HomeMy WebLinkAboutResolution 2013-113 marana facilities master planMARANA RESOLUTION NO. 2013-113
RELATING TO PUBLIC WORKS; APPROVING AND AUTHORIZING THE
IMPLEMENTATION OF THE TOWN OF MARANA FACILITIES MASTER PLAN
WHEREAS in March 2012, the Town Council of the Town of Marana adopted the Town
of Marana Strategic Plan II (the "Plan"), and under the Community focus area of the Plan,
Initiative 2 is to provide quality services to keep the community safe and secure, with a strategy
of creating a Town Facilities Master Plan; and
WHEREAS the Mayor and Council of the Town of Marana find that adoption of the
Town of Marana Facilities Master Plan is in the best interests of the public.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE
TOWN OF MARANA, ARIZONA, AS FOLLOWS:
SECTION 1. The Town of Marana Facilities Master Plan attached to and incorporated
by this reference in this resolution as Exhibit A is hereby adopted.
SECTION 2. The Town's Manager and staff are hereby directed and authorized to
periodically revise and update the Facilities Master Plan as necessary, without further Council
approval, except that a fully updated and revised Facilities Master Plan shall be presented to
Council for approval at least every five years.
SECTION 3. The Town's Manager and staff are hereby directed and authorized to
undertake all other and further tasks required to carry out the terms, obligations, and objectives
of the Facilities Master Plan.
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF
MARANA, ARIZONA, this 3 day of December, 2013.
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Mazana Resolution No. 2013-113
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TABLE OF CONTENTS
TABLE OF CONTENTS
1
INTRODUCTION 3
GOALSAND OBJECTIVES ............................................................................................ ..............................4
GOAL1 ........................................................................................................................... ..............................4
GOAL2 ........................................................................................................................... ..............................4
DEMOGRAPHIC AND GOVERNMENTAL OVERVIEW ............................................................ ..............................6
HISTORY......................................................................................................................... ............................... 6
EXISTING AND PLANNED DEVELOPMENT .............................................................................. ............................... 7
POPULATIONGROWTH ..................................................................................................... ............................... 7
GROWTHAREAS .............................................................................................................. ............................... 8
GROWTHTRENDS .......................................................................................................... ............................... 10
EXISTING FACILITIES 11
FACILITY SITE PROFILES ............................................................................................. .............................13
1 MARANA MUNICIPAL COMPLEX (MMC) ........................................................................ ............................... 13
2 MARANA OPERATIONS CENTER ( MOC) .......................................................................... ............................... 14
3 PARKS & RECREATION (P &R) ....................................................................................... ............................... 15
Parks & Recreation Administration .......................................................................... .............................16
MaranaCommunity Center ...................................................................................... .............................16
ParksMaintenance Facility ....................................................................................... .............................16
4 HERITAGE HOUSE ........................................................................................................ ............................... 17
5 AIRPORT .................................................................................................................... ............................... 18
6 OLD SANDERS MAINTENANCE YARD ............................................................................... ............................... 19
7 MARANA WASTEWATER RECLAMATION FACILITY (MWRF) ............................................... ............................... 20
NEEDS ASSESSMENT 21
1 MARANA MUNICIPAL COMPLEX (MMC) ................................................................... .............................23
2 MARANA OPERATIONS CENTER (MOC) ..................................................................... .............................26
3 PARKS &RECREATION ADMINISTRATION ................................................................... .............................27
MARANACOMMUNITY CENTER ........................................................................................ ...............................
27
PARK MAINTENANCE FACILITY ......................................................................................... ...............................
27
4 HERITAGE HOUSE ................................................................................................. .............................28
5 AIRPORT ............................................................................................................ .............................28
6 OLD MAINTENANCE YARD ...................................................................................... .............................29
7 MARANA WASTEWATER RECLAMATION FACILITY ( MWRF) ............................................ .............................29
8 SPACE STANDARDS ............................................................................................... .............................30
FACILITY PLANNING 31
DEVELOPMENT GOALS AND OBJECTIVES ....................................................................... .............................31
FUTURE FACILITY PLANNING ...................................................................................... .............................32
MULTI -USE FACILITY ...................................................................................................... ............................... 32
MAINTENANCE FACILITIES ............................................................................................... ............................... 33
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NEWPARKS FACILITIES ................................................................................................... ............................... 33
WASTEWATER FACILITIES ................................................................................................ ............................... 33
MARANA REGIONAL AIRPORT .......................................................................................... ............................... 34
MARANAHERITAGE PARK ............................................................................................... ............................... 34
MULTI -USE ARENA ........................................................................................................ ............................... 34
FACILITYSTANDARDS ............................................................................................... .............................35
GUIDELINES.................................................................................................................. ............................... 35
CODES......................................................................................................................... ............................... 37
FINANCE 38
FINANCING CAPITAL FACILITIES ................................................................................... .............................38
EVALUATING CAPITAL FINANCING ALTERNATIVES ............................................................ .............................38
PAY -AS- YOU -GO FINANCING ..................................................................................... .............................38
GRANTS.............................................................................................................. ............................... 39
DEBT ISSUANCE (SHORT OR LONG TERM) ...................................................................... .............................39
GENERAL OBLIGATION BONDS ( GO) ............................................................................ .............................39
REVENUEBONDS .................................................................................................... .............................40
LEASES................................................................................................................. .............................40
INS UMMARY ......................................................................................................... .............................40
Acknowledgments
Council
Mayor Ed Honea
Vice Mayor Jon Post
Dave Bowen
Patti Comerford
Herb Kai
Carol McGorray
Roxanne Ziegler
Committee Members
Brendan O'Connor
Morris Reyna
Kurt Schmidt
Brian D. Varney
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INTRODUCTION
In order for the Town of Marana to
provide the highest levels of service to its
valued citizens (i.e., residents and
businesses) and the most productive
atmosphere for its workforce, it must
always be dedicated to upholding the
principles and practices of good
stewardship for the array of physical
resources entrusted to it. This is the
essence of effective facilities management
for a public agency. Correspondingly, in
order for the Town of Marana to remain
consistently effective in responsible
facilities management over the long term,
this Facilities Master Plan (FMP) was
created.
At its very best, a facilities master plan
provides forward-thinking, growth -
oriented organizations like the Town of
Marana with much more than just a
general framework for facilities
management. The Town recognizes that
the FMP must be a dynamic document
collaboratively prepared and executed to
cover an increasingly wide spectrum of
services and oversight regarding facilities
access, use, operations, maintenance,
design, and construction. The Town of
Marana also recognizes that no plan can
completely address every aspect of
facilities management. As such, this FMP
is primarily intended to guide and enable
management and staff to anticipate and
address the immediate and perpetual
needs of the community. Therefore, it is
intended for the FMP to be updated and
enhanced on a regular basis.
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Goals and Objectives
Goal 1
Create a plan to maintain Town facilities at the highest standards of quality, levels of efficiency,
and at the lowest life cycle cost.
To achieve Goal 1, the following objectives are to be incorporated:
1. Estimate life expectancy, life cycle and replacement cost of existing assets based on
nationally recognized standards.
2. Develop a Capital Replacement Program to capture future revenue to fund the asset
replacement needs.
3. Customize the Town's Asset Management System (AMS) for each departmental facility.
4. Inventory all facility asset condition information into AMS.
5. Institute work order system to track asset maintenance history within AMS.
6. Establish periodic asset condition reporting, trending, and revised analysis in AMS.
Future updated editions will address additional facility resource attributes such as Furniture,
Fixtures and Equipment (FFE), and Preventative Maintenance Program for all facility assets at a
more detailed level as the data is collected from the AMS and analysis becomes possible.
Goal 2
Prepare a sustainable 30 -year space utilization and facilities plan for Town departments and
offices based upon sound forecasting methodologies and space standards.
To achieve Goal 2, the following objectives are to be incorporated:
1. Maximize use of existing Town -owned facilities and sites.
2. Incorporation of the FMP into the Town's comprehensive long -range planning efforts.
3. Develop future space needs projections for departments/ offices based on established
space standards and growth driver projections.
4. Evaluate strategic locations of departments/ offices to foster inter- and intra-
departmental communication and to efficiently provide public services.
5. Develop design standards for future facilities based on best practices to evaluate
highest return on investment, efficiency, and lowest life cycle cost.
Executive Summary
The FMP is a guiding document for financial planning to meet the Town's growth and
maintenance cost needs in an efficient and sustainable manner. Adoption of this initial FMP in
correspondence to an initial funding level and duration, and with an identified funding
mechanism, will ensure managed operational sustainability into the future, and provide a
framework for scoping future facility design at the lowest affordable life cycle cost.
Goal 1
This goal is considered to be only partially achievable in regard to this inaugural version of the
FMP because, at present, the Asset Management System (AMS) is in its infancy.
Characterization of all asset attributes and their condition, as well as the collection of their
ongoing maintenance data is in progress. Until pertinent information for a fixed asset has been
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adequately documented, entered into the system, and a work order or aging condition history
can be established, the type of detailed analysis normally contained in an FMP cannot be
presented to as well - defined a degree as might be desired. Consequently, a more broad
approach to asset characterization has been taken in the creation of this first version of the FMP.
It is recognized that future versions of the FMP will provide the type of detailed analysis that is
not yet achievable.
In this initial plan, the focus of Goal 1 is on the life expectancy and the life cycle and
replacement cost of existing assets in order to enable Town management to develop a Capital
Replacement Program that captures the manner by which future revenues will fund asset
replacement needs. Significant facility fixed assets categorized as equipment, weatherproofing,
or finishes, and which are subject to regular maintenance, repair, and /or replacement protocols
have been identified and evaluated for five categories of building systems. Information for the
following four categories represents expected life cycle replacement costs based on the typical
useful life of each component, beginning from the date an asset was first put into service to the
replacement cost at the end of expected useful life, calculated at years of useful life and
replacement cost of the asset(s) per year:
1. HVAC,10 -15 years (with major units extending to 20 years), $115,000 - $350,000 an
average of $147,000
2. Roof, 15 -20 years, $2,500 - $576,000 an average of $60,000 (2026 MMC replacement
$570K and 2033 MOC replacement $303K)
3. Flooring, 10-12 years, $73,000 - $360,000 an average of $87,000 (2025 MMC replacement
$292K)
4. Paint, 7 -10 years, $2,000- $74,000 an average of $7,200 (2015 MMC repaint $53K)
Electrical systems have been estimated at a suggested level of service for a recommended
annual budget for preventative maintenance between $16,000 and $93,000 annually.
A Capital Replacement Program developed to fund anticipated ongoing and cyclical costs
based on an average anticipated annual expenditure for a multi -year period can be fashioned on
either a pay -as- you -go approach or as calculated by the average cost for the duration of a
financed program term would prepare the Town to plan for the anticipated costs as well as the
cyclical nature of the program. The analysis that was performed for the anticipated replacement
periods was calculated out to Plan Year 2035 in order for the annual cycles to repeat and
increase the reliability of the analysis. The annual cost of the program was determined to range
between approximately $190,000 and $765,000, with an annual average of $323,000.
Goal 2
In order to maximize the use of existing Town -owned facilities and sites, and incorporate the
FMP into the Town's comprehensive long -range planning efforts, future space needs projections
for each department were completed by their respective department heads through Plan Year
2036 based upon the current Pima Association of Governments (PAG) formulated population
growth trends and expected growth patterns. These projections have been represented within
various figures that follow within the body of the FMP, indicating the expected year that each
facility/ site will reach its maximum capacity for workspace. That said, it is recognized that
changes in department and staff distribution as well as work station configurations for each
facility/ site will alter the projected plan year that maximum capacity will be reached, and the
capacity threshold and not the anticipated year is the determining factor to be recognized and
anticipated over time.
It is anticipated that the Marana Wastewater Reclamation Facility (MWRF), which is already at
capacity of three 3 workstations, will be the first facility to exceed its workspace capacity. This
will occur as early as 2014. The Marana Operations Center (MOC) is currently staffed at just
under its capacity of 91 workstations, and is expected to exceed that capacity in the next couple
of years. A projected increase in the number of staff stationed at the Marana Municipal
Complex (MMC) over the next decade will result in it becoming the third facility to experience
space limitations, with a current total workstation capacity of 241 by around 2020, although
such stress will not occur evenly throughout the facility as staffing levels in some departments
are projected to increase at a greater actual number or as a percentage of current staffing levels
than are other departments. It is anticipated that other sites may experience certain space -
related stress through Plan Year 2036, but are not expected to exceed their workspace capacity
in such a manner as to require modification and /or expansion.
To evaluate strategic locations of departments/ offices, existing Town property and facility sites
were compared with operational considerations of each Town department's proximity to their
significant operating theaters for current and future efficiency of operations, along with the
effect of anticipated future growth area projections. Current Town facilities and sites are
concentrated at the extreme north and south ends of the incorporated limits, and it is clear that
there are certain inefficiencies that exist now and in the future as far as serving mostly central
and some easterly and westerly ends of the Town. The development of a central multi -
departmental facility would more efficiently support Town services now and into projected
growth areas which will be at an increased distance from the Town's current operational hubs.
Such a facility located in the Twin Peaks Interchange area would capitalize on the interchange's
ability for improving operational deployment that can be largely immune to current
susceptibilities such as ground transportation system weaknesses and flood and railroad
hazards, and will result in the reduction of response times to service emergencies and fulfill
routine operational needs by enabling the radial movement of Town resources from a more
centralized location.
In order to address the need to develop design standards for future facilities based on best
practices to achieve highest return on investment, efficiency, and lowest life cycle
cost (Practicality Vs. Cost Prohibitive), current United States Green Building Council and United
States General Services Administration practices have been reviewed and recommended for
integration into future facility designs. In this regard, the establishment of a project specific
design scope analysis process is recommended to determine the affordable balance between up
front construction costs and ongoing or life cycle costs, ideally approaching a net -zero energy
use profile.
Demographic and Governmental Overview
History
The Town of Marana was incorporated in 1977 as a predominantly rural farming community of
approximately 1,500 people. Since then, the population of Marana has significantly increased.
Between 1980 and 1990, Marana's population grew by 31 % to 2,187, an increase of 513 residents.
From 1990 to 2000, the population of the Town grew to 13,556 residents and nearly 5,000
0
households, an increase of 520%. The period between 2000 and 2010 experienced a 158%
increase to 34,961 residents. Marana outpaced the City of Tucson and the Town of Oro Valley,
as well as Pima County in population growth rate for the period of time since its incorporation.
The Town's population increase can be largely attributed to diligent annexation activity and the
development of master - planned communities. The Town's geographic area has increased from
10 square miles in 1977 to over 126 square miles today.
Existing and Planned Development
In the late 1980's Marana annexed land areas that facilitated two significant specific plans which
have been most instrumental in the phenomenal growth of the Town. The Dove Mountain and
Continental Ranch/ Reserve areas currently account for 70% of all homes built within the Town.
The use of the specific plan entitlement process to rezone and develop land continues to this
day. The Town currently has 27 specific plans of which 20 have been adopted in the last 10
years.
In the last ten years, the Town has approved over 125 new residential subdivision plats.
Residents have found areas like Gladden Farms in northwest Marana and Continental Ranch /
Continental Reserve in southern Marana rich in amenities and ideal communities for raising
their families. Retirement communities such as Sunflower in Continental Ranch and Heritage
Highlands in Dove Mountain establish Marana as an ideal community for active adult living.
There have also been a number of master - planned communities entitled for future
development, including The Villages at Tortolita, Tortolita Shadows, Mandarina, Cascada,
Saguaro Bloom, Gladden Farms II, The Shops at Tangerine, Uptown at Marana, and others.
Marana currently has over 18,000 platted residential subdivision lots, with nearly 13,000 of
those lots built. Through the adoption of numerous specific plans and rezonings, there are
nearly 31,000 additional lots entitled, though not yet platted.
Population Growth
In 2006, at the height of an unprecedented economic boom, the Arizona Department of
Economic Security (DES) adopted population forecasts that have since proven to be
unrealistically high for all jurisdictions within Pima County. As a result of the subsequent
economic recession, in the third quarter of 2012 the Pima Association of Governments (PAG)
generated preliminary population projections for all jurisdictions within the region. These
projections have been used in the FMP as a basis for anticipated growth, as they are considered
to be the most accurate estimate currently available. The projections are acknowledged to be
preliminary and not representative of officially approved data. PAG has indicated that such
projections are based upon a number of factors including the Town's percentage share of the
Pima County growth rate. The appropriate data from the 2010 Census has been incorporated
into the FMP where applicable.
Based upon the preliminary PAG projections, the Town's population is anticipated to increase
between 4,000 and 7,000 residents in each five year interval through the year 2040. The projected
population growth of the Town is shown in Figure 1.
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Town of Marana Projected Population Growth
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Figure 1. Projected Population Growth
2022 2024 2026 2028 2030 2032 2034 2036 2038 2040
Year
It is anticipated that the population of Marana will grow from the official census count of 34,961
in 2010 to 48,142 in 2020, an increase of 38%. That number is projected to grow to 59,165 in
2030. Although the rate of growth decreases as the total population grows, the actual increase in
population remains significant.
Growth Areas
The Town of Marana General Plan defines five distinct growth areas (Northeast,, Northwest,
Southwest, Southern, and Pinal County) as illustrated on Map Figure 2.
The Northeast Growth Area contains significant environmental challenges that will constrain
future development and require land preservation and limits on land disturbance. Residential
and commercial development will be carefully integrated within the natural conditions.
Residential communities will generally be low - density. Anticipated land uses include: resort
development; large scale commercial development; mixed -use projects; employment -based
industry; and significant open space, trails, and recreational amenities.
The Northwest Growth Area has been targeted as the prime growth area in the next decade.
Recommendations for land use, transportation, and other growth factors include: the Town
Center; residential communities of all densities; commercial and industrial uses along the
Interstate 10 corridor; and medical industry opportunities.
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The Pinal County Growth Area is considered a northern extension of the Northwest Growth
Area, and has great annexation potential for the Town of Marana. Pinal County has identified
this area as likely to grow with several large scale development projects including the eventual
build out of the 1,000 acre residential project currently underway at Red Rock, and other large
land areas that are planned for residential and commercial development. Marana will work
closely with Pinal County in future planning. Anticipated future land uses include: master
planned communities; large lot custom homes in outlying areas; commercial and industrial uses
along the Interstate 10 corridor; and, industrial employment development in the vicinity of
Pinal Air Park.
The Southwestern Growth Area primarily focuses upon growth around the Marana Regional
Airport. The area provides opportunities for industrial uses as well as residential communities
located a safe distance from the airport. The Bureau of Reclamation land adjacent to the airport
lends itself to great recreational opportunities. Future development will likely include:
commercial and industrial development immediately surrounding the Marana Regional
Airport; strategically located residential communities of varying densities; regional recreation
opportunities; and expansion opportunities for the Marana Community Correctional Treatment
Facility.
The Southern Growth Area contains several existing master planned communities and
residential subdivisions. Commercial facilities to serve these communities are located along
major transportation corridors. This area is primarily an infill area that will see minimal growth
and will focus on the completion of the existing developments. It is anticipated that
development in this area will include: new development surrounding the Twin Peaks
Interchange; development of communities such as De Anza, The Pines, and Willow Ridge;
corridor commercial activities along Interstate 10, Ina Road, Thornydale Road and Orange
Grove Road; and career oriented employment based industry.
Growth Trends
In 2005, the Town recorded a historic high of 1,766 new home starts. This was an increase of
27% over the previous year. In 2006, Arizona along with the rest of the country began to
experience a sharp decline in the housing market as the recession set in. The decline in new
home starts continued for the next three years, reaching a low of 189 in 2009. This was the
lowest number of documented annual new home starts since the Town began keeping record.
In 2010 the downward spiral ended. In the first six months of the calendar year more new
single family home permits were issued than in all of 2009. A total of 337 new single family
home permits were issued by the end of the year, representing a 78% increase over the number
of permits issued in 2009. In 2011, new single - family home permits declined slightly to 335. In
2012, 516 permits for new single - family residences were issued, representing a 53% increase
over 2011. It is projected that permits for 2013 will surpass 800 new single- family residences.
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EXISTING FACILITIES
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The Town of Marana currently owns, operates, and maintains 37 structures at 7 sites, located as
illustrated in Figure 4. In all, there are 521 rooms with a total of 168,549 square feet of floor
space.
The following facility site profiles indicate the current condition and capacity of each facility, as
well as illustrate the ongoing replacement costs that are related to maintaining our valuable
assets. By utilizing life cycle analysis in conjunction with recognition of OCI (Overall Condition
Index) ratings, the preventative maintenance plans will result in overall lowest cost of
ownership through the useful life of the Town's facilities.
The Overall Condition Index (OCI) rating of a physical asset is derived by determining its
current state, relative to a set of categories that quantifies and describes, in simple terms, what
action is required to optimize that asset's functional lifespan. The numerical OCI value
assigned to that asset is objectively selected to fall within the parameters of a certain range that
accounts for such factors as age, appearance, fitness, serviceability, and wear.
Site profiles have been developed to analyze each site for five categories of building systems, 4
for expected life cycle replacement costs based on typical useful life of each component,
beginning from date first put in service and replacement at end of expected useful life at:
1. HVAC,10 -15 years (with major units extending to 20 years)
2. Roof, 15 -20 years
3. Flooring, 10-12 years
4. Paint, 7 -10 years
Electrical systems have been estimated at a suggested level of service for a recommended
annual budget for preventative maintenance.
A 100 - 75 Normal maintenance
B 74 - 50 Minor repairs combined with normal maintenance
C 49 - 0 Major upgrade or system replacement
Figure 3. Overall Condition Index (OCI) Chart
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Facility Site Profiles
1 Marana Municipal Complex (MMC)
The Marana Municipal Complex (MMC) was built in
2004/2005 and houses roughly 50% of the Town's staff
amongst 19 departments. With 93,512 sq. ft. of
office/multiuse areas, this is the Town's single largest
building.
MMC
ka Site Profile
FACILITY SITE NAME: MARANA MUNICIPAL COMPLEX
Facility Location: 11555 W Civic Center Dr. Marana, AZ 85653
Facility
Code: MMC
Year Acquired /Constructed:
Overall Condition Index:
2005
Combined Building /Structure Sq. Ft. 93,512
Roof Type: Tapered Insulation, SBS Roofing
Roof Sq. Ft.:
Workstation
Capacity:
Facility Number /Name:
1 MMC
�01&18
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
162.5 173.5 180.5 187.5 195.5 198.5 200.5 228.5 258.5 279.5
Figure 5. Facility Site Profile: Marana Municipal Complex (MMC)
57,000
241
13
2 Marana Operations Center (MOC)
The Marana Operations Center (MOC) was purchased in
2001 and houses roughly 38 % of the Town's staff between
3 departments. Between the 14 structures there is 41,670 sq.
ft. on the 12 acre site. The Utility, Public Works and Police
Department's operate a 24/7/365 operations center
serving the community. The main structure was first built
in 1974 by Trico Electric as their administrative and field
operations center. This site also includes the MOC
Community Room used for community building activities
and instructional classes given by the Parks Department.
a a 0 in
rip
FACILITY SITE NAME: MARANA OPERATIONS CENTER
Facility Location: 5100 W. Ina Rd. Tucson, AZ 85743
Facility
Code: MOC Overall Condition Index: 78
Year Acquired /Constructed: 1974
Combined Building /Structure Sq. Ft. 41,670
Metal Panels Installed Over Purlin
Roof Type: Framing
Roof Sq. Ft.:
Workstation
Capacity:
Facility Number /Name:
13,870
91
2 MOC
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
120.1 128.1 135.1 142.1 149.1 153.1 157.1 178.1 197.1 214.1
Figure 6. Facility Site Profile: Marana Operations Center (MOC)
14
3 Parks &Recreation (P &R)
The Parks and Recreation facilities consist of multiple buildings:
the Park and Recreation Administration building, the Senior/
Community Center, and the Parks Maintenance Facility.
Parks & Recreation Administration
This 5,000 sq. ft. structure, built in the 1990's as the
"Town Hall ", was one of the first to be constructed
by the Town. It was converted to the Parks &
Recreation Administration in 2005 when the MMC
was opened.
Marana Community Center
The Marana Community Center's original structure
was built in the mid 1970's by Pima County when
Pima County owned and operated the site now
known as Ora Mae Harn Park. The original structure
was used as a community center and in the late
1990's the addition/ extension of the structure was
completed to house the Community Center. In its
entirety this site is 8,000 sq. ft.
Parks Maintenance Facility
The Parks Maintenance Facility was constructed in
2002 to serve as Parks Maintenance main operations
center. This site houses the Northern parks systems'
operating supplies.
Senior /Community Center
15
Site Profile
--A& j
FACILITY SITE NAME: Parks and Recreation
Facility Location: 13251 N. Lon Adams Rd. Marana, AZ 85653
Facility
Code: P &R Overall Condition Index: 76
Year Acquired /Constructed: 1990
Combined Building /Structure Sq. Ft. 15,832
Roof Type: Fiberglass Bur on Wood Decking
Roof Sq. Ft.: 5,200
Workstation
Capacity: 27
Facility Number/Name. 3 P &R
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
33.0 35.0 36.0 38.0 39.0 39.0 39.0 42.0 50.0 51.0
Figure 7. Facility Site Profile: Marana Parks & Recreation (P &R)
16
4 Heritage House
Renovated in 2005 to facilitate its use by community
organizations, this building is currently leased to the
Gladden Farms Homeowner's Association. It is situated
within the boundaries of Marana's 163 acre Heritage Park,
near its northern entrance. As proposed by the park's
conceptual plan, this proximity will eventually allow
Heritage House to be effectively utilized for the
administrative functions of Heritage Park.
Heritage House
Site Profili
FACILITY SITE NAME: Heritage House
Facility Location: ::]:l 2375 N. Heritage Park Dr. Marana, AZ 85653
Facility Code: HRTG Overall Condition Index: 75
Year Acquired /Constructed: 1990
Combined Building /Structure Sq. Ft. 9,459
Roof Type: Fiberglass Built Up /Coating
Roof Sq. Ft.: 3,050
Workstation Capacity: 6
Projected Employees II TimeEquivalent) By Facility
K&I, V W W_ A
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
Currently
Leased
to HOA
Figure 8. Facility Site Profile: Marana Heritage House
17
5 Airport
The Marana Regional Airport is an actively growing
facility that serves aviation enthusiasts through proactive
airport management. When fully developed, this location
will be a central business hub for the community.
Airport
Site Pro
FACILITY SITE NAME: Marana Regional Airport
Facility Location: 11555 W Civic Center Dr. Marana, AZ 85653
Facility
Code: AIR Overall Condition Index: 81
Year Acquired /Constructed: 1999
Combined Building /Structure Sq. Ft.: 5,327
Roof Type: Plywood Deck, Built Up Coating
Roof Sq. Ft.: 500
Workstation
Capacity: 2
Projecte mployees (c:1 1 Time Equivalent) By Facility
M I
mm
'wm'1106
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
1.0 2.0 2.0 2.0 3.0 3.0 3.0 5.0 8.0 10.0
Figure 9. Facility Site Profile Marana Regional Airport (MRA)
18
6 Old Sanders Maintenance Yard
WIPS
FACILITY SITE NAME: Sanders Old Yard
Facility Location: 12765 N. Sanders Rd. Marana, AZ 85653
Facility
Code: OLDYRD Overall Condition Index: 66
Year Acquired /Constructed: 1980
Combined Building /Structure Sq. Ft.: 4,785
Roof Type: Wood Deck, Shingles
Roof Sq. Ft.: 930
Workstation Capacity: 2
rojected Employees (Full ime Equivalent) By Facility
Facilit Number/Name: 6 Old Yard
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
2.0 2.0 2.0 2.0 3.0 3.0 3.0 5.0 S.0 10.0
Figure 10. Facility Site Profile Marana Old Maintenance Yard
19
7 Marana Wastewater Reclamation Facility (MWRF)
Site Profile�'m"
FACILITY SITE NAME: Marana Wastewater Reclamation Facilit
Facility Location: 111555 W Civic Center Dr. Marana, AZ 85653
Facility Code: MWRF Overall Condition Index:
Year Acquired /Constructed: 1985
Combined Building /Structure Sq. Ft.: 1,256
Roof Type: Shingles
Roof Sq. Ft.: 1,500
Workstation Capacity: 3
:I
Ell 9� Tim B Facilit
Facility Number/Name. 7 Wastewater Facility
2014 2015 2016 2017 2018 2019 2020 2025 2030 2035
2 4 5 6 7 8 9 13 18 21
Figure 11. Facility Site Profile Marana Wastewater Reclamation Facility (MWRF)
20
ERR
IN
IL r
�
I�
NEEDS ASSESSMENT
IN
��
4 7 h., ' i
I'
.. _ T
he
1 I Y r•
61 i `�
-db 01
-il
The needs study is a compilation of information acquired through a series of meetings and
discussions with department directors, managers, and staff. In addition to these discussions, a
department needs survey was provided to each department director or manager requesting
information regarding current space allocation and existing deficiencies, as well as projected
space and staffing needs through fiscal year 2035. The analysis of existing patterns of space
occupation and utilization contributed to the development of the findings. These findings are
supplemented with recommendations for improvement of space utilization where appropriate.
This information is represented in Table 1 by department in six year increments, and in Figures
12 -20 by facility structure and color coded departments within the structure in six year
increments, to compare structure workspace capacity to anticipated department growth.
The space needs assessment is presented in a format that indicates staff related space (space
assigned to individuals) as well as support space (spaces shared within a department or
between departments) including storage areas. Identified space requirements were calculated
for each department in four fiscal year intervals: FY 13 -18; FY 19 -24; FY 25 -30; and FY 31 -35.
Projections of future space needs are based upon existing conditions and current space
deficiencies, as well as projected staff growth, planned or anticipated functional or operational
changes, and typical space standards based upon generally accepted planning and design
guidelines. These projections provide a basis for evaluation and analysis of alternative space
planning and development strategies and building concepts and designs and, thus, facilitate
estimating the costs of future construction projects.
Personnel projections were generated by using a combination of past and projected Town
population, specific workload indicators, and data gathered through the department needs
survey. It should be noted that a comprehensive staff analysis was not completed and that the
projections were generated for space planning purposes only. Although historic staff growth is
typically a heavily weighted factor in forecasting future staff growth, limited value was given to
this criterion in the Facilities Master Plan due to the impact of the recent recession on Town
staffing levels. More emphasis was placed upon the projected population growth of the Town,
as well as various workload indicators specific to each department and the recommendation of
each department director or manager in preparing for projected workloads.
21
Table 1. Personnel Projections
22
Current
Staffin
Pro
Pro
Pro
Pro
D epar t men t
- -
Building Safety
8.00
11.00
14.00
19.00
27.00
Capital Improvements
12.00
15.00
16.00
18.00
20.00
Program
Community
Development
Neighborhood Services
4.50
7.50
9.50
11.50
13.50
Development Services
Administration
(Permits &Records)
10.00
12.00
14.00
16.00
18.00
Development Services
3.00
5.00
7.00
9.00
11.00
Administration -
General Manager
Engineering
11.00
15.00
17.00
19.00
19.00
Finance
8.85
9.85
11.85
13.85
16.85
Human Resources
5.50
7.50
9.50
11.50
13.50
Legal
6.50
8.50
10.50
12.50
14.50
Marana Police
105.00
144.00
171.00
191.00
209.00
Department
Marana Regional
1.00
3.00
5.00
8.00
11.00
Airport
Municipal Courts
14.00
15.00
16.00
17.00
18.00
Operations /
35.00
37.00
39.00
42.00
45.00
Maintenance
Parks and Recreation
32.00
39.00
41.00
50.00
51.00
Planning Department
7.00
9.00
11.00
13.00
13.00
Public Services Admin.
4.00
9.00
11.00
13.00
15.00
Technology Services
12.00
16.00
18.00
22.00
24.00
Town Clerk's Office
3.00
4.00
5.00
6.00
7.00
Town Manager's Office
8.13
9.13
10.13
11.13
12.13
Utilities
20.10
31.10
40.10
50.10
57.10
Table 1. Personnel Projections
22
1 Marana Municipal Complex (MMC)
Departments: DSC, CIP, Engineering, Clerk's office, Manager's office, Mayor &Council, Legal,
Finance, HR, Community Development, Police and Court.
IVIIVIC Building A Floor 1 Workstation Projections by Department
2x36
2x30
2a24
2a18
2a13
5.0 1O_a 15.0 20.0 25_a 3a.G .a 40.0 45.0 50
23
24
Figure 14. MMC Building A 3rd Floor Workstation Projections by Department
MMC Building C Workstation Projeations by Dep aftmerrL
20M
20M
2724
2111B
21113
- 2-0 4-0 8� 8-0 18.0 12.0 1�_a IL 1�_O 2D-O
■ CO4�1'T
Figure 16. MMC Building C Workstation Projections by Department
25
2 Marana Operations Center (MOC)
Function: Public Services - Operational
Departments: Police, Utilities and Public Works
Non - office space: Fleet &warehouse, sign /marking shops, Operations yard, community room.
Current space deficiencies: None
MOC Workstation Projections by Department
20M
20M
2024
20.0 40.0 60.0 80.0 1QD_0 120.0 140.0 16x.0
DWATER ■ POLICE -MOC 0 O&M
Figure 17. MOC Workstation Projections by Department
26
IBM
o il
20.0 40.0 60.0 80.0 1QD_0 120.0 140.0 16x.0
DWATER ■ POLICE -MOC 0 O&M
Figure 17. MOC Workstation Projections by Department
26
3 Parks &Recreation Administration
Function: Parks and Recreation management/ programmers
Departments: Parks &Recreation
Non - office space: Meeting room and multipurpose room
Current space deficiencies: None
Marana Community Center
Function: Community use
Departments: Parks & Recreation
Non - office space: Computer lab, exercise room, meeting room, lobby
Current space deficiencies: None, Receptionist and 3 Offices
Park Maintenance Facility
Function: Park maintenance operations
Departments: Parks & Recreation
Non - office space: Shop, storage sheds
Current space deficiencies: None, No workstations
P & R Workstation Projections by Department
206
2030
2024
20 18
2013
ILI
e
I Lil
20.5 21.0 21.5 22.0 22.5 23.0 23.5 24.0 24.5 25.0 25.5
p Parks & Recreation Depa
Figure 18. P &R Workstation Projections by Department
27
4 Heritage House
Function: Heritage
Departments: Parks &Recreation
Non - office space: Meeting space, outdoors multifunction ramada, active farm
Current space deficiencies: None, Leased to Gladden Farms HOA
No Workstation Projections available for the Heritage House.
5 Airport
Function: Regional airport
Departments: Airport Operations
Non - office space: All airport land, fire suppression pump house
Figure 19. Marana Regional Airport Workstation Projections by Department
Current space deficiencies: None
6 Old Maintenance Yard
Function: Maintenance operations
Departments: Public Works, Utilities, Community Development, Parks &Recreation
Non - office space: Warehouse, storage sheds
Current space deficiencies: None
No Workstation Projections available for the Old Maintenance Yard.
7 Marana Wastewater Reclamation Facility (MWRF)
Function: Municipal Waste Water Treatment
Departments: Utilities
Non - office space: Treatment center
Current space deficiencies: None
Figure 20. Marana Wastewater Reclamation Facility Workstation Projections by Department
29
8 Space Standards
Space standards are regular measurements of space per person per unit that are used to plan for
future space needs. Standards are required for the following:
Make the most efficient use of Town -owned and leased space;
Provide a uniform basis for forecasting space needs for personnel and equipment in order to
logically plan for the acquisition of future owned and leased space; and
Determine the probable cost of needed space.
This section presents net space standards for functional components and individual spaces and
summarizes the existing space occupied by each department. Additionally, a standard per
staff/ unit for each department was used as a variable to forecast future space needs.
Estimating the amount of useable area or floor space needed to provide the appropriate
environment capable of supporting any type of function involves the use of space allocations
and, in some cases, space standards to the operational requirements of the functional
component such as an office, rest room, storage/ equipment room, etc. Current space projections
are based on an estimated number of workstations.
Examples of factors that may impact future personnel growth include constrained historical
growth, change in management philosophy, planned department and /or staff changes due to
the impact of technologies or change in workflow and project funding. It should be noted that a
comprehensive staffing analysis was not completed and that the staff projections are for space
planning purposes only.
30
k"
I�� MU� ICiPa
ok COMPO
1
J
a
FACILITY PLANNING
The Town of Marana's process for planning its municipal facilities will recognize the
importance of the Marana Strategic Plan and the promotion of each of its five focus areas:
Commerce; Community; Progress and Innovation; Heritage; and Recreation. A concentration
point in the planning process will be the creation and preservation of a recognizable brand and
the establishment of a distinct sense of arrival to the Town. Further emphasis will be placed
upon achieving sustainable design and development that balances the economic,
environmental, and social needs of our community. Intrinsic to the processes of planning and
development of all future facilities in our community are the Town's cultural values of
dedicated service, engaged innovation, respect, and teamwork. These values have been proven
to be essential components in the accomplishment of challenging objectives and goals and truly
reflect our commitment to excellence.
Development Goals and Objectives
The Town of Marana is committed to the development of facilities that will enable its many
functions and operations to be performed safely and effectively while meeting the demands of
an increasing population and the changing needs of the community. Providing adequate
facilities and services to the residents, employers, and visitors to our community is paramount
in developing an exceptional community.
Facility designs must adhere to sound, best practices and utilize materials, methods, and
equipment of proven dependability and value. Facilities must be economical to build, operate,
and maintain. They should be designed to adequately accommodate the needs of staff and the
public. Ideally, facilities should also be designed to accommodate potential expansion into the
foreseeable future.
The Town's facilities are intended to provide a hospitable environment for visitors seeking
services. Therefore, Town facilities must be designed and constructed to reach beyond their
function in order to promote community and to provide the citizenry of Marana with a sense of
confidence that its best interests are being well - served.
Facilities must be fully accessible to the public and staff by providing safe and efficient
ingress/ egress to the site and a barrier free environment on the premises even while
maintaining clear and secure separation between public and staff spaces. All Town facilities
should be reachable by alternative modes of transportation. Site planning should accommodate
access by public transit and for bicyclists and pedestrians via appropriate infrastructure
linkages.
Facilities are expected to provide the Town's personnel with working environments that foster a
sensible interface between individuals, divisions, and departments and that advance directness
and accountability across the entire organization. Facilities should elevate performance,
enabling tasks to be undertaken and completed in a highly productive, qualitative manner.
31
Such superior workplaces are characterized by a synergistic set of attributes. In other words,
they are all of the following:
• Safe: Workplaces are to be provided that are healthful, secure, without hazards, protected
from fire, capable of shelter, and easily evacuated if necessary.
• Reliable: Workplaces are to be supported with efficient, state -of- the -art heating, ventilating,
air conditioning (HVAC), lighting, power, security, and telecommunications systems and
equipment that require little maintenance and are designed with backup capabilities to
ensure minimal loss of service or downtime.
• Connectable: Accommodation of critical, best use technological advancements including
communication and data capabilities and access among distributed coworkers is to be
enabled for both on -site workplaces (including individual workstations, team spaces,
conference/ multimedia spaces, and off -site workplaces (including telework or commuting
centers, home offices, travel venues, etc.).
• Flexible: Workplace components are to be chosen that can be easily adapted to
organizational or work process and functional changes and readily restructured with a
minimum of time, effort, and waste.
• Identifiable: Workplaces are to be endowed with a unique familiarity, character, image, and
business identity that enable and convey a sense of pride, purpose, and dedication in the
individual and throughout the community.
• Comfortable: Workplace services, systems, and components are to be provided that allow
occupants to adjust thermal, lighting, acoustic, and furnishing systems to meet personal and
group comfort levels.
• Equitable: Workplaces are to be designed to meet the functional needs of the users by
accommodating the tasks to be undertaken without compromising individual access to
privacy, daylight, outside views, and aesthetics.
• Balanced/ Sustainable: Workplaces are to be created and continued in a manner that
supports long -term economic, community, and environmental balance using technologically
advanced products and processes that support a clean and healthy environment, free of
harmful contaminants and excessive noise, with access to quality air, light, and water.
Future Facility Planning
The Town has adopted a number of long -range or master planning documents that outline the
Town's long term plans for future growth with respect to Town facilities. Plans including the
Strategic Plan, General Plan, Town of Marana 2010 Potable Water Master Plan and the Marana
Parks, Recreation, Trails, and Open Space Master Plan indicate particular objectives and goals
for growth and development within the Town and detail existing facilities, assess current and
projected needs, and make recommendations for future analysis and decision making.
Multi -Use Facility
The Town anticipates the development of a new multi -use facility and has identified potential
sites strategically located within the Town's planning area. In early 2013, the Town began a
facility needs analysis with a consultant group in order to determine how our police services
can best meet the growing needs of the community. The facility needs analysis is accompanied
by a site selection analysis to determine the feasibility of potential sites. Two of the most
important factors considered during the site selection process are the proximity of a prospective
site to areas with the greatest number of service calls and the general population of the areas to
be served by the new facility. Another important factor concerning site selection is the
accessibility of the site by police department personnel as well as the public. The police
32
department serves as a hub of activity for officers during their shifts and generally serves duties
that cannot be completed in the field such as securing an arrestee or evidence, drawing blood
for a DUI, and writing reports. Accessibility to police service facilities is critical to improving
efficiency and providing a high level of service to the community.
One of the potential sites under consideration is in the vicinity of Twin Peaks Road and Linda
Vista Boulevard. This location provides nearly direct access to Interstate 10 facilitating travel
north and south, as well as providing direct access into Continental Ranch and Dove Mountain,
as well as areas planned for future growth along the Tangerine Road corridor from
approximately Thornydale Road west to Interstate 10. A new facility located at Twin Peaks
Road and Linda Vista Boulevard would enable access to these areas within a matter of minutes.
Response times to these areas from the existing facility at the Marana Operations Center can
take 20 minutes or longer. Other benefits of this location include easy access over the railroad,
as well as proximity and access to planned commercial development along the Interstate 10
corridor including the Marana Spectrum at the Twin Peaks interchange. Access of the facility by
the public is also important, whether it is to meet with an officer, file a police report or obtain a
copy of a report, or to attend citizen participation meetings.
Maintenance Facilities
The Town currently has five separate maintenance facilities located at the MOC, MMC, Old
Sanders Yard, Ora Mae Harn Park, and the Crossroads at Silverbell Park. The location of these
sites at opposite ends of the Town is not convenient or conducive to efficiently serving the
current needs of the Town and will present locational and accessibility challenges as the Town
develops. Proper maintenance is key to the function and longevity of roads, utilities and other
Town owned infrastructure, as well as parks facilities. Convenient access between maintenance
facilities and the Town's infrastructure is crucial. The early stages of planning have indicated
that an ideal location for a central maintenance facility is along Interstate 10 between Tangerine
Road and Marana Road.
New Parks Facilities
Based upon the service standards followed by the Parks and Recreation Department, it is
projected that approximately 18 new parks will be demanded by the year 2020 including ten
neighborhood parks, six community parks, one district park, and one regional park. Park
demand forecasts indicate a total unmet demand for developed park space to be approximately
585 acres by the year 2020. It is recommended in the Marana Parks, Recreation, Trails and Open
Space Master Plan that all future district parks include a community center. It is also
recommended that when possible and practical, community parks should include community
centers as well.
Wastewater Facilities
The infrastructure currently serving the wastewater demands within the Town's planning area
consists of a regional wastewater treatment plant and several smaller public and private
treatment facilities. The two primary existing wastewater treatment plants serving the Town are
the Ina Road, Pima County Wastewater Reclamation Facility (PCWWRF) and the Marana
Wastewater Reclamation Facility (MWRF). The Ina Road WRF is located within the Town limits
and is currently operated by Pima County Regional Wastewater Reclamation District. The
Marana Wastewater Reclamation Facility is currently located within Pima County and is owned
and operated by the Town.
33
Per the settlement agreement dated April 9, 2013 between the Town and Pima County, Marana
Utilities has assumed ownership of two water reclamation facilities, the Marana Water
Reclamation Facility and the Rillito Vista Water Reclamation Facility. The current PAG 208
amendment under consideration (Summer 2013) will identify a possible third facility to be
located west of the Saguaro Bloom neighborhood and near the Marana Airport. The Utilities
Department will assume maintenance and operational responsibility of the Airport septic
system once a customer base is identified and provided service from the septic system.
Within Pinal County, the Utilities Department has identified, through the CAAG 208 process,
the potential for two additional water reclamation facilities. If the Town decides to move
forward with any possible incorporation of the Red Rock area, a third facility, currently private,
may be added to the facility portfolio.
Marana Regional Airport
The Commerce focus area within the Town of Marana Strategic Plan II defines strategies to
develop the Marana Regional Airport as an activity center. These strategies include: completion
of infrastructure along Airport Way and plan for an aviation themed business park; plan and
fund new airport infrastructure through the CIP process; collaboration with the Arizona State
Land Department in maximizing the land use potential around the airport; and, development of
an airport terminal and /or jet center that showcases Marana.
Marana Heritage Park
The Town of Marana envisions the Heritage Park serving as a showcase of the Town's culture,
heritage and history. The themes of the park being considered in the planning process, currently
underway, are the Town's history and culture, natural resources, the Santa Cruz River, wildlife,
recreation, retail/ shopping, food/ agriculture, and equestrian activity. The park currently
consists of historic buildings including the Heritage House, the Beard House, and a farm office/
barn, as well as various features and implements including grain silos, a ramada structure and a
variety of rustic farm equipment. The park includes a small demonstration farm that is planned
for expansion and to be made available for community use.
The Marana Heritage Park is planned to occupy 162.75 acres and ultimately consist of a plaza,
farm, community gardens, market village, and ranch. The plaza is planned to provide a flexible
space where a tree -lined central court serving as a shady reprieve, quickly transforms into a
bustling farmer's market, art fair, or community celebration. Serving as the northern gateway to
the Marana Heritage Park, the plaza sets the tone by incorporating the materials used through
the historic development of the area.
Multi -Use Arena
The Strategic Plan identifies an initiative to establish a permanent location for amulti -use arena
in the Marana downtown /Main Street area and identify funding sources and long -term
economic viability.
34
Facility Standards
Facility standards relative to the Town's Facility Master Plan (FMP) fall into two distinct
categories: guidelines, which are elective, and codes, which are mandatory.
Guidelines
Regarding guidelines, the United States General Services Administration (GSA) and the United
States Green Building Council (USGBC) have developed and established significant,
comprehensive standards that are recommended for supplemental reference in conjunction
with the implementation of the FMP.
The GSA's Facilities Standards for the Public Buildings Service (P100), establishes design
standards and criteria for new buildings, repairs and alterations, and modernizations for federal
facilities. This document may serve as a benchmark for the Town of Marana's own new
construction and renovation projects when and as deemed appropriate. For the purpose of
developing common standards for Town projects, various facets of P100 have been integrated
into this section of the FMP. However, insofar as the P100 is used as a guideline for a particular
project design, in -depth reference to the actual document is strongly advised.
The USGBC's Leadership in Energy and Environmental Design (LEED) standard, is a
performance credit system that allocates points "based on the potential environmental impacts
and human benefits of each credit." LEED relies upon categories established by the United
States Environmental Protection Agency's Tools for the Reduction and Assessment of Chemical
and Other Environmental Impacts (TRACI) as a basis for assessing and weighting each credit.
LEED 2009 references the environmental impact weighting scheme developed by the National
Institute of Standards and Technology (NIST) in assigning credit weights.
Green building is an integrative effort to transform the way built environments including
individual buildings, neighborhoods, and communities are designed, constructed, and
operated. The scope of a green building project begins with the earliest stages of planning to
beyond the end of a structure's life. Green building involves a holistic and integrative approach
to design, planning, construction, and operational practices that result in lower impact, more
sustainable, and ultimately regenerative built environments. Modifying the conventional way
in which buildings are designed and constructed can have a significant positive effect on the
environment. Conventional building practices are not sustainable, as they typically use
excessive amounts of energy, create excessive amounts of waste, and often undermine the
comfort and health of the occupants. Green building practices are sustainable and can minimize
the use of natural resources while generating economic benefits including lower operational
costs and increased human productivity. Green buildings typically operate more efficiently
than most conventional buildings and contain the amenities necessary for a better quality work
environment. Many federal, state, and local governments across the country have adopted more
sustainable development practices. The U.S. General Services Administration (GSA) requires all
new federal government construction projects and substantial renovations to be sustainable and
achieve a minimum LEED Silver certification.
Green buildings typically perform better than conventional buildings. They use less energy, use
less water, generate less waste, and provide healthier and more comfortable indoor
environments. The General Services Administration (GSA) recently studied the performance of
12 of its green buildings and determined the operational savings to be substantial. The results
revealed, on average: 13% lower maintenance costs; 26% less energy usage; 27% higher levels of
occupant satisfaction; and 33% lower CO emissions.
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The Leadership in Energy and Environmental Design (LEED) rating system was created by the
United States Green Building Council (US GBC) in order to provide a systematic framework for
establishing sustainability objectives and goals and assessing the performance of construction
and development projects. The LEED rating systems are tools for encouraging, evaluating, and
recognizing green buildings and neighborhoods. LEED is relevant to buildings in any stage of
their life cycles. New construction, operation and maintenance of an existing building, and a
significant retrofit to a commercial building are all addressed by LEED rating systems.
The LEED rating system currently has six credit categories: Sustainable Sites; Water Efficiency;
Energy and Atmosphere; Materials and Resources; Indoor Environmental Quality; Innovation
and Design/ Regional Priority. If LEED certification will be pursued in new Town facility
construction or the renovation of an existing facility, the criteria defined within applicable
categories shall be integrated into all stages of design, construction, and operation.
• Sustainable Sites: The location of a project is the foundation for its sustainability. The
selection and development of a site has a dramatic impact on the performance of a building
over the course of its life-cycle. There are four key elements that come into play concerning
the sustainability of a project: transportation; site selection; site design and management;
and stormwater management.
• Water Efficiency: The LEED program encourages design strategies that significantly reduce
the amount of potable water used by buildings while meeting the needs of the systems and
occupants. The three areas of water use that need to be considered are indoor water,
irrigation water, and process water.
• Energy and Atmosphere: Well - designed buildings and land use offer some of the most cost
effective opportunities to save money while reducing greenhouse gas emissions.
Addressing energy through green building practices focuses on four interconnected
elements: energy demand; energy efficiency; renewable energy; and, ongoing energy
performance.
• Materials and Resources: There are two primary considerations related to materials and
resources: waste management; and life -cycle impacts. Materials and resources used
throughout the construction, operation, and demolition phases must be considered from a
long -term, life -cycle perspective.
• Indoor Environmental Quality: Creating or improving indoor environmental quality
results in improved employee health and productivity and can have a large return on
investment. This goal requires attention to indoor air quality, as well as thermal comfort,
lighting, and acoustics.
• Innovation in Design: Those pursuing LEED certification for a project can receive
additional credit for exceptional performance and innovation by utilizing exemplary
performance strategies that surpass the requirements of existing LEED credits and
substantially exceed the performance based standards.
When assessing how potential new facilities or the renovation of existing facilities will satisfy
the ongoing needs of users as well as shape the Town's budget and affect its financial resources,
utilization of the GSA's P100 and the US GBC's LEED evaluation criteria to weigh design
options can be helpful. However, these guidelines are limited in their value if not coupled with
an objective analysis of other important factors, namely the greatest return on investment, the
lowest life cycle cost, and the least environmental impact. For example, while the LEED
performance credit system tallies points toward certification at progressive levels (e.g., silver,
gold, and platinum), a design and construction effort that strives only to attain the highest
number of points and the highest level of certification as a product of achieving reduced energy
consumption may not always result in the lowest life cycle costs. Consideration of the
aforementioned factors should be made with the following in mind:
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Return on Investment (ROI): If the results of a ROI evaluation for a particular design
option prove that favorable cost savings or even a cost neutral impact can be achieved, a
decision for implementation is certainly made easier. If a higher cost results from
implementing a particular option, an evaluation of whether or not there will be future
savings to offset the investment within a reasonable period of time should be applied.
Life -Cycle Cost (LCC): The actual, cyclically based cost of a particular design option fully
accounts for the sum of the initial outlays to design, engineer, supply, and install that
option; the ongoing expenditures for the functional resources (e.g., power, water, fuel, etc.)
necessary to operate it; the periodic labor, material, and equipment for the maintenance and
upkeep of it; and its replacement. The existing condition level of the facility asset being
evaluated and the desired condition at which to maintain the asset are also factors to
consider.
Environmental Impact (EI): Mitigating the negative effects of direct and indirect human
actions on the natural environment is an increasingly valued norm in our society. In
recognizing that the development, delivery, and operation of facilities results in myriad
consequences to the existing locales within which they are placed, a goal of the Town's
facility planning is compatibility with established and future uses of adjacent and nearby
properties in addition to productive harmony with the natural environment.
Codes
The Town of Marana enforces the following as currently adopted and amended:
• International Building Code
• International Residential Code
• International Mechanical Code
• International Plumbing Code
• International Fire Code
• International Fuel Gas Code
• International Energy Conservation Code
• National Electrical Code
• Town of Marana Outdoor Lighting Code
• ICC /ANSI A117.1 /Accessibility Code
• International Property Maintenance Code
• Town of Marana Pool and Spa Code or International Pool and Spa Code
• Town of Marana Land Development Code
Applicability of specific editions of the aforementioned codes is subject to change in accordance
with the Town of Marana's regular adoption cycle. For the purpose of implementing the FMP,
future improvements, at such time as their designs are completed and the construction
documents corresponding to a particular building permit application are submitted to the
Building Safety Division for review, will be required to comply with the Town's currently
adopted codes.
The Town of Marana Outdoor Lighting Code governs all exterior lighting in consideration of
the regional "dark sky" standards that are valued and intended to preserve and enhance
astronomical research in Southern Arizona.
The International Energy Conservation Code governs both exterior lighting & interior lighting
in regard to electrical energy consumption.
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FINANCE
Financing Capital Facilities
Capital facilities can consume large amounts of financial resources over time. A multiyear
capital plan helps manage these investments by scheduling expenditures over a number of
years and by creating a financing plan to meet those expenditures. By planning for these capital
outlays over a number of years, finance has time to arrange for sufficient financing. A multiyear
capital plan can also help the local government spread the costs of providing capital
improvements over time, thereby creating more financial flexibility in the future.
In determining the need for additional facilities, the Town must carefully consider the timing
(when needed), initial costs to acquire and on -going operation costs. It is often easier to find
the initial funding required for the initial acquisition or construction. However, it is extremely
important to ensure that the Town has the capacity to pay for the ongoing costs related to new
facilities like additional positions, utilities, insurance and other costs required to maintain the
facilities.
Once it has been determined that there is a need for new facilities, the Town has several options
available to it to secure the facilities. The Town may construct/ purchase or lease the new
facilities.
Evaluating Capital Financing Alternatives
The Town should carefully evaluate all potential funding sources before deciding which
method of financing is the most appropriate. Sources of funding may include: current revenues
and fund balances; intergovernmental grants from federal, state or other sources; shared state
revenues; private sector contributions through impact fees or public/ private partnerships; and
leasing.
When evaluating the financing method used to fund the facilities should consider the following:
1. When are the facilities or improvements needed?
2. Who should pay for the improvements? Current residents, future residents or some
allocation between the two?
3. Does the government have the current and projected future capacity to pay for not only
the initial acquisition or construction costs, but do they also have the capacity to fund
the ongoing operation and maintenance costs of the new improvement?
Pay -As- You -Go Financing
This method means that capital projects are paid for from the government's current revenue
base. The Town does not issue bonds and does not have to repay the borrowings over time.
There are several advantages to this method. For example, pay -as- you -go financing will save
the amount of interest which otherwise would be paid on bonds issued to finance the program.
The government is not encumbered by as much debt service when economic conditions
deteriorate due to normal business cycles. Since the use of current revenues can be adjusted in a
given budget year, pay -as- you -go financing can provide greater budgetary flexibility than does
a debt issue. The Town's long -term debt capacity is preserved for the future. Finally, lower debt
ratios may have a positive effect upon the Town's credit rating.
Relying on current revenues to finance capital improvements also presents several
disadvantages. Exclusive reliance upon pay -as- you -go funds for capital improvements means
that existing residents are obliged to pay for improvements that will benefit new residents who
relocate to the area. If the jurisdiction is forced to finance the improvements within a single
budget, the large capital outlay required for some projects may result in an onerous burden. The
Town must be careful to ensure that the use of current revenues for capital projects does not
diminish its availability to respond to emergencies and ongoing mandated services.
Additionally, depending on the source of the pay -as- you -go funding and the size/ cost of the
improvements, there could be a significant disparity in time between when the improvements
are needed and when the government can accumulate the resources required to pay for them.
Grants
Government grants stem from a variety of sources, but the majority of grant revenues for capital
projects come from federal and state governments. Grants often require a Town matching
contribution. Most grants require an application from the Town, identifying specific
improvements or equipment that will be purchased with the grant money.
Debt Issuance (Short or Long Term)
The Town has the legal capacity to issue debt if the facilities are needed in the near future
(regulatory or growth pressures) and current revenues are insufficient. However, when
deciding whether or not to issue debt, the following must be carefully considered:
1. Reliable future revenues are available to service the debt
2. Issuance of debt will not jeopardize credit rating
3. Favorable municipal bond market (interest rates)
4. Assets financed are longer lived (last longer than term of repayment)
5. Assets needed for growth are paid by current and future residents (intergenerational
equity)
General Obligation Bonds (GO)
Bond security is the taxing power of the state or local government, as referenced in the A.R.S.,
Title 35, Chapter 3, Article 3, for new GO bonds and Title 35, Chapter 3, Article 4 for refunding
bonds. An issuer selling a GO bond secured by its full faith and credit attaches to that issue its
broadest pledge. This makes the security of these bonds very high. The full faith and credit
backing of a GO bond includes the pledge of all general revenues, unless specifically limited, as
well as, the legal means to raise secondary property tax rates to cover debt service. With
outstanding GO debt, the public entity is authorized to levy property taxes or to draw from
other unrestricted revenue streams such as sales or income taxes to pay the bond's principal and
interest. Interest rates on these bonds are generally the lowest of any public securities due to
this superior security. Prior to issuance, Arizona GO bonds must have a majority vote approval
from the residents of the Town.
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Revenue Bonds
Revenue bonds are long -term debt instruments retired by specific dedicated revenues. Often
these revenues are generated by the project funded out of debt proceeds. Revenue bonds are
designed to be self - supporting through user fees or other special revenues (i.e. excise taxes,
rents or fees) . The general taxing powers of the jurisdiction are not pledged. The debt created
through the issuance of revenue bonds is to be repaid by the earnings from the operations of a
revenue producing enterprise, from special taxes, or from contract leases or rental agreements.
Town revenue bonds do not burden the constitutional or statutory debt limitation placed on the
Town because they are not backed by the full faith and credit of the issuer. The underlying
security is the only revenue stream pledged to pay the bond principal and interest.
Leases
Leases can serve as an appropriate vehicle to provide additional facilities. This can be
especially true when the facilities are needed immediately. These leases can be either a capital
lease or operating lease.
1. Capital leases are considered to have the economic characteristics of ownership
generally determined by length (long- term), value or transfer of ownership at the end of
the lease. As a result, they are treated as a purchase for accounting purposes.
2. Operating leases allow for the use of the facilities, but does not transfer ownership.
These leases are not considered a purchase from an accounting perspective.
Additionally, depending on the terms of the lease contract, operating leases can be very
flexible in lease term which is advantageous if the facilities are only needed for the short
term.
In Summary
Developing a long term strategy is an important element of capital planning. Debt is one tool
within an overall capital financing strategy that should reflect a balanced program of pay -as-
you -go, debt financing and other revenue sources (e.g. grants). A debt strategy should involve
an assessment -of all capital projects, a determination of which projects should be financed
through debt and a financial plan that addresses how the debt will be retired.
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