2.00 1.00
Permit Clerk 3.00 3.00 2.00 1.00 (1.00)
Development Coordinator 1.00 1.00 1.00 1.00 -
Planning
Planning Manager - - - 1.00 -
Principal Planner 1.00 1.00 1.00 - -
Senior Planner 5.00 5.00 5.00 5.00 -
Engineering
Development Services Deputy Director - - - 1.00 1.00
Town Engineer 1.00 1.00 1.00 - (1.00)
Engineering Deputy Director 1.00 1.00 1.00 - (1.00)
Civil Engineer 1.00 - - 1.00 1.00
Environmental Project Manager 1.00 1.00 1.00 1.00 -
Engineering Specialist 2.00 2.00 2.00 2.00 -
Construction Inspector 1.00 - - - -
Development Engineering Division
Manager 1.00 1.00 1.00 1.00 -
Development Coordinator 1.00 1.00 1.00 1.00 -
Real Property Manager - - - 1.00 1.00
Real Property Coordinator - - - 1.00 1.00
Total Development Services 32.00 30.00 30.00 31.00 1.00
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Department Summary | Development Services
Budget Notes and Changes
1. Personnel & Benefits – Overall, the decrease is a result of a reorganization that occurred during
fiscal year 2020-2021 combined with staffing changes and new positions for the department.
With the exception of the Town Engineer who is moving into the Town Manager’s Office the
Engineering Division of the Engineering Department is now part of the Development Services
Department. The Town Engineer’s movement to the Town Manager’s office is partially offset by
budgeting for two new positions, a Real Property Manager and a Real Property Coordinator,
and pay for performance increases.
2. Contracted Services – Increase is primarily due to a return to pre-pandemic levels in multiple
areas including on-call engineering, right of way services, and travel and training.
3. Restricted Budget – For unforeseen on-call engineering services related to the department
transition and unforeseen re-organization costs.
4. Capital Outlay – Prior year funding is primarily related to the Marana Re-alignment project
which was funded by the Downtown Reinvestment Fund, most of which is being carried into
fiscal year 2022.
93
POLICE
Department Overview
The Mission of the Marana Police Department (MPD) is to provide unparalleled service and unwavering
protection to every person in the Town of Marana and to do so with uncompromised integrity. We are
committed to becoming the most well respected police department in the State of Arizona.
2020-2021 Accomplishments
Completed the second year of the Arizona Law Enforcement Accreditation Program (ALEAP)
process.
Maintained clearance rates higher than the national average for crimes of violence according
to the FBI publication, Crime in the United States.
Raised $20,000 for charity via our 5th annual Pride for the Patch Golf Tournament. This year’s
proceeds will be going for “Shop with a Cop” to help out needy families this holiday season,
who have struggled a financial burden from the Covid-19 pandemic. We will be utilizing $8,000
for our Shop with a Cop event and the rest will be divided between Open Doors and the Marana
Food Bank.
Maintained current crime rates based on Part I crimes/thousand residents.
Maintained police response times at current levels.
2021-2022 Goals and Objectives
Maintain or exceed department clearance rates for crimes of violence as compared to the
previous year.
Maintain or exceed department clearance rates for property crimes as compared to the
previous year.
Implement a Drone Program to assist with speeding up serious/fatal accident investigations,
search for lost hikers and children, and search for fleeing suspects.
Maintain or improve current crime rates based on Part I crimes/thousand residents.
Maintain or improve response times to citizen calls for police services.
Field Services Bureau
Patrol, Criminal Investigations, DART, Motors, K-9,
Auto-theft, CNA, DEA
Support Services Bureau
Communications, Records,Property and
Evidence,Crime Scene Unit, Community Resources,
SRO, Hiring, Backgrounds, VIPS, Crime Prevention,
Training, PIO, IA, Accreditation, Audit
Chief of Police
94
Department Summary | Police
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected
Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
To maintain a
safe
community for
all Marana
residents,
citizens, and
visitors
Maintain or exceed department
clearance rates for all part 1 crimes* as
compared to the previous year
1,191 1,131
Maintain or reduce total number of part
1 crimes* (excluding shoplifting) per
1,000 residents as compared to the
previous year
680 646
Maintain or reduce traffic collision rates
based on total number of collisions per
1,000 residents as comparted to the
previous year
790 750
*Part 1 crimes as defined by the FBI Uniformed Crime Reporting code.
OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel &
Benefits $12,658,017 $13,429,845 $13,522,215 $15,278,959 Note 1$1,756,744
Contracted
Services 555,136 1,948,924 530,586 605,206 Note 2 74,620
Operating Supplies
& Equipment 1,238,249 1,495,120 1,541,944 1,502,927 Note 3 (39,017)
Capital Outlay 934,086 506,001 86,500 605,000 Note 4 518,500
Restricted - - - 30,000 Note 5 30,000
Total by Category $15,385,488 $17,379,890 $15,681,245 $18,022,092 $2,340,847
95
Department Summary | Police
OPERATING BUDGET SUMMARY BY FUND
Expenditures by
Fund
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $13,549,722 $14,693,191 $14,123,519 $16,391,711 Note 6 $2,268,192
Grants &
Contributions Fund 866,451 1,103,963 1,137,612 1,468,154 Note 7 330,542
RICO Fund 920,158 61,422 337,580 127,500 Note 8 (210,080)
Police Impound
Fund - 11,676 82,534 34,727 Note 9 (47,807)
Emergency
Telecommunication
Fund
49,157 1,509,638 - - -
Total by Fund $15,385,488 $17,379,890 $15,681,245 $18,022,092 $2,340,847
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Chief of Police 1.00 1.00 1.00 1.00 -
Deputy Chief of Police 1.00 1.00 1.00 - (1.00)
Police Captain 1.00 1.00 1.00 2.00 1.00
Police Lieutenant 2.00 2.00 3.00 4.00 1.00
Police Sergeant 11.00 11.00 13.00 15.00 2.00
Police Officer 71.00 74.00 66.00 68.00 2.00
Police Detective - - 5.00 5.00 -
Police Records Supervisor 1.00 1.00 1.00 1.00 -
Police Telecommunications Manager 1.00 1.00 1.00 1.00 -
Police Telecommunications Supervisor 1.00 1.00 1.00 2.00 1.00
Dispatcher 13.00 13.00 13.00 13.00 -
Police Records Specialist 2.00 2.00 2.00 2.00 -
Police Records Clerk 4.00 4.00 4.00 4.00 -
Crime Scene Property & Evidence
Supervisor 1.00 1.00 1.00 1.00 -
Property & Evidence Records Clerk 1.00 1.00 1.00 1.00 -
Crime Analyst 1.00 1.00 1.00 1.00 -
Crime Scene Specialist 3.00 3.00 3.00 3.00 -
Administrative Supervisor 1.00 1.00 1.00 1.00 -
Customer Service Representative - - 1.00 1.00 1.00
Customer Service Clerk 1.00 1.00 1.00 - (1.00)
Administrative Assistant 1.00 1.00 1.00 1.00 -
Total Police 118.00 121.00 121.00 127.00 6.00
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Department Summary | Police
Budget Notes and Changes
1. Personnel & Benefits – The increase is related to budgeting for five new Police Officers positions
and a new Dispatcher position, and performance pay and benefits adjustments.
2. Contracted Services – Increases associated with upgrades to computer support and radio
systems, as well as budget capacity for vehicle maintenance and travel and training
appropriations returning to pre-pandemic levels.
3. Operating Supplies & Equipment – Decrease result of less one-time expenditures in RICO fund than
fiscal year 2020-2021which was partially offset by increased budget capacity for uniforms for new
Officers.
4. Capital Outlay – Increase is associated with vehicles purchased for five new officer positions and
a lieutenant in fiscal year 2021-2022. Additionally, the MPD Console Modernization capital project
is programmed for fiscal year 2021-2022.
5. Restricted Fund – Restricted expenditure authority in the event of any PSPRS Cancer Insurance
claim payouts. The Town would act as a pass-through entity between PSPRS and the claimant.
6. General Fund – Increase is associated with a combination of new position costs, performance
pay adjustments, new one-time purchases, capital projects, and normal operating expenditures
returning to pre-pandemic levels.
7. Grants & Contributions fund – Increase associated with anticipated increases to grant awards
that help fund several Police Department programs, including a new School Resource Officer,
mostly through salary and overtime grant awards.
8. RICO fund – Decrease associated with less one-time purchases for police operations in fiscal year
2021-2022 as the department shifted budget to this fund in fiscal year 2020-2021 due to the impact
of the pandemic to the General fund.
9. Police Impound fund – Decrease associated primarily with the one-time purchase of a police
vehicle in fiscal year 2020-2021.
97
COURTS
Department Overview
Marana Municipal Court adjudicates civil and criminal traffic, Town ordinance, and criminal
misdemeanor offenses that occur within the Town limits, as well as issuing civil orders of protection
and injunctions against harassment. The mission of Marana Municipal Court is to provide a forum for
the fair, impartial, and efficient adjudication of those violations in an environment that is respectful
and safe for all who interact with the justice system.
2020 - 2021 Accomplishments
Provided defendants with active warrants the option of walking in to court during business
hours to address their warrants, rather than requiring them to wait for the next official court
session, thereby preventing unnecessary incarceration and reducing jail costs for the Town.
Provided judicial staffing during Marana Police Department warrant sweeps to prevent police
officers from having to transport defendants to the jail, thereby increasing the efficiency of the
program, preventing unnecessary incarceration, and reducing jail costs for the Town.
Continued implementation of the Arizona Supreme Court’s Security Standards
Recommendations, to include both armed security officers becoming certified by attending
and successfully completing the Court Security Officer Academy and Firearms Academy, all
paid for with non-general fund monies.
Operated a Mental Health Court program to provide greater services and accountability for
defendants with mental health diagnoses.
Continued updates to the Marana Court webpage, providing clearer language and more
access to self-service resources.
Provided exemplary access to the court throughout the pandemic, keeping our doors open
each and every day and providing multiple safe options for court users to resolve cases.
Implemented a return to jury trials plan to ensure the safety of jurors and trial participants when
jury trials can safely resume.
Streamlined the plea by mail process so that eligible cases can be resolved without a personal
appearance by the defendant.
Began construction process for jury assembly room.
2021 – 2022 Goals & Objectives
Continue updates to the Marana Court webpage to provide the public with additional
resources for interacting with the court system.
Judicial Division Administrative Division
Town Magistrate
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Department Summary | Courts
Continue to seek methods to provide court users with greater access to justice.
Continue construction process for jury assembly room.
Install a publicly accessible AZPOINT computer kiosk for court users.
Continue exploration of the Town Public Defender option.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
Provide for a forum
for fair, impartial, and
efficient adjudication
of alleged violations
in an environment
that is respectful and
safe
percentage of cases with
customer service complaints less than 1% less than 1%
Percentage of cases
adjudicated 100% 100%
Percentage of cases referred
to judicial commission less than 1% less than 1%
Community
Provide participants in
the court system with
necessary services for
the fair adjudication
of cases
Percentage of qualified
cases receiving court
appointed cases
100% 100%
Percentage of qualified
cases receiving interpreter
services
100% 100%
Community
Promptly disburse
monies received by
the court, which are
held in trust and
payable as restitution,
bonds, or fees
Percentage of timely
disbursements for bond
refunds, restitution orders, fees
to other government
agencies, and payment for
services
100% 100%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $897,375 $972,677 $986,790 $1,127,251 Note1 $140,461
Contracted Services 130,509 113,236 223,700 227,300 Note 2 3,600
Operating Supplies &
Equipment 30,038 11,925 94,750 146,555 Note 3 51,805
Capital Outlay - 65,262 410,000 350,000 Note 4 (60,000)
Total by Category $1,057,922 $1,163,100 $1,715,240 $1,851,106 $135,866
99
Department Summary | Courts
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $955,601 $1,076,522 $1,102,740 $1,247,301 $144,561
JCEF Fund 14,471 39,981 90,000 131,805 Note 3 41,805
Fill the Gap Fund - - 34,500 34,500 -
Local Technology Fund 87,850 46,597 488,000 437,500 (50,500)
Total by Fund $1,057,922 $1,163,100 $1,715,240 $1,851,106 $135,866
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Town Magistrate 1.00 1.00 1.00 1.00 -
Court Operations Specialist 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 1.00 -
Court Probation Monitor 1.00 1.00 1.00 1.00 -
Court Security Officer 2.00 2.00 2.00 2.00 -
Court Collections Specialist 1.00 1.00 1.00 1.00 -
Court Supervisor 1.00 1.00 1.00 1.00 -
Senior Courtroom Specialist 1.00 1.00 1.00 1.00 -
Courtroom Specialist 1.00 1.00 1.00 1.00 -
Court Clerk 3.00 3.00 3.00 3.00 -
Senior Court Clerk 1.00 1.00 1.00 1.00 -
Total Courts 14.00 14.00 14.00 14.00 -
Budget Notes and Changes
1. Personnel & Benefits – The change is primarily associated with salary savings programmed in fiscal year
2020-2021 to maintain the Court Supervisor position that is now budgeted to be filled in fiscal year 2021-
2022. Additional increases are from performance pay adjustments.
2. Contracted Services – Change associated with increased per diem and mileage reimbursement
budgeted for jury participants as more jury trials are expected in fiscal year 2021-2022.
3. Operating Supplies & Equipment – Increase is associated with security upgrades and enhancements to
the Courts budgeted for fiscal year 2021-2022.
4. Capital Outlay – Increase is primarily associated with the use of Local Technology funds toward the
construction of the Court’s Jury Room addition. This is carried over from fiscal year 2020-2021. As
construction is planned to start in April 2021, this amount might be adjusted further (downward) prior to
the completion of the budget process.
100
PUBLIC WORKS
Department Overview
The Public Works Department is committed to providing the highest level of service and showcase
Marana’s high standard of excellence while planning, designing, constructing, operating, and
maintaining safe and reliable infrastructure for the community. The Department strives to spend
taxpayer funds judiciously, execute cost-effective designs, and employ innovative ways to operate,
improve, maintain, and enhance public facilities, roadways, bridges, sidewalks, ADA ramps,
drainage-ways, landscaping, traffic signals, street lights, pavement markings, and Town fleet in an
efficient manner and, subsequently, improve the quality of life in the Town. The airport which is a
division of Public Works is presented as a separate department summary.
2020-2021 Accomplishments
Facilities Management:
B Building Tenant Improvement Project has been completed for Water, Parks and Recreation
and Community and Neighborhood Services Departments.
Facilities staff remodeled the old Water Department side at the MOC A Building for Public
Works Administration, Traffic and Facilities to occupy.
The Parks Administration Building has been remodeled to create a Visitors Center Facility for
the Town that will house the Marana Chamber of Commerce.
The existing cubicles from the MOC Public Works modular building have been relocated to PD
Communication to replace the old wood desk overflow stations and provide a more
functional work area that fits 2 additional staff.
Fleet Services:
Second year vehicle and equipment GPS tracking system in order to prioritize Town-wide
services and reduce vehicle/equipment idle time. This will assist in reducing fossil fuel resources
and wear and tear on equipment and vehicles.
All Fleet employees gained valuable Red Cross CPR, First Aid, and AED LifeSaver course training.
Completed over 375 Cartegraph tasks on vehicles, equipment and machinery at a cost of over
$520,000 in parts and labor.
Will be requisitioning and purchase and replacement of 22 vehicles and equipment at a cost
over $1.125 million, utilizing the Town’s Capital Vehicle replacement funds through a priority
phased program based on actual needs
Traffic & Streets Capital improvement Program
Facilities Management Fleet Services
Administration
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Department Summary | Public Works
Surplused vehicles and equipment resulting in $97,664.20 from Sierra Auction and $22,150.00
from the Public Surplus online auction with proceeds going back into the Town’s general fund.
Shop inventory constantly being audited and reduced to account for and reduce overhead
operating cost.
Reviewing FY21 and future FY22 budget and making adjusted recommendations to finance in
order to reduce expenditures for a sound budget.
Reviewing and possibly extending service life of equipment and vehicles due to current
pandemic.
Working smarter and implementing ways to reduce operating and maintenance cost without
compromising safety and customer service.
Have several plans in motion and available should social distancing operations become more
critical in order to maintain current level of scheduled and unscheduled services.
Working on goals to eventually gain automotive service at sally port, with Fleet having on hand
the major automotive support equipment for that facility.
Street Maintenance:
Implemented weed abatement program/contractor services.
Supplemented inmate services with contractor services due to COVID-19 impact.
Impacted areas include I-10 and Town right-a-away landscape.
Implemented ADA ramp, sidewalk and curb maintenance program.
Implemented the annual pavement preservation and crack sealing program as part of the
Pavement Management Program. The Town is completing the preservation of 140 lane miles.
Implemented the Annual Culvert Maintenance Program; the Town has over 800 culverts Town
wide.
Implemented Street Sweeping Program. Major roadways are swept monthly and subdivisions
are swept quarterly.
Implemented the Annual Road Failure Repair Program, identifying road failures ahead of time
will help reduce emergency repairs and allow us to be more proactive with roadway
maintenance.
Traffic:
Developed a scope of work and selected a contractor for conversion of decorative lamps on
the public streets near the Marana Municipal Complex to LED to realize annual cost savings.
Conducted aspects of an audit of fiber-optic and communications equipment for traffic signal
connectivity.
Using data from traffic signal equipment and the University of Arizona research team has
evaluated traffic patterns before and during the pandemic.
Turned on a new traffic signal at Dove Mountain/Moore Road, including successful
coordination with the Marana School District, the design engineering firm, the construction
firm, and the Dove Mountain HOA.
Improved traffic flow at Twin Peaks/Coachline while maintaining safety for schoolchildren
using a pedestrian-activated illuminated “NO RIGHT TURN ON RED” sign.
Updated sign database to include up to 90% of existing signs.
Developed a pavement marking maintenance program, separating short line and long lines,
according to district, to provide a predictable schedule for pavement restriping.
Developed a concept for signing for special traffic enforcement on Scenic Drive.
Developed a scope of work for traffic noise study in the Dove Mountain area, collected noise
level measurements, and provided continuing updates with constituents.
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Department Summary | Public Works
Received and have on file signed contracts for all school zones operating within Town limits,
according to State guidelines.
Developed concept for safe parking and access to the Central Arizona Project (CAP) canal
linear park.
Capital Improvement Program:
Completed the design and started construction of the new Courts Jury Assembly Room.
Completed the design of CalPortland Shared Use Path.
Completed the design and began utility relocations for Lon Adams Road.
Completed construction of Adonis Subdivision Improvements.
Completed construction of Avra Valley Road.
Completed construction of Tortolita Sidewalks.
Completed design and construction for Adonis Road Extension.
Assisted Parks and Recreation with the developer design of Saguaro Bloom Park and
Gladden Farms Park.
Completed construction Camino de Oeste.
Completed construction Marana Main Street and Settlement Repair .
Completed Gladden Farms Hawk Signal.
Completed design of Thornydale Road.
Completed design of Twin Peaks – Sandario Intersection.
Completed 2021 Pavement Preservation Program and a series of rubberized chip seals
throughout the Town.
Completed repairs to settlement areas in The Pines neighborhood.
Started construction of the Transportation Art by Youth (TABY) Downtown Roundabout
Project.
Completed design and started construction of Clark Farms Flow Split.
Complete design and started construction of Marana Rd – Sanders Road 21-inch Main.
2021 - 2022 Goals & Objectives
Administration:
The Public Works Department is working to achieve the status of Accredited agency through
the American Public Works Association (APWA). The objective is to create impetus for
organizational self-improvement, stimulate a general rising of standards, and improve
performance and the delivery of services.
Facilities Management:
Transition away from the contract custodial staff to internal custodial staff to better serve the
needs of the Town.
Finalize the Facilities Asset Management templates to start entering all Facilities assets into the
system. Have all staff utilize the Cartegraph work management system to track tasks and
request.
Assess the old Public Works modular buildings at the MOC to see if they can be remodeled for
future use and /or remove due to age and maintenance cost.
Remodel the old PD Sally Port for Fleet to occupy as an automotive service facility at MMC.
This project was put on hold due to budgetary constraints.
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Department Summary | Public Works
Update Facilities Master Plan to add standard Town colors, asset inventory with replacement
program and updated department needs assessments, and to identify ownership and
responsibilities of all Town Assets.
Review the recommendations of the comprehensive energy audit from Wendel Energy and
plan a replacement plan based on the Town’s best interest and practices.
Fleet Services:
Update and reduce older shop parts inventory system in asset tracking in Cartegraph.
Provide service and maintenance support at MMC Sally Port.
Update staff technical skills and obtain additional ASE certifications.
Explore new maintenance software for vehicles and equipment.
Work with Safety in providing updated equipment training on new equipment in order to be
compliant with OSHA standards.
Street Maintenance:
Continue to assist with implementation of the Pavement Management Projects.
Continue Annual Crack Sealing Program as part of Pavement Management Program.
Continue the Annual Road Failure Repair Program, identifying road failures ahead of time will
help reduce emergency repairs and allow us to be more proactive with roadway
maintenance.
Continue sidewalk, curb and ADA Ramp Maintenance Program.
Establish ADA ramp compliance program Town-wide/Federally mandated. (CIP Project)
Continue Culvert Cleaning Program. (800 culverts Town-wide)
Continue Weed Abatement Maintenance Program/Contractor Service.
Establish Landscape Beautification Program. Identify older infrastructure in Town ROW. (CIP
Project)
Continue Town Bridge Painting Program. Orange Grove TI (IGA ADOT)
Continue Street Sweeping Program – roadways swept monthly and subdivisions swept
quarterly.
Continue Bridge De-Icing Program (Operation Freeze).
Continue Establishing a Town Bridge Management/Maintenance Program, addressing any
needed repairs identified by ADOT’s National Bridge Inspection Program.
Continue Annual Maintenance Program for Orange Grove Pump Station. (Add Alert System)
Continue Improving Storm Preparedness Plan. (Operation Splash)
Continue to work with Special Events, Parks, and Facilities on Town Events.
Continue the Partnership between Public Works and Parks to better utilize departments
expertise and resources that will benefit the Town.
Continue to supplement inmate services with contractor services as needed due to COVID-19
impact. Impacted areas include I-10 and Town right-of-way landscape.
Traffic:
Begin implementation of a multi-year plan that utilizes the Town's existing investments in traffic
signal infrastructure to produce a state-of-the-art signal system.
Prepare a Traffic Signal Management Plan that spells out how the traffic signal system will be
operated and managed to meet the Town's goals and objectives for safe and efficient traffic
signal operations.
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Department Summary | Public Works
Develop a Functional Class Map for Town of Marana for use with planning, engineering, and
maintenance activities.
Improve the process by which over-sized vehicle permits are evaluated.
Develop formal documentation of all policies, procedures and practices for Traffic Operations
activities.
Capital Improvement Program:
Complete construction of Cal Portland Shared Use Path.
Complete construction of Lon Adams Road.
Complete State Land acquisitions and potentially start construction of Twin Peaks over
Rattlesnake Pass.
Complete construction of the next phase of Silverbell Road Sidewalks.
Complete design and construction of Rillito Village Trail Drainage Improvements.
Complete construction of the 2022 Pavement Preservation Program.
Complete subsurface stabilization for the Pines Subdivision.
Complete design for El Rio Disc Golf.
Design and Construct the Pole Barn at the Heritage Farm.
Complete construction for airport runway lighting project.
Start design for Adonis Extension Ph2.
Start design for Marana Main Street Extension.
Start design for Tangerine Farms Road, Marana Road to I-10.
Start design for Tangerine Road Widening, Phase 2A.
Complete site selection study and start design for Marana Community & Aquatic Center.
Complete construction of MMC Drainage Improvements.
Complete second phase rehabilitation of Postvale/Grier Roads.
Complete second phase rehabilitation of various roads in south Marana.
Complete rehabilitation of Twin Peaks Road to west Town limit.
Complete design and reconstruction of the MOC parking lot.
Complete design and construction of MOC security walls and entry gate.
Complete electrical improvements to Civic Center Drive.
Complete LED street lighting project near Crossroads Park.
Complete design and construction for El Rio Disc Golf.
Complete construction for parking lot at El Rio.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
Accurately assess town facilities
and assets to determine
ownership
Continual updating and
maintaining of ownership
assessment
100% 100%
Progress and
Innovation
Reduce overhead and
operating costs related to an
aging fleet of vehicles
Percentage of vehicles
greater than 15 years of
age or near end of life
replaced
100% 100%
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Department Summary | Public Works
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community To maintain the Town's streets at
an acceptable high level
Continue with the
Pavement Preservation five-
year plan
100% 100%
Community
Increase the capacity of
roadway corridors through
innovational use of technologies
and decrease traffic delays
Percentage increase of
roadway capacity plus
percentage decrease of
traffic delays
5% 5%
Commerce
To ensure that capital
improvement projects advance
the community's economic
development goals
Percent of projects that
advance economic
development goals
100% 100%
Commerce
To ensure that capital
rehabilitation projects adhere to
aesthetic standards
Percent of rehabilitation
projects that are able to
improve upon the
aesthetics of the corridor
35% 40%
Commerce
To ensure that capital
improvement projects adhere to
aesthetic standards
Percent of projects that are
able to improve upon the
aesthetics of the corridor
100% 100%
OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $3,700,905 $4,053,099 $4,112,088 $4,592,264 Note 1 $480,176
Contracted Services 2,531,147 4,200,306 3,859,195 4,349,029 Note 2 489,834
Operating Supplies &
Equipment 769,997 377,380 404,911 565,313 Note 3 160,402
Capital Outlay 12,697,885 6,806,875 26,084,491 31,862,352 Note 4 5,777,861
Debt Service 1,418 3,652 - - -
Restricted Budget - - 695,000 300,000 Note 5 (395,000)
Total by Category $19,701,352 $15,441,312 $35,155,685 $41,668,958 $6,513,273
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Department Summary | Public Works
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $5,101,528 $6,283,510 $6,446,983 $7,388,998 Note 6 $942,015
Highway User Revenue
Fund 2,468,042 4,070,944 4,166,655 3,970,048 Note 7 (196,607)
South Benefit Area
Impact Fee - - 535,000 5,573,071 5,038,071
Park Impact Fee Fund - 2,008 - - -
Transportation Fund 10,623,936 4,720,199 19,407,698 14,670,602 (4,737,096)
Pima Association of
Governments - - - 189,000 Note 8 189,000
Other Agency 88,768 - 2,010,000 8,510,000 6,500,000
RTA 1,301,722 17,157 - 750,000 750,000
Northeast Benefit Area
Impact Fee 180 - 43,582 32,336 (11,246)
Other Capital Projects 114,463 347,494 2,510,767 561,149 (1,949,618)
Northwest Benefit Area
Impact Fee 2,713 - 35,000 23,754 (11,246)
Total by Fund $19,701,352 $15,441,312 $35,155,685 $41,668,958 $6,513,273
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Public Works Director 1.00 1.00 1.00 1.00 -
Public Works Deputy Director 1.00 1.00 1.00 1.00 -
Traffic Manager 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 1.00 -
Fleet Division
Superintendent 1.00 1.00 1.00 1.00 -
Lead Fleet Technician 1.00 1.00 1.00 1.00 -
Fleet Technician II 2.00 2.00 2.00 2.00 -
Fleet Technician I 1.00 1.00 1.00 1.00 -
Equipment Mechanic 1.00 1.00 1.00 1.00 -
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Department Summary | Public Works
TENTATIVE - AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Streets Division
Superintendent 1.00 1.00 1.00 1.00 -
Traffic Technician III 1.00 1.00 1.00 1.00 -
Traffic Technician II 1.00 1.00 1.00 1.00 -
Traffic Technician I - 1.00 - - -
Signs & Markings Technician I - - 1.00 1.00 -
Signs & Markings Specialist 1.00 1.00 1.00 1.00 -
Public Works Supervisor 2.00 2.00 2.00 1.00 (1.00)
Equipment Operator II 1.00 1.00 1.00 1.00 -
Equipment Operator I 2.00 3.00 3.00 3.00 -
Maintenance Associate III 7.00 7.00 7.00 3.00 (4.00)
Maintenance Associate II 4.00 4.00 4.00 4.00 -
Maintenance Associate I 1.00 1.00 1.00 4.00 3.00
Engineering Aide 1.00 1.00 1.00 1.00 -
Engineering Specialist 1.00 1.00 1.00 1.00 -
Assets Coordinator 1.00 1.00 1.00 - (1.00)
Facilities Division
Superintendent 1.00 1.00 1.00 1.00 -
Public Works Supervisor 1.00 1.00 1.00 1.00 -
Facilities Tradesman 2.00 2.00 2.00 2.00 -
Facilities Technician II 1.00 2.00 2.00 3.00 1.00
Facilities Technician I 1.00 1.00 1.00 1.00 -
Custodian II - - - 1.00 1.00
Custodian I - - - 3.00 3.00
Capital Improvement Program
CIP Engineering Division Manager 2.00 2.00 2.00 2.00 -
Project Manager 3.00 3.00 3.00 3.00 -
CIP Process Analyst 1.00 1.00 1.00 1.00 -
Construction Inspector 2.00 3.00 3.00 3.00 -
Right of Way Inspector 1.00 1.00 1.00 1.00 -
Real Property Acquisition Agent 1.00 - - - -
Project Coordinator - CIP 1.00 1.00 1.00 1.00 -
Engineering Document Clerk 1.00 - - - -
Real Property Coordinator - 1.00 1.00 - (1.00)
Total Public Works 53.00 56.00 56.00 57.00 1.00
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Department Summary | Public Works
Budget Notes and Changes
1. Personnel & Benefits – Increase is related to the reorganization of the Engineering Department,
with most of the CIP division positions moving to Public works, while also adding one new
facilities Technician II position and four new Custodian positions. Additional increases relate to
performance pay adjustments and other benefits adjustments for existing and new positions
that will be hired in fiscal year 2021-2022. The new Custodian positions will replace the
currently contracted custodial services contract and will provide for an improved level of
service to Town facilities.
2. Contracted Services – Increase primarily due to higher funding for the Pavement Preservation
Program which was partially offset by decreased costs related to landscaping operations and
maintenance costs that moved to the Parks and Recreation and Recreation Department.
3. Operating Supplies & Equipment – Increase is related to budget furniture costs for CIP
personnel moving to the public works department space in the MOC building as part of the
reorganization. Increased costs are also related to new gym equipment to be purchased for
the MOC complex.
4. Capital Outlay – Increase associated with one-time purchases and capital projects such as
the Twin Peaks Rattlesnake Pass Widening project and Tangerine Road Widening project.
Please refer to the separate Capital Improvement Plan section in this document for more
details on all capital projects.
5. Restricted – Costs in this line item are associated with restricted contingency items in the
Highway User Revenue Fund such as emergency road repair, storm damage repairs and
funding for potential maintenance and repairs at the MMC building.
6. General Fund – Increase is associated with the personnel & benefits changes noted above as
well as multiple capital projects such as Civic Center Dr. electrical improvements, Cortaro
Farms Beautification, and MMC Drainage Improvements.
7. Highway User Revenue Fund – Decrease is primarily associated with the completion of several
large vehicle purchases, the Adonis Subdivision Drainage Improvements project and the Pines
Roadway Stabilization 2020 project in fiscal year 2020-2021.
8. Pima Association of Governments – Funding for the planning and design phase of the Dove
Mountain to Moore Rd Signal capital project may begin construction as early as fiscal year
2022-2023.
9. Remaining funds – Funding is programmed from several sources for the completion of an
impact fee study and a variety of ongoing and new capital projects including the Tangerine
Road Widening and Twin Peak Road Rattlesnake Pass widening capital projects. For more
details please refer to the Town’s Capital Improvement Plan section of this document.
109
PARKS & RECREATION
Department Overview
The Town of Marana Parks and Recreation department is dedicated to developing and
implementing quality parks, trails, and leisure services for our community with a proud commitment to
excellence, safety, and sustainability.
2020 – 2021 Accomplishments
The “Ten Year Marana Parks and Recreation Department’s Master Plan 2020-2030” was
completed and adopted by Mayor and Council on February 2, 2021.This comprehensive planning
document will be a road map for the Town’s parks and recreation development for the next
decade.
As part of the “10 Year Parks and Recreation Department Master Plan” a 16 person Advisory
Committee was organized, it was made up of a of a diverse group of Marana residents
representing a variety of stakeholder groups including youth sports, hiking and mountain biking,
swimming, seniors, and groups with environmental interests.
Office Move, in the Summer of 2020 the Parks and Recreation Department moved from their long
time Parks & Recreation office on Lon Adams Road into their new office at the MMC Complex,
first floor of Building “B”. This new office in Building “B” will provide the Parks & Recreation
Department the room needed to accommodate their growing staff.
Construction of the El Rio Preserve CMID water connection was completed and activated,
bringing water into the El Rio Preserve year-round.
Completion and opening of the Central Arizona Project (CAP) temporary Trailhead in conjunction
with Pima County. This trailhead is accessed from the new Adonis road. This access will allow path
users to enjoy the CAP trail from Tangerine Road north to the Pinal County line.
Parks and Recreation staff worked closely with Developer Crown West, during the design and
selection of materials for the new soccer fields at Gladden Farms Community Park. Construction
for these fields started in December 2020 and are planned to be open in the Fall of 2021.
The design of the CalPortland segment of the Shared Use Path (SUP) was completed, Construct
and opening of this 1.8 miles section connecting Gladden Farms Community Park to Avra Valley
Road should be completed by December 2021. This will connect North Marana to the entire 100
plus miles of the Pima County Loop trail system.
Facility conversion, in an effort to maximize recreation program space Parks and Recreation
management converted one tennis court in Ora Mae Harn Park into three Pickleball courts. This
Administration
Recreation
Outdoor Paths/Trails, Sports/Aquatics,
Seniors, Community Enrichment
Park Maintenance
Parks & Recreation
Director
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Department Summary | Parks & Recreation
facility conversion is a good example of how the Parks and Recreation Department is trying to
maximize existing facilities to better serve the public.
In efforts to maintain essential services during the COVID-19 Pandemic, Recreation staff hosted
five (5) months of Team T.O.M. Camp to assist employees in need of childcare solutions during
state-wide closures.
Recreation staff implemented new safety protocols at all programs to continue modified services
for the community during the COVID-19 pandemic.
Department was awarded two (2) Outstanding Program Awards at the 70th annual Arizona Parks
and Recreation Association Conference. Awards acknowledged outstanding programs in the
Aquatics category for Doggy Paddle Pool Party and the Active Adult category for Senior Program
Law Enforcement Appreciation Day.
Recreation Superintendent, Corey Larriva, received the 2020 President’s Award from the Arizona
Parks and Recreation Association. The APRA President’s Award highlights and recognizes one
member who has provided outstanding service and dedication to the organization and industry.
Staff created and hosted a comprehensive Peanut Butter and Jelly Drive to assist residents in
need. All donations were distributed through a partnership with the Marana Resource Center and
Community Food Bank. More than 700 jars of peanut butter and jelly were collected.
The department partnered with Communications to develop a digital education and programs
during the State mandated the stay at home orders. This campaign included a video series,
social media tutorials, and online games targeted at engaging families to stay active, stay
connected while staying at home to reduce the spread of Covid-19.
Installed new raised beds at the Heritage River Park community garden to enhance the user
experience.
Constructed and installed ramada reservation holder frames in parks and at sports fields to
improve customer service for facility users.
Improved aesthetics at Ora Mae Harn Pool and increased useable deck space by removing
shade structure.
Implemented safety practices/protocols in Town parks and facilities to increase safety related to
COVID-19: closed/cordoned all playgrounds, restrooms, and ramadas; deactivated all drinking
fountains; spray sanitized all heavy touch surfaces including some Town work areas.
Continued proven turf management practices by aerating all turf areas in all parks achieving nine
inches depth to provide needed oxygen, water penetration and soil de-compaction for softer
more healthy fields.
Achieved certification for year five as Tree City USA.
Installed new Sportaflex home run fences on 4 Continental Ranch Community Park ball fields.
Made improvements to soil/infields at Crossroads District Park, Continental Ranch Community Park
and Ora Mae Harn Park to improve playing conditions and increase safety.
Extended 2-wire irrigation control and water from Heritage River Park to Honea Heights pocket
park.
Instituted Vector control program in El Rio Preserve and, in all parks, and along Shared Use Path
flooded areas to mitigate mosquito infestation.
2021 – 2022 Goals and Objectives
Saguaro Bloom Community Park, construct and open phase 1.
Partner with Marana Unified School District to host a district-wide environmental educational
program for elementary students at the El Rio Preserve.
Launch the #RunMarana Race Series rebrand.
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Department Summary | Parks & Recreation
Promote, and program activities at the new CAP Trailhead.
Promote and program activities at new Ora Mae Harn Park pickleball courts.
Construct new parking for El Rio Disc Golf Course and El Rio Recreation Area.
Construct new El Rio Disc Golf Course.
Construct new structure to replace Pole Barn at Heritage River Park.
Develop a cost recovery model for recreation programs and create a policy and tools for
implementation.
Integrate Public Works Landscape Maintenance crew into Parks and Recreation operation and
all associated functions.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance Measure FY2021
Actual
FY2022
Target
Progress and
Innovation
The Town will have a new
feature (wildlife Island) to
enhance the visitor
experience at the El Rio
Preserve
% of in-house resources
used to complete the
wildlife island
100% 100%
Recreation
A 10 Year Masterplan that
has public support and
addresses the recreation
needs of Marana
Participation in the planning
progress through public
outreach and information
gathering.
Increase
total
enrollment
by 15%
Increase
total
enrollment
by 15%
Recreation
To provide high quality,
entertaining recreation
activities that are valued by
participants
Program Satisfaction Survey
ratings provided by
program participants
12% 15%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $2,486,831 $2,641,426 $2,814,381 $3,785,147 Note 1 $970,766
Contracted Services 690,104 555,285 679,830 1,064,012 Note 2 384,182
Operating Supplies &
Equipment 963,768 961,630 1,007,566 1,187,706 Note 3 180,140
Capital Outlay 1,158,297 791,418 2,636,903 4,910,481 Note 4 2,273,578
Restricted Budget - - 73,341 - Note 5 (73,341)
Total by Category $5,299,000 $4,949,759 $7,212,021 $10,947,346 $3,735,325
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Department Summary | Parks & Recreation
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $4,559,358 $4,167,110 $4,723,832 $6,336,557 $1,612,725
HURF - - - 378,500 Note 2 378,500
Park Impact Fee 709,126 414,224 2,430,189 2,174,289 (255,900)
Other Agency - 95,160 - - -
Other Agency Capital
Projects 30,516 273,265 58,000 2,058,000 Note 4 2,000,000
Total by Fund $5,299,000 $4,949,759 $7,212,021 $10,947,346 $3,735,325
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Parks - Administration
Parks & Recreation Director 1.00 1.00 1.00 1.00 -
Parks & Recreation Deputy Director 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 2.00 1.00
Superintendent 1.00 1.00 1.00 1.00 -
Business Process Manager - 1.00 1.00 1.00 -
Recreation Division
Recreation Coordinator 1.00 - - - -
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
Maintenance Division
Superintendent 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 2.00 3.00 3.00 4.00 1.00
Irrigation Control Specialist 2.00 2.00 2.00 2.00 -
Assets Coordinator 1.00 1.00 1.00 - (1.00)
Maintenance Associate III 10.00 10.00 10.00 15.00 5.00
Maintenance Associate II 4.00 4.00 4.00 4.00 -
Maintenance Associate I 5.00 5.00 5.00 7.00 2.00
Aquatics Division
Recreation Coordinator 1.00 - - - -
Facilities Tradesman - - - 1.00 1.00
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
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Department Summary | Parks & Recreation
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Special Interests Division
Customer Service Representative 2.00 2.00 2.00 2.00 -
Recreation Coordinator 1.00 - - - -
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer 1.00 1.00 1.00 1.00 -
Outdoor Division
Recreation Coordinator 1.00 - - - -
Recreation Supervisor - 1.00 1.00 1.00 -
Recreation Programmer - - - 1.00 1.00
Maintenance Associate III 1.00 1.00 1.00 1.00 -
Maintenance Associate I 1.00 1.00 1.00 1.00 -
Total Parks & Recreation 40.00 42.00 42.00 52.00 10.00
Budget Notes and Changes
1. Personnel & Benefits – Increase associated primarily with a departmental re-organization
moving five maintenance associate positions from Public Works to the Parks and Recreation
Maintenance division as well as budgeting capacity to hire an additional Maintenance
Associate II position, a Maintenance Associate I position, a Facilities Tradesman position, and a
Recreation Programmer position that will assist with the maintenance and operations of the
department as more assets are added to the Department’s portfolio (parks, soccer fields,
etc.). In addition to new positions, personnel and benefits increased due to benefits and
performance pay adjustments in fiscal year 2020-2021 and budgeted in fiscal year 2021-2022.
2. Contracted Services – Increase primarily due to weed control and landscaping costs which
moved from the Public Works department to the Parks and Recreation maintenance division.
Most of these costs are in HURF funded.
3. Operating Supplies & Equipment – Increase primarily due to Irrigation water costs to provide
water to newly expanded parks and the El Rio Preserve and for new equipment purchases for
youth sports programs.
4. Capital Outlay – Most of what is budgeted in capital outlay is new funding for the Marana
Community Center project and carry-forward for the Santa Cruz Shared Use Path at
CalPortland capital project. The project was programmed to be constructed in fiscal year
2020-2021 but is not expected to begin construction until fiscal year 2021-2022.
5. Restricted – Prior year restricted funding was budgeted for the one-time purchases of a large
area mower and other parks related equipment, to be used only if economic conditions were
better than anticipated and if new parks were added to the Town’s portfolio during fiscal year
2020-2021. As the new parks will be added to the Town’s portfolio in the near future, the large
area mower has been included in the fiscal year 2021-2022 budget.
114
COMMUNITY AND NEIGHBORHOOD SERVICES
Department Overview
Improving the quality of life for our residents and neighborhoods is the primary goal for Community
and Neighborhood Services. Engaging the community in ongoing dialogue provides opportunities for
the public and private sectors to: identify, refine and articulate needs; cooperatively problem-solve;
collaboratively work to develop viable solutions to address needs; measure outcomes and celebrate
successes; communicate regularly and clearly though relationships established by mutual trust and a
shared vision.
The key functions in Community and Neighborhood Services all center on providing appropriate
services to the general population and working to solve issues that affect individuals, neighborhoods,
and the entire community. These functions include: neighborhood services, housing rehab, animal
services, transit management, code enforcement, and community-wide outreach.
2020 – 2021 Accomplishments
Received Marana Animal Services first grant from Arizona Companion Animal Spay and
Neuter License Plates for the Town’s spay/neuter and trap-neuter-return (TNR) programs.
Despite issues brought on by COVID-19, strategically found ways to social distance while still
meeting the needs of the community.
Held five successful animal services programs, spay/neuter, vaccination and microchip.
Held community electronic, paper shred, grease and Christmas tree recycling events.
Completed rehabilitation on six qualifying homes that included AC units, roof replacements,
water heaters, and plumbing assistance.
Provided 35 community dumpsters to the neighborhoods throughout the Town for
neighborhood cleanups.
Successfully utilized The Town’s Nextdoor social media platform to strengthen communications
with neighborhoods and residents during this difficult pandemic. The Town has over 18,000
households currently on Nextdoor.
CDBG
Housing Rehab
Colonia Cleanup
Neighborhood Outreach & Services
Transit Services
Code Enforcement Animal Services
Community &
Neighborhood
Services Director
115
Department Summary | Community and Neighborhood Services
2021 – 2022 Goals & Objectives
Establish the Town’s first Neighborhood Preservation Code.
Begin preparations for the Town to begin its own CDBG funded program.
Continue to look for partners to bring new programs or community events to the Town.
Create a program for monitoring off-site donation bins throughout the Town.
Increase opportunities and participation in the Community Restitution Program.
Improve communication of the Neighborhood Mediation Program to residents.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic
Plan Goal
Expected
Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Community
To enhance the
community, protect
property values,
and engage the
community
Increase the voluntary compliance by
property owners on violation notices 98% 93%
Tons of refuse collected from utilization of
the Community Trailer by residents/
communities
22 tons 45 tons
Tons of refuse collected in community
dumpsters provided in Neighborhoods 55 tons 60 tons
Commerce
To return lost pets to
owners without the
need for shelter
intake
Number of pets receiving services from
Town sponsored microchipping,
vaccination, licensing, spay & neuter
clinics
146 pets 250 pets
Annual increase of registered users on
Marana Pets App 568 users 500 users
Return more pets to owners than are taken
to shelter 49% 55%
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $715,431 $815,374 $796,991 $838,906 Note 1 $41,915
Contracted Services 161,021 180,929 309,747 377,220 Note 2 67,473
Operating Supplies &
Equipment 114,666 126,028 274,917 270,103 (4,814)
Capital Outlay 11,074 37,503 77,000 - Note 3 (77,000)
Restricted Budget - - 10,000 3,500 (6,500)
Total by Category $1,002,192 $1,159,834 $1,468,655 $1,489,729 $21,074
116
Department Summary | Community and Neighborhood Services
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
General Fund $947,859 $1,085,964 $1,163,998 $1,172,319 $8,321
Community Development
Block Grant 54,333 50,396 180,000 180,000 -
Revolving Affordable Housing
Fund - 23,474 124,657 137,410 12,753
Total by Fund $1,002,192 $1,159,834 $1,468,655 $1,489,729 $21,074
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Community Neighborhood Services Director 1.00 1.00 1.00 1.00 -
Community Outreach Coordinator 1.00 1.00 1.00 1.00 -
Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 -
Community Services Specialist 1.00 - - - -
Executive Assistant - 1.00 1.00 1.00 -
Code Enforcement
Chief Code Enforcement & Animal Control
Officer 1.00 1.00 1.00 1.00 -
Code Enforcement Officer II 1.00 1.00 1.00 1.00 -
Code Enforcement Officer I - 1.00 1.00 1.00 -
Animal Services
Animal Control Officer 3.00 3.00 3.00 3.00 -
Total Community & Neighborhood Services 9.00 10.00 10.00 10.00 -
Budget Notes and Changes
1. Personnel & Benefits – Increase primarily due to benefits and performance pay adjustments in fiscal year
2020-2021 and budgeted for fiscal year 2021-2022.
2. Contracted Services – Change is associated with budgeted consulting services for a consolidated
CDBG program plan and an increase in budget appropriations in the Revolving Affordable Housing
Special Revenue Fund. The latter may be used as needed during the year.
3. Capital Outlay – Prior year expenses related to the one-time purchase of a new animal control vehicle
for the improved operations of the division and safety of animals during transportation in hot weather.
117
WATER
Department Overview
Marana Water is committed to providing our customers with safe, reliable, efficient water and water
reclamation services through utilization of effective industry practices, innovative technology, and
the strategic use of water resources.
We have an obligation to make sure that our residential customers, business customers and other
public entities such as our schools, medical facilities and parks have reliable access to the water they
need. Marana is committed to this mission and is taking proactive steps to achieve it.
2020 – 2021 Accomplishments
Replaced 875 water meters as part of the aging meter program.
Installed 713 water meters (to date) to accommodate new growth.
Moved main water offices from the Marana Operations Center (MOC) to the Marana
Municipal Complex (MMC).
Maintained all customer service, production and delivery of water service during the global
COVID-19 pandemic.
Continued public outreach on Instagram.
Expanded the use of Cartegraph for customer service to capture over 90% of customer
service work orders.
Successfully created a new billing cycle to increase efficiency in meter reading both for the
office and the field staff.
Awarded a Groundwater Conservation Grant from the Arizona Department of Water
Resources Water Management Assistance Program.
Replaced and upgraded meter reading software.
Completed the construction of the Airline/Lambert and Picture Rocks Water Treatment
Campuses for the removal of unregulated compounds and begin operation.
Continued updating SCADA infrastructure based on SCADA Master Plan recommendations.
Replaced all SCADA servers.
Began the Water Infrastructure Improvement Plan update.
Began an update to the 2010 Potable Water Master Plan.
Continued AMI implementation, currently have over 900 AMI meters installed.
Implementing a new Customer Information System, customer portal, and customer service
work order management system.
Engineering & Planning Regulatory Compliance
Water Delivery, Production & Quality Customer Service & Business
Administration
Water Director
118
Department Summary | Water
Executed an agreement with the City of Tucson to wheel a portion of Marana’s CAP
allocation to locations in Marana that otherwise may not receive water service.
Began construction of the Tangerine to X-Zone Booster Station and pressure reducing valve
(PRV).
Initiated online water availability requests.
Rehabilitated the Gladden Farms Well.
Complete design of the new Marana Park Reservoir.
Update Town Code to require evaluation of non-potable use with every new development.
Designed and drilled the Marana Park Well to meet growth and water quality goals.
Recharged approximately 650 acre-feet of treated effluent in FY 2021 (ongoing).
Begin work with water resources consultant to evaluate viability of NIA reallocation and
evaluate water supply opportunities.
Continued design of the Continental Reserve 24-inch Tie-In to connect the Hartman Vistas and
Picture Rocks water systems
Continue with valve assessment and replacement program.
Continued design of the Northwest Recharge, Recovery, and Delivery System (NWRRDS) in
partnership with other water providers in the region.
Continued implementation of the asset management program by converting paper
processes to an electronic format increasing efficiencies.
Continued partnerships with other local community water suppliers.
Upgraded Marana Park Booster Station pumps to accommodate demand and pressure issues.
2021 – 2022 Goals & Objectives
Continue meter replacement program; replace 800 meters.
Install 851 new meters.
Complete the design of the Continental Reserve 24-inch Tie-in.
Equip Marana Park Well.
Complete construction of the Marana Park Reservoir.
Begin construction of the Northwest Recharge, Recovery and Delivery System (NWRRDS) with
Metro Water and Oro Valley.
Complete an Integrated Water Resources Plan by end of FY22.
Rehabilitate the Sandario Well Begin work on line replacement program.
Begin work on line replacement program – Oshrin System.
Continue with valve assessment and replacement program.
Continue with well electrical upgrade program-Amole.
Complete impact fee study.
Continue implementation of the asset management program.
Complete implementation of new customer information system including new customer
portal, new customer service work order management system and payment processor.
Continue to replace the current SCADA system with updated infrastructure based on
recommendations from the SCADA Master Plan.
Continuously develop and implement a conservation based messaging campaign for
customer base.
Recruit and host the first Marana Citizens’ Water Academy.
Continue forward with advanced metering infrastructure (AMI) implementation system-wide.
119
Department Summary | Water
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure
FY 2021
Actual
FY 2022
Target
Community Continuous increase in number of
water customers
Number of new
water customers 713 851
Community
Provide resources necessary to
maintain the water distribution
system and accurately account for
water produced and consumed
Percent of lost and
unaccounted for
water
6% 4.5%
OPERATING BUDGET SUMMARY
Expenditures by
Category
FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $1,747,854 $2,013,803 $2,287,468 $2,799,225 Note 1 $511,757
Contracted Services 1,328,531 1,175,850 1,864,023 2,316,696 Note 2 452,673
Operating Supplies &
Equipment 1,762,933 1,903,656 2,279,971 2,495,288 Note 3 215,317
Capital Outlay 1,989,646 15,889,328 13,127,812 9,112,286 Note 4 (4,015,526)
Debt Service 1,636,736 1,646,633 1,399,956 1,501,773 Note 5 101,817
Restricted Budget - - 258,350 317,000 Note 6 58,650
Total by Category $8,465,700 $22,629,270 $21,217,580 $18,542,268 $(2,675,312)
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Water Operating Fund $5,337,843 $12,745,169 $7,658,018 $8,960,652 Note 7 $1,302,634
Water Capital Fund 1,205,305 7,613,365 10,034,029 4,967,088 (5,066,941)
Water Infrastructure 292,273 739,996 3,160,533 3,849,262 688,729
Renewable Resources
Fund 1,630,279 1,530,740 365,000 765,266 400,266
Total by Fund $8,465,700 $22,629,270 $21,217,580 $18,542,268 $(2,675,312)
120
Department Summary | Water
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Water Director 1.00 1.00 1.00 1.00 -
Water Deputy Director 1.00 1.00 1.00 1.00 -
Water Business Services Coordinator 1.00 1.00 1.00 1.00 -
Water Business Services Analyst - - - 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00 1.00 -
Water Production Supervisor 1.00 1.00 1.00 1.00 -
Water Resource Coordinator 1.00 1.00 1.00 1.00 -
Water Quality Supervisor - - 1.00 1.00 -
Water Quality Specialist 1.00 1.00 - - -
Water Quality Technician - 2.00 2.00 2.00 -
Water Construction Inspector 1.00 1.00 1.00 1.00 -
Facilities Tradesman - - 1.00 1.00 -
Water Operator III 2.00 2.00 2.00 2.00 -
Water Operator II 6.00 6.00 7.00 7.00 -
Water Operator I 1.00 1.00 1.00 2.00 1.00
Civil Engineer 1.00 1.00 1.00 2.00 1.00
Water Billing Specialist 2.20 2.60 2.60 2.60 -
SCADA Administrator 1.00 1.00 1.00 1.00 -
Water Technology Support Specialist II 1.00 1.00 1.00 1.00 -
Assets Coordinator 1.00 1.00 1.00 - (1.00)
Executive Assistant 1.00 1.00 1.00 1.00 -
Water Operations Manager 1.00 1.00 1.00 1.00 -
Total Water Department 25.20 27.60 29.60 31.60 2.00
Budget Notes and Changes
1. Personnel & Benefits – Increase in this category is attributable to the addition of a new Water Business
Services Analyst position, a new Water Operator I position, and a new Civil Engineer position for fiscal
year 2021-2022. The positions were programmed in the rate study approved by Council in fiscal year
2019-2020 and will aid in the operation and maintenance of all water and water reclamation assets.
Additional increases are attributable to performance pay adjustments in both fiscal year 2020-2021 and
budgeted in fiscal year 2021-2022.
2. Contracted Services – Increase related to system repairs and meter replacements due to aging
infrastructure, increased water sampling costs related to the two new water treatment facilities and for
planned system repairs including the Honea West well.
3. Operating Supplies & Equipment – Increase primarily due to higher utility costs associated with the
operation of the new treatment plants, increase to the costs of wholesale and CAP water and charges
for services and support provided by the general fund.
121
Department Summary | Water
4. Capital Outlay – The decrease is primarily attributed to the construction of the Water Treatment Plants
that were completed in fiscal year 2020-2021. For more details please refer to the Town’s Capital
Improvement Plan.
5. Debt Service – Increase related to higher interest and fees for WIFA loans used to fund the construction
of the new water treatment plants. Amounts increased as we are now drawing down the final amounts
from these loans.
6. Restricted – For unanticipated expenses during fiscal year 2020-2021, including emergency water
hauling in case of emergency caused by a well failure which would require the department to hall
water in order to continue providing service to existing customers.
7. Water Operating Fund – Increases are associated with a combination of salary increases for town new
positions and performance adjustments, increased operating and maintenance costs, and increased
debt service payments for the WIFA loans being drawn down to fund the construction of the Water
Treatment Plants project.
8. Remaining funds – Decreases in the remaining Water funds are due to the completion of the two water
treatment capital projects in fiscal year 2020-2021. For more details on water related projects for fiscal
year 2021-2022 please refer to the Town’s Capital Improvement Plan.
122
WATER RECLAMATION
Department Overview
Marana Water is committed to providing our customers with safe, reliable, efficient water and water
reclamation services through utilization of effective industry practices, innovative technology, and
the strategic use of water resources.
The Town will endeavor to ensure effluent owned by the Town is put to the highest and best possible
use to meet long term planning goals and objectives of the Town.
2020 – 2021 Accomplishments
Completed construction of the Adonis Lift Station and Force Main.
Rehabilitated the Airport Lift Station and sewer infrastructure.
Aquifer Protection Permit Amendment (Clean closure of package plants, Headworks, &
Clarifiers) was realized.
Implemented asset management program utilizing a Computerized Maintenance
Management System (CMMS). To date, 50% of Water Reclamation Facility (WRF) and 80% of
sewer conveyance system assets have been downloaded into Cartegraph and preventative
maintenance work orders are being auto-generated.
Updated Continuity of Operations Plan (COOP) for the WRF and collection system.
Cleaning of sewer mains, CCTV, and manhole inspections were performed along the Sanders
Rd., Marana Rd and Sandario Rd. alignments, 45,000 ft. total.
Implemented a pilot odor Control measures applied at the Saguaro Bloom Lift Station and
Rillito Vista Lift Station that flows into the Tangerine/Downtown Phase II alignment Odor control
measures (carbon pillows in manholes) were applied in San Lucas.
Completed design of the Clark Farms Flow Splits and the Marana-Sanders 21-inch main and
began construction.
Began rehabilitation of sanitary sewer conveyance system; Planned removal and
replacement 3 end of service life manholes on Sanders Rd. to coincide with Marana-Sanders
21-inch main upgrade.
Engineering & Planning Regulatory Compliance
Wastewater Treatment
& Collection Customer Service & Business
Administration
Water Director
123
Department Summary | Water Reclamation
2021 – 2022 Goals & Objectives
Add 606 new sewer connections to the system.
Continue rehabilitation of sanitary sewer conveyance system; Remove and replace end of
service life manholes on Sanders Rd, Marana Rd., and Stingray Rd.
Complete construction of the Clark Farms Flow Splits and the Marana-Sanders 21-inch main.
Vector control program all of sanitary sewer system (all manholes every other year per federal
guidance).
Continue to work with local, state, and federal regulatory agencies to maintain compliance
and operation of the wastewater reclamation facility and sanitary sewer conveyance system.
Continue to implement the asset management program utilizing a Computerized
Maintenance Management System (CMMS).
Clean, CCTV, and manhole inspections of the next quarter in the rotation of the sanitary sewer
conveyance system (~15 miles).
SCADA upgrades for the Lift Stations (Saguaro Bloom & Rillito Vista).
Rehab/Upgrade of the Rillito Vista Lift Station.
Permanent Odor Control measures applied at the Saguaro Bloom Lift Station and Rillito Vista
Lift Station that flows into the Tangerine/Downtown Phase II alignment.
Review and update of Capacity, Management, Operations and Maintenance (CMOM) Plan.
Water Reclamation Facility (WRF) Screw Press No. 2 (design, procure, install).
Complete an Arizona Pollutant Discharge Elimination System (AZPDES) Permit renewal.
Continue Adonis Lagoons clean and close process. Start Rillito Vista Lagoon clean and close
process.
KEY PERFORMANCE MEASUREMENTS
Council
Strategic Plan
Goal
Expected Outcome Performance
Measure
FY 2021
Actual
FY 2022
Target
Community Continuous increase in number of
sewer customers
Number of new
sewer customers 563 606
Community
Provide resources necessary to
maintain safe, compliant and
environmentally friendly operation of
the sanitary sewer conveyance system
Number of
sanitary sewer
overflows
1 0
124
Department Summary | Water Reclamation
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $537,217 $552,114 $583,306 $618,590 Note 1 $35,284
Contracted Services 269,360 351,615 477,000 888,800 Note 2 411,800
Operating Supplies &
Equipment 157,019 283,359 302,800 365,306 Note 3 62,506
Capital Outlay 1,104,337 2,703,342 2,122,515 6,781,221 Note 4 4,658,706
Debt Service 1,193,915 789,381 858,781 873,165 Note 5 14,384
Restricted Budget - - 118,000 - (118,000)
Total by Category $3,261,849 $4,679,811 $4,460,402 $9,527,082 $5,064,680
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Water Reclamation Operating
Fund $2,157,512 $2,609,018 $2,289,887 $2,745,861 Note 6 $455,974
Water Reclamation Capital
Fund 1,025,103 670,143 1,394,565 6,058,000 Note 4 4,663,435
Water Reclamation Impact
(Post SB) 79,234 1,400,650 777,950 723,221 Note 4 (54,729)
Total by Fund $3,261,849 $4,679,811 $4,460,402 $9,527,082 $5,064,680
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Water Reclamation Operations Manager 1.00 1.00 1.00 1.00 -
Chief Water Reclamation Operator 1.00 1.00 1.00 1.00 -
Water Reclamation Operator II 2.00 2.00 2.00 2.00 -
Water Reclamation Operator I 1.00 1.00 1.00 1.00 -
Water Reclamation Mechanic 1.00 1.00 1.00 1.00 -
Associate Water Reclamation Mechanic 1.00 1.00 1.00 1.00 -
Total Water Reclamation Department 7.00 7.00 7.00 7.00 -
125
Department Summary | Water Reclamation
Budget Notes and Changes
1. Personnel & benefits – The major change between fiscal years is primarily due to performance
pay adjustments in both fiscal year 2020-2021 and budgeted in fiscal year 2021-2022.
2. Contracted Services – The major change between fiscal years is primarily due to increased system
repair and maintenance and upgrades to the sanitary sewer collection system. These include
replacement of a UV Weir and a sand filter compressor.
3. Operating supplies and equipment – This category accounts for the majority of costs to operate
the recently constructed water reclamation facility. The increase is primarily due to increased
electrical costs from additional flows at the facility and developer rebates related to a protected
facility agreement.
4. Capital outlay – In the operating fund, this category includes the purchase and replacement of
vehicles, equipment and infrastructure necessary to provide services. Such purchases for such
items were not deemed necessary for fiscal year 2021-2022. In the capital and impact fee funds,
this category includes budget for capital improvement projects. The overall Increase is
associated with the new sewer conveyance expansion project which is necessary to
accommodate housing growth.
5. Debt Service – Increase primarily due to the new Adonis WIFA loan entered into in fiscal year 2020-
2021.
6. Water Reclamation Operating Fund – Increases are due to a combination of performance pay
salary adjustments, increased electricity costs and budget appropriations for certain system
repairs and upgrades.
126
AIRPORT
Department Overview
The Airport department provides the community with a valuable general aviation air transportation
resource that is part of the National Air Transportation System and enhances and promotes the
aviation industry for the community while maintaining the highest level of safety and professional
customer service. The department also markets and leases airport land for aviation related
businesses and development. Other department duties include:
Maintain and enhance airport safety and security.
Continue to align the airport with Town Strategic Plan.
Seek new business development opportunities for the airport.
Manage all Federal Aviation Administration Grants and State ADOT Aviation Grants
Manage and coordinate all construction activities on the airport.
Perform inspections to ensure proper maintenance and compliance in accordance with FAA
regulations and grant assurances.
Coordinate with contractors and other departments to complete required airport
maintenance.
Manage, coordinate and review all plans and specifications for airport projects.
Prepare contracts for maintenance activities and consultant services.
Ensure land use and airspace capability with aviation uses throughout the Town and the
County.
Address public concerns with aeronautical activities and noise throughout the Town.
Provide financial management of the airport’s operations capital improvement projects
budget.
Provide presentations, press releases, and general information for community outreach and
community relations.
Operations Supervisor Senior Maintenance Associate
Airport Director
127
Department Summary | Airport
2020 – 2021 Accomplishments
Completed three ADOT grant projects.
o Runway 30 Safety Area Improvement Study ($150,000) – Runway 30 has an inadequate
safety area. This study will determine which type of mitigation option is most cost effective.
Options include re-aligning Avra Valley Rd., shifting the runway to the northwest, installing
an Engineered Material Arrestor System (EMAS), using declared distances and a displaced
threshold.
o Replace Runways 12-30 and Runways 3-21 MIRLs, Airport Beacon, and PAPIs Design
($175,000) – This project is for the design phase of replacing all of the runway lighting
Medium Intensity Runway Lights (MIRL) with a new efficient LED system, Precision
Approach Path Indicators (PAPI), and airport beacon light tower. All of the existing lights
are approaching the end of their 20 year useful life.
o Electrical Vault Switchgear Replacement ($50,000) – The airport’s electrical vault houses
all of the airport’s electrical equipment and regulators. This grant will fund the
replacement of some of the switchgear which had reached end of useful life.
Signed land lease agreement with The J D Russell Company to build corporate hangar
adjacent to East Ramp.
Applied for FAA Air Traffic Control Tower Siting Study grant.
Ongoing marketing of available airport land parcels for additional business development.
Crack sealed East Ramp and Taxiways A, C, and E.
2021 – 2022 Goals & Objectives
Conduct Air Traffic Control Tower Siting Study.
Continue to work with developers interested in individual and corporate hangar development.
Construction of Runways 12-30 and Runways 3-21 MIRLs, Airport Beacon, and PAPIs (ADOT-
$1,408,000).
Design West and East Hangar Apron Reconstruction (ADOT-$500,000).
Construction of The J D Russell Company corporate aircraft hangar.
Market land parcels available for additional business development.
Apply for air traffic control tower environmental assessment grant with FAA ($150,000).
Conduct airport open house event (November 2021).
128
Department Summary | Airport
KEY PERFORMANCE MEASUREMENTS
Council Strategic
Plan Goal Expected Outcome Performance Measure FY 2021
Actual
FY 2022
Target
Commerce Increase land lease income Lease revenue
$275,000 $273,000
Commerce Increase airport corporate jet
operations
Corporate jet
operations 1,500 1,600
Commerce Develop new airport hangars Overall aircraft
operations 88,000 90,000
OPERATING BUDGET SUMMARY
Expenditures by Category FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Personnel & Benefits $257,773 $300,396 $290,663 $295,278 $4,615
Contracted Services 113,691 70,589 108,665 142,365 Note 1 33,700
Operating Supplies & Equipment 81,971 50,235 60,850 62,800 1,950
Capital Outlay 3,600,966 2,263,924 3,521,000 3,953,418 Note 2 432,418
Restricted Budget - - 125,000 141,000 Note 3 16,000
Total by Category $4,054,401 $2,685,144 $4,106,178 $4,594,861 $488,683
OPERATING BUDGET SUMMARY BY FUND
Expenditures by Fund FY 2019
Actual
FY 2020
Actual
FY 2021
Budget
FY 2022
Budget Change
Airport Operating Fund $453,435 $416,441 $585,178 $641,443 $56,265
Airport Capital Fund 3,600,966 2,268,703 3,521,000 3,953,418 Note 2 432,418
Total by Fund $4,054,401 $2,685,144 $4,106,178 $4,594,861 $488,683
129
Department Summary | Airport
AUTHORIZED POSITIONS
FY 2019
Actual
FY 2020
Actual
FY 2021
Estimated
FY 2022
Budget Change
Airport Director 1.00 1.00 - - -
Airport Manager - - 1.00 1.00 -
Airport Operations Supervisor 1.00 1.00 1.00 1.00 -
Maintenance Associate III 1.00 1.00 1.00 1.00 -
Total Airport Operations 3.00 3.00 3.00 3.00 -
Budget Notes and Changes
1. Contracted Services – Increase associated with a new one-time project to install surveillance
cameras.
2. Capital Outlay – Increase associated primarily with the large capital project, Airport MIRL,
Beacon, PAPI Replacements budgeted to begin construction in fiscal year 2021-2022.
3. Restricted – Primarily available for outstanding contractual obligations that may come due in
fiscal year 2021-2022. Increase is related to additional budget capacity that may be needed
for landscaping and weed control services.
130
131
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2021 – 2022 CIP Plan
Overview
The Fiscal Year 2021-2022 Capital Improvement Plan (CIP) projects out the Town’s capital investments
over a five-year period. Capital investments involve major Town projects that have at least a five year
useful life and at least a $100,000 total project budget. The CIP is both a fiscal and planning device
that allows the Town to inventory and monitor all capital project costs, funding sources, departmental
responsibilities, and timing schedules. Each year the CIP is reviewed within the context of ongoing
Town, county, state, and federal planning programs and policies as well as the Town’s General and
Strategic Plans.
Capital improvements may include new construction or an expansion, upgrade, replacement, or other
addition designed to improve, conserve, or maintain the value of Town assets or enhance service
capacity and/or visual environment. At any given time, the Town has numerous capital projects in
various stages that include the following: project planning, site selection, right-of-way acquisition,
public hearing, utility relocation, site preparation, project agreement preparation, design,
construction, and inspection.
The first year of the CIP, along with any applicable carry-forward of funds from the prior fiscal year,
comprise the total capital budget for each CIP project beginning July 1 of the fiscal year. The
remaining four years of the CIP serve as a financial plan for capital investments. The five-year financial
plan is reviewed and updated each year, and the Mayor and Council adopt the capital budget and
the five-year financial plan after recommendations from staff and the public.
The CIP committee met during the budget cycle to prioritize all requested CIP projects. The resulting
recommendations were presented to the Town Council by the Town Manager on February 23, 2021 at
the Town Council CIP study session. The CIP was adopted simultaneously with the Operating Budget
on June 15, 2021.
Funding Sources
The CIP presented incorporates a diverse financing plan. The plan not only utilizes development fees
to ensure that new development is paying for cost associated with growth, but also includes funds from
the General Fund that allow existing residents to contribute to the many projects that are planned. This
is an important balance to maintain when a variety of projects are constructed which will benefit all
residents of the community.
Proceeds used to study, acquire, replace, design and construct various capital improvements may
include:
Impact fees and improvement district bonds
Municipal Property Corporation and water revenue bonds
Pima County general obligation bonds
132
Transportation sales tax funds (75% of the Town’s construction sales tax dollars are dedicated for
transportation improvements)
Pima Association of Governments (PAG) funding
Regional Transportation Authority (RTA) funds
Pima County Flood Control District (PCFCD) funds
State of Arizona funds
American Rescue Act Plan (ARPA)
Water utility revenues
Water Infrastructure Financing Authority Loans (WIFA)
General Fund dollars and various grant or third-party contributions
As shown by the following chart, the largest single CIP funding source comes from the Transportation
Fund at $14.7 million. This funding source accounts for the majority of the Town’s road infrastructure
projects and the reconstruction of neighborhood subdivisions.
Developer Fees, the second largest funding source at $12.9 million, are impact fee revenues
associated with construction and development.
Intergovernmental revenues, another large funding source at $12.2 million, contain HURF and other
agency type funds, including anticipated funding from the state of Arizona to be used for the
Tangerine to I-10 road widening project and from possible state and federal aviation capital
improvement grants. Other CIP funding sources primarily contain funding sources for enterprise related
projects.
Capital Improvement Program Summary
The cumulative five-year CIP for the Town of Marana totals $246.5 million from FY2022 through FY2026.
The chart below shows the breakdown by CIP category for the five-year period with road infrastructure
being the largest of the categories at $119.4 million and airport related projects the second largest at
$49.4 million.
4%, $2.4
7%, $3.9
19%, $11.0
21%, $12.2
23%, $12.9
26%, $14.7
General Fund
Other
Loan Proceeds
Intergovernmental
Develop. Fees
Transportation Fund
$0 $2 $4 $6 $8 $10 $12 $14 $16
FY2022 CIP Funding Source
$57.1 Million
133
The adopted fiscal year 2021-2022 CIP totals $57.1 million, including enterprise funds, and is
approximately 36% of the annual budget. Road infrastructure encompasses the largest portion of the
adopted CIP at $29.9 million. Water related projects are the second largest at $14.1 million or 25% of
the CIP program. A breakdown is shown below.
A detailed summary of all CIP projects encompassed in the Town of Marana’s five-year CIP program
can be found in the following table.
Airport, $49.4 , 20%Water, $34.8 , 14%
Water Reclamation,
$3.7 , 1%
Road Infrastructure,
$119.4 , 48%
Parks & Public
Goods, $36.2 , 15%
Buildings, $1.5 , 1%
Other, $1.5 , 1%
5-Year CIP (FY2022-2026)
$246.5 Million
Airport, $4.0 , 7%Water, $14.1 , 25%
Water
Reclamation, $1.7 ,
3%
Road Infrastructure,
$29.9 , 52%
Parks & Public
Goods, $5.3 , 9%
Buildings, $0.7 , 1%
Other, $1.5 , 3%
FY2022 CIP by Category
$57.1 Million
134
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalADA Compliance Program200,000 200,000 200,000 200,000 800,000 Adonis Road Extension55,000 55,000 Adonis Road Extension Phase 2400,000 2,200,000 2,600,000 Adonis Subdivision Drainage Improvements35,000 35,000 Air Traffic Control Tower401,000 1,560,000 14,400,000 16,361,000 Airport Drainage Study480,000 480,000 Airport EA, RWY 3-21, TWY B2, Hanger 6480,000 480,000 Airport MIRL, Beacon, PAPI Replacements1,898,854 1,898,854 Airport Runway 30 Safety Study63,564 63,564 Airport Taxiway A Reconstruction588,000 6,204,000 6,792,000 Airport Taxiway MITL Lights Upgrade1,603,200 1,603,200 Amole Electrical Upgrade160,000 160,000 Aquatics Center2,000,000 2,000,000 Barnett Channel, Tang Farms ConArch450,000 450,000 Camino De Oeste Road Reconstruction122,175 122,175 CAP Subcontract - NIA Reallocation215,500 215,500 215,500 215,500 215,500 1,077,500 Civic Center Dr, Electrical Improvements120,000 120,000 Clark Farms Flow Split449,902 449,902 Continental Com Park Loop Connection50,000 300,000 350,000 Continental Reserve 24-inch Tie-in155,938 2,530,001 2,685,939 Cortaro Rd Rehabilitation35,000 35,000 Cortaro, Cortaro Farms Beautification150,000 150,000 Court Jury Assembly Room475,918 475,918 Crossroads Park Path Entry Reconstruction90,000 90,000 Dove Mnt Bl-Moore Rd Signal, North189,000 551,250 740,250 East and West Apron Rehabilitation1,100,000 1,750,000 2,250,000 5,100,000 East Tangerine, Segment 1 Pipeline, Upsizing320,000 320,000 El Rio Disc Golf40,000 200,000 240,000 135
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalEl Rio Preserve Connection133,950 133,950 El Rio Preserve Expansion65,000 400,000 465,000 El Rio Recreation Area Parking Lot170,000 170,000 Gladden Farms Baseball Fields50,000 500,000 550,000 Heritage Park Pole Barn140,000 140,000 Heritage River Park Improvements1,000,000 1,000,000 Honea Heights Emergency Sewer Program75,000 75,000 Honea Heights Phase 250,000 1,000,000 1,050,000 Impact Fee Study, Parks, FY2021100,000 100,000 Impact Fee Study, Streets, FY202171,262 71,262 Impact Fee Study, Water, FY2021119,300 119,300 Ina Rd Bridge400,000 400,000 Integrated Water Resources Plan and DAWS185,000 185,000 LED Street Lighting AZ Pavilions North319,000 319,000 LED Street Lighting AZ Pavilions South230,000 230,000 LED Street Lighting Near Crossroads Park300,000 300,000 LED Street Lighting, Business Park Dr420,000 420,000 Lon Adams Rd, Reconstruction3,846,419 3,846,419 Marana Community Center2,041,000 15,000,000 10,000,000 27,041,000 Marana Main Street Extension300,000 3,000,000 3,300,000 Marana Park Reservoir3,000,000 3,000,000 Marana Park Well705,888 705,888 Marana Public Safety Facility531,149 531,149 Marana Rd Realignment333,555 333,555 Marana Rd-Sanders Rd 21-Inch Main233,551 233,551 Marana WRF, Screw Press 2825,000 825,000 MMC Drainage Improvements289,006 289,006 MMC Generator Upgrade800,000 800,000 136
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalMMC Interior Lighting Improvements202,000 202,000 MOC Parking Lot Reconstruction150,000 150,000 MOC Security Walls, New Entry Gate314,000 314,000 Moore Rd Rehab, Sanders Rd to I-10500,000 500,000 Moore Rd Rehabilitation, East and West of Dove Mtn220,000 220,000 MPD Console Modernization250,000 250,000 North Marana Pavement Rehabilitation45,000 45,000 North Marana Sewer Interceptor5,000,000 5,300,000 10,300,000 NW Recharge, Recovery, and Delivery System3,760,723 6,900,000 650,000 11,310,723 Ora Mae Harn Park Renovation150,000 150,000 Oshrin Line Replacement105,000 105,000 Picture Rocks Interconnect284,750 1,196,750 1,481,500 Pines Settlement Repair, FY2022660,000 660,000 Pines Settlement Repair, FY2023460,000 460,000 Postvale Rd, Grier Rd Rehab Phase 2260,000 260,000 Postvale Rd, Grier Rd Rehabilitation20,000 20,000 Rillito Village Tr Drainage Improvements846,465 846,465 Rillito Vista Lift Station Upgrade191,400 191,400 Rwy 3-21, Twy B2, Hangar 6, Modifications900,000 900,000 9,120,000 10,920,000 Sandario Well Rehabilitation140,000 140,000 Sanders Rd 24-inch Water Line2,227,700 2,227,700 Santa Cruz Shared Use Path, at Calportland2,534,289 2,534,289 SCADA and Integrated Telemetry232,740 224,973 233,972 691,685 Sewer Conveyance System Rehab41,600 731,282 552,533 574,635 1,900,050 Silverbell Rd Sidewalk, TP to Coach315,000 315,000 Silverbell Rd Widening, Ina Rd to Sunset Rd400,000 2,000,000 2,400,000 South Marana Pavement Rehab Phase 2600,000 600,000 South Marana Pavement Rehabilitation35,000 35,000 137
FISCAL YEAR 2021-2022TOWN OF MARANA FIVE YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT NAME 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Grand TotalSubdivsion Restoration(s)1,500,000 1,500,000 3,000,000 TABY Downtown Roundabout17,500 17,500 Tangerine Farms Rd, Barnett Rd to Marana Rd400,000 6,000,000 6,400,000 Tangerine Farms Rd, Marana Rd to I-10300,000 20,000 3,500,000 3,820,000 Tangerine Rd Widening, Phase 2A7,200,000 18,100,000 1,700,000 27,000,000 Tangerine Rd Widening, Phase 2B24,350,000 19,000,000 43,350,000 Tangerine W, X-zone Booster and PRV320,966 320,966 Taxiway C Reconstruction490,000 5,170,000 5,660,000 Tortolita Preserve Improvements30,000 100,000 130,000 Town Street Lighting Program100,000 100,000 100,000 100,000 400,000 Twin Peaks Rd - Sandario Rd Intersection985,544 985,544 Twin Peaks Rd Rehabilitation, West Town Limits450,000 450,000 Twin Peaks Rd, Rattlesnake Pass Widening11,299,317 2,000,000 13,299,317 West Marana Pavement Rehabilitation40,000 40,000 Grand Total 57,128,475 67,008,206 44,999,455 45,870,885 31,465,500 246,472,521 138
Administration and Operating Budget Impacts
Several positions in the General Fund are directly involved with capital projects and as a res ult are
funded by capital projects funds through reimbursement. Approximately 11 positions in the CIP
Department are directly engaged in design, inspection, contract administration, and project
management related to street and drainage, traffic devices, facilities, and other general government
capital projects.
An ongoing issue for the Town’s long-term financial forecasting is the volume and pace at which
capital assets and infrastructure have been added. With each new asset comes an obligation to
prepare for the operation, maintenance and eventual replacement of that asset. These responsibilities
must be addressed as they affect the annual operating budgets for years to come. The Town of
Marana understands the importance of long term planning and has be gun steps to prepare for its
future.
The Geographic Information Systems (GIS) group of the Technology Services Department, in
conjunction with the Public Works Department implemented an infrastructure inventory and paving
management system that assesses the conditions of these assets in an effort to strategically plan for
maintenance, and eventual replacement of capital assets. This data allows the Town to do long range
financial forecasting to ensure resources are available to replace assets, as well as prioritizing
replacement schedules on not only the age of an asset but also on the condition. This data is used to
plan for annual operating expenses related to maintaining the Town’s infrastructure.
As part of the CIP process all project requests include anticipated operations and maintenance costs
for the asset. These costs are calculated using industry standard metrics, project manager’s
approximation, and estimation form the respective department (if applicable). As new projects are
discussed and reviewed by the CIP committee, operating costs are taken into consideration when
deciding which projects to advance.
Operation and maintenance costs for all approved CIP projects are then programmed into the Town’s
annual operating budget for the respective fiscal year. The estimated costs for operations and
maintenance of each CIP project is described in the project detail section.
139
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:Various ROW locations throughout Marana
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
800.0 - - 200.0 200.0 200.0 200.0 - 800.0
Total: 800.0 - - 200.0 200.0 200.0 200.0 - 800.0
Est. Completion:
Location:Adonis Road from west Grier Road to west Tangerine Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
5,183.7 5,128.7 55.0 - - - - - 55.0
Total: 5,183.7 5,128.7 55.0 - - - - - 55.0
Est. Completion:
Location:Adonis Road just north of Tangerine
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,600.0 - 400.0 2,200.0 - - - - 2,600.0
Total: 2,600.0 - 400.0 2,200.0 - - - - 2,600.0
Construction of a 2 lane roadway, providing secondary access for the Adonis
and San Lucas communities. The new road will be approximately 3 miles long and
24’ wide with two 11’ travel lanes and corresponding 4’ shoulders.
Approximately 2,500 linear feet of a two lane roadway with bike lanes.
Lighting at the intersection with Tangerine Road.
$1,000 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
ADA Compliance Program
FY 2026
Upgrade ramps to Marana standard specifications and is federally
mandated by the Americans with Disabilities Act (ADA). This is a ten
year program estimating $200,000 per year at an average of $2,000
per ramp.
No foreseeable operating costs
Funding Sources
(in thousands of
dollars)
General Fund
Adonis Road Extension - (ST059)
FY 2022
$15,840 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Adonis Road Extension Phase 2 - (ST089)
FY 2023
140
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:The Adonis Subdivision
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
General Fund 307.0 307.0 - - - - - - -
HURF 199.0 199.0 - - - - - - -
1,689.5 1,654.5 35.0 - - - - - 35.0
Total: 2,195.5 2,160.5 35.0 - - - - - 35.0
Est. Completion:
Location:Barnett Channel, Tangerine Farms and Barnett Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
450.0 - 450.0 - - - - - 450.0
Total: 450.0 - 450.0 - - - - - 450.0
Est. Completion:
Location:Camino De Oeste from Rain Cloud Stret to Moore Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,719.9 1,597.7 122.2 - - - - - 122.2
Total: 1,719.9 1,597.7 122.2 - - - - - 122.2
Reconstruction of subdivision roadways to repair and improve the storm water
drainage and road damage. This includes constructing inverted roadways,
construction of culverts, and/or recreating roadway ditches and drainage basins.
The developer for Rancho Marana is required to construct Tangerine Farms Road
to Barnett Road, The town is required to construct a conarch over the Barnett
Channel.
Widening of the current Camino De Oeste roadway to 30 feet in width. This road
will have 6 foot shoulders, a multi-use path, and landscape improvements, and
will produce a uniform appearance consistent with the Tangerine Corridor
Project.
FY 2022
$1,150 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Barnett Channel, Tang Farms ConArch - (ST072)
FY 2022
$23,800 Annual O&M cost
Adonis Subdivision Drainage Improvements - (ST062)
FY 2022
No foreseeable operating costs
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
Transportation Fund
Transportation Fund
Camino De Oeste Road Reconstruction - (ST066)
141
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:West Civic Center Drive
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
120.0 - 120.0 - - - - - 120.0
Total: 120.0 - 120.0 - - - - - 120.0
Est. Completion:
Location:Cortaro Road from 1-10 to western town limits
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
35.0 - 35.0 - - - - - 35.0
Total: 35.0 - 35.0 - - - - - 35.0
Est. Completion:
Location:Cortaro Farms Road I-10 west to Town Limits, Cortaro Farms Road I-10 east to Town limits
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
150.0 - 150.0 - - - - - 150.0
Total: 150.0 - 150.0 - - - - - 150.0
This project will increase the electrical capacity and provide safe electrical
connections to be used for special events and improve safety.
A rubberized chip will be applied with structural patch work as needed.
No additional operational and maintenance costs will be required. Once
rehabbed, the need for maintenance will reduce.
Funding Sources
(in thousands of
dollars)
General Fund
Cortaro Rd Rehabilitation - (ST080)
FY 2022
Funding Sources
(in thousands of
dollars)
Transportation Fund
Funding Sources
(in thousands of
dollars)
General Fund
Cortaro, Cortaro Farms Beautification - (ST091)
FY 2022
New design, decorative gravel, trees and plants, and Irrigation
No foreseeable operating costs
Civic Center Dr, Electrical Improvements - (ST090)
FY 2022
No foreseeable operating costs
142
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:Dove Mountain and Moore Road Intersection (northern intersection)
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
740.3 - 189.0 551.3 - - - - 740.3
Total: 740.3 - 189.0 551.3 - - - - 740.3
Est. Completion:
Location:N/A
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
35.0 11.2 23.8 - - - - - 23.8
35.0 11.2 23.8 - - - - - 23.8
35.0 11.2 23.8 - - - - - 23.8
Total: 105.0 33.6 71.4 - - - - - 71.4
Northwest Benefit
Area Impact Fee
Fund
North Benefit Area
Impact Fee Fund
Funding Sources
(in thousands of
dollars)
PAG
Impact Fee Study, Streets, FY2021 - (ST081)
FY 2022
A study of the Town's transporation growth and capicity, and the
associated impact fees that will be neccesary to fund that growth.
No foreseeable operating costs
Dove Mnt Bl-Moore Rd Signal, North - (ST100)
FY 2023
This project will replace the existing 4-way stop with a signal.
$10,500 Annual O&M cost
Funding Sources
(in thousands of
dollars)
South Benefit Area
Impact Fee Fund
143
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:Ina Road between Silverbell Road and Star Commerce Drive
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
8,895.9 8,495.9 400.0 - - - - - 400.0
Other Agency 135.6 135.6 - - - - - - -
Total: 9,031.5 8,631.5 400.0 - - - - - 400.0
Est. Completion:
Location:Arizona Pavilions Drive from I-10 Frontage Road to Cortaro Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
319.0 - - 319.0 - - - - 319.0
Total: 319.0 - - 319.0 - - - - 319.0
Est. Completion:FY 2024
Location:Arizona Pavilions from Cortaro Road to Burlingame Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
230.0 - - - 230.0 - - - 230.0
Total: 230.0 - - - 230.0 - - - 230.0
FY 2022
$8,800 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Ina Road widening to 4-lane section with raised median, sidewalks and drainage
improvements plus the removal of the existing Ina bridge and its replacement
with two new 2-lane bridges. This project was transferred to ADOT to be designed
and built with ADOT's Ina interchange project with Interstate 10. The Town is
responsible for redesigns and construction of the original Town project, including
the bridge.
Transportation Fund
LED Street Lighting AZ Pavilions South
Approx. $5,232 annual O&M cost
Ina Rd Bridge - (ST025)
Funding Sources
(in thousands of
dollars)
Transportation Fund
This project installs street lighting along Arizona Pavilions Drive from
Cortaro Road to Burlingame Road (1,950 ft.), to improve traffic safety.
LED Street Lighting AZ Pavilions North
FY 2023
This project installs street lighting along Arizona Pavilions Drive, from the
Interstate 10 eastbound frontage road to Cortaro Road, a distance of
approximately 2,750 feet, to improve safety for all users.
Approx. $8,175 annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
144
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
300.0 - 300.0 - - - - - 300.0
Total: 300.0 - 300.0 - - - - - 300.0
Est. Completion:FY 2024
Location:Business Park Drive, from Burlingame Road to Hartman Lane
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
420.0 - - - 420.0 - - - 420.0
Total: 420.0 - - - 420.0 - - - 420.0
Est. Completion:
Location:Lon Adams Road, Grier Road to Barnett Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
4,284.9 438.5 3,846.4 - - - - - 3,846.4
Total: 4,284.9 438.5 3,846.4 - - - - - 3,846.4
Mamie Kai Dr., Leilani Lane, Schisler Dr. near Crossroads at Silverbell District Park
Reconstruct approx. 1/2 mile of road. This project will consist of replacing the
existing pavement section, adding sidewalks, lighting, landscaping, and
improving the drainage. It will accommodate for pedestrian improvements from
the existing Marana Municipal Complex to the Ora Mae Harn Park.
This project installs street lighting along Business Park Drive from Burlingame Road
to Hartman Lane (3,700 ft.), to improve traffic safety.
Funding Sources
(in thousands of
dollars)
LED Street Lighting Near Crossroads Park - (ST092)
FY 2022
Approx. $8,829 annual O&M cost
Transportation Fund
Transportation Fund
Lon Adams Rd, Reconstruction - (ST068)
FY 2022
$3,000 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Approx. $12,099 annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
LED Street Lighting, Business Park Dr
This project installs street lighting along 2,100 feet of road to improve
safety for all users.
145
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:Marana Main Street
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
3,300.0 - 300.0 3,000.0 - - - - 3,300.0
Total: 3,300.0 - 300.0 3,000.0 - - - - 3,300.0
Est. Completion:
Location:Marana Road west of Sandario Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
384.0 50.5 333.6 - - - - - 333.6
1,418.5 1,418.5 - - - - - - -
214.9 214.9 - - - - - - -
901.1 901.1 - - - - - - -
Total: 2,918.6 2,585.0 333.6 - - - - - 333.6
North Benefit Area
Impact Fee Fund
Realign Marana road such that its terminus with Sandario Road will be relocated
from just north of the Circle K to just south of the Marana Market. The relocated
alignment will reside in the ultimate right of way for Marana road in a scenario
where Tangerine Farms Road is the primary roadway from the Marana
interchange.
Downtown
Reinvestment Fund
Marana Rd Realignment - (ST044)
FY 2022
$7,500 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Northwest Benefit
Area Impact Fee
Fund
Marana Main Street Extension - (ST093)
FY 2023
Approx $1,000 annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Construction of Marana Main Street to connect the two existing sections of
Marana Main Street. This will include streets, street lighting. sidewalks, pedestrian
lighting, landscaping, etc. to match the existing Marana Main Street sections.
146
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2024
Location:Moore Road from Sanders Road to I-10
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
500.0 - - - 500.0 - - - 500.0
Total: 500.0 - - - 500.0 - - - 500.0
Est. Completion:FY 2023
Location:Moore Road west from Dove Mountain Blvd. to Wild Burro Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
220.0 - - 220.0 - - - - 220.0
Total: 220.0 - - 220.0 - - - - 220.0
Est. Completion:FY 2022
Location:Hardin Road, Wentz Road, Gladden Farms Road, Grier Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,200.0 1,155.0 45.0 - - - - - 45.0
Total: 1,200.0 1,155.0 45.0 - - - - - 45.0
Funding Sources
(in thousands of
dollars)
Moore Rd Rehabilitation, East and West of Dove Mtn
A rubberized chip will be applied and cattle guard removed and
replaced in pavement.
No additional operational and maintenance costs will be required
and will reduce maintenance cost to the road
Funding Sources
(in thousands of
dollars)
Transportation Fund
Transportation Fund
Approximately 33,400 linear feet of road will have a rubberized chip seal
application applied, with structural patch work as needed.
Funding Sources
(in thousands of
dollars)
Transportation Fund
North Marana Pavement Rehabilitation - (ST083)
$44,600 Annual O&M cost
No additional operational and maintenance costs will be required
and will reduce maintenance cost to the road
A rubberized chip will be applied.
Moore Rd Rehab, Sanders Rd to I-10
147
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:
Location:The Pines Subdivision
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
660.0 - 660.0 - - - - - 660.0
Total: 660.0 - 660.0 - - - - - 660.0
Est. Completion:FY 2023
Location:The Pines Subdivision
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
460.0 - - 460.0 - - - - 460.0
Total: 460.0 - - 460.0 - - - - 460.0
Est. Completion:FY 2022
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
260.0 - 260.0 - - - - 260.0
Total: 260.0 - 260.0 - - - - - 260.0
Pines Settlement Repair, FY2022 - (ST094)
Repair settled areas of asphalt with poly foam injection at various
failed locations.
No additional operational and maintenance costs will be required
Grier Road from Frontage Road to Sandario Road; Postvale Road from
Frontage Road to Moore Road
Transportation Fund
Funding Sources
(in thousands of
dollars)
Transportation Fund
Postvale Rd, Grier Rd Rehab Phase 2 - (ST095)
Pines Settlement Repair, FY2023
Funding Sources
(in thousands of
dollars)
Repair settled areas of asphalt on street with poly foam injection at
various failed locations.
No additional operational and maintenance costs will be required
Rubberized chip with structural patch work as needed
No additional operating costs
Funding Sources
(in thousands of
dollars)
Transportation Fund
148
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2022
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
300.0 280.0 20.0 - - - - 20.0
Total: 300.0 280.0 20.0 - - - - - 20.0
Est. Completion:FY 2022
Location:Rillito Village Trail, from Tangerine Farms Road to Frontage Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
860.0 13.5 846.5 - - - - 846.5
Total: 860.0 13.5 846.5 - - - - - 846.5
Est. Completion:FY 2022
Location: Silverbell Road: Twin Peaks Road to Coachline Boulevard
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
315.0 - 315.0 - - - - 315.0
Total: 315.0 - 315.0 - - - - - 315.0
Postvale Road from Adonis/Postvale intersection south and east to end of
pavement
Construct a concrete sidewalk along the west side of Silverbell Road
$500 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Postvale Rd, Grier Rd Rehabilitation - (ST084)
$3,700 annual O&M costs
Funding Sources
(in thousands of
dollars)
Silverbell Rd Sidewalk, TP to Coach - (ST069)
Rillito Village Tr Drainage Improvements - (ST085)
Repair failed sections, and correct drainage issues to remove standing
water within the ROW.
Transportation Fund
$200 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Approximately 2.25 miles of road will have a rubberized chip applied along with
structural patch work as needed
149
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2025
Location:Silverbell Road, Ina to Sunset
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,400.0 - - - 400.0 - 2,000.0 - 2,400.0
Total: 2,400.0 - - - 400.0 - 2,000.0 - 2,400.0
Est. Completion:FY 2022
Location:Silverbell Road, Sanders Road, Emigh Road, South Marana
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
600.0 - 600.0 - - - - 600.0
Total: 600.0 - 600.0 - - - - - 600.0
South Marana Pavement Rehab Phase 2 - (ST096)
Transportation Fund
Silverbell Road from Twin Peaks Road to Town limits, Rubberized Chip.
Emigh Road from Sandario Road to Sanders Road, Rubberized Chip.
Sanders Road from Twin Peaks Road to Emigh Road, Rubberized Chip
with Drainage Improvements / Ford Wall.
No additional operational and maintenance costs will be required
Funding Sources
(in thousands of
dollars)
Silverbell Rd Widening, Ina Rd to Sunset Rd
The RTA project Silverbell Road, Ina Road to Grant Road is a divided desert
parkway, with drainage improvements and bike lanes that will widen Silverbell
Road from 2 lanes to 3 lanes from Ina rd. to Sunset Road The Town of Marana will
contribute funds to the lead agency (Pima County) necessary to increase this
from a 3-lane roadway to a 4-lane roadway.
$8,000 Annual O&M cost
Funding Sources
(in thousands of
dollars)
South Benefit Impact
Fee Fund
150
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2022
Location:Various roads in south Marana
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
550.0 515.0 35.0 - - - - 35.0
Total: 550.0 515.0 35.0 - - - - - 35.0
Est. Completion:FY 2026
Location:Various subdivisions
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
3,000.0 - - - - 1,500.0 1,500.0 - 3,000.0
Total: 3,000.0 - - - - 1,500.0 1,500.0 - 3,000.0
Est. Completion:FY 2026
Location:Tangerine Farms Road from Barnett to Marana Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
6,400.0 - - 400.0 - - 6,000.0 - 6,400.0
Total: 6,400.0 - - 400.0 - - 6,000.0 - 6,400.0
Funding Sources
(in thousands of
dollars)
Transportation Fund
No additional operational and maintenance costs will be required
Removal and replacement of existing asphalt at various subdivisions
throughout the town as needed
No additional operational and maintenance costs will be required
Funding Sources
(in thousands of
dollars)
Transportation Fund
South Marana Pavement Rehabilitation - (ST086)
Tangerine Farms Rd, Barnett Rd to Marana Rd
This project will be a 4 lane divided roadway with a path,
sidewalk, landscaping and lighting.
$4,000 O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Subdivision Restoration(s)
Thornydale Road (Ina Road to Town limits on the south), Orange Grove
Road (from I-10 on the west to Town limits on the east), and Costco
Loop will have a rubberized chip seal application applied, with
structural patch work as needed.
151
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2024
Location:Tangerine Farms Road, Marana Road to I-10
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
3,820.0 - 300.0 20.0 3,500.0 - - - 3,820.0
Total: 3,820.0 - 300.0 20.0 3,500.0 - - - 3,820.0
Est. Completion:FY 2024
Location:Tangerine Road from I-10 to Dove Mt.
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
10,000.0 - 2,200.0 6,100.0 1,700.0 - - - 10,000.0
5,000.0 - 5,000.0 - - - - - 5,000.0
RTA 12,000.0 - - 12,000.0 - - - - 12,000.0
Total: 27,000.0 - 7,200.0 18,100.0 1,700.0 - - - 27,000.0
Est. Completion:FY 2026
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,000.0 - - - - 1,000 1,000 - 2,000.0
RTA 41,350.0 - - - - 23,350 18,000 - 41,350.0
Total: 43,350.0 - - - - 24,350 19,000 - 43,350.0
Approx. $60,000 annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Tangerine Rd Widening, Phase 2B - (ST060)
From Interstate 10 to approximately 2 miles to the east of Interstate 10.
Tangerine Road will be widen to a 4-lane divided desert parkway, with bike
lanes, drainage improvements and turn lanes.
Construction of a 4 lane road with drainage improvements, sidewalks, ADA
facilities, multi-use path, right-of-way acquisitions, utility relocations, Marana
Water line extensions, and sewer modifications and additions.
This project will be a four lane divided roadway with sidewalks, a path,
landscaping, and lighting.
Approx. $60,000 annual O&M cost
Agency Fund
Tangerine Farms Rd, Marana Rd to I-10 - (ST097)
Approx. $60,000 annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Funding Sources
(in thousands of
dollars)
Transportation Fund
Tangerine Rd Widening, Phase 2A - (ST098)
152
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2026
Location:Town wide
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
400.0 - - 100.0 100.0 100.0 100.0 - 400.0
Total: 400.0 - - 100.0 100.0 100.0 100.0 - 400.0
Est. Completion:FY 2022
Location:Twin Peaks Road and Sandario Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,000.0 14.5 985.5 - - - - - 985.5
Total: 1,000.0 14.5 985.5 - - - - - 985.5
Est. Completion:FY 2022
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
450.0 - 450.0 - - - - - 450.0
Total: 450.0 - 450.0 - - - - - 450.0
Town Street Lighting Program
$10,500 Annual O&M cost
Installations of lights for residential streets that enter major arterial
roadways to improve public safety.
Estimated $10,000 annual O&M
Funding Sources
(in thousands of
dollars)
No additional annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
Funding Sources
(in thousands of
dollars)
Transportation Fund
Twin Peaks Rd Rehabilitation, West Town Limits - (ST099)
A rubberized chip seal will be applied.
Western Town limit of Twin Peaks Road to the intersection of Twin Peaks Road and
Saguaro Highlands
General Fund
Twin Peaks Rd - Sandario Rd Intersection - (ST087)
Installation of signalized intersection at, Twin Peaks Road and Sandario
Road to provide easier access to Marana High School.
153
FY2022 CAPITAL IMPROVEMENT PROGRAM ROAD INFRASTRUCTURE PROJECTS
Est. Completion:FY 2023
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
4,000.0 - 2,000.0 2,000.0 - - - - 4,000.0
5,549.7 0.4 5,549.3 - - - - - 5,549.3
3,000.0 - 3,000.0 - - - - - 3,000.0
750.0 - 750.0 - - - - - 750.0
Total: 13,299.7 0.4 11,299.3 2,000.0 - - - - 13,299.3
Est. Completion:FY 2022
Location:
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
50.0 40.0 10.0 - - - - - 10.0
Other Capital
Fund 650.0 620.0 30.0 - - - - - 30.0
Total: 700.0 660.0 40.0 - - - - - 40.0
Transportation Fund
$36,800 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Transportation Fund
West Marana Pavement Rehabilitation - (ST088)
South Benefit Area
Impact Fee Fund
Agency Fund
RTA
Sanders Rd from Avra Valley Road to Marana Road, Sandario Road from Avra
Valley Road to southern town limits
Approximately 6 linear miles of Sanders Rd and Sandario Road will have a
rubberized chip seal application applied, with structural patch work as needed.
Approximately 6 linear miles of Avra Valley Road will have an application of
asphalt emulsion sealer.
No additional operational and maintenance costs will be required. The
maintenance cost wil be reduced.
Funding Sources
(in thousands of
dollars)
Twin Peaks Rd, Rattlesnake Pass Widening - (ST073)
Twin Peaks Road from the western boundary of the Saguaro Springs development
and extending to the intersection of Twin Peaks Road and Silverbell Road
Reconstruct road, a four-lane arterial road cross-section, including the installation
of westbound right-tum lanes and eastbound left-turn lanes at its intersections
with Saguaro Peaks Blvd. and Saguaro Highlands Drive and install a traffic control
signal at the Twin Peaks/Saguaro Peaks Blvd. intersection.
154
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2026
Location:TBD
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,000.0 - - - - - 2,000.0 - 2,000.0
Total: 2,000.0 - - - - - 2,000.0 - 2,000.0
Est. Completion:FY 2026
Location:Continental Ranch Community Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
350.0 - - - - 50.0 300.0 - 350.0
Total: 350.0 - - - - 50.0 300.0 - 350.0
Est. Completion:FY 2023
Location:Silverbell Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
90.0 - - 90.0 - - - - 90.0
Total: 90.0 - - 90.0 - - - - 90.0
Other Capital Fund
Aquatics Center
Funding Sources
(in thousands of
dollars)
General Fund
Continental Com Park Loop Connection
Add a paved path from Continental Ranch Community Park to
connect to the Loop.
$500 Annual O&M cost
Funding Sources
(in thousands of
dollars)
General Fund
Crossroads Park Path Entry Reconstruction
Expansion of the Path entry at Silverbell Park.
$500 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Estimated $1,600,000 Annual O&M Costs
A year round, heated aquatic facility. Programming will include senior
aqua aerobics, children's swimming Lessons, open recreation swim,
swim team competition, and fitness lap swimming.
155
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2023
Location:East of the El Rio Riparian Area
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
240.0 - 40.0 200.0 - - - - 240.0
Total: 240.0 - 40.0 200.0 - - - - 240.0
Est. Completion:FY 2022
Location:El Rio Preserve
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
82.0 6.0 76.0 - - - - - 76.0
58.0 - 58.0 - - - - - 58.0
Total: 140.0 6.0 134.0 - - - - - 134.0
Est. Completion:FY 2025
Location:El Rio Preserve
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
465.0 - - - 65.0 400.0 - - 465.0
Total: 465.0 - - - 65.0 400.0 - - 465.0
Develop a trail system in the El Rio Preserve to include tables, benches,
and wildlife viewing areas throughout the preserve.
General Fund
Other Capital Fund
El Rio Preserve Expansion
El Rio Disc Golf - (PK031)
Construct a disk golf course east of the El Rio Riparian Area.
$15,000 Annual O&M cost
$15,000 Annual O&M cost
Funding Sources
(in thousands of
dollars)
El Rio Preserve Connection - (PK029)
This project will convey water into the El Rio Preserve which will allow
the Town to maintain water in this important outdoor recreation asset
year-round.
Funding Sources
(in thousands of
dollars)
General Fund
$1,000 Annual O&M cost
General Fund
Funding Sources
(in thousands of
dollars)
156
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2022
Location:El Rio Riparian Area
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
170.0 - 170.0 - - - - - 170.0
Total: 170.0 - 170.0 - - - - - 170.0
Est. Completion:FY 2023
Location:Gladden Farms Community Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
550.0 - 50.0 500.0 - - - - 550.0
Total: 550.0 - 50.0 500.0 - - - - 550.0
Est. Completion:FY 2022
Location:Heritage River Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
140.0 - 140.0 - - - - - 140.0
Total: 140.0 - 140.0 - - - - - 140.0
Funding Sources
(in thousands of
dollars)
No foreseeable operating costs
General Fund
Replace the existing pole barn with a new group ramada.
Other Capital Fund
El Rio Recreation Area Parking Lot - (PK032)
$1,740 Annual O&M cost
Heritage Park Pole Barn - (PK034)
Funding Sources
(in thousands of
dollars)
A parking facility to provide parking for the El Rio Recreation
area to prevent excessive street parking in the
neighborhood.
Gladden Farms Baseball Fields - (PK033)
$5,000 Annual O&M cost
Park Impact Fund
Funding Sources
(in thousands of
dollars)
Add two lighted and fenced diamond shaped ball fields.
157
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2025
Location:Heritage Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,000.0 - - - - 1,000.0 - - 1,000.0
Total: 1,000.0 - - - - 1,000.0 - - 1,000.0
Est. Completion:
Location:Honea Heights Subdivision
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
75.0 - - 75.0 - - - - 75.0
Total: 75.0 - - 75.0 - - - - 75.0
Est. Completion:FY 2024
Location:Honea Heights Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,050.0 - - 50.0 1,000.0 - - - 1,050.0
Total: 1,050.0 - - 50.0 1,000.0 - - - 1,050.0
Park Impact Fund
Honea Heights Emergency Sewer Program (CD006)
Heritage River Park Improvements
$80,000 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
FY 2023
Emergency hookups to the sewer line for residents whose septic tanks
have failed.
No foreseeable operating costs
Park Impact Fund
Add 2 new lighted rectangle shaped fields at Honea Heights Park.
Convert existing half court basketball curt to full court.
Increase capacity at Heritage Park. Reduce size of garden beds. Raise
garden beds. Create spaces for ancient gardening displays/programs
in partnership with outside agencies. Develop areas for educational
displays including a Pit House.
General Fund
Honea Heights Phase II
$1,200 Annual O&M cost
158
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2022
Location:N/A
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
100.0 - 100.0 - - - - - 100.0
Total: 100.0 - 100.0 - - - - - 100.0
Est. Completion:FY 2024
Location:TBD
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
41.0 - 41.0 - - - - - 41.0
27,000.0 - 2,000.0 15,000 10,000 - - - 27,000.0
Total: 27,041.0 - 2,041.0 15,000 10,000 - - - 27,041.0
Est. Completion:FY 2022
Location:Marana Municipal Complex
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
305.1 16.1 289.0 - - - - - 289.0
Total: 305.1 16.1 289.0 - - - - - 289.0
No foreseeable operating costs
Funding Sources
(in thousands of
dollars)
Park Impact Fund
Other Capital Fund
MMC Drainage Improvements - (FA108)
No additional operating budget impact
Improve ground water drainage around the Marana Municipal
Complex.
Marana Community Center - (PK035)
Construct a large multi-generational recreation facility to include;
exercise/fitness facilities, multi-use gymnasium space, classroom and
meeting space, indoor walking track, and other recreation amenities.
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
$1,400,000 Annual O&M cost
General Fund
Impact Fee Study, Parks, FY2021 - (PK030)
A study of the Town's growth and capacity, and the associated
impact fees that will be necessary to fund park improvements.
General Fund
159
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2027
Location:Ora Mae Harn Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,485.0 - - - - - 150.0 1,335.0 1,485.0
Total: 1,485.0 - - - - - 150.0 1,335.0 1,485.0
Est. Completion:FY 2022
Location:North of Avra Valley Road along the Santa Cruz River bank
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,306.9 282.6 2,024.3 - - - - - 2,024.3
510.0 - 510.0 - - - - - 510.0
Total: 2,816.9 282.6 2,534.3 - - - - - 2,534.3
Est. Completion:
Location:Roundabout at N. Sanders Road and W. Nichols Street
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
75.0 57.5 17.5 - - - - - 17.5
Total: 75.0 57.5 17.5 - - - - - 17.5
No foreseeable operating costs
PAG
TABY Downtown Roundabout - (AD015)
Renovation of Ora Mae Harn Park. Elements include upgrading play
structures, removing swimming pool and bathhouse, constructing a
community pavilion, remove and replace existing restrooms, creating
a racquet sport area, constructing a small rectangular field, and
expanded parking.
$2,000 Annual O&M cost
A monument sculpture located in the round-about at Sandario Road
and Marana Main Street.
FY 2022
Agency Fund
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
Park Impact Fund
General Fund
Santa Cruz Shared Use Path, at CalPortland - (PK023)
Obtain necessary easements, design & construct a 14' wide
asphalt path with above grade crossing.
$4,095 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Ora Mae Harn Park Renovation
160
FY2022 CAPITAL IMPROVEMENT PROGRAM PARKS/PUBLIC GOODS PROJECTS
Est. Completion:FY 2023
Location:Tortolita Preserve at Moore Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
130.0 - 30.0 100.0 - - - - 130.0
Total: 130.0 - 30.0 100.0 - - - - 130.0
General Fund
Tortolita Preserve Improvements - (PK036)
$4,000 Annual O&M cost
Funding Sources
(in thousands of
dollars)
Improve trail access by creating a formal entry with signage, adding a
ramada, adding an area for a portable restroom, improving trails, and
adding informational and interpretive signage.
161
FY2022 CAPITAL IMPROVEMENT PROGRAM AIRPORT PROJECTS
Est. Completion:FY 2024
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
88.0 - 18.4 69.6 - - - - 88.0
16,273.0 - 382.8 1,490.3 14,400.0 - - - 16,273.0
Total: 16,361.0 - 401.1 1,559.9 14,400.0 - - - 16,361.0
Est. Completion:FY 2026
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
48.0 - - - - 48.0 - - 48.0
432.0 - - - - 432.0 - - 432.0
Total: 480.0 - - - - 480.0 - - 480.0
Est. Completion:
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
21.5 - - - - 21.5 - - 22
458.5 - - - - 458.5 - - 459
Total: 480.0 - - - - 480.0 - - 480.0
Funding Sources
(in thousands of
dollars)
Airport EA, RWY 3-21, TWY B2, Hanger 6
FY 2025
An Environmental Assessment for the new Runway 3-21, Taxiway B2,
and Hanger 6.
No forseeable operating costs
Airport Capital Fund
Airport Drainage Study - (AP027)
New airport drainage study. Previous drainage study was
done in 2007 and is out of date.
No forseeable operating costs
Funding Sources
(in thousands of
dollars)
General Fund
Air Traffic Control Tower - (AP031)
Funding Sources
(in thousands of
dollars)
General Fund
Airport Capital Fund
Environmental, siting study, design, and construction of a new air
traffic control tower.
O&M expenses of $50,000 per year starting in FY 2024/25
Airport Capital Fund
General Fund
162
FY2022 CAPITAL IMPROVEMENT PROGRAM AIRPORT PROJECTS
Est. Completion:FY 2022
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
181.6 - 181.6 - - - - - 181.6
1,849.4 132.1 1,717.3 - - - - - 1,717.3
Total: 2,031.0 132.1 1,898.9 - - - - - 1,898.9
Est. Completion:FY 2022
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
175.0 111.4 63.6 - - - - - 63.6
Total: 175.0 111.4 63.6 - - - - - 63.6
Est. Completion:FY 2025
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
314.7 - - 58.8 - 255.9 - - 314.7
6,477.3 - - 529.2 - 5,948.1 - - 6,477.3
Total: 6,792.0 - - 588.0 - 6,204.0 - - 6,792.0
$2,500 a year in cleaning and preventative maintenance. This
includes bulbs and having the equipment inspected once a year.
Airport MIRL, Beacon, PAPI Replacements - (AP026)
Airport Capital Fund
Airport Taxiway A Reconstruction
Airport Runway 30 Safety Study - (AP029)
Study to analyze mitigation options for insufficient Runway 30 safety
area.
Airport Capital Fund
Airport Runway MIRL (Medium Intensity Runway Lights) upgrade,
replace rotating Beacon, and replace PAPI's (Precision Approach Path
Indicators) on Runway 12-30 and 3-21. Replacements due to current
age. Upgrade for safety.
Design and construction of Taxiway A and lighting reconstruction.
Anticipated low pavement condition from tri-annual ADOT inspection.
$4,000 a year in upkeep, cleaning and crack sealing pavement
General Fund
No forseeable operating costs
Airport Capital Fund
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
General Fund
163
FY2022 CAPITAL IMPROVEMENT PROGRAM AIRPORT PROJECTS
Est. Completion:FY 2023
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
71.7 - - 71.7 - - - - 71.7
1,531.5 - - 1,531.5 - - - - 1,531.5
Total: 1,603.2 - - 1,603.2 - - - - 1,603.2
Est. Completion:FY 2024
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
450.0 - 50.0 175.0 225.0 - - - 450.0
4,650.0 - 1,050.0 1,575.0 2,025.0 - - - 4,650.0
Total: 5,100.0 - 1,100.0 1,750.0 2,250.0 - - - 5,100.0
Est. Completion:FY 2025
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Funding Sources
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
505.7 - - 40.2 90.0 375.5 - - 505.7
10,414.3 - - 859.8 810.0 8,744.5 - - 10,414.3
Total: 10,920.0 - - 900.0 900.0 9,120.0 - - 10,920.0
Airport Taxiway MITL Lights Upgrade - (AP032)
Design and Construction/Reconstruction of Runway 3-21,
Taxiway B2 and the removal of Hangar 6.
Design and Construct the Airport Taxiway MITL (Medium Intensity
Taxiway Lighting) upgrades. Replacement due to current age.
Upgrade for safety.
Rwy 3-21, Twy B2, Hangar 6, Modifications
$2,500 a year in cleaning and preventative maintenance. This
includes bulbs and having the equipment inspected once a year.
Design and construction of the rehabilitation of the east apron
(215,195 sq. ft.) and west apron (476,758 sq. ft.).
$4,000 a year in upkeep, maintenance, etc for each- $2,000 east and
$2,000 west
East and West Apron Rehabilitation - (AP033)
Airport Capital Fund
General Fund
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
General Fund
General Fund
Airport Capital Fund
Airport Capital Fund
O&M expenses of $4,500 per year starting in FY 2025/26.
164
FY2022 CAPITAL IMPROVEMENT PROGRAM AIRPORT PROJECTS
Est. Completion:FY 2024
Location:Marana Regional Airport
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
262.2 - 49.0 - 213.2 - - - 262.2
5,397.8 - 441.0 - 4,956.8 - - - 5,397.8
Total: 5,660.0 - 490.0 - 5,170.0 - - - 5,660.0
Airport Capital Fund
Funding Sources
(in thousands of
dollars)
General Fund
Design and construction of Taxiway C (50 ft. x 2,000 ft.).
$3,500 a year in up keep, cleaning and crack sealing pavement.
Taxiway C Reconstruction - (AP035)
165
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER PROJECTS
Est. Completion:FY 2022
Location:Amole well site
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
160.0 - 160.0 - - - - - 160.0
Total: 160.0 - 160.0 - - - - - 160.0
Est. Completion:FY 2026
Location:Marana
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,077.5 - 215.5 215.5 215.5 215.5 215.5 - 1,077.5
Total: 1,077.5 - 215.5 215.5 215.5 215.5 215.5 - 1,077.5
Est. Completion:FY 2023
Location:Twin Peaks Blvd. to Silverbell Road
Description:
Operating
Budget Impact:
Funding Sources
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,798.8 112.9 155.9 2,530.0 - - - - 2,685.9
Total: 2,798.8 112.9 155.9 2,530.0 - - - - 2,685.9
CAP Subcontract - NIA Reallocation - (WT042)
$1,000 for annual corrostion testing and periodic valve
maintenance
Water Infrastructure
Charges for 515 acre-feet per year of Non-Indian Agricultural priority
CAP water be re-allocated to the Town of Marana to meet town
growth.Approx $60,000 of annual O&M costs
Funding Sources
(in thousands of
dollars)
Renewable
Resources
Continental Reserve 24-inch Tie-in - (WT035)
Construct 24-inch interconnect between Hartman Vistas/Twin Peaks
water service area and Continental Reserve water service area to
create redundancy. The project will also facilitate the maintenance
of the Continental Reserve Reservoir (future project).
Funding Sources
(in thousands of
dollars)
Water Capital Fund
Amole Electrical Upgrade - (WT055)
Electrical upgrades to help bring the site to meet current OSHA and
electrical regulations.
Costs saving as ugrade will be less hard on motors and will allow
operators to more safely replace fuses.
166
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER PROJECTS
Est. Completion:FY 2023
Location:East Tangerine
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
320.0 - - 320.0 - - - - 320.0
Total: 320.0 - - 320.0 - - - - 320.0
Est. Completion:FY 2022
Location:Marana
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
43.8 4.0 39.8 - - - - - 39.8
43.8 4.0 39.8 - - - - - 39.8
43.8 4.0 39.8 - - - - - 39.8
Total: 131.4 12.0 119.4 - - - - - 119.4
$12,000 in annual electrical pumping costs, inspections, and
maintenance
East Tangerine, Segment 1 Pipeline, Upsizing - (WT053)
The Town of Marana will assess the existing well to potentially increase
its capacity to at least 200 gallons per minute. In addition, other areas
in the vicinity will be researched and investigated to see if there is a
location that would be a good candidate to design, drill, and equip a
new well.
Renewable
Resources
Wastewater Impact
Update the current Infrastructre Improvement Plans and Impact Fee
Study to ensure fair and approriate fees are collected.
N/A
Funding Sources
(in thousands of
dollars)
Water Infrastructure
Funding Sources
(in thousands of
dollars)
Water Capital Fund
Impact Fee Study, Water, FY2021 - (WT054)
167
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER PROJECTS
Est. Completion:FY 2022
Location:Marana water service area
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
185.0 - 185.0 - - - - - 185.0
Total: 185.0 - 185.0 - - - - - 185.0
Est. Completion:FY 2022
Location:Ora Mae Harn Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
567.9 - 567.9 - - - - - 567.9
2,447.0 14.9 2,432.1 - - - - - 2,432.1
Total: 3,014.9 14.9 3,000.0 - - - - - 3,000.0
Water Capital Fund
Water Infrastructure
Funding Sources
(in thousands of
dollars)
Integrated Water Resources Plan and DAWS - (WT056)
Produce a long-term Integrated Water Resources Plan to provide
comprehensive guidelines for water supply and support external
communications regarding water resources. Application and
modification of Designation of Assured Water Supply.
N/A
Funding Sources
(in thousands of
dollars)
Renewable
Resources
Marana Park Reservoir - (WT046)
Design and construct a new 1,000,000 gallon reservoir at the existing
Marana Park Well Site. The project will provide additional storage
required future development.
$4,160 annual O&M costs
168
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER PROJECTS
Est. Completion:FY 2023
Location:Ora Mae Harn Park
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
732.0 26.1 705.9 - - - - - 705.9
Total: 732.0 26.1 705.9 - - - - - 705.9
Est. Completion:FY 2024
Location:Marana
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
11,816.7 506.0 3,760.7 6,900.0 650.0 - - - 11,310.7
Total: 11,816.7 506.0 3,760.7 6,900.0 650.0 - - - 11,310.7
A collaborative effort between Marana Domestic Water Iimprovemnt
District and the Town of Oro Valley to plan, design, and construct a
delivery system to convey recovered CAP water. Additionally, Marana
Water will design and construct other necessary system improvements
to connect to the Marana Water distribution system.
The O&M costs of this project not yet known at this time. There will be
additional booster stations to maintain, but there will be reduced
pumping of wells in other areas to help offset costs.
Funding Sources
(in thousands of
dollars)
Water Capital Fund
NW Recharge, Recovery, and Delivery System - (WT048)
Drill and equip and a new production well near the Marana Park
water facility to provide additional source capacity for future growth.
The desired production is 650 gallons per minute.
Approx. $16,160 annual O&M costs
Funding Sources
(in thousands of
dollars)
Water Infrastructure
Marana Park Well - (WT047)
169
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER PROJECTS
Est. Completion:FY 2022
Location:Oshrin community
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
105.0 - 105.0 - - - - - 105.0
Total: 105.0 - 105.0 - - - - - 105.0
Est. Completion:FY 2025
Location:Wade Road west
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,481.5 - - - 284.8 1,196.7 - - 1,481.5
Total: 1,481.5 - - - 284.8 1,196.7 - - 1,481.5
Est. Completion:FY 2022
Location:Sandario well site
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
140.0 - 140.0 - - - - - 140.0
Total: 140.0 - 140.0 - - - - - 140.0
Water Capital Fund
Oshrin Line Replacement - (WT057)
Furnish, install 1 inch service lines, provide traffic control and
applicable permits, replace asphalt. 30 service lines.
Minimal O&M costs
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
Water Capital Fund
Water Infrastructure
Sandario Well Rehabilitation - (WT058)
Rehabilitiation of Sandario well which is starting to lose productivity
and efficiency due to aging.
Funding Sources
(in thousands of
dollars)
N/A
Construct approximately 6,600 linear feet of 12" water main in the
Picture Rocks Water System. The main will connect two blocks of
Continental Reserve development that have lower pressure due to
their location. The two blocks would be converted to the Picture
Rocks service area with new zone boundaries.
Minimal O&M costs
Picture Rocks Interconnect - (WT036)
170
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER PROJECTS
Est. Completion:
Location:Sanders Road alignment from Clark Farms Blvd. to Marana Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
2,227.7 - - - 2,227.7 - - - 2,227.7
Total: 2,227.7 - - - 2,227.7 - - - 2,227.7
Est. Completion:FY 2024
Location:Various Water Facilities
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
901.1 209.4 232.7 225.0 234.0 - - - 691.7
Total: 901.1 209.4 232.7 225.0 234.0 - - - 691.7
Est. Completion:FY 2022
Location:Tangerine Farms west of I-10
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,396.5 1,075 321.0 - - - - - 321.0
Total: 1,396.5 1,075 321.0 - - - - - 321.0
$4,160 annual O&M
FY 2025
Sanders Road 24-Inch Water Line
Design and construct approximately 9,000 linear feet of 24-inch water
line to support planned future development.
$1,000 annual corrosion testing. Will eventually lower power costs by
allowing a greater portion of the system to be served by gravity
instead of being pumped.
Funding Sources
(in thousands of
dollars)
Water Infrastructure
SCADA and Integrated Telemetry - (WT026)
Various projects to improve efficiency, control, communication, ability
to control data and security while standardizing software/hardware
installations in the water distribution system.
Funding Sources
(in thousands of
dollars)
Water Infrastructure
$10,000 a year in software upgrades and system equipment
Funding Sources
(in thousands of
dollars)
Water Capital Fund
Tangerine W, X-zone Booster and PRV - (WT037)
Design and construct an booster station and pressure release valve
station. The booster station will allow water service to expand east of I-
10 upon installation of the pipeline and support future gravity storage
reservoirs.
171
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER RECLAMATION PROJECTS
Est. Completion:FY 2022
Location:Clark Farms Blvd. at Sandario Road and Tangerine Farms Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
465.8 15.9 449.9 - - - - - 449.9
Total: 465.8 15.9 449.9 - - - - - 449.9
Est. Completion:FY 2022
Location:
Description:
Operating
Budget Impact:
Funding Sources
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
248.0 14.4 233.6 - - - - - 233.6
Total: 248.0 14.4 233.6 - - - - - 233.6
Est. Completion:FY 2022
Location:Marana Water Reclamation Facility solids handling facility
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
825.0 - 825.0 - - - - - 825.0
Total: 825.0 - 825.0 - - - - - 825.0
Funding Sources
(in thousands of
dollars)
Wastewater Capital
Estimated $500 annual maintenance costs for additional oil
and grease.
Clark Farms Flow Split - (WR017)
Modification of the existing wastewater collection system to split the
incoming flows between Clark Farms and Sandario Road by replacing
an existing weir with a control structure, replacing existing manholes,
and installation of 12" gravity main.
$440 annual O&M costs
Funding Sources
(in thousands of
dollars)
Wastewater Impact
Marana Rd-Sanders Rd 21-Inch Main - (WR018)
Remove approximately 90 linear feet of 18" gravity sewer main and
replace with 21" gravity sewer main; Remove and replace two existing
manholes.
$7,240 annual O&M costs
Wastewater Impact
Marana WRF, Screw Press 2 - (WR019)
This project includes the purchase and installation of 1 Screw Press, 1
Polymer Blending Unit and 1 Solids Conveyor system to provide critical
system redundancy to meet water quality standards.
172
FY2022 CAPITAL IMPROVEMENT PROGRAM WATER RECLAMATION PROJECTS
Est. Completion:FY 2022
Location:Rillito Vista Lift Station
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
191.4 - 191.4 - - - - - 191.4
Total: 191.4 - 191.4 - - - - - 191.4
Est. Completion:
Location:Marana sewer system
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
1,900.1 - 41.6 731.3 552.5 574.7 - - 1,900.1
Total: 1,900.1 - 41.6 731.3 552.5 574.7 - - 1,900.1
Est. Completion:FY 2023
Location:W. Sagebrush Road and N. Wentz Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
10,300.0 - 5,000.0 5,300.0 - - - - 10,300.0
Total: 10,300.0 - 5,000.0 5,300.0 - - - - 10,300.0
North Marana Sewer Interceptor - (WR021)
Intallation of four gravity pipes to accommodate additional
sewer flows from projected development growth.
Estimated $10,000 annual O&M costs
Funding Sources
(in thousands of
dollars)
Wastewater Capital
Wastewater Capital
Rillito Vista Lift Station Upgrade - (WR020)
This project will replace mechanical and electrical
equipment at the Rillito Vista Lift Station that is at the end of
its life cycle while adding an emergency backup power
supply.
$1,000 annual O&M costs
Funding Sources
(in thousands of
dollars)
Wastewater Capital
Sewer Conveyance System Rehab - (WR012)
FY 2025
The project includes the rehabilitation and/or replacement of existing
sewer conveyance infrastructure (manholes, sewer mains, & lift
stations) that have deteriorated over time.
There should be no change in operational cost. The project will be
completed proactively to prevent possible emergency repairs.
Funding Sources
(in thousands of
dollars)
173
FY2022 CAPITAL IMPROVEMENT PROGRAM BUILDINGS PROJECTS
Est. Completion:
Location:Marana Municipal Complex
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
564.9 439.0 125.9 - - - - - 125.9
400.0 50.0 350.0 - - - - - 350.0
Total: 964.9 489.0 475.9 - - - - - 475.9
Est. Completion:FY 2022
Location:Marana Municipal Complex Campus
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
531.1 - 531.1 - - - - - 531.1
Total: 531.1 - 531.1 - - - - - 531.1
Est. Completion:
Location:Marana Municipal Complex
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
800.0 - - 800.0 - - - - 800.0
Total: 800.0 - - 800.0 - - - - 800.0
General Fund
Local Tech Fund
Other Capital Fund
MMC Generator Upgrade
FY 2023
Replace the existing generator with a larger one.
Annual operating cost would remain relatively the same.
Marana Public Safety Facility - (PDFAC)
Various safety improvements, erosion protection, and visual
improvements and seating for special events.
Court Jury Assembly Room - (FA102)
FY 2022
Expansion of the Courts building, to add a Jury Assembly room.
Approx. $2,500 annual O&M costs
Funding Sources
(in thousands of
dollars)
Approx. $2,740 annual O&M cost
Funding Sources
(in thousands of
dollars)
Funding Sources
(in thousands of
dollars)
General Fund
174
FY2022 CAPITAL IMPROVEMENT PROGRAM BUILDINGS PROJECTS
Est. Completion:FY 2022
Location:Marana Municipal Complex
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
202.0 - 202.0 - - - - - 202.0
Total: 202.0 - 202.0 - - - - - 202.0
Est. Completion:FY 2022
Location:MOC Parking Lot - 5100 W Ina Road
Description:
Operating
Budget Impact:
Funding Sources
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
150.0 - 150.0 - - - - - 150.0
Total: 150.0 - 150.0 - - - - - 150.0
Est. Completion:FY 2022
Location:MOC Parking Lot - 5100 W Ina Road
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
314.0 - 314.0 - - - - - 314.0
Total: 314.0 - 314.0 - - - - - 314.0
Replace the worn out front parking lot that has numerous
cracks, dips and raveling.
Approx $54,320 annual savings
MMC Interior Lighting Improvements - (FA104)
Funding Sources
(in thousands of
dollars)
General Fund
MOC Parking Lot Reconstruction - (FA105)
General Fund
MOC Security Walls, New Entry Gate - (FA106)
$2,000 annual maintenance cost
Remove existing chain link fencing, install new 8 ft tall block
or metal wall along entire length of the property and add
an additional secure entry gate on the north end of the
property.
Funding Sources
(in thousands of
dollars)
General Fund
Seal and stripe parking lot every 6 years ($10,000)
Removal of all non LED bulbs and ballasts throughout the entire
complex and upgrade with new LED replacement bulbs and outfitted
with new controls system. Dispose of all old florescent bulbs through
the proper recycling companies.
175
FY2022 CAPITAL IMPROVEMENT PROGRAM BUILDINGS PROJECTS
Est. Completion:FY 2022
Location:Marana Municipal Complex
Description:
Operating
Budget Impact:
Total
Project
Cost
Expended
Thru 06/21
Adopted
2021/22
Forecast
2022/23
Forecast
2023/24
Forecast
2024/25
Forecast
2025/26 Future
Total
Remaining
Budget
250.0 - 250.0 - - - - - 250.0
Total: 250.0 - 250.0 - - - - - 250.0
General Fund
MPD Console Modernization - (FA107)
Replace six console/workstations utilized by dispatchers in
the Marana Police Department Communications Division
No additional O&M costs
Funding Sources
(in thousands of
dollars)
176
177
Revenue Schedule 2019 Actual 2020 Actual 2021 Estimates 2022 Adopted
General Fund
Sales taxes 28,972,723$ 30,497,789$ 32,003,988$ 30,950,841$
Intergovernmental 12,012,620 13,098,547 14,609,359 14,620,322
Licenses, fees and permits 5,851,394 5,992,340 5,845,712 5,843,300
Fines and forfeiture 527,446 515,514 517,220 391,500
Charges for services 435,358 352,828 250,721 464,500
Leases 147,564 157,404 154,077 145,000
Investment income 1,149,805 1,409,293 500,000 508,508
Miscellaneous 1,199,764 951,979 655,335 811,371
Total General Fund 50,296,674 52,975,694 54,536,412 53,735,342
Special Revenue Funds
Highway User Revenue Fund 3,647,574 4,239,055 4,106,073 3,917,106
Community Development Block Grant 50,547 45,121 24,332 180,000
Affordable Housing 1,954 10,730 1,926 10,000
Judicial Collection Enhancement 9,910 8,960 6,988 8,000
Fill-the-Gap 5,201 4,002 3,916 4,500
Local Technology 60,033 46,318 30,000 50,000
Bed Tax 1,429,401 1,288,972 979,864 1,243,341
Other SRF 1,011,734 2,312,158 3,589,672 3,529,154
Total Special Revenue Funds 6,216,354 7,955,316 8,742,771 8,942,101
Capital Projects Funds
Northwest Transportation Impact Fees 125,239 178,302 90,100 310,780
Northeast Transportation Impact Fees 434,722 135,212 358,792 768,518
South Transportation Impact Fees 2,031,532 1,626,554 1,935,014 856,746
Park Impact Fees 1,599,669 875,771 448,547 739,777
Transportation 8,496,221 9,876,422 7,625,498 7,550,000
RTA 3,296,300 63,621 - 750,000
1/2 Cent Sales Tax 2,944,927 - - -
Downtown Reinvestment 231,954 260,075 180,700 228,500
Pima Association of Governments - 28,568 17,453 189,000
Other Capital Projects 359,449 251,898 243,619 8,760,000
Community Facilties Districts Capital 104,337 130,388 - -
Total Capital Projects Funds 19,624,350 13,426,811 10,899,723 20,153,321
REVENUE SCHEDULE
178
Revenue Schedule 2019 Actual 2020 Actual 2021 Estimates 2022 Adopted
REVENUE SCHEDULE
Debt Service Funds
Tangerine Farms Improvement District 2,868,658 2,091,138 2,202,900 2,664,488
Community Facility Districts DSF 481,430 15,499 43,400 70,000
Other Debt Service - - - -
Total Debt Service Funds 3,350,088 2,106,637 2,246,300 2,734,488
Enterprise Funds
Airport 3,464,309 2,504,819 629,676 4,011,182
Water Utility 9,322,010 13,253,927 17,517,422 18,857,579
Wastewater Utility 3,273,106 6,852,991 5,419,393 4,904,582
Total Enterprise Funds 16,059,425 22,611,737 23,566,491 27,773,343
Internal Service Funds
Health Benefits 4,076,335 4,257,063 4,700,225 4,715,470
Dental Benefits 325,647 332,341 335,084 352,000
Total Internal Service Funds 4,401,982 4,589,404 5,035,309 5,067,470
Total ALL Funds *99,948,873$ 103,665,599$ 105,027,006$ 118,406,065$
*Note: The total revenue above excludes all loan proceeds and property taxes
179
Expenditure Schedule 2019 Actual 2020 Actual 2021 Estimates 2022 Adopted
General Fund
Personnel and Benefits 27,959,081$ 29,957,935$ 29,308,208$ 34,223,577$
Contracted Services 5,466,830 5,140,196 5,768,961 6,761,864
Operating Supplies & Equipment 5,413,257 4,564,455 5,000,346 5,307,410
Capital Outlay 1,712,897 2,725,456 1,597,009 3,859,470
Other Financing Uses - - - 5,000,000
Total General Fund 40,552,065 42,388,042 41,674,524 55,152,321
Special Revenue Funds
Highway User Revenue Fund 2,486,700 4,081,020 3,815,020 4,348,548
Community Development Block Grant 54,333 50,396 68,168 180,000
Affordable Housing 38,781 66,680 - 137,410
JCEF 14,471 39,981 20,320 131,805
Fill-the-Gap - - - 34,500
Local Technology 87,850 46,597 74,316 437,500
Bed Tax 983,535 820,775 1,011,603 1,243,341
Other SRF 1,976,144 2,706,347 1,536,684 4,055,381
Total Special Revenue Funds 5,641,814 7,811,796 6,526,111 10,568,485
Capital Projects Funds
Northwest Transportation Impact Fees - - 24,507 23,754
Northeast Transportation Impact Fees 180 - 34,507 32,336
South Transportation Impact Fees 5,189 5,426 136,171 5,573,071
Park Impact Fees 752,900 412,670 243,224 2,187,189
Transportation 11,374,089 6,411,245 12,328,457 15,857,602
Regional Transportation Authority 1,331,984 19,069 - 750,000
1/2 Cent Sales Tax 6,027,015 - - -
Downtown Reinvestment 10,740 - 17,090 758,555
Pima Association of Governments - 29,193 18,078 206,500
Other Capital Projects 1,199,811 1,023,384 2,250,506 11,129,149
Community Facilities Distircts 39,482 42,075 4,501 1,220,239
Total Capital Projects Funds 20,741,390 7,943,062 15,057,041 37,738,395
EXPENDITURE SCHEDULE
180
Expenditure Schedule 2019 Actual 2020 Actual 2021 Estimates 2022 Adopted
EXPENDITURE SCHEDULE
Debt Service Funds
2013 MMPC Bond 3,032,525 3,042,113 3,034,400 3,026,300
2014 Excise Tax Bond 794,469 792,346 791,815 792,825
2017B Excise Tax Bond 1,761,300 2,098,900 2,091,200 2,089,250
Tangerine Farms Imprv. District 2,433,450 2,804,517 2,207,838 2,664,488
Gladden CFD Debt 473,213 528,513 5,009,178 774,507
Gladden II CFD Debt - 1,230,085 50,744 4,393,656
Saguaro Springs CFD Debt 4,003,512 2,258,639 363,025 3,983,622
Total Debt Service Funds 12,498,469 12,755,113 13,548,200 17,724,648
Enterprise Funds
Airport 4,054,401 2,685,144 661,501 4,594,861
Water 8,586,397 22,629,270 17,965,846 18,542,268
Wastewater 6,280,532 4,276,508 3,998,395 9,527,082
Total Enterprise Funds 18,921,330 29,590,922 22,625,742 32,664,211
Internal Service Funds
Health Benefits 4,137,149 3,551,563 4,254,827 4,715,470
Dental Benefits 290,592 225,877 297,159 352,000
Total Internal Service Funds 4,427,741 3,777,440 4,551,986 5,067,470
Total ALL Funds 102,782,809$ 104,266,375$ 103,983,604$ 158,915,530$
181
INTERFUND TRANSFERS
Fiscal Year 2021-2022
TRANSFER SUMMARY
Transfers From:
Transfers To: General Fund Transportation
Fund
South
Transportation
Fund
North East
Transportation
Impact Fee
Fund
Water
Operating
Water
Resource
Wastewater
Operating
Wastewater
Impact Fee
Fund
Total
Transportation Fund 50,000 50,000
Other Grants 100,000 100,000
2013 Debt 1,256,750 906,175 906,175 3,069,100
2014 Debt 803,708 803,708
2017 Debt 546,416 859,029 619,972 601,583 2,627,000
Water 995,482 222,153 1,217,635
Water Capital 621,320 621,320
Airport Operating 297,609 297,609
Airport Capital 286,070 286,070
Waste Water Operating 404,535 404,535 809,070
Waste Water Capital 1,016,400 1,016,400
Total 4,286,035 859,029 619,972 601,583 621,320 1,532,863 1,066,400 1,310,710 10,897,912
182
DEBT SERVICE SUMMARY
When authorized by the Town Council, the Town will issue long-term debt for high cost, long-lived
capital projects or assets. The Town will issue short-term debt only when it is impossible to fund a
project or asset initially through long-term debt. Debt issuance will conform to the debt limitations as
set by the State of Arizona. The Town has no General Obligation (GO) debt which is secured by the
taxing power of the Town, as it has no property tax and does not have outstanding debt which is
subject to debt limitations. Currently, the Town only has Municipal Property Corporation bonds, Excise
Tax Revenue bonds, Community Facilities District bonds, Improvement District bonds and Water
Infrastructure Finance Authority loans outstanding.
Debt Issuances
Ratings
Standard &
Poor’s/Fitch
Excise Tax Revenue Obligations AA
Gladden Farms CFD General Obligation Bonds AA
Saguaro Springs CFD General Obligation Bonds AA
Tangerine Farms Special Assessment Bonds Not Rated
Gladden Farms II CFD General Obligation Bonds Not Rated
Total Bonded Debt
Fiscal Year Principal Interest Total
2022 6,319,000 3,604,219 9,923,219
2023 6,778,000 3,380,060 10,158,060
2024 6,667,000 3,128,758 9,795,758
2025 7,035,000 2,859,794 9,894,794
2026 7,326,000 2,574,674 9,900,674
2027- 2031 22,000,000 9,011,050 31,011,050
2032-2036 13,835,000 5,384,975 19,219,975
2037-2041 14,075,000 2,632,091 16,707,091
2041-2045 6,765,000 313,594 7,078,594
Totals 90,800,000 32,889,215 123,689,215
183
Excise Tax Revenue Obligations
The Town has revenue obligations for acquiring wastewater systems, initial improvements to
wastewater systems and to refund prior issuances. These bonds are payable solely from the excise
taxes collected by the Town.
2017 Series B – Excise Tax Revenue Bonds
Fiscal Year Principal Interest Total
2022 1,290,000 797,250 2,087,250
2022 1,860,000 718,500 2,578,500
2023 1,955,000 623,125 2,578,125
2024 2,055,000 522,875 2,577,875
2026 2,170,000 417,250 2,587,850
2027-2029 7,260,000 559,500 7,819,500
Totals 16,590,000 3,638,500 20,228,500
2013 Series – Excise Tax Revenue Obligations
Fiscal Year Principal Interest Total
2022 1,860,000 1,164,300 3,024,300
2023 1,940,000 1,088,300 3,028,300
2024 2,015,000 999,125 3,014,125
2025 2,115,000 895,875 3,010,875
2026 2,225,000 787,375 3,012,375
2027-2031 10,305,000 2,266,575 12,571,575
2032-2034 4,920,000 377,000 5,297,000
Totals 25,380,000 7,578,550 32,958,550
2014 Series – Excise Tax Revenue Obligations
Fiscal Year Principal Interest Total
2022 715,000 75,824 790,824
2023 735,000 57,337 792,337
2024 609,000 40,201 649,201
2025 629,000 24,416 653,416
2026 643,000 8,198 651,198
Totals 3,331,000 205,796 3,536,976
184
Excise Tax Revenue Obligations continued
2017 Series A&C – Excise Tax Revenue Bonds
Fiscal Year Principal Interest Total
2022 0 809,069 809,069
2023 0 809,069 809,069
2024 0 809,069 809,069
2025 0 809,069 809,069
2026 0 809,069 809,069
2027-2031 100,000 4,041,343 4,141,343
2032-2036 4,540,000 3,747,468 8,287,468
2037-2041 10,390,000 2,001,347 12,391,347
2042-2043 4,750,000 191,800 4,941,800
Totals 19,780,000 14,027,303 33,807,303
Gladden Farms Community Facilities District General Obligation Bonds
The Gladden Farms Community Facilities District (a component unit) issued general obligation (GO)
bonds to acquire infrastructure improvements within the district. These GO bonds are payable solely
from a secondary property tax that is levied on property within the district. For fis cal year 2021-2022
the rate for debt service was $2.50/$100 of assessed valuation.
Gladden Farms – CFD General Obligation Bonds - 2016
Fiscal Year Principal Interest Total
2022 420,000 247,262 667,262
2023 430,000 236,611 666,611
2024 440,000 223,563 663,563
2025 455,000 210,138 665,138
2026 470,000 193,913 663,913
2027-2031 2,635,000 666,463 3,301,463
2032-2036 1,885,000 138,012 2,023,012
2037-2041 105,000 12,421 117,421
2042 25,000 391 25,391
Totals 6,865,000 1,928,776 8,793,776
185
Gladden Farms Community Facilities District General Obligation Bonds continued
Gladden Farms II Community Facilities District General Obligation Bonds
The Gladden Farms II Community Facilities District (a component unit) issued general obligation (GO)
bonds to acquire infrastructure improvements within the district. These GO bonds are payable solel y
from a secondary property tax that is levied on property within the district. For fiscal year 2021-2022
the rate for debt service was $2.50/$100 of assessed valuation.
Gladden Farms II – CFD General Obligation Bonds - 2019
Fiscal Year Principal Interest Total
2022 30,000 48,944 78,944
2023 35,000 47,644 82,644
2024 35,000 46,244 81,244
2025 35,000 44,843 79,843
2026 40,000 43,344 83,344
2027-2031 210,000 192,375 402,375
2032-2036 260,000 147,400 407,400
2037-2041 305,000 92,344 397,344
2042-2045 295,000 25,058 320,058
Totals 1,245,000 688,197 1,933,197
Gladden Farms – CFD General Obligation Bonds - 2020
Fiscal Year Principal Interest Total
2022 0 110,244 110,244
2023 0 110,244 110,244
2024 0 110,244 110,244
2025 100,000 108,744 208,744
2026 100,000 105,743 205,743
2027-2031 555,000 481,544 1,036,544
2032-2036 1,095,000 375,194 1,470,194
2037-2041 1,900,000 163,281 2,063,281
2042 405,000 4,808 409,808
Totals 4,155,000 1,570,047 5,725,047
186
Saguaro Springs Community Facilities District General Obligation Bonds
The Saguaro Springs Community Facilities District (a component unit) issued general obligation (GO)
bonds to acquire infrastructure improvements within the district. These GO bonds are payable solely
from a secondary property tax that is levied on property within the district. For fiscal year 20 21-2022
the rate for debt service was $2.50/$100 of assessed valuation.
Saguaro Springs - CFD General Obligation Bonds - 2018
Fiscal Year Principal Interest Total
2022 105,000 138,000 243,000
2023 105,000 135,375 240,375
2024 110,000 132,149 242,149
2025 115,000 128,775 243,775
2026 115,000 125,325 240,325
2027-2031 650,000 555,000 1,205,000
2032-2036 795,000 410,900 1,205,900
2037-2041 970,000 235,000 1,205,000
2041-2044 675,000 41,301 716,301
Totals 3,640,000 1,901,825 5,541,825
Saguaro Springs - CFD General Obligation Bonds - 2019
Fiscal Year Principal Interest Total
2022 45,000 60,900 105,900
2023 50,000 59,475 109,475
2024 50,000 57,975 107,975
2025 50,000 56,475 106,475
2026 55,000 54,900 109,900
2027-2031 285,000 248,250 533,250
2032-2036 340,000 189,000 529,000
2037-2041 405,000 127,697 532,697
2041-2045 615,000 50,234 665,234
Totals 1,895,000 904,906 2,799,906
187
Tangerine Farms Road Improvement District – 2017 Series
The Tangerine Farms Road Improvement District (a component unit) issued special assessment bonds
for road infrastructure improvements. These special assessment bonds are payable solely from
special assessment billings which are sent out to individuals within the district twice a year (November
1st and May 1st each year). The Town is required to cover delinquencies, should they occur, with
other resources until foreclosure proceeds are received.
Tangerine Farms Road Improvement District – 2017 Series
Fiscal Year Principal Interest Total
2022 1,661,000 145,000 1,806,000
2023 1,426,000 115,013 1,541,013
2024 1,453,000 87,063 1,540,063
2025 1,481,000 58,584 1,539,584
2026 1,508,000 29,557 1,537,557
Totals 7,529,000 435,217 7,964,217
Water Utility Revenue Obligations
The Town has issued utility revenue obligations to refund portions of prior issuances related to the
acquisition of water systems. These bonds are payable solely from the water utility rate revenues
collected by the Town.
2014 Series – Water Utility Revenue Obligations
Fiscal Year Principal Interest Total
2022 193,000 7,426 200,426
2023 197,000 2,492 199,492
Totals 390,000 9,918 399,918
188
Water Infrastructure Finance Authority (WIFA) Loans
The Town has issued WIFA loans to acquire water wells, improve aging water treatment and
conveyance systems, and complete water infrastructure improvements. These loans are payable
solely from water revenues. For fiscal year 2021-2022, both 2019 series WIFA loans are showing
estimated schedules based on the full loan amount. As of the start of the fiscal year, some of these
loans have not been fully drawn down.
Water Infrastructure Finance Authority Loan - 2010
Fiscal Year Principal Interest Total
2022 246,726 34,937 281,663
2023 254,049 31,261 285,310
2024 261,589 27,476 289,065
2025 269,353 23,579 292,932
2026 277,347 19,566 296,913
2027- 2030 1,194,186 35,703 1,229,889
Totals 2,503,250 172,522 2,675,772
Water Infrastructure Finance Authority Loan - 2019 Adonis
Fiscal Year Principal Interest Total
2022 35,105 6,399 41,504
2023 30,008 6,072 36,081
2024 30,761 5,766 36,527
2025 31,532 5,452 36,985
2026 32,323 5,130 37,454
2027-2031 174,191 20,535 194,726
2032-2036 197,158 11,188 208,346
2037-2039 121,457 1,768 123,225
Totals 652,535 62,310 714,845
189
Water Infrastructure Finance Authority (WIFA) Loans continued
Water Infrastructure Finance Authority Loan - 2019
Fiscal Year Principal Interest Total
2022 619,943 136,601 756,544
2023 635,069 167,266 802,335
2024 650,565 158,909 809,474
2025 666,439 150,348 816,787
2026 682,700 141,579 824,279
2027-2031 3,671,647 568,680 4,240,327
2032-2036 4,141,988 315,031 4,457,019
2037-2039 2,735,711 53,918 2,789,629
Totals 13,804,062 1,692,332 15,496,394
Water Infrastructure Finance Authority Loan - 2020
Fiscal Year Principal Interest Total
2022 23,943 5,272 29,215
2023 24,392 10,229 34,621
2024 24,849 9,761 34,610
2025 25,315 9,285 34,600
2026 25,789 8,799 34,588
2027-2031 136,376 36,389 172,765
2032-2036 149,641 22,812 172,453
2037-2041 164,195 7,914 172,109
Totals 574,500 110,461 684,961
190
Water Infrastructure Finance Authority (WIFA) Loans continued
Water Infrastructure Finance Authority Loan–2020 Adonis II
Fiscal Year Principal Interest Total
2022 9,220 591 9,811
2023 9,392 775 10,167
2024 9,568 739 10,307
2025 9,748 703 10,451
2026 9,930 666 10,596
2027-2031 52,513 2,756 55,269
2032-2036 57,621 1,728 59,349
2037-2041 63,225 600 63,825
Totals 221,217 8,558 229,775
191
Schedule of Carryover Requests
FY 2022
Budget
GENERAL FUND
Court Jury Assembly Room 475,918
MMC Drainage Improvements 109,006
Carry-over funding from FY21 pavement preservation. 100,000
El Rio Preserve Connection 75,950
Marana Community Center 41,000
Carryforward Traffic and congestion studies with the University of Arizona 25,000
Total for General Fund $826,874
SOUTH BENEFIT AREA FUND
Twin Peaks Road, Rattlesnake Pass Widening 499,597
Impact Fee Study, Streets, FY2021 23,754
Total for South Benefit Area Fund $523,351
NORTHWEST BENEFIT AREA FUND
Impact Fee Study, Streets, FY2021 23,754
Total for South Benefit Area Fund $23,754
NORTHEAST BENEFIT AREA FUND
Impact Fee Study, Streets, FY2021 23,754
Total for South Benefit Area Fund $23,754
PARK IMPACT FUND
Santa Cruz Shared Use Path at CalPortland 2,024,289
Impact Fee Study, Streets, FY2021 100,000
Total for Park Impact Fund $2,124,289
DOWNTOWN REN
Marana Road Realignment 333,555
Total for Downtown Ren Fund $333,555
TRANSPORTATION
Lon Adams Rd, Reconstruction 3,846,419
Twin Peaks Rd - Sandario Rd Intersection 635,544
Ina Rd Bridge 400,000
Camino De Oeste Road Reconstruction 122,175
Adonis Road Extension 55,000
Rillito Village Tr Drainage Improvements 46,465
North Marana Pavement Rehabilitation 45,000
Adonis Subdivision Drainage Improvements 35,000
Cortaro Rd Rehabilitation 35,000
South Marana Pavement Rehabilitation 35,000
Postvale Rd, Grier Rd Rehabilitation 20,000
West Marana Pavement Rehabilitation 10,000
Total for Transportation Fund $5,285,603
SCHEDULE OF CARRYOVER REQUESTS
192
Schedule of Carryover Requests Continued
FY 2022
Budget
PAG
TABY Downtown Roundabout 17,500
Total for PAG Fund $17,500
AGENCY
Santa Cruz Shared Use Path, at Calportland 510,000
Total for PAG Fund $510,000
OTHER CAPITAL FUND
El Rio Preserve Connection 58,000
West Marana Pavement Rehabilitation 30,000
Total for Other Capital Fund $88,000
WATER RECLAMATION - OPERATING
Carry forward for screw press replacement 75,400
Total for Water Reclamation - Operating $75,400
WATER CAPITAL
NW Recharge, Recovery, and Delivery System 682,723
SCADA and Integrated Telemetry 16,420
Total for Water Capital Fund $699,143
WATER IMPACT
Marana Park Reservoir 1,231,125
Tangerine W, X-zone Booster and PRV 320,966
Continental Reserve 24-inch Tie-in 155,938
Marana Park Well 105,888
Impact Fee Study, Water, FY2021 71,932
Total for Water Impact Fund $1,885,849
AIRPORT CAPITAL
Airport MIRL, Beacon, PAPI Replacements 210,654
East and West Apron Rehabilitation 600,000
Airport Runway 30 Safety Study 63,564
Total for Airport Capital Fund $874,218
WASTEWATER CAPITAL
Sewer Conveyance System Rehab 41,600
Total for Wastewater Capital Fund $41,600
WASTEWATER IMPACT
Clark Farms Flow Split 449,902
Marana Rd-Sanders Rd 21-Inch Main 233,551
Impact Fee Study, Water, FY2021 35,968
Total for Wastewater Impact Fund $719,421
Grand Total $14,052,311
193
Vehicle Replacement Schedule
FY 2022
Budget
VEHICLE REPLACEMENT FUND
Unit 525-2010 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,700
Unit 545-2011 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,700
Unit 573-2013 Chevrolet Tahoe SSV 4 x 4; Replace with Tahoe SSV 4 x 4 73,700
Unit 580-2013 Chevrolet Caprice PPV; Replace with Tahoe PPV 70,700
Unit 593-2014 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,700
Unit1024-2015 Ford Fusion; Replace with Nissan Frontier or Toyota Tacoma 48,500
Unit 2006-2010 Ford Explorer-XLT-Non Police; Replace with Base Explorer 50,000
Unit 1015-2015 Chevrolet Tahoe SSV 4 x 4; Replace with Tahoe SSV 4 x 4 73,700
Unit 2080-2017 Ford F-250 Animal Control; Replace with same or similar 45,500
Unit 526-2010 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,017
Carryforward purchases
Unit 531-2011 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,017
Unit 556-2011 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,017
Unit 561-2011 Crown Victoria; Replace with Tahoe PPV 70,017
Unit 562-2011 Crown Victoria; Replace with Tahoe PPV 70,017
Unit 552-2011 Crown Victoria; Replace with Tahoe PPV 70,017
Unit 599-2014 Crown Victoria; Replace with Tahoe PPV 70,017
Unit 546-2011 Chevrolet Tahoe PPV; Replace with Tahoe PPV 70,017
Grand Total $1,134,336
VEHICLE REPLACEMENT SCHEDULE
194
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetTown ManagerTown Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Manager1.00 1.00 1.00 1.00 1.00 1.00 - Executive Assistant to the Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Town Engineer- - - - - - 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk1.00 - - - - - - Assistant to the Town Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Representative1.00 2.00 - - - - - Communication and Marketing DivisionCommunications Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Communications Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer1.00 1.50 1.50 1.50 1.50 1.50 1.50 Marketing & Design Associate (Tourism & Marketing)0.50 - - - - - - Special Events DivisionSpecial Events Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Special Events Programmer1.00 1.00 1.00 1.00 1.00 1.00 - Total Town Manager Office13.50 13.50 11.50 11.50 11.50 11.50 10.50 Town ClerkTown Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Clerk2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Town Clerk 5.00 5.00 5.00 5.00 5.00 5.00 5.00 195
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetHuman ResourcesHuman Resources Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Risk Manager- - - - - - 1.00 Sr. Human Resources Analyst2.00 2.00 2.00 2.00 2.00 2.00 2.00 Human Resources Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Safety DivisionEmergency Management and Safety Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Human Resources7.00 7.00 7.00 7.00 7.00 7.00 8.00 FinanceFinance Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Manager- - - - - - 1.00 Revenue & Customer Manager- - 1.00 1.00 1.00 1.00 1.00 Budget Analyst1.00 1.00 1.00 1.00 - - - Payroll Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Procurement Officer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Financial Specialist- - - - - - 1.00 Procurement Agent1.00 1.00 1.00 1.00 1.00 1.00 - Grants Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Accountant2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Accounting Associate1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Budget Analyst- - - - 1.00 1.00 1.00 Accounting Associate0.75 0.75 0.75 0.75 0.75 0.75 0.75 Tax & License Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant0.50 0.50 0.50 0.50 0.50 0.50 - Asset Systems Manager - - 1.00 1.00 1.00 1.00 - Customer Service Representative- - 2.00 2.00 2.00 2.00 2.00 Total Finance 12.25 12.25 16.25 16.25 16.25 16.25 15.75 196
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetLegalTown Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Assistant Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Associate Town Attorney1.00 1.00 1.00 1.00 1.00 1.00 1.00 Paralegal- - - - - - 1.00 Legal Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Document Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Legal Clerk- - - - - - 1.00 Administrative Assistant0.50 0.50 0.50 0.50 0.50 0.50 - Total Legal Department7.50 7.50 7.50 7.50 7.50 7.50 9.00 Technology ServicesTechnology Services Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Manager2.00 2.00 2.00 2.00 2.00 2.00 1.00 Technology Supervisor- - - - - - 2.00 Senior Network Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Network Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Database Administrator1.00 1.00 1.00 1.00 1.00 1.00 - Software Developer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 GIS Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Technology Analyst1.00 2.00 2.00 2.00 2.00 2.00 2.00 Technology Support Supervisor- - - - - 1.00 1.00 Technology Support Specialist II2.00 2.00 2.00 2.00 2.00 2.00 2.00 Technology Support Specialist I1.00 1.00 1.00 1.00 1.00 - - Asset Systems Manager - - - - - - 1.00 Assets Coordinator- - - - - - 3.00 Total Technology Services14.00 14.00 14.00 14.00 14.00 14.00 18.00 197
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetOffice of Economic & Tourism DevelopmentDirector of Economic and Tourism Development1.00 1.00 1.00 1.00 1.00 1.00 1.00 Tourism & Marketing Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Economic Development Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Graphic Designer- 0.50 0.50 0.50 0.50 0.50 0.50 Marketing & Design Associate (Tourism & Marketing)0.50 - - - - - - Total Office Economic & Tourism Development3.50 3.50 3.50 3.50 3.50 3.50 3.50 Community & Neighborhood ServicesCommunity & Neighborhood Services Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Outreach Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Specialist- 1.00 1.00 - - - - Executive Assistant- - 1.00 1.00 1.00 1.00 Code Enforcement DivisionChief Code Enforcement & Animal Control Officer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer I- - 1.00 1.00 1.00 1.00 1.00 Animal Services DivisionAnimal Control Officer3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Community & Neighborhood Services8.00 9.00 10.00 10.00 10.00 10.00 10.00 198
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetDevelopment Services Development Services AdministrationDevelopment Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Supervisor- - - 1.00 1.00 1.00 1.00 Business Process Analyst1.00 1.00 1.00 - - - - Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Building SafetyChief Building Official1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Building Official- 1.00 1.00 1.00 1.00 1.00 1.00 Chief Building Inspector1.00 1.00 1.00 1.00 1.00 1.00 - Senior Plans Examiner2.00 2.00 2.00 2.00 2.00 2.00 2.00 Plans Examiner - 1.00 1.00 1.00 1.00 1.00 1.00 Building Inspector II 3.00 2.00 2.00 2.00 2.00 2.00 2.00 Building Inspector I 1.00 1.00 1.00 1.00 2.00 2.00 2.00 Permit Clerk3.00 3.00 3.00 3.00 2.00 2.00 1.00 Development Coordinator1.00 1.00 1.00 1.00 1.00 1.00 2.00 EngineeringDevelopment Services Deputy Director- - - - - - 1.00 Town Engineer1.00 1.00 1.00 1.00 1.00 1.00 - Engineering Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 - Civil Engineer1.00 1.00 - - - - 1.00 Environmental Project Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Specialist3.00 2.00 2.00 2.00 2.00 2.00 2.00 Construction Inspector- 1.00 - - - - - Development Engineering Division Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Development Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Real Property Manager- - - - - - 1.00 Real Property Coordinator- - - - - - 1.00 Senior Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 199
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetDevelopment Services, continuedPlanning Planning Director 1.00 - - - - - - Environmental Project Manager1.00 - - - - - - Planning Manager- - - - - - 1.00 Principal Planner1.00 1.00 1.00 1.00 1.00 1.00 - Senior Planner4.00 5.00 5.00 5.00 5.00 5.00 5.00 Total Development Services Department 35.00 32.00 30.00 30.00 30.00 30.00 31.00 PoliceChief of Police1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief of Police1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Captain1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Lieutenant2.00 2.00 2.00 2.00 3.00 3.00 3.00 Police Sergeant11.00 11.00 11.00 11.00 13.00 13.00 14.00 Police Officer71.00 71.00 74.00 74.00 66.00 66.00 70.00 Police Detective- - - - 5.00 5.00 5.00 Police Records Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Telecommunications Manager- 1.00 1.00 1.00 1.00 1.00 1.00 Police Telecommunications Supervisor2.00 1.00 1.00 1.00 1.00 1.00 2.00 Dispatcher13.00 13.00 13.00 13.00 13.00 13.00 13.00 Police Records Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Police Records Clerk4.00 4.00 4.00 4.00 4.00 4.00 4.00 Crime Scene Property & Evidence Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Property & Evidence Records Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Crime Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Crime Scene Specialist3.00 3.00 3.00 3.00 3.00 3.00 3.00 Administrative Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Customer Service Representative- - - - - - 1.00 Customer Service Clerk1.00 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Police Department118.00 118.00 121.00 121.00 121.00 121.00 127.00 200
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetCourtsTown Magistrate1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Operations Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Probation Monitor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Security Officer2.00 2.00 2.00 2.00 2.00 2.00 2.00 Court Collections Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Courtroom Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Courtroom Specialist1.00 1.00 1.00 1.00 1.00 1.00 1.00 Court Clerk3.00 3.00 3.00 3.00 3.00 3.00 3.00 Senior Court Clerk1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Courts14.00 14.00 14.00 14.00 14.00 14.00 14.00 Public WorksPublic Works AdministrationPublic Works Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Lead Fleet Technician1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fleet Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Fleet Technician I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Mechanic1.00 1.00 1.00 1.00 1.00 1.00 1.00 201
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetPublic Works, continuedStreets DivisionSuperintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Technician I1.00 - 1.00 1.00 1.00 - - Signs & Markings Technician- - - - - 1.00 1.00 Signs & Marking Specialist- 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor2.00 2.00 2.00 2.00 2.00 2.00 1.00 Equipment Operator II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Operator I2.00 2.00 3.00 3.00 3.00 3.00 3.00 Maintenance Associate III7.00 7.00 7.00 7.00 7.00 7.00 3.00 Maintenance Associate II3.00 4.00 4.00 4.00 4.00 4.00 4.00 Maintenance Associate I2.00 1.00 1.00 1.00 1.00 1.00 4.00 Engineering Aide- 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Specialist- 1.00 1.00 1.00 1.00 1.00 1.00 Assets Coordinator1.00 1.00 1.00 1.00 1.00 1.00 - Facilities DivisionSuperintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Tradesman2.00 2.00 2.00 2.00 2.00 2.00 2.00 Facilities Technician II1.00 1.00 2.00 2.00 2.00 2.00 3.00 Facilities Technician I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Custodian II- - - - - - 1.00 Custodian I- - - - - - 3.00 202
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetPublic Works, continuedCapital Improvement ProgramCIP Engineering Division Manager 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Project Manager3.00 3.00 3.00 3.00 3.00 3.00 3.00 CIP Process Analyst1.00 1.00 1.00 1.00 1.00 1.00 1.00 Construction Inspector2.00 2.00 3.00 3.00 3.00 3.00 3.00 Right of Way Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Real Property Acquisition Agent1.00 1.00 - - - - - Project Coordinator - CIP1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Document Clerk1.00 1.00 1.00 - - - - Real Property Coordinator- - - 1.00 1.00 1.00 - Total Public Works Department51.00 53.00 56.00 56.00 56.00 56.00 57.00 Parks & RecreationParks & Recreation AdministrationParks and Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks and Recreation Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Executive Assistant1.00 1.00 1.00 1.00 1.00 1.00 2.00 Superintendent1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Process Manager- - 1.00 1.00 1.00 1.00 1.00 Recreation DivisionRecreation Coordinator1.00 1.00 1.00 - - - - Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 203
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetParks & Recreation, continuedMaintenance DivisionSuperintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Supervisor2.00 2.00 3.00 3.00 3.00 3.00 4.00 Irrigation Control Specialist2.00 2.00 2.00 2.00 2.00 2.00 2.00 Assets Coordinator1.00 1.00 1.00 1.00 1.00 1.00 - Maintenance Associate III10.00 10.00 10.00 10.00 10.00 10.00 15.00 Maintenance Associate II- 4.00 4.00 4.00 4.00 4.00 4.00 Maintenance Associate I- 5.00 5.00 5.00 5.00 5.00 7.00 Attendant9.00 - - - - - - Aquatics DivisionRecreation Coordinator1.00 1.00 1.00 - - - - Aquatic Maintenance Technician- - - - - - 1.00 Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Special Interests DivisionCustomer Service Representative2.00 2.00 2.00 2.00 2.00 2.00 2.00 Recreation Coordinator1.00 1.00 1.00 - - - - Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer1.00 1.00 1.00 1.00 1.00 1.00 1.00 Outdoor DivisionRecreation Coordinator1.00 1.00 1.00 - - - - Recreation Supervisor- - - 1.00 1.00 1.00 1.00 Recreation Programmer- - - - 1.00 Maintenance Associate III1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Parks Department40.00 40.00 42.00 42.00 42.00 42.00 52.00 204
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetWater DepartmentWater Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Deputy Director1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Business Services Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Business Services Analyst- - - - - - 1.00 Water Distribution Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Production Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Resource Coordinator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Quality Supervisor- - - - 1.00 1.00 1.00 Water Quality Specialist- 1.00 1.00 1.00 - - - Water Quality Technician1.00 - 2.00 2.00 2.00 2.00 2.00 Water Construction Inspector1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Tradesman- - - - 1.00 1.00 1.00 Water Operator III2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Operator II 6.00 6.00 6.00 6.00 7.00 7.00 7.00 Water Operator I 1.00 1.00 1.00 1.00 1.00 1.00 2.00 Civil Engineer1.00 1.00 1.00 1.00 1.00 1.00 2.00 Water Billing Specialist2.20 2.20 2.60 2.60 2.60 2.60 2.60 SCADA Administrator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Technology Support Specialist II1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assets Coordinator1.00 1.00 1.00 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Operations Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Water Department 25.20 25.20 27.60 27.60 29.60 29.60 31.60 205
ADOPTED AUTHORIZED POSITION SCHEDULEFISCAL YEAR 2021 - 20222019 2019 2020 2020 2021 2021 2022Adopted Actual Adopted Actual Adopted Estimated BudgetWater Reclamation DepartmentWater Reclamation Operations Manager1.00 1.00 1.00 1.00 1.00 1.00 1.00 Chief Water Reclamation Operator1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Operator II2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Reclamation Operator I1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Reclamation Mechanic1.00 1.00 1.00 1.00 1.00 1.00 1.00 Associate Water Reclamation Mechanic1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Water Reclamation Department7.00 7.00 7.00 7.00 7.00 7.00 7.00 Airport Operations Airport Director1.00 1.00 1.00 1.00 1.00 - - Airport Manager- - - - - 1.00 1.00 Airport Operations Supervisor1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Associate III1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Airport Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 TOTAL TOWN AUTHORIZED POSITIONS363.95 363.95 375.35 375.35 377.35 377.35 402.35 206
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
$50,569.69 $63,212.93 $75,855.08 Annual
713 Airport Operations Supervisor Exempt
475 Business Process Supervisor Exempt
198 Communications Specialist Exempt
439 Executive Assistant to the Town Manager Exempt
252 Geographic Information Systems (GIS)
Analyst Exempt
840 Graphic Designer Exempt
208 Human Resources Analyst Exempt
276 Management Assistant Exempt
752 Parks Maintenance Supervisor Exempt
712 Public Works Supervisor Exempt
753 Recreation Supervisor Exempt
210 Senior Accountant Exempt
246 Senior Planner Exempt
440 Special Events Coordinator Exempt
487 Water Business Services Supervisor Exempt
722 Water Distribution Supervisor Exempt
723 Water Production Supervisor Exempt
486 Water Quality Supervisor Exempt
Classified Positions
Exempt Positions
Human Resources
Salary Schedules Fiscal Year 2021-2022
GRADE 109
**Fair Labor Standards Act August 14, 2021207
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
$55,627.21 $69,534.01 $83,440.81 Annual
719 Chief Water Reclamation Operator Exempt
237 CIP Process Analyst Exempt
330 Database Administrator Exempt
202 Economic Development Specialist Exempt
341 Network Administrator Exempt
214 Payroll Administrator Exempt
211 Procurement Officer Exempt
285 Revenue and Customer Service Manager Exempt
325 Safety & Emergency Management
Coordinator Exempt
221 Senior Budget Analyst Exempt
206 Senior Human Resources Analyst Exempt
320 Software Developer Exempt
268 Technology Analyst Exempt
$61,746.08 $77,182.03 $92,619.10 Annual
655 Asset Systems Manager Exempt
222 Associate Town Attorney Exempt
124 Assistant Building Official Exempt
239 Construction & Inspection Manager Exempt
814 Crime Scene Property & Evidence
Supervisor Exempt
400 Deputy Town Clerk Exempt
163 Environmental Project Manager Exempt
217 Grants Manager Exempt
164 Police Telecommunications Manager Exempt
467 SCADA Administrator Exempt
258 Senior GIS Analyst Exempt
340 Senior Network Administrator Exempt
502 Superintendent Exempt
241 Technology Supervisor Exempt
201 Tourism & Marketing Manager Exempt
481 Water Resources Coordinator Exempt
GRADE 110
GRADE 111
**Fair Labor Standards Act August 14, 2021208
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
$69,155.82 $86,444.49 $103,733.17 Annual
261 Assistant Town Attorney Exempt
177 Chief Code Enforcement and Animal
Control Officer Exempt
230 Civil Engineer Exempt
274 Finance Manager Exempt
161 Project Manager Exempt
319 Real Property Manager Exempt
329 Risk Manager Exempt
240 Technology Manager Exempt
263 Traffic Manager Exempt
488 Water Business Services Manager Exempt
159 Water Operations Manager Exempt
153 Water Reclamation Operations Manager Exempt
$78,146.11 $97,682.09 $117,218.07 Annual
175 Chief Building Official Exempt
151 CIP Engineering Division Manager Exempt
170 Court Administrator Exempt
147 Development Engineering Division
Manager Exempt
345 Planning Manager Exempt
$88,304.87 $110,381.06 $132,457.28 Annual
129 Development Services Deputy Director Exempt
149 Finance Deputy Director Exempt
250 Human Resources Deputy Director Exempt
155 Parks & Recreation Deputy Director Exempt
158 Public Works Deputy Director Exempt
262 Senior Assistant Town Attorney Exempt
148 Water Deputy Director Exempt
GRADE 113
GRADE 112
GRADE 114
**Fair Labor Standards Act August 14, 2021209
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
$99,784.01 $124,730.57 $149,676.01 Annual
154 Deputy Town Attorney Exempt
$29,751.80 $36,445.50 $43,140.24 Annual
$14.3037 $17.5219 $20.7405 Hourly
746 Custodian Non-exempt
436 Customer Service Clerk Non-exempt
$31,833.88 $38,996.88 $46,159.62 Annual
$15.3047 $18.7485 $22.1921 Hourly
417 Accounting Associate Non-exempt
406 Administrative Assistant Non-exempt
456 Court Clerk Non-exempt
680 Customer Service Representative Non-exempt
429 Legal Clerk Non-exempt
700 Maintenance Associate I Non-exempt
430 Permit Clerk Non-exempt
444 Police Records Clerk Non-exempt
443 Property & Evidence Records Clerk Non-exempt
423 Records Clerk Non-exempt
$34,062.60 $41,727.14 $49,391.68 Annual
$16.3762 $20.0611 $23.7460 Hourly
748 Facilities Technician I Non-exempt
427 Legal Document Specialist Non-exempt
600 Maintenance Associate II Non-exempt
442 Water Billing Specialist Non-exempt
GRADE 208
GRADE 207
GRADE 115
Non-Exempt Positions
GRADE 209
**Fair Labor Standards Act August 14, 2021210
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
$36,447.32 $44,647.72 $52,848.64 Annual
$17.5228 $21.4652 $25.4080 Hourly
660 Assets Coordinator Non-exempt
450 Court Collections Specialist Non-exempt
620 Courtroom Specialist Non-exempt
434 Development Coordinator Non-exempt
336 Engineering Aide Non-exempt
749 Facilities Technician II Non-exempt
614 Fleet Technician I Non-exempt
747 Lead Custodian Non-exempt
419 License and Tax Specialist Non-exempt
604 Maintenance Associate III Non-exempt
547 Project Coordinator-CIP Non-exempt
323 Real Property Coordinator Non-exempt
418 Senior Accounting Associate Non-exempt
$38,998.70 $47,772.66 $56,547.40 Annual
$18.7494 $22.9676 $27.1863 Hourly
729 Associate Water Reclamation Mechanic Non-exempt
453 Court Operations Specialist Non-exempt
242 Court Probation Monitor Non-exempt
812 Court Security Officer Non-exempt
810 Crime Scene Specialist Non-exempt
448 Dispatcher Non-exempt
741 Equipment Operator I Non-exempt
438 Executive Assistant Non-exempt `
508 Fleet Technician II Non-exempt
312 GIS Technician Non-exempt
744 Irrigation Control Technician Non-exempt
445 Police Records Specialist Non-exempt
466 Recreation Programmer Non-exempt
455 Senior Court Clerk Non-exempt
621 Senior Courtroom Specialist Non-exempt
704 Signs and Markings Technician I Non-exempt
GRADE 211
GRADE 210
**Fair Labor Standards Act August 14, 2021211
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
441 Special Events Programmer Non-exempt
$42,118.18 $51,594.92 $61,071.66 Annual
$20.2491 $24.8053 $29.3614 Hourly
209 Accountant Non-exempt
527 Animal Control Officer Non-exempt
603 Aquatic Maintenance Technician Non-exempt
616 Equipment Mechanic Non-exempt
743 Equipment Operator II Non-exempt
219 Financial Specialist Non-exempt
426 Legal Assistant Non-exempt
309 Technology Support Specialist I Non-exempt
371 Traffic Technician I Non-exempt
736 Water Operator I Non-exempt
$45,488.30 $55,722.68 $65,957.58 Annual
$21.8694 $26.7897 $31.7104 Hourly
518 Building Inspector I Non-exempt
315 Buisness Process Analyst Non-exempt
522 Code Enforcement Officer I Non-exempt
461 Community Outreach Coordinator Non-exempt
525 Construction Inspector Non-exempt
248 Crime Analyst Non-exempt
510 Lead Fleet Technician Non-exempt
520 Planner Non-exempt
302 Plans Examiner Non-exempt
526 Right of Way Inspector Non-exempt
632 Senior Executive Assistant Non-exempt
705 Signs and Markings Specialist Non-exempt
372 Traffic Technician II Non-exempt
532 Water Quality Technician Non-exempt
728 Water Reclamation Mechanic Non-exempt
730 Water Reclamation Operator I Non-exempt
737 Water Operator II Non-exempt
GRADE 213
GRADE 212
**Fair Labor Standards Act August 14, 2021212
Job Code Job Title FLSA** Status Minimum Midpoint Maximum
$49,581.74 $60,737.56 $71,893.64 Annual
$23.8374 $29.2007 $34.5643 Hourly
471 Administrative Supervisor Non-exempt
516 Building Inspector II Non-exempt
521 Code Enforcement Officer II Non-exempt
560 Engineering Specialist Non-exempt
751 Facilities Tradesman Non-exempt
514 Housing Rehabilitation Specialist Non-exempt
470 Police Records Supervisor Non-exempt
464 Police Telecommunications Supervisor Non-exempt
215 Procurement Agent Non-exempt
313 Technology Support Specialist II Non-exempt
738 Water Operator III Non-exempt
533 Water Quality Specialist Non-exempt
731 Water Reclamation Operator II Non-exempt
469 Water Technology Support Specialist II Non-exempt
$54,539.68 $66,811.16 $79,083.16 Annual
$26.2210 $32.1208 $38.0207 Hourly
176 Chief Building Inspector Non-exempt
452 Court Supervisor Non-exempt
300 Senior Plans Examiner Non-exempt
373 Traffic Technician III Non-exempt
$59,993.96 $73,492.38 $86,991.58 Annual
$28.8432 $35.3329 $41.8229 Hourly
243 Technology Support Supervisor Non-exempt
Shift Differential Pay $0.90 per
hour
On-Call/Stand-By Pay $1.00 per
hour
Additional Pay (Applies only to Non Exempt Positions)
GRADE 215
GRADE 214
Pay for employees who stand ready to work during
non-work hours when assigned.
Pay for employees who work between 6:00 p.m. and
6:00 a.m.
GRADE 216
**Fair Labor Standards Act August 14, 2021213
Job Code Grade Job Title FLSA ** Status
807 POR Police Recruit Non-Exempt Flat Rate
Annual $47,276.84
Hourly $22.7293
806 PO Police Officer Non-Exempt Minimum Midpoint Maximum
Annual $50,586.12 $60,882.64 $71,179.42
Hourly $24.3203 $29.2705 $34.2209
804 DET Police Detective Non-Exempt Minimum Midpoint Maximum
Annual $54,380.04 $65,449.02 $76,517.74
Hourly $26.1443 $31.4659 $36.7874
802 SGT Police Sergeant Non-Exempt Minimum Midpoint Maximum
Annual $73,060.26 $80,932.28 $88,804.04
Hourly $35.1251 $38.9098 $42.6943
800 LT Police Lieutenant Exempt Minimum Midpoint Maximum
Annual $86,957.13 $101,743.84 $116,530.53
801 CAPT Police Captain Exempt Minimum Midpoint Maximum
Annual $95,652.30 $115,122.70 $134,593.09
5% added to base pay Auto Theft Task Force
5% added to base pay Lead Police Officer
5% added to base pay Counter Narcotics Alliance
5% added to base pay DART
5% added to base pay DEA Task Force
5% added to base pay EOD (Explosives)
5% added to base pay GIITEM Task Force
5% added to base pay Investigator
5% added to base pay K9
5% added to base pay Motorcycles
5% added to base pay School Resource Officer (SRO)
5% added to base pay SWAT
5% added to base pay Volunteer Coordinator
Field Training Officer
Additional Pay for Sworn Positions (Applies only to Non-Exempt Sworn)
$0.90 per hour
$1.00 per hour
Pay for employees who work between 6:00 p.m. and
6:00 a.m.
Pay for employees who stand ready to work during
non-work hours as assigned.
Police Officer Special Assignments Pays
Classified Sworn Positions
Non-Exempt Positions
Exempt Positions
Shift Differential
On-Call/Stand-By Pay
One additional hour of pay per shift paid at time
and one-half rate when serving as FTO
**Fair Labor Standards Act August 14 , 2021
214
Job Code Job Title FLSA**
Status Minimum Midpoint Maximum
$69,155.82 $86,444.49 $103,733.17 Annual
260 Assistant to the Town Manager Exempt
$78,146.11 $97,682.09 $117,218.07 Annual
141 Communications & Special Events Manager Exempt
$88,304.87 $110,381.06 $132,457.28 Annual
143 Airport Manager Exempt
$99,784.01 $124,730.57 $149,676.01 Annual
182 Deputy Chief of Police Exempt
$96,006.44 $122,408.94 $148,810.33 Annual
114 Community and Neighborhood Services
Director Exempt
115 Director of Economic Development and
Tourism Exempt
127 Development Services Director Exempt
116 Human Resources Director Exempt
136 Parks and Recreation Director Exempt
180 Public Works Director Exempt
134 Technology Services Director Exempt
106 Town Clerk Exempt
146 Water Director Exempt
$114,699.68 $146,241.67 $177,783.64 Annual
112 Assistant Town Manager Exempt
110 Deputy Town Manager Exempt
118 Finance Director Exempt
138 Chief of Police Exempt
120 Town Attorney Exempt
132 Town Engineer Exempt
Unclassified Positions
Exempt Positions
Town Officers Grade I
Town Officers Grade II
Grade D
Grade A
Grade B
Grade C
**Fair Labor Standards Act August 14, 2021
215
Job
Code Job Title FLSA** Status Minimum Midpoint Maximum
826 *Lifeguard Non-exempt $13.00 $13.25 $13.50 $13.75 $14.00
828 *Head Lifeguard Non-exempt $13.50 $13.75 $14.00 $14.25 $14.50
824 *Recreation Aide Non-exempt $13.00 $13.25 $13.50 $13.75 $14.00
Job
Code Job Title FLSA** Status High School College Grad School Law School
480 Intern Non-exempt $12.15 $13.15 $14.15 $15.15
Job
Code Job Title FLSA** Status half day session full day session
169 Judge Pro Tempore Exempt $150.00 $300.00 Flat Rate
Job
Code Job Title FLSA** Status Flat Rate
447 Dispatcher STT Non-exempt $18.38
$0.90 per hour Pay for employees who work between 6:00 p.m. and 6:00 a.m.
$1.00 per hour
Temporary Positions
Additional Pay (Applies only to Non-Exempt position)
Pay for employees who stand ready to work as assigned during non-work hours when
assigned.
Shift Differential
On-Call/ Stand-by
*returning employees may receive a $.25 (cents) increase each year
*if less than half day session rate is $50 per hour
**Fair Labor Standards Act August 14, 2021
216
217
Official Budget Forms
TOWN OF MARANA
Fiscal year 2022
3/21 Arizona Auditor General Official City/Town Budget Forms218
TOWN OF MARANA
Table of Contents
Fiscal year 2022
Resolution for the Adoption of the Budget
Schedule A—Summary Schedule of Estimated Revenues and Expenditures/Expenses
Schedule B—Tax Levy and Tax Rate Information
Schedule G—Full-Time Employees and Personnel Compensation
Schedule C—Revenues Other Than Property Taxes
Schedule D—Other Financing Sources/(Uses) and Interfund Transfers
Schedule E—Expenditures/Expenses by Fund
Schedule F—Expenditures/Expenses by Department (as applicable)
3/21 Arizona Auditor General Official City/Town Budget Forms219
MARANA RESOLUTION NO. 2021-099
RELATING TO BUDGET; ADOPTING THE TOWN OF MARANA'S FISCAL YEAR
2021-2022 FINAL BUDGET
WHEREAS in accordance with the provisions of Title 42, Chapter 17, Articles 1-5,
Arizona Revised Statutes (A.R.S.), the Marana Town Council did, on May 18,2021,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 15, 2021, 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 15,2021,
at the office of the Council for the purpose of hearing taxpayers and making tax levies as
set forth in said estimates; and
WHEREAS it appears that the sums to be raised by taxation, as specified therein,
do not in the aggregate exceed that amount as computed in A.R.S. §42-17051(A).
NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town of
Marana, Arizona, that the said estimates of revenues and expenditures/expenses shown
on the accompanying schedules,attached hereto as Exhibit A and incorporated herein by
this reference, as now increased, reduced, or changed, are hereby adopted as the budget
of the Town of Marana for the fiscal year 2021-2022.
00075890.DOCX/1
Resolution No.2021-099 1 - 6/14/2021 11:21 AM220
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, Ari-
zona, this 15th day of June, 2021.
2 7-- /--
Mayor
r"
Mayor ' • Honea
ATTE v. APPROVED AS TO FORM:
gdoeigeor4OPP - --,-
Cherry L awson, Town Clerk Ja - . all, Town Attorney
MARANA AZ
ESTABLISHED 1977
00075890.DOCX/1
Resolution No.2021-099 2- 6/14/ 2021 11:21 AM221
Fiscal yearGeneral FundSpecial Revenue Fund Debt Service FundCapital Projects Fund Permanent FundEnterprise Funds AvailableInternal Service Funds Total All Funds2021 Adopted/Adjusted Budgeted Expenditures/Expenses* E154,118,510 15,104,317 15,666,101 29,797,845 0 29,861,160 4,711,332 149,259,2652021 Actual Expenditures/Expenses** E241,674,5246,526,11113,548,200 15,057,0410 22,625,742 4,551,986103,983,6042022 Fund Balance/Net Position at July 1*** 302022 Primary Property Tax LevyB4002022 Secondary Property Tax LevyB51,519,957182,3961,702,3532022 Estimated Revenues Other than Property Taxes C653,735,3428,942,1012,734,488 20,153,3210 27,773,343 5,067,470118,406,0652022 Other Financing Sources D7007,675,00000007,675,0002022 Other Financing (Uses) D80 0 00000 02022 Interfund Transfers In D90100,0006,499,80850,0000 4,248,104010,897,9122022 Interfund Transfers (Out) D104,286,03500 2,080,5840 4,531,293010,897,9122022Line 11: Reduction for Fund Balance Reserved for Future Budget Year Expenditures Maintained for Future Debt Retirement0 Maintained for Future Capital Projects0 Maintained for Future Financial Stability0002022 Total Financial Resources Available1249,449,3079,042,10118,429,253 18,305,1330 27,490,154 5,067,470127,783,4182022Budgeted Expenditures/ExpensesE1355,152,321 10,568,48517,724,648 37,738,3950 32,664,211 5,067,470158,915,530Expenditure Limitation Comparison202120221Budgeted expenditures/expenses149,259,265$ 158,915,530$ 2Add/subtract: estimated net reconciling items3Budgeted expenditures/expenses adjusted for reconciling items149,259,265 158,915,530 4Less: estimated exclusions5Amount subject to the expenditure limitation149,259,265$ 158,915,530$ 6EEC expenditure limitation$ $ ******TOWN OF MARANASummary Schedule of Estimated Revenues and Expenditures/ExpensesFiscal year 2022Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year.Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund).SchFundsIncludes Expenditure/Expense Adjustments Approved in the current year from Schedule E. The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted.113/21 Arizona Auditor GeneralSCHEDULE AOfficial City/Town Budget Forms222
2021 2022
1.
$$
2.
$
3. Property tax levy amounts
A. Primary property taxes $$
B. Secondary property taxes 1,425,457 1,702,353
C.Total property tax levy amounts $1,425,457 $1,702,353
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 $ 1,424,174
(2) Prior years’ levies 1,283
(3) Total secondary property taxes $ 1,425,457
C. Total property taxes collected $1,425,457
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
three special assessment districts for which secondary
property taxes are levied. For information pertaining to these special assessment districts
and their tax rates, please contact the city/town.
*
city/town was operating
Includes actual property taxes collected as of the date the proposed budget was prepared, plus
estimated property tax collections for the remainder of the fiscal year.
Amount received from primary property taxation in
the current year in excess of the sum of that year's
maximum allowable primary property tax levy.
A.R.S. §42-17102(A)(18)
TOWN OF MARANA
Tax Levy and Tax Rate Information
Fiscal year 2022
Maximum allowable primary property tax levy.
A.R.S. §42-17051(A)
Property tax judgment
Property tax judgment
Property tax judgment
Property tax judgment
3/21 Arizona Auditor General SCHEDULE B Official City/Town Budget Forms223
Estimated
revenues Actual revenues*
Estimated
revenues
2021 2021 2022
General Fund
Local taxes
Sales taxes $ 24,389,464 $ 32,003,988 $ 30,950,841
Licenses and permits
Building and development fees 3,412,300 4,790,900 4,786,800
Business and license fees 145,000 140,000 145,000
Animal license fees 91,500 86,500 86,500
Franchise fees 495,000 545,000 525,000
Host fees 283,312 283,312 300,000
Intergovernmental
State shared sales taxes 4,444,645 5,236,500 5,756,874
Urban revenue sharing 7,007,072 7,007,072 6,397,237
Auto lieu 1,984,026 2,365,787 2,466,211
Charges for services
Charges for services 563,000 404,798 609,500
Fines and forfeits
Court fines and fees 408,500 517,220 391,500
Interest on investments
Interest 610,000 500,000 508,508
Contributions
Voluntary contributions 188,100 79,111 187,000
Miscellaneous
Other miscellaneous 614,471 576,224 624,371
Total General Fund $ 44,636,390 $ 54,536,412 $ 53,735,342
Special Revenue Funds
Community development block grants $180,000 $24,332 $180,000
Affordable housing revolving 10,000 1,926 10,000
Other grants and contributions 8,472,612 3,478,071 3,493,154
RICO 37,500 5,792 20,000
$ 8,700,112 $ 3,510,121 $ 3,703,154
Impound $10,000 $16,350 $16,000
Bed tax 1,104,840 979,864 1,243,341
Emergency telecommunications 89,459
Local JCEF 8,000 6,988 8,000
$ 1,122,840 $ 1,092,661 $ 1,267,341
Fill the GAP $4,500 $3,916 $4,500
Local technology enhancement 45,000 30,000 50,000
Highway user revenue 3,281,296 4,106,073 3,917,106
$ 3,330,796 $ 4,139,989 $ 3,971,606
Total Special Revenue Funds $ 13,153,748 $ 8,742,771 $ 8,942,101
* 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.
TOWN OF MARANA
Revenues Other than Property Taxes
Fiscal Year 2022
Source of revenues
3/21 Arizona Auditor General SCHEDULE C Official City/Town Budget Forms
224
Estimated
revenues Actual revenues*
Estimated
revenues
2021 2021 2022
TOWN OF MARANA
Revenues Other than Property Taxes
Fiscal Year 2022
Source of revenues
Debt Service Funds
Tangerine farms road improvement district $ 2,208,220 $ 2,202,900 $ 2,664,488
Gladden farms CFD debt 212,000 30,000 70,000
Gladden farms II CFD debt 5,360 13,400
Saguaro springs CFD debt 877
$ 2,426,457 $ 2,246,300 $ 2,734,488
Total Debt Service Funds $ 2,426,457 $ 2,246,300 $ 2,734,488
Capital Projects Funds
Transportation $ 5,800,000 $ 7,625,498 $ 7,550,000
Impact fee funds 1,767,304 2,832,453 2,675,821
Other capital projects 2,238,312 243,619 8,760,000
$ 9,805,616 $ 10,701,570 $ 18,985,821
Downtown reinvestment $228,500 $180,700 $228,500
Regional transportation authority 750,000
Pima association of governments 48,112 17,453 189,000
$276,612 $198,153 $ 1,167,500
Total Capital Projects Funds $ 10,082,228 $ 10,899,723 $ 20,153,321
Permanent Funds
$$$
$$$
Total Permanent Funds $$$
Enterprise Funds
Water utility $ 8,828,189 $ 17,517,422 $ 18,857,579
Airport 3,781,033 629,676 4,011,182
Wastewater utility 3,801,704 5,419,393 4,904,582
$ 16,410,926 $ 23,566,491 $ 27,773,343
Total Enterprise Funds $ 16,410,926 $ 23,566,491 $ 27,773,343
Internal Service Funds
Health benefits $ 4,414,173 $ 4,700,225 $ 4,715,470
Dental benefits 297,159 335,084 352,000
$ 4,711,332 $ 5,035,309 $ 5,067,470
Total Internal Service Funds $ 4,711,332 $ 5,035,309 $ 5,067,470
Total all Funds $ 91,421,081 $ 105,027,006 $ 118,406,065
* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
3/21 Arizona Auditor General SCHEDULE C Official City/Town Budget Forms
225
Fund Sources (Uses)In (Out)
General Fund
Other grants and contributions $$$$100,000
2013 debt service 1,256,750
2014 debt service 803,708
2017 debt service 546,416
Airport 583,679
Water utility 995,482
Total General Fund $$$$4,286,035
Special Revenue Funds
Other grants and contributions $ $ $ 100,000 $
Total Special Revenue Funds $ $ $ 100,000 $
Debt Service Funds
2013 debt service $ $ $ 3,069,100 $
2014 debt service 803,708
2017 debt service 2,627,000
Saguaro springs CFD debt service 3,425,000
Gladden Farms CFD debt service 4,250,000
Total Debt Service Funds $ 7,675,000 $ $ 6,499,808 $
Capital Projects Funds
Transportation $ $ $ 50,000 $ 859,029
Impact fees 1,221,555
Total Capital Projects Funds $ $ $ 50,000 $ 2,080,584
Permanent Funds
$$$$
Total Permanent Funds $$$$
Enterprise Funds
Airport $ $ $ 583,679 $
Water utility 1,838,955 2,154,183
Wastewater utility 1,825,470 2,377,110
Total Enterprise Funds $ $ $ 4,248,104 $ 4,531,293
Internal Service Funds
$$$$
Total Internal Service Funds $$$$
Total all Funds $ 7,675,000 $ $ 10,897,912 $ 10,897,912
2022 2022
TOWN OF MARANA
Other Financing Sources/(Uses) and Interfund Transfers
Fiscal year 2022
Other financing Interfund transfers
3/21 Arizona Auditor General SCHEDULE D Official City/Town Budget Forms
226
Adopted
Budgeted
Expenditures/
Expenses
Expenditure/
Expense
adjustments
approved
Actual
Expenditures/
Expenses*
Budgeted
Expenditures/
Expenses
Fund/Department 2021 2021 2021 2022
General Fund
Non-departmental $ 3,021,843 $$ 2,828,749 $ 2,647,527
Mayor and council 350,244 320,407 374,098
Town manager 1,466,235 1,365,062 2,129,569
Town clerk 497,112 454,219 501,892
Human resources 850,605 776,163 1,073,177
Finance 1,486,885 1,471,247 1,571,532
Legal 994,826 972,196 1,112,888
Technology services 3,040,575 40,000 2,948,832 3,583,367
Economic development and tourism 238,458 235,686 311,435
Development services 1,945,087 2,000 1,932,724 3,157,094
Engineering 2,255,403 2,176,912
Police 14,123,519 37,061 14,123,519 15,786,711
Courts 1,102,740 1,054,355 1,247,301
Public works 4,059,896 4,005,883 5,965,576
Parks and recreation 4,575,118 4,409,435 5,658,365
Community development 1,086,998 1,002,126 1,172,319
Capital outlay 2,420,905 1,597,009 3,859,470
Contingency 10,600,000 (77,000)5,000,000
Total General Fund $ 54,116,449 $2,061 $ 41,674,524 $ 55,152,321
Special Revenue Funds
Highway user revenue $ 4,166,655 $$ 3,815,020 $ 4,348,548
Revolving affordable housing 124,657 137,410
Local JCEF 90,000 20,320 131,805
Fill the GAP 34,500 34,500
Local technology 488,000 74,316 437,500
CDBG 180,000 68,168 180,000
Bed tax 1,104,840 1,011,603 1,243,341
Other grants and contributions 8,572,612 (77,061)1,336,717 3,893,154
RICO 337,580 133,085 127,500
Impound fees 82,534 66,882 34,727
Total Special Revenue Funds $ 15,181,378 $(77,061)$ 6,526,111 $ 10,568,485
Debt Service Funds
Series 2013 debt $ 3,034,400 $$ 3,034,400 $ 3,026,300
Series 2014 debt 791,815 791,815 792,825
Series 2017 debt 2,091,200 2,091,200 2,089,250
Tangerine farms ID debt 2,208,220 2,207,838 2,664,488
Gladden farms CFD debt 5,263,200 5,009,178 774,507
Gladden farms II CFD debt 54,544 50,744 4,393,656
Saguaro springs CFD debt 2,222,722 363,025 3,983,622
Total Debt Service Funds $ 15,666,101 $$ 13,548,200 $ 17,724,648
Expenditures/Expenses by Fund
Fiscal year 2022
TOWN OF MARANA
3/21 Arizona Auditor General SCHEDULE E Official City/Town Budget Forms
227
Adopted
Budgeted
Expenditures/
Expenses
Expenditure/
Expense
adjustments
approved
Actual
Expenditures/
Expenses*
Budgeted
Expenditures/
Expenses
Fund/Department 2021 2021 2021 2022
Expenditures/Expenses by Fund
Fiscal year 2022
TOWN OF MARANA
Capital Projects Funds
Transportation $ 20,403,898 $ 550,000 $ 12,328,457 $ 15,857,602
Impact fee funds 3,069,571 438,409 7,816,350
Other capital projects 4,578,767 (550,000)2,250,506 11,129,149
Downtown reinvestment 793,595 17,090 758,555
Pima association of governments 48,112 18,078 206,500
Regional transportation authority 750,000
Gladden farms CFD 678,500 1,350 928,500
Gladden farms II CFD 5,902 1,827 17,239
Saguaro springs CFD 219,500 1,324 274,500
Total Capital Projects Funds $ 29,797,845 $ $ 15,057,041 $ 37,738,395
Permanent Funds
$$$$
Total Permanent Funds $$$$
Enterprise Funds
Water utility $ 21,217,580 $75,000 $ 17,965,846 $ 18,542,268
Airport 4,106,178 661,501 4,594,861
Wastewater utility 4,462,402 3,998,395 9,527,082
Total Enterprise Funds $ 29,786,160 $75,000 $ 22,625,742 $ 32,664,211
Internal Service Funds
Health benefits $ 4,414,173 $$ 4,254,827 $ 4,715,470
Dental benefits 297,159 297,159 352,000
Total Internal Service Funds $ 4,711,332 $$ 4,551,986 $ 5,067,470
Total all Funds $ 149,259,265 $$ 103,983,604 $ 158,915,530
* 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.
3/21 Arizona Auditor General SCHEDULE E Official City/Town Budget Forms
228
Adopted
Budgeted
Expenditures/
Expenses
Expenditure/
Expense
adjustments
approved
Actual
Expenditures/
Expenses*
Budgeted
Expenditures/
Expenses
2021 2021 2021 2022
Economic development and tourism
General fund $ 238,458 $ 2,000 $ 235,686 $ 311,435
Bed tax fund 349,344 271,559 494,923
Department Total $ 587,802 $ 2,000 $ 507,245 $ 806,358
List Department:
Police
General Fund $ 14,123,519 $ $ 14,123,519 $ 16,391,711
Grants and contributions 1,147,612 37,061 1,052,822 1,468,154
RICO 337,580 48,275 127,500
Impound fees 82,534 23,393 34,727
Department Total $ 15,691,245 $ 37,061 $ 15,248,009 $ 18,022,092
List Department:
Court
General Fund $ 1,102,740 $ $ 1,054,355 $ 1,247,301
Local JCEF 90,000 320 131,805
Fill the GAP 34,500 34,500
Local tech enhancement 488,000 74,316 437,500
Department Total $ 1,715,240 $ $ 1,128,991 $ 1,851,106
List Department:
Public works
General Fund $ 4,059,896 $ $ 4,047,446 $ 7,388,998
Highway user revenue fund 4,067,455 3,850,061 3,970,048
Department Total $ 8,127,351 $ $ 7,897,507 $ 11,359,046
List Department:
Parks & recreation
General Fund $ 4,575,118 $ $ 4,409,435 $ 6,336,557
Highway user revenue fund 378,500
Department Total $ 4,575,118 $ $ 4,409,435 $ 6,715,057
List Department:
Community development
General Fund $ 1,086,998 $ $ 1,002,126 $ 1,172,320
CDBG 180,000 68,168 180,000
Revolving affordable housing 124,657 137,410
Department Total $ 1,391,655 $ $ 1,070,294 $ 1,489,730
*
Expenditures/Expenses by Department
Fiscal year 2022
TOWN OF MARANA
Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the
proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.
Department/Fund
3/21 Arizona Auditor General SCHEDULE F Official City/Town Budget Forms
229
Full-Time Equivalent (FTE)Employee Salaries and Hourly Costs Retirement Costs Healthcare CostsOther Benefit CostsTotal Estimated Personnel Compensation2022 2022 2022 2022 2022 2022359.25 $ 23,058,023 $ 4,301,384 $ 4,613,908 $ 2,250,262 $ 34,223,577Bed Tax 1.50 $ 103,868 $ 12,694 $ 20,288 $ 8,066 $ 144,916Total Special Revenue Funds1.50 $ 103,868 $ 12,694 $ 20,288 $ 8,066 $ 144,916Water utility31.60 $ 1,988,612 $238,673 $393,435 $178,505 $ 2,799,225Airport3.00202,06424,55944,48724,168295,278Wastewater utility7.00408,84548,742120,58240,421618,590Total Enterprise Funds41.60 $ 2,599,521 $311,974 $558,504 $243,094 $ 3,713,093Total all Funds402.35 $ 25,761,412 $ 4,626,052 $ 5,192,700 $ 2,501,422 $ 38,081,586Special Revenue FundsEnterprise FundsFundTOWN OF MARANAFull-Time Employees and Personnel CompensationFiscal year 2022General Fund3/21 Arizona Auditor GeneralSCHEDULE GOfficial City/Towns Budget Forms230
SUMMARY OF FUND ACCOUNTING STRUCTURE
The Town of Marana uses fund accounting to track revenues and expenditures. The operations of each fund
are accounted for with a separate set of self -balancing accounts that comprise assets, liabilities, fund balance
(equity), and revenues and expenses, as appropriate. Government resources are allocated to and accounted
for in individual funds based upon the purposes for which they are to be spent and the means by which
spending activities are controlled. Budgetary accounting is reflected within two major fund groups:
Governmental funds and Proprietary funds. Different fund types are found within each of these two
classifications.
General Fund
The General Fund includes all sources of revenue the
Town receives that are not designated for a specific
purpose or required to be accounted for in another
fund. General Fund revenue may be used by the Town
Council for any legal public purpose. The General
Fund finances the basic operation of the Town, such
as public safety, parks & recreation, municipal court,
administration, and development services. Most Town
departments receive at least some support from the
General Fund.
Special Revenue Funds
This fund type is used to account for the proceeds of
specific revenue sources that are legally restricted to
expenditures for a specific purpose. The largest
special revenue funds for the Town of Marana include
the Highway User Revenue Fund (HURF) and grant
funds.
Capital Projects Funds
This fund type accounts for revenue received to pay
for infrastructure improvements, acquisition or
development of major capital equipment and
structures. The financing sources of these projects are
usually provided by transfers from other funds, bond
issue proceeds, intergovernmental revenues or grants.
Debt Service Funds
This fund type is used to account for the long-term
payment of principal and interest on long-term debt,
such as general obligation bonds, revenue bonds, etc .
Enterprise Funds
These funds are used for services provided to the
public on a user charge basis, similar to the operation
of a commercial enterprise. Water and sewage
utilities are common examples of government
enterprises. The Town of Marana has ent erprise funds
for water, water reclamation and the airport
departments.
Internal Service Funds
These funds are used for operations serving other funds
or departments within a government on a cost-
reimbursement basis. The Town has internal service
funds for self-insured health and dental benefits.
Town of Marana Budgeted Funds
Governmental Funds
Used to account for general government
operations and include the General Fund, Debt
Service funds, Special Revenue funds, and Capital
Projects funds.
Proprietary Funds
Used to account for the Town’s ongoing
organizations and activities that are similar to
businesses found in the private sector. These funds
are considered self-supporting in that the services
rendered by them are generally financed through
user charges or on a cost reimbursement basis.
231
GLOSSARY OF TERMS
The Town of Marana’s Annual Budget is structured to be understandable and meaningful to the general public
and organizational users. With this in mind, this glossary is provided as a tool to assist those who are unfamiliar
with budgeting terms or terms specific to Marana’s budgeting process.
Accrual Basis: A basis of accounting in which
transactions are recognized at the time they are
incurred, as opposed to when cash is received or
spent.
Adopted Budget: A formal action taken by the Town
Council that sets the spending limits for the fiscal
year.
ADOT: Arizona Department of Transportation. ADOT
is an Arizona state government agency charged
with managing the state's highway system and is also
involved with public transportation and municipal
airports.
Appropriation: Authorization by the Town Council
which permits the Town to incur obligations to make
expenditures for a specific purpose.
Audit: An examination of financial records and
reporting activities to review accuracy and
representation of financial activities and claims. An
audit may be conducted for disclosure,
compliance, taxation, legal or other purposes.
Balanced Budget: A budget in which recurring
revenues equal recurring expenditures.
Bond: A Town issued debt instrument to repay the
specific amount of the money (the face value of the
bond) on the designated maturity dates with
accrued interest. Bonds are used primarily to finance
capital projects and are a promise to pay.
Budget: A detailed plan with dollar amounts.
Budget Calendar: The schedule of key dates in
preparation, adoption and administration of the
budget.
Budget Message: The opening section of the budget
document from the Town Manager which provides
a general summary of highlighting the most
important aspects of the budget, changes from the
previous fiscal year, key issues impacting the budget
and recommendations regarding the financial
policy for the upcoming period.
Capital Improvement: Includes any expenditure
over $100,000 for repair and replacement of existing
infrastructure as well as development of new
facilities to accommodate future growth.
Capital Outlay: Purchase of an asset with a value
greater than $1,000 that is intended to continue to
be held or used for a period greater than five years.
Capital Outlay can be land, buildings, machinery,
vehicles, furniture and other equipment.
Capitalized Labor: All direct costs of labor that can
be identified or associated with and are properly
allocable to the construction, modification, or
installation of specific items of capital assets and, as
such, can thereby be written down over time via a
depreciation or amortization schedule as
capitalized costs.
Carry-Over/Carry-Forward: Year-end savings that
can be carried forward to cover expenses of the
next fiscal year. These funds also pay for
encumbrances from the prior year.
Cash Basis: A basis of accounting in which
transactions are recognized only when cash is
increased or decreased.
Central Arizona Project (CAP): Designed to bring
about 1.5 million acre-feet of Colorado River water
per year to Pima, Pinal and Maricopa counties by
means of wastewater treatment.
Community Development Block Grant (CDBG):
Federal Grant Funds provided on an annual basis to
support specific programs identified by Council.
Comprehensive Annual Financial Report (CAFR): The
official annual report for the Town prepared in
accordance with Generally Accepted Accounting
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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.
CMID: Cortaro-Marana Irrigation District. A political
subdivision that serves the agricultural irrigation
needs of the Marana, Avra Valley and Cortaro
communities
Contingency: An amount included in the budget
that is not designated for a specific purpose. The
contingency amount is budgeted for emergencies
and unforeseen events, but must be approved by
Council prior to its use.
CPA: Certified Public Accountant. The CPA is a
license to provide accounting services to the public.
Debt Service Fund: A segregated fund used to
account for the accumulation of resources for, and
the payment of, general long-term debt principal
and interest.
Depreciation: A method of allocating the cost of an
asset over its expected useful life.
Disbursement: The expenditure of money from an
account.
Employee Benefits: Contributions made by a
government to meet commitments or obligations to
employees. Included are the government’s share of
costs for Social Security, pensions, and medical and
disability insurance plans.
Encumbrance: The commitment of appropriated
funds to purchase an item or service. To encumber
funds means to set aside or commit funds for a
specified future expenditure.
Enterprise Funds: A fund used to account for
operations (a) that are financed and operated in a
manner similar to private business enterprises where
the intent of the governing body is that the costs of
providing goods or services to the general public on
a continuing basis be financed or recovered
primarily through user charges or (b) where the
governing body has decided that periodic
determination of revenues earned, expenses
incurred, and/or net income is appropriate for
capital maintenance, public policy, management
control, accountability, or other purposes.
Executive Team: Top level management in the Town
that are pulled together to focus on the Town’s
mission, direction and organizational changes
needed as defined by the General and Strategic
plans or guidance from the Town Council.
Estimate: Estimate, as used throughout the budget
document, represents the projected year-end
balance.
FAA: Federal Aviation Administration. The FAA
regulates all civil aviation within the United States.
FEMA: Federal Emergency Management Agency.
FEMA’s mission is to support our citizens and first
responders to ensure that as a nation we work
together to build, sustain, and improve our capability
to prepare for, protect against, respond to, recover
from, and mitigate all hazards.
Fees: Charges for specific services. Fees are
adopted annually via the Town’s Comprehensive
Fee Schedule, whose adoption coincides with the
annual budget adoption.
Fiscal Year (FY): A 12-month period to which the
annual operating budget applies and at the end of
which a government determines its financial position
and the results of its operations. The Town of
Marana’s fiscal year is from July 1 through June 30.
Full-Time Equivalent (FTE): A position is converted to
the decimal equivalent of a full-time position based
on 2,080 hours per year. For example, a part-time
clerk working 20 hours per week would be equivalent
to 0.50 FTE.
Fund: A system of accounts that segregates all
financial transactions for restricted or designated
uses by a government entity. The fund categories
used within the Town of Marana are the General
Fund, Special Revenue Funds, Capital Projects Fund,
Debt Service Fund, Enterprise Funds.
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Fund Balance: An accumulated balance or carry
over that occurs when actual revenues exceed
actual expenditures.
General Fund: The General Fund is used to account
for all financial resources except those accounted
for in other funds. The General Fund is the Town’s
principal financing vehicle for general government
services and is funded largely by development fees
and local and state sales tax revenue.
Goal: An observable and measurable end result
having one or more objectives to be achieved within
a stated timeframe. Goals are the basic planning
tools underlying all strategic activities. Along with
objectives, they serve as the basis for policy and
performance appraisals.
Governmental Fund: This fund type is used to
account for general government operations and
encompasses the majority of funds used in a
municipal government. The types of funds
considered as governmental are the general fund,
special revenue funds, capital project funds, and
debt service funds.
Grants: Contributions or gifts of cash or other assets
from another government or private entity to be
used or expended for a specified purpose, activity,
or facility.
Highway Users Revenue Fund (HURF): Funds
allocated by the state to fund the construction and
maintenance of the Town’s highway and street
system. This is a major funding source for the Public
Works Department and provides funds for the
maintenance of the Town’s roads and connecting
infrastructure.
Infrastructure: Transportation, communication,
sewage, water, and electric systems are all a part of
the Town’s basic infrastructure. These systems tend to
be high cost investments. However, they are
needed for the Town to be efficient and productive.
Intergovernmental Agreement (IGA): A contract
between governmental entities as authorized by
State law.
Internal Service Funds: These funds consist of
activities that are business-like in nature. However,
customers are internal to government. Examples
include the health and dental benefit funds.
MMC: Marana Municipal Complex. A complex with
multiple buildings including the Town of Marana
town hall.
MOC: Marana Operations Center. A separate
campus from the MMC located on Ina Road
approximately 1/3 mile west of I-10.
O&M: Operating and maintenance.
Operating Revenue: Funds that a government
receives as income to pay for ongoing operations,
including taxes, user fees, interest earnings and
grants. Operating revenues are used to pay for
recurring, non‐capital expenses.
Ordinance: An ordinance is a formal legislative
enactment by the governing body of a municipality.
If it is not in conflict with any higher form of law, such
as a state statute or a constitutional provision, it has
the full force and effect of law within the boundaries
of the municipality to which it applies.
PAG: Pima Association of Governments. PAG is a
metropolitan planning organization for the greater
Tucson region and an association of local, state and
tribal governments that works to build consensus
among its members and the public on regional
planning for transportation, water quality, air quality
and economic vitality.
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.
Proprietary Fund: These funds consist of activities
that are business-like in nature and are considered
self-supporting. Examples include Enterprise Funds
and Internal Service Funds.
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PSPRS: Public Safety Personnel Retirement System. A
statewide retirement program for Arizona’s public
safety personnel.
Resolution: A special or temporary order of a
legislative body requiring less legal formality than an
ordinance or statute.
Reserve: To set aside a portion of a fund balance to
guard against economic downturn or emergencies.
Right of Way (ROW): Any sidewalk, planting strip,
alley, street, or pathway, improved or unimproved,
that is dedicated to public use. The term includes
any strip of land over which public facilities such as
highways, railroads, or power lines are built.
RTA: Regional Transportation Authority. An
independent taxing district within Pima County.
The RTA oversees delivery of multimodal
transportation projects.
SCADA: Supervisory Control and Data Acquisition. A
network system of computers, software, applications
and communication systems used to remotely
monitor and collect information on the water and
water reclamation facilities and operations.
Special Revenue Funds: These funds receive monies
from special revenue sources and are earmarked for
special purposes. An example of a special revenue
fund would be the Highway User Revenue Fund
(HURF).
State Shared Revenue: Distribution of revenue
collected by the State and shared based on
established formulae that typically rely on
population estimates.
System Development Fee (SDF): Fees collected at
the time a building permit is issued to pay for the cost
of capital improvements required due to growth.
Transfers: Movement of cash from one fund to
another to reimburse costs or provide financial
support.
Unified Land Development Code (ULDC): A
compilation of Town Codes that govern subdivision
and development of lands.
Water Infrastructure Finance Authority (WIFA): An
independent agency of the state of Arizona and is
authorized to finance the construction, rehabilitation
and/or improvement of drinking water, wastewater,
wastewater reclamation, and other water quality
facilities/projects.
Zoning: A specific legal classification of property for
purpose of development.
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