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Home My WebLink AboutMarana General Plan 1997 SMARA TOWN OF MARANA ATTN: TOWN CLERK 13251 N LON ADAMS MARANA AZ DOCKETr PAGE: NO. OF PAGES: SEQUENCE: F. ANN RODRIGUEZ, RECORDER RECORDED BY: CML DEPUty RECORDER 1951' ROOA MISC 10529 1892 106 97060765 04/22/97 16:31:00 RD 85653 MAIL AMOUNT PAID $ 58.50 L. I I"~ 1.... L L, \ I, '.(. ;.>:: i: " I> :1::' !'." "". ~;. ,', "I- , , I::::;;:.' '.:., Pg: 1 of 108 , ~ ~ ~ ~ ~ ~ ~ ~ ~ ( { ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ' ~ ~ . - - - _ _ - - , , . . ° _ - - - , ~ _ . , . _ _ , - - . . _ . ` _ ~ . ~ h _ _ - - - ~ - _ • ~ ~ : , ~ - ' . . - . _ • ~ _ . . . - _ . , _ ~ - _ - _ 3 . .._.+.cs~~~. . . _ • ~i,'h!~_ . _ . . . . _ - • ' ' . . _ , , . ~ ~ ~ . ~ . . . . - . . . . . • ~ ~ ~ . .~'-t~--..- ~ ~ • • • • • • • • • / • • / ~ ~ ARANA ~ I \ ~ ~ ~ ~ ~-. ,.;= 1 MARANA ~/ , "\. Town of Marana . General Plan 10529 J 893 , Pg: 2 of 108 Table of Contents ~ Admowledements Prefacellntroduction 1 Chapter I. MaranR Vision A. Community. Wide Goals B. Land Use Goals C. Economic Development Goals D. Public Facilities and Services Goals E. Circulation Goals 3 4 6 8 9 11 Chapter II. Plan Elements Land Use Element Existing Land Use Map Emironmental and Cultural Areas of Significance Future Development Pattern Map Land Use Summary Table 13 14 15 19 25 28 Economic Development Element Economic Development Map Economic Development Summary Table 30 37 41 Public Facilities and Services Element Public Facilities and Services Map Marana Roadway Improvements 1997-2001 Table Public Facilities and Services Summary Table 42 45 47 52 Circulation Element Circulation Map Circulation Summary Table 54 58 62 Chapter III. General Plan Emphases A. Growth Management Urbanization Boundary/Crescent Concept Plan Neighborhood Cluster Graphics B. Rural Preservation Crescent Concept C. Summary General Plan Policy Direction 63 63 64 66 68 69 71 Chapter IV. Implementation Action Plan Accomplishing General Plan Goals Action Plan Phases Action Plan Maintenance 73 74 78 81 Appendices Glossary Land Use Decision Keys 85 90 10529 189~ Pg: 3 of 108 Acknowledgments The Town of Marana, in concert with volunteer committee members, concerned citizens, and workshop participants, developed the Marana General Plan which will allow planned growth, while, at the same time, maintain its rural agricultural atmosphere. The Plan process was completed in approximately ten months, through citizen participation in several workshops, neighborhood meetings and Town staff briefings. Following recommendation by the Planning Commission. the Marana General Plan was adopted by the Town Council on February 4, 1997. Mayor Ed Honea Vice Mayor Sharon Price Town Council Tom Clark Ora Ham Herb Kai Sherry Millner Bobby Sutton, Jr. Planning Commission Wheeler Abbett, Chairman Anton Krapek, Vice Chairman Patti Comerford Dorothy Sharnetsky Albert 1. Taylor David Wong Roxanne Ziegler Marana Town Staff Hurvie Davis. Town Manager Jerry Flannery, Planning Director Joel Shapiro, Principal Planner Cindy de Leon, Planner n Sandra Gladden, Administrative Assistant Dave Atler, Town Engineer General Plan Advismy Committee (GPAC) Members Dave Atler Roy Cuaron Dan Eyde Jerry Flannery Ian Lawson Dan Lyons Scott Mundell Sharon Price Joe Reilly Mike Reuwsaat Cindy de Leon Bill Schisler AI Taylor Bill Worthey 10529 1895 , Pg: 4 of 108 Acknowledgments (continued) Technical Advisory Committee (TAC) Members Gary Abrams, Avra Valley Airport Dennis Alvarez, Arizona Department of Transportation Marv Athey, Trico Electric Cooperative Dennis Cady, Arizona State Land Department Larry Casoni, Transp. Director, Marana Unified School District Don Chatfield, Planning and Zoning Director, Town ofOro Valley Kathleen M. Chavez, Pima County Wastewater Robert Condit, Cortaro-Marana Irrigation District David Esposito, Environmental Quality Dir., Pima County Stan Gladden, Gladden Farms Beth Grindell, Senior Research Specialist, Arizona State Museum Lorenzo Hernandez, Tucson Water Company Libby Howell, Southwest Gas Corporation Phil Hogue, Planning and Devt. Dir., Pinal County Bill Kendall, Arizona Department of Agriculture Andy Gunning, Pima County Planning Jim Mazzocco, Pima County Planning Barbara Macri, Senior Planner, City of Tucson Gary Peterson, Pima County Flood Control Glen Peterson, Pima County Wastewater JeffPiechura, Fire Chief, Northwest Fire District Sherry Ruther, Arizona Game and Fish Department Suzanne Shields, Solid Waste Director, Pima County Leo Smith, Division Manager, Pima County Flood Control Pat Smith, Tucson Electric Company Sharon Urban, Public Archaeologist, Arizona State Museum Murry Vinson, Evergreen Air Center Virginia Welford, Water Resource Spec., AZ Department of Water Resources David Wong Consultants CSC/Counts. Phoenix. AZ Richard F. Counts, Executive Vice President Steven P. Tomita, Vice President Dan J. Niebaum, Development Planner Douglas F. Pike, P.E., Engineer Michele A. Patton, Administrative Assistant Euler Associates Paul Euler, President 10529 1896 , Pg: 5 of 108 Preface 10529 1897 , Pg: 6 of 108 Tow" of MaTa"a Ge"oal Plan Preface PREFACE The Town of Marana General Plan is adopted as a broad collection of guiding policy for municipal legislative or administrative acts pertaining to existing and future development. It is intended to supply a comprehensive framework within which land use, transportation, economic development and public facilities and services evaluations are able to be made with consistency. The Plan does not dictate individual decisions, however, it supplies many of the considerations and criteria by which civic progress may be judged. The General Plan covers a period of twenty years or more. It is expected, however, that regular up-dating will occur at a frequency of every three to five years. Amendments may be made as necessary to accommodate changes in circumstances, Town positions or development technologies. An annual review process is recommended, as a function of General Plan monitoring, to determine any needed adjustments. If population projections are correct, Marana's greatest period of growth is just ahead. Local leadership, citizens and businesses have taken, and will continue, positive steps for planning preparedness. The General Plan sends a clear message that new development is welcomed _ consistent with the terms and conditions stated by the Town. There are many reasons for the anticipation of continued building, more people and transformation of vacant or agricultural land to new uses. Three primary factors are: location, land resource and community character. Marana is situated with convenient access to the State's largest metropolitan areas. There is room to grow. The Town is determined to become better, not simply bigger, in the spirit ofuncongested, Southwestern living upon which it was founded. Certain factors limit the ultimate growth of the Town. Some are locally-held values such as keeping the "small town" feel of this place or preserving significant open spaces and scenic views. Other growth constraints include water supply and quality, a strong motivation to maintain clean air and the Town's commitment, economically, to live within its means. In short, Marana wants its growth to be manageable. Orderly development and retention of the unique roralliving image Marana enjoys can best be accomplished by adopting and implementing a well-organized General Plan. This document is arranged to flow from a statement of basic goals through the evaluation of community needs and the means by which to meet them. The opening section, Marana Vision,. introduces citizen aspirations for Town progress. Next, the fundamental subject matter components, Plan Elements, are assessed. Chapter ill covers Marana's quality concerns, rural preservation and growth management. Finally, a recommended action plan is outlined for achieving local planning objectives. Graphic illustrations, maps and charts appear throughout the General Plan chapters to summarize information or to convey basic concepts. The Plan, however, is meant to be understood, considered and put into application as a whole, relating fundamental local planning principles that are described in the text. The General Plan Advisory Committee, in their oversight for the document's drafting, stressed the importance of continuity. For this reason, there are numerous 1 10529 1898 , Pg: 7 of 108 Town of Marana General Plan Preface cross-references to other sections in the Plan where principles are amplified in the context of different Elements or action recommendations. The Committee also emphasized that future development guidance should be flexible, encouraging creative masterplanning solutions with compatibility for existing neighborhoods. Therefore, specific land uses or facility locations are meant to be identified through more detailed, subsequent planning studies -- consistent with the Town's general evaluation criteria. Most important, citizen planners and technical resource people, alike, expressed strong direction that the Marana General Plan should constitute a useful reference source for all residents, landowners and community officials. To serve this overriding, practical purpose, Goals and Objectives are restated frequently, Plan Elements are organized in similar formats for ease of comparison, population/land absorption forecasts maintain consistent development timing expectations and planning techniques expressly designed for Marana - such as neighborhood cluster development, the urbanizing boundary, the Crescent Concept are fonnulated for further refinement as well as for immediate observation as key local principles. Finally, to augment the ''user friendly" intent, supporting appendices are included. A Glossary of terms used in the General Plan is provided, complete with page references indicating each place the word or phrase appears. Land Use Decision Keys offers interpretive advice regarding the evaluation of proposals for different types and intensities of development. These accessory sections are meant to augment the Plan for its practical application -- they may be added to or modified from time to time without requiring fonnal amendment to the General Plan. All persons interested in Town of Marana progress, marked by orderly and economical land development, owe a debt of gratitude to the Mayor and Council, the Town Manager and his professional staff, and, especially, to the citizens, members of the General Plan Advisory Committee and Technical Advisory Committee, all of whom have devoted their energies toward establishing a Marana General Plan that is uniquely tailored to the community's values. 2 18129 '18-t". " ... f . \. ~ , . Pg: 8 of 108 Chapter I Marana Vision 10529 1900 , Pg: 9 of 108 Town of Marana Gmeral Plan Marano VIsion CHAPTER I Marana Vision This introductory section to the Town of Marana General Plan states goals for civic excellence that were articulated by local residents. A process including several public planning workshops, continuing plan preparation oversight by a General Plan Advisory Committee composed of local residents, input from Technical Advisory Committee members representing local agencies or interest groups and public hearings before the Marana Town Council and Planning Commission assures that the Plan is a citizen-driven blueprint for the community's future. These high aspirations are founded on a rich past and a realistic appraisal of the municipality's current conditions and needs. Community Values Marana accepts the idea of change. Its people look forward to improvement, new neighbors, business expansion. However, they insist that the basic attributes that make the Town special -- friendliness, respect for the land. family activities - should be retained and strengthened. The Town was incorporated to nurture a way of Arizona living that newcomers appreciate as much as long-time residents. Local citizens agree that the rural atmosphere and spaciousness that characterize Marana should be maintained. Priority is placed on mountain vistas, recreational open space, equestrian and hiking opportunities. Appearance issues, from signage to property upkeep, are also high on their list of values to be supported by General Plan principles. Planning is undertaken as a means for assuring attention to community standards. Local officials. elected and appointed, rely on the Town Plan as an expression of public guidance in their decision-making. Orderly Growth Marana is experiencing development demand that is unprecedented in its recent history. A settlement that grew from founding the railroad and agriculture to become a town, now, since becoming an incorporated municipality, is attracting a homebuilding boom. Together with strategic annexation of land into the Town of Marana, this is responsible for a population surge. Comprehensive planning is looked to as a means to accommodate growth on the Town's terms. Regulatory tools, such as zoning and subdivision ordinances, are specifically designed to implement the General Plan in a consistent manner. Public works funding is guided by logical, pre-determined plan sequencing. Individual development proposals whether initiated by private landowners or the local government are assessed in terms of the overall community benefit. in accord with the adopted General Plan. 3 10529 1901 -~ ;) , Pg: 10 of 108 Town of Marana General Plan Marana JIlsion Positioning Marana is establishing its presence among Arizona's cities and towns. General Plan goals seek to confirm a distinctive identity by clearly stating municipal commitments upon which residents, landowners, developers and corporate investors can rely. Declaring its opportunity, the Town wants to attract quality growth by taking advantage of its geographical location, its natural attributes and the resolve of its people to be selective in the type, intensity and long-term value of the development that is accepted. In competition with other locales, Marana plans to define a particular niche, a ruraVresidential community offering substantial advantages for targeted types of industry and commerce that appreciate the area's living amenities. Tourism, corporate offices, various types of manufacturing and warehousing in campus settings and, of course, retail/service establishments are sought, in moderation, to supply local revenue and employment needs. The Plan recognizes, however, that Marana's competitive edge is founded on its assets as a place to live. It is the living environment - scenic, accessible, secure -- that draws other types of development. Therefore, protection of its residential neighborhoods from congestion, incompatible uses and urban sprawl is the Town's principal responsibility in positioning for the future. * * * Recognition of community character, orderly development and sustainability factors is embodied in the following sets of Goals, Objectives and Policies upon which the General Plan is founded. A. COMMUNITY-WIDE GOALS Broad goals, acting as an umbrella over all others, seek to define a strong sense of community character while, at the same time, knitting together Marana's diverse subcommunities into a strong, unified commitment for excellence in accommodating future growth. The Town's spacious land resource with unrivaled metropolitan location provides the opportunity for creating a distinctive vision of the Future Marana to which all area residents -- current citizens as well as those who will be attracted to living here -- can lend their support. Specific goals, objectives and policies, together with suggested implementation actions, are confirmed as directions for these community-wide aims: Goal 1. Enhance MlU'tIIfa's Image. The Town's look and feel as an outstanding place to live or do business are projected by emphasizing pride in local heritage, displaying the area's beauty, emphasizing quality development. a. Objective: 1) Policy: 2) Policy: 3) Policy: Maintain rural atmosphere. Preserve local agribusiness. Reflect the Town's agricultural heritage. Retain a place for animals, both domestic and wildlife. 4 'l'l29 ,... I r'. ,., I I.,.. t.:' j ~ .~. - ~ I , Pg: 11 of 108 b. Objective: 1) Policy: 2) Policy: 3) Policy: c. Objective: 1) Policy: 2) Policy: Town of Marana General Plan Marana 'VISion Plan with spaciousness in mind Set standards for buffering land uses. Anticipate future expansion needs for neighborhoods, public facilities, employment and retail uses. Reserve open space for recreational and scenic purposes. Promote visual excellence. Strengthen signage requirements and other appearance-related codes. Develop design guidelines for beautification, screening. Action: Planning principles delineate the importance of openness through orderly development phasing and land improvement design guidelines. Capital investment strategies promote gateway and scenic corridor themes. Recommended code revisions observe environmental sensitivities for preserving open space, habitats, views, archaeological sites, native vegetation, and, generally, the Town's air, water and land resources. Goal 2. Strive for Community Unity. Residents from throughout the Marana Planning Area are considered stakeholders in the future progress of the Town. Citizen activism, blended with expertise from municipal leadership, staff and other interested agencies, is regarded as the focus for creative self-determination in pursuing planning excellence for the benefit and enjoyment of all. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: c. Objective: 1) Policy: 2) Policy: 3) Policy: Instill a sense of prideful belongingfor a// residents. Promote events for residents' and visitors' enjoyment. Invest in cultural and quality of life improvements. Emphasize Marana's neighborliness. Overcome physical and distance separations. "Bridget> the Interstate with community ties such as trails systems and events that involve all neighborhoods. Include residents from surrounding are~s in community planning and other activities. Recognize the unifying value of educational assets. Support local schools. Support multi-generational education programs. Utilize schools as neighborhood or community gathering places. Action: Places for gathering and enjoying Marana's outdoor amenities are seen as a key ingredient for bringing citizens together as well as promoting Town assets to visitors. Private investment, encouraged by municipal policies, financial assistance and development incentives can assist in projecting a cohesive community image. 10529 1903 5 , Pg: 12 of 108 Town of Marona General Plan Marana VISion B. LAND USE GOALS As one of the basic General Plan Elements required of all municipalities (along with Circulation) by the Arizona planning statutes, Land Use is the primary focus of citizens' vision for the Marana of the future. Creative land development patterns are regarded as the fundamental definition for Marana's more w:ban areas that are sited in a context of open, non.urban space. Facing unprecedented development pressures, the Town is concerned, first and foremost, with orderly growth. The General Plan is meant to establish a framework for more detailed planning on a subcommunity or individual site basis. The Future Development Plan, depicting desired land use in conjunction with the other Plan Elements, is designed as a guide that allows Marana to lead, rather than react to, the improvement of its land resources. Goal 1. Praaice Environmental Sensitivity. A proactive stance toward protecting the natural environment is regarded as one of the Plan's most essential aspects. Marana citizens are co~tted to principles of clustering land use so as to preserve significant open spaces~ providing recreational opportunities to meet future population demand; recognizing agricultural activity as an on-going, desirable contributor to the local economy~ and the proposition that recommending where nm. to develop is as important as designating areas where development should occur. a. Objective: 1) Policy: 2) Policy: 3) Policy: Commit to community sustainability, Designate non-development areas. Protect air and water resources. Preserve rich agricultural land, native plants and habitats. b. Objective: 1) Policy: 2) Policy: Consider parks and open spaces as lrey land uses. Set open space standards for a growing population. Enact mountain and view preservation measures. Action: Policies for preserving farmland, scenic vistas and open areas may be translated into development guidelines or codes. Likewise, provisions to improve community appearance should be considered - including more detailed sign regulations, landscaping and maintenance standards. Hillside development criteria, density transfer credits and, possibly, an environmentally sensitive lands ordinance are additional Plan implementation studies that may be undertaken. Gotd 2. Conform to Existing Neighborhoods. Future construction is expected to blend with both the natural and built environments. This Plan acknowledges established uses orland and seeks, generally, to sustain them with enhancements to existing neighborhoods as well as standards which will assure that future developments "pay their dues" with respect to community quality. Each project proposal is to be measured as to its overall contribution to Marana as well as its reasonable use of the particular site. 6 11529 1901J .'\ # .. ~ ~ , , ., -, I I' i ' . ._J ,,I , Pg: 13 of 108 a. Objective: 1) Policy: 2) Policy: b. Objective: 1) Policy: 2) Policy: Town of Marana Genoal Plan MaI'Ilna VISion Observe compatibility planning techniques. Establish appropriate development density/intensity. Encourage joint-use amenities and public facilities. Integrate new development with existing community features and uses. Protect against forcing out traditional agricultural uses. Avoid leapfrog or sprawl development. Action: General site/subdivision guidelines ought to be established for assuring that new developments do not detract from, but, instead. are consistent with existing residential or commercial area themes, densities and functions. A Development Review Board, with the charge to assist proposed, future uses fit into the community, might be considered. Sound, affordable housing plans should be regarded as acceptable in any Marana neighborhood, especially if contributions to Plan goals, such as open space or trails, are included. Goal 3. Identify and Solicit Highest IIIId Best Uses based on Public Needs. Tactical allocation of land for housing, business and amenities in a maturing community requires that the Plan address foreseeable demand for shelter, goods and services. Large. segregated tracts representing highly speculative future development should be discouraged -- such as earmarking an industrial preserve that may take generations to utilize fully; rather, well-served "opportunity areas" might be designated to accommodate multiple uses with appropriate buffering, transition or spacing methods. Preserving significant areas for non-urban use, on the other hand, protects such' key community attributes as productive agribusiness and natural open space. Landowners should be provided with reasonable options for their holdings (a resort, for example, in conservation areas) that are consistent with public purposes. a. Objective: 1) Policy: 2) Policy: b. Objective: I) Policy: 2) Policy: Encourage mixed use developments. Provide guidelines for mitigating land use impacts. Review site development plans from a broad neighborhood perspective. Develop distinctive community attractions. Consider an "Old West" theme for the Town's Heritage Center businesses. Promote tourism in ways that do not overwhelm local living quality. Action: Land use variety -- housing, jobs, shopping, recreationaJlcultural facilities - is planned into several portions of the community so residents and visitors have convenient access to all Marana has to offer. Transition techniques are specified to mitigate traffic and intensive use impacts. Development codes should be adopted to permit flexibility without necessitating ~ standards with no continuity among planned developments. 10529 1905 7 , Pg: 14 of 108 Town of Martllla Gt!lferal Plan Marano JIl.sion c. ECONOMIC DEVELOPMENT GOALS A solid economic base, expanding as the Town ofMarana grows, will measure the success of this General Plan. Growth management principles rely on decisions that assess the costlbenefit implications of development proposals so they will, cumulatively, provide increased value to local property, improved income for residents and sufficient revenue to support excellent municipal services. Economic development goals represent the driving force of Marana's ability to pay for many of the accomplishments that are outlined in the Plan vision. Goal 1. Strive for JobsIHousillg &zltmce. Learning from other growth-oriented communities' experience, Marana seeks to establish a well-rounded local economy based on a balance between housing development and employment opportunity. As new families and active retirees are welcomed into the Town as residents, there should be ample choices for them to shop, find well-paying jobs and to spend their leisure time in close proximity to their homes. Accordingly, the General Plan intends to attract industry and commerce. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: Reserve sites for all types of industry. Permit heavy industry, warehousing in appropriate locations. Assist small business expansion. Invite corporate relocations into Marana. Seek job and ski/I-training programs. Cooperate with employers' workforce requirements. Utilize "people resources", such as retired persons. Action: Zoning map designations need to reserve preferred locations for commerce park or shopping center development. Planned development provisions or overlay district regulations may offer incentives that attract corporate investment into the community. The Public Facilities and Services Element must be responsive to the capacity requirements of targeted industries. Goal 2. Attract Tourism. Marana wishes to be a gracious host to the traveling publi9. Tourism can become a mainstay of the Town's economy~ however, the desire to capture retail sales tax dollars should not be undertaken at the expense of community character. Visitors will be more attracted to this place for its distinctive qualities as a refreshing, rural oasis between congested metropolitan areas than by a replication of franchise establishments and souvenir shops that spring up around most other freeway interchanges. Founders' Day and the community's many events and traditions exemplify the hospitable spirit local citizens wish to project. a. Objective: 1) Policy: 2) Policy: 1 eil2 9 1986 Expand the Town's hospitality industry share. Consider incentives for hotels, restaurants, traveler conveniences. Continue expedited development assistance services. 8 .. -" . ~. .' ..... .; '.. ~ I ";~ '; r ..,1 . Pg: 15 of 108 Town of Marana General Plan Marana VIsion met to retain Marana's assured water supply status. Water resource management requires both re~use and conservation programs to be established and enforced locally. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: Provide assured water supply for growth. Extend municipal water service. Protect the quality of potable water. Conserve the use of water indoors and outdoors. Plan for local wastewater treatment investment. Establish recharge and recycling incentives. Consider creative design alternatives. Action: Capital Improvement Program priorities should focus first on basic infrastructure requirements. Creative solutions, such as constructed wetlands, ought to be explored to reduce public outlay -- or allow available funds to be spread farther. User fees may be graduated to discourage excessive customer demand for water resources. Credits for industrial recycling can be considered; however, water intensive uses should be discouraged. Goal 2. Establish CommunitylLlUld Developer PlU'tllerships. Joint venturing with developers or other jurisdictions can extend the Town's ability to install infrastructure in advance of planned growth. Private utility providers are also key participants in planning to open new areas of the community. Creative financing or cost~sharing with private sector interests can provide facilities that attract employers, services or tax base desired by the community and its residents. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: 3) Policy: List appropriate cooperative projects. Assist developer financed amenities. Consider intetjurisdictional opportunities. Employ creative municipal financing methods. Identify needs/incentives for private investment. Select sites for Civic Center, conven~on facilities to enhance hospitality industry. Promote development of health care facilities and services. Solicit private investment "tum~key" recreational assets. Action: Certain necessary public works projects might be identified for joint~financing through private investment contributions. Payback arrangements should be utilized in appropriate instances to compensate developers who install oversized improvements or facilities that may benefit future construction. Flood control projects financed by other agencies might be augmented with Town funds to create trail, pathway or open space amenities adjacent to drainage channels. leS29 1908 10 , " '\ ~,; j , - ,'. . , !':;: I , Pg: 16 of 108 b. Objective: 1) Policy: 2) Policy: Town of Marana General Plan Marana Vision Sponsor special events, displays (such as "balloon glow''. rodeos) Encourage theme parks, commercial recreation. Highlight cultural, historic features. Action: Civic organizations play a major role in publicizing and sponsoring activities that draw visitors. Town Council policies should continue to maintain Marana's competitive tax advantage over other Pima County municipalities. Recreational amenities located near hotels and other tourist destinations can add to their attraction of guests. Goal 3. Conserve Marana's Natural ResOllrces. A large share of local enterprise has been, and should continue to be, based on wise use of air, water and land resources. Agriculture and mining can best continue as significant contributors to the Town economy if they are given a protected status in the Town's Future Development Plan. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: Enable on-goingfarming and ranching. Discourage incursions into prime agriculturaIland. Cooperate with agribusiness productivity goals. Mitigate the effects of urbanizing impacts. Promote sound extractive industry stewardship. Recognize the value oflocal"exports". Coordinate site reclamation and re-use possibilities. Action: To sustain these businesses in Marana, appropriate access improvements are necessary. Non-compatible uses, such as housing developments, should maintain separation distances from mining or agricultural uses so as to reduce potential complaints arising from production operations. D. PUBLIC FACILITIES AND SERVICES GOALS The Town has many infrastructure needs; some of which may continue to be supplied or assisted by other provider entities, others requiring municipal investment. Marana should engage in long- range priority planning for those services that could be most cost-effectively operated by local government. Site selection and reservation of funds for facility needs should be determined in advance of demand. Goal 1. Develop MUllicipal Wet Utilities. Available capacity for water and wastewater services is fundamental to Marana's ability to attract targeted industriallcommercial investment as well as to sustain the local housing market. Standards of the current Water Management Plan must be 10529 9 1907 ... .... , Pg: 17 of 108 Town of Marana General Plan Martina VIsion met to retain Marana's assured water supply status. Water resource management requires both re-use and conservation programs to be established and enforced locally. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: Provide assured water supply for growth. Extend municipal water service. Protect the quality of potable water. Conserve the use of water indoors and outdoors. Plan for local wastewater treatment investment. Establish recharge and recycling incentives. Consider creative design alternatives. Action: Capital Improvement Program priorities should focus first on basic infrastructure requirements. Creative solutions, such as constructed wetlands, ought to be explored to reduce public outlay -- or allow available funds to be spread farther. User fees may be graduated to discourage excessive customer demand for water resources. Credits for industrial recycling can be considered~ however, water intensive uses should be discouraged. Goal 2. EstabUsh CommunitylLllnd Developer PtlI1nerships. Joint venturing with developers or other jurisdictions can extend the Town's ability to install infrastructure in advance of planned growth. Private utility providers are also key participants in planning to open new areas of the community. Creative financing or cost-sharing with private sector interests can provide facilities that attract employers, services or tax base desired by the community and its residents. a. Objective: 1) Policy: 2) Policy: 3) Policy: b. Objective: 1) Policy: 2) Policy: 3) Policy: List appropriate cooperative projects. Assist developer financed amenities. Consider inteIjurisdictional opportunities. Employ creative municipal financing methods. Identify needs/incentives for private investment. Select sites for Civic Center, conve~tion facilities to enhance hospitality industry. Promote development of health care facilities and services. Solicit private investment ''turn-key'' recreational assets. Action: Certain necessary public works projects might be identified for joint-financing through private investment contributions. Payback arrangements should be utilized in appropriate instances to compensate developers who install oversized improvements or facilities that may benefit future construction. Flood control projects financed by other agencies might be augmented with Town funds to create trail, pathway or open space amenities adjacent to drainage channels. 10529 1908 10 " , : \ ...' ; . !" ;.' I , Pg: 18 of 108 Goal J. Town of Marana General Plan Marana Vision Plan f01' Flltllre Service Needs. Municipal systems and facilities are expected to be sized to capacities -- or designed for expansion - that can meet future population demand. Because continuing growth is anticipated, expensive duplication or retrofitting should be avoided by achieving anticipated service levels with today's dollars. New facilities needs, based on increasing numbers and demographic variety of residents, should be catalogued. Privatized services can continue to be encouraged with Town cooperation in their expansion requirements, thus avoiding costly municipal expense to duplicate, take over or replace service operations. a. Objective: 1) Policy: 2) Policy: Identify capital investment and operational requirements. Maintain preparedness for public safety services. Seek economies of scale for such needs as landfill, cemetery~ specialized recreation (e.g., seniors). b. Objective: 1) Policy: 2) Policy: Adopt a Five-Year Capital Improvement Program. Establish a citizen-driven process. Match resources to project priorities. Action: Comprehensive CIP evaluation, commitment and on-going monitoring with extensive citizen involvement is recommended as an immediate public facilities/services implementing action. Reasonable development impact fees to help finance infrastructure expenditures should be considered. Growth management policies can be adopted to prevent costly leapfrog systems extensions unless oversized improvement are financed at developer expense. E. CIRCULATION GOALS The Interstate Corridor constitutes a circulation spine for Marana. Its high speed convenience and lane capacity constitute a superior cross-town traffic-carrying facility. Coordination with ADOT, particularly for additional interchange improvements, assures optimum local street transportation utilization. The planned Marana Loop roadway augments local circulation needs. . Masterplanning of arterial and collector street needs should recognize the Town's development timing and growth management decisions. Design, followed by phased construction, of a Town- wide traiVmulti-purpose path system is a high citizen-articulated circulation priority. Goal 1. Look f01' Intelligent, Long-Term TrflllSportation Solutions. Roads, as well as supplementary trails, ideally are sized to accommodate anticipated development buildout. The Future Development Plan's projected uses and intensities should be relied on as indicators for lane capacity. major roadway spacing and design/construction scheduling. Significant land use intensity deviations require General Plan amendment to the recommended, future Master Streets Plan as well as to other Plan Elements and maps. 11 10529 1909 , Pg: 19 of 108 Town of Ma,.ana General Plan MoraD VISion a. Objective: 1 ) Policy: 2) Policy: b. Objective: 1) Policy: 2) Policy: Design e;qxmdable transportation facilities. Acquire or reserve rights-of-way for future demand. Adopt a master streets phasing plan. Calculate /and use demand projections to plan adequate roads. Locate high traffic uses where access is best. Encourage traffic management plans by private developers. Action: Right-of-way and paving standards should be updated into a Master Streets Plan adoption, including projections' for widening, extension, signalization and intersection improvements when pre-determined traffic volumes are reached. A policy for obtaining full future roadway dedications at the time of development should be implemented. Gool 2. Establish Foundation for FilII-Service Circulation Systems. For convenience, reduced transportation costs, air quality and community image reasons, plans for alternative local transportation modes are recommended. Planning trails is seen as an early success project for General Plan implementation. Reduction of auto trips as well as creation of outdoor enjoyment for residents and visitors provide strong justification for considering a wide range of options for in-town circulation. a. Objective: 1) Policy: 2) Policy: Seek opportunities for alternative forms of transportation. Explore bus, dial-a-ride and shuttle van service potential. Provide bicycle, equestrian and pedestrian linkages. b. Objective: Use local transportation to enhance community enjoyment. 1) Policy: Masterplan a community trails system. 2) Policy: Designate scenic roadways and establish design guidelines. Action: First, standards need to be set, then a community-wide pathway/trail system would be developed - with expectations that future construction projects provide appropriate corridors, improvements and connections. Designated scenic roads and the trails plan call for amenities, such as view pull-outs, to be sponsored by civic groups or private industry as a public service. Transit service should be considered and encouraged both within the Town and intercity. Major employers or commercial centers might be required by ordinance to provide traffic management plans. Funding sources, such as ISTEA, should be solicited for transportation project assistance. 11529 12 II:jl,'1 .... ,." ../ j L. .... '.. "- ; \, ';] ;' \... ':, ....' . , Pg: 20 of 108 Chapter II Plan Elements 1 n!i? q. I 91 I I Pg: 21 of 108 Town of Marana General Plan Plan Elements CHAPTER II Plan Elements Sound municipal management practices spell out administrative, financial, and regulatory enforcement functions that guide the communitfs future. Decision makers elected by local citizens, together with their Planning and Zoning Commission advisors, use the General Plan as a policy framework. The document helps them to direct staff and advise property owners about acceptable development practices. Background support information on basic planning subject areas is organized into General Plan Elements, which also contain recommendations for accomplishing civic goals. The Town of Marana General Plan addresses issues of local pride and concern. Explanatory materials responding to the visionary principles established by citizens are grouped under the following broad Element topics: . Land Use · Economic Development · Public Facilities and Services · Circulation Elements are not meant to stand alone. Each of them should coordinate with the principles of other Elements .. such as Marana Loop roadway plans from the Circulation Element accommodating economic development objectives and land use compatibility while observing community character. To help make these Elements easy to use when evaluating development proposals or public investment options, each of the four main General Plan components is arranged in a comparable, analytical format. First, the Element description states the particular goals citizens have named as important to its future application. Then, in summary fashion, existing conditions are reported. Current or expected dynamics pertaining to the Element - trends, interrelationships, absorption projections, potential variable factors .. are recounted. Future development pattern implications express the prospective, intended consequences of the Element's influence on Marana's continuing growth. And, finally, a set of recommendations is offered to focus the Element's role in community development, to describe resources needed to facilitate specific goal- oriented accomplishments, and to suggest means for implementing the Element at different levels of planning detail, from regional or Town-wide perspective down to neighborhood grassroots or even individual site design. A summary table is provided for each Element. The Elements are written with the Town's overall urban form in mind. They consider imminent growth, factoring in the preference for neighborhood, mixed-use cluster development; and the importance of respecting Marana's agrarian roots is kept constantly in mind. Element recommendations, derived in large part from Chapter I Goals, also set the stage for growth management strategies and implementation actions documented in the General Plan's final chapters. 13 10529 1912 '. . , . Pg: 22 of 108 Town of MfU'ana General Plan Plan Elements: Land Use LAND USE ELEMENT There is, and will continue to be, a broad spectrum of space utilization in the Town of Marana. At one extreme are the very exurban reaches of mountains, foothills and floodplains which are virtually undevelopable~ and, therefore, are best left as natural open areas. And at the other are bustling suburban shopping plazas, commerce parks and moderate density residential neighborhoods that are extensions of Tucson's metropolitan growth. In between are farms and fields, grazing lands for generations-old ranches and newer, "escape the city" ranchettes -- all of which reflect Marana's rural heritage. This Element addresses the proper blending of these activities to formulate the Town's Future Development Plan. Allocation of land for open space, agriculture and more urban types of community growth are recommended in terms of: location, development timing and real. estate absorption forecasts. Land use, which the State allows municipalities to regulate, establishes the community's overall pattern. Marana can accommodate desirable change while, at the same time, preserving its traditional character -- only if the General Plan carefully directs future development. A. Goals Response Citizen vision for land use is represented by three main goals. The introductory section of this General Plan covers objectives and policies associated with the goals. The Element restates them with specific Action recommendations for their implementation. 1. Environmental Sensitivity. Development pressures for housing, industry and business may be met easily with the Town's ample land resource. There is sufficient developable area -- more than 45 square miles -- to provide for populations well over 100,000. The community has declared, however, that wall- to-wall growth is not in its best interests. Sound environmental stewardship means designating some lands to be off limits for development or, at least, reasonably restricted so as not to injure sensitive habitats, destroy archaeological sites or impair public enjoyment of scenery and space. Rural preservation and municipal growth management techniques are to be employed so as to guide development into sectors that can be provided with adequate services without removing productive farmland. Action: The Town's land use designations should include programs for open space acquisition, including scenic easements; standards that encourage preservation of natural resources; and regulatory provisions that prevent intense development on sensitive lands. 14 1:8'129 1I'll .... ., .", ... ," .. , I Pg: 23 of 108 .. J !~~ ~PI ! 2 c JlllUhduflUHhlJU II II Ii iI ~ M~': Q I) i ~ "eQ. C-C:) l!Ii:;:l~ ~ DO.....O~~DrnmG [5] ~ "..Ie c ~ .ii:~~ lD Q I) .... -...... II I~ I 1= II II ........'" - - II d . ..... . . . . . , .' '. . " . '.' :. ....>. ..... \<' .,;. \ ", .~ . '.... ~~. ,', \, \..;...\ ... III .~~ . . -.: I ."'-1 I I LJ ._ '.:l - fi I II /:::'~:" II Iii ..... f - ..... ............ It. ......... ....... ... '.1 1,.1 .... ... ..... II ........... ................. .... I.... I'" .............~ 10529 1 , 14 . Pg: 24 of 108 Town of Marana Genoal Plan Pian Elements: Land Use 2. Conform to Existing Neighborhoods. Proposals for new developments are expected to plan for compatibility with established residential areas. Transitional buffers, such as parks or other open space, are preferred where significant shifts in dwelling densities occur. Connections -- local street patterns or trails linkages - are appropriate between existing and new residential neighborhoods; however, commercial or industrial uses should have direct access to arterial or collector roads, without generating traffic into housing areas. Where positive neighborhood characteristics are evident (including rural appearance, landscaping, fencing), future improvements should conform with those themes; or, if unifying elements are missing, new developments should supply visual enhancements that could easily be extended to surrounding neighborhoods. Property owners in established sectors are expected to work with developers to enhance overall community quality and to accommodate types of uses that are necessary for Town progress. Action: Development review procedures ought to be established to include criteria for measuring and alleviating potential impacts on established neighborhoods. Blending appearance enhancements, infrastructure and amenities should be encouraged by Town capital improvement programming. 3. Identify a Balance of Activities. The types of uses and their intensities are determined, in a generalized manner, on the Future Development Plan graphic. Housing represents the majority of new land use projected over the next two decades, including a variety of residential types: from active retirement communities and resort-related housing to family neighborhoods and multi-family condominiums or townhomes. Each incremental living area would contain public facilities, schools, churches, open space and shopping proportionate to its total number of dwellings. Affordability in housing choice, which is a particularly important objective, serves the Town's long-term best interests. '-" Activity centers for employment, community-scale commercial or institutional uses are designated at locations that are easily accessible from surrounding residential areas. The Future Development Plan's neighborhood clusters anticipate a mix of land uses with enough land reserved for future community expansion. Relatively self-sustaining living areas are intended to allow Marana's accommodation of expected population growth rates. It may become appropriate for larger, regional activity centers to be approved for retail and/or employment uses at major intersections along Tangerine Road and the Marana Loop as they are improved. (See: Land Use Keys, pp. 88,91.) IndustriaVoffice and tourist businesses are to be situated in proximity to the Interstate Corridor or internal to masterplanned neighborhoods and resort developments. Open space reserves are created or are kept in productive agribusiness. '- '- '- -- / 1l-5;h9 -- Iq /q;r .- I Pg: 2S of 108 Town of Marana General Plan Plan Elements: Land Use Actio,,: Growth management techniques are geared to creating incentives for clustered or masterplanned housing while assuring that high traffic generating uses are located on major surface transportation routes. Strip commercial developments are discouraged by rezoning policies which relate neighborhood- serving establishments to their local markets. B. Existing Conditions Marana's current development pattern is spread over approximately seventy square miles. Patches of residential subdivisions are located in and near the traditional townsite area, southeastern neighborhoods in the InalOrange Grove corridors and in masterplanned communities such as Continental Ranch. New development is being driven by the availability of land, creating demand for extended utilities and municipal services. Thousands of potentially developable acres are currently held in large private tracts and the State Land Trust. J. Database. The Town's historic, agricultural character is being impacted by trends toward more suburban, rather than rural, land use. Agribusiness continues on irrigated land and grazing areas that have been used for these purposes over generations, however,recent salelleaseback transactions mark these areas for future re-use. Much of Marana's recent population and economic development growth has resulted from aggressive annexation policies. Build-out in masterplanned communities also represents a significant share of current construction activity. Changing demographics, particularly derived from active retirement housing development, are expected to alter the character of Marana's land use to include more residential variety, shopping and service convenience. Citizen planners, together with General Plan technical advisors, urge thorough recognition of Marana's outstanding historical and natural treasures. Riparian resources include major washes crossing the Tortolita Fan as well as the Santa Cruz River corridor. Significant wildlife habitats are found in these locations, particularly, and, also, in undisturbed desert portions of the Town's eastern reaches. Sonoran vegetation abounds in the non-irrigated sectors of the community, including an unparalleled dense, high-quality stand of ironwood (See Environmental and Cultural Areas of Significance map, next page) which should be preserved. Although the Marana area was inhabited at least 10,000 years ago by hunter- gatherer populations, the first settled communities developed during the Late Archaic (200 B.C. to A.D. 200). Late Archaic inhabitants lived in settled villages of small round pithouses and practiced com agriculture on the floodplains. As for earlier Archaic peoples, much of their subsistence resulted from extensive hunting 17 10529 1915 , Pg: 26 of 108 Town 01 MaranaGenera/ Plan Plan Elements: lAnd Use and gathering across the rich and varied ecozones of the Northern Tucson Basin- evidenced today by several large Late Archaic sites along the Santa Cruz River and the numerous washes in the Tortollta Mountain foothills from Guild Wash in the north (pinal County) to Canada Agua wash to the south. The Late Archaic people gradually adopted more and more agriculture and by the end of the Archaic had included pottery making in their cultural repertoire. The term ''Hohokam'' is reserved for these pottery-making descendants of the Late Archaic peoples. The Hohokam chronology is broadly divided into the pre-Classic (A.D. 250-1150) and Classic (A.D. 1150-1350) phases. Pre-Classic settlements appear to be concentrated along both sides of the Santa Cruz River and the lower bajada with a second concentration skirting the Tortollta Mountains. In addition to domestic architecture, many pre-Classic Hohokam sites contain some of the first Hohokam public architecture in the form of ballcourts. At least two are known to exist in the area of the Marana Community, one between Guild Wash and Derrio Canyon in Pinal County and one at the Los Morteros site. The Classic phase settlements expand the area of Hohokam settlement into the middle elevations of the bajada between the Santa Cruz and the TortoHtas. The pre-Classic ballcourts appear to have gone out of use and a large mound center (the Marana Mounds) was established near the present Town. The extensive agricultural practices of the Classic phase included irrigation canal construction and a network of canals has been traced in the floodplain east of the Santa Cruz. There is evidence throughout the Marana area of agave plant cultivation by the Hohokam. The tough, spiny leaves produce fibers useful for cordage, sandals and textiles and the agave heart, when roasted, is a sweet, high-calorie food. At the end of the Classic phase (circa A.D. 1350) evidence of human habitation of the Marana area disappears. Because of this apparent abandonment, the Marana Community sites are ideal places to study the Classic phase Hohokam~ there is no overburden of later settlements to hide the Classic period. Some sites, such as the Dairy Site, provide a long history of occupation from the Archaic through the Classic, allowing archaeologists to track change through time and add depth to an otherwise static view of prehistoric settlements. The Anza Trail, managed by the National Park Service, (See: Environmental and Cultural Areas of Significance map) is important for its historic significance as part of an early eighteenth century migratory path from Mexico to California. 2. Future Demand Available real estate with excellent transportation connections is fueling the Town's potential for rapid growth. Infrastructure improvement is key to attracting desired types and rates of development. Growth management efficiency, providing economies of scale in capital investment for utilities, roads and municipal services, may supply 400-600 acres annually so as to keep pace with demand. For maintaining the community's spaciousness, a good rule of thumb 18 IIlIZ9 1'-1::6 :: ~ ~~ I. . ~ . .". , ... . j ~ ~ '. .J ., . Pg: 27 of 108 ~... ...... ........ ... .... ........... ........... ............... ....... ... ~~.. ...... ... . : PINAl. : AIR PMK . . . . . . . o en N \D \0 ....... - ~ - ""'" ~ . . . . ; n . . . -. -.EY ..,.., "0 IC I i~ _, I ~ i =: i ,-. ----', ! - ! -] .___J I -- ........................ ..................l................. I . , I .".,.,., - ""'" - ""'" - ...... ..,.., -, -.. 8-1'.......0 orLCfRPO OUT_ """" IV 00 o -n .... o 00 ENVIRONMENTAL AND CULTURAL AREAS OF SIGNIFICANCE Town of Marana Arizona Legend laB - ~ ~ IiiiiiiI ~~ t~....i GocIIQaIly -~ .... DonoIIy~ QaIly -~ ....... -....os - - --. u_ r-.1'IrrIng - 1&:-:= ~ 01/2 1 2 ~ esel C .....,~~., l'tClIM".MIII'OIe .... _-..__twt .'",."_..,,, Town of Marana General Plan Plan Ele1M1lts: Land Use would strive to reserve a similar amount of acreage in open space and land banking for future growth. The following table lists major development areas currently designated in the community. These plans represent fourteen square miles of future growth potential -- twenty percent of the Town's 1996 land area. Allowing for open space and public uses, this inventory, alone, supplies the Town's projected absorption through 2008. Comparisons are made among land uses, development acreages, and general dwelling unit density in terms of gross acres. Mlrlnl Current II Hi Future Develoornent PI.n. ro~ V..r To" Lan I UM ,_ -. At:lrn Pnljec:led UnI\s NM.. Beaun ~- RI.ldln1lfl Colllll1lroll Induslrlll Public SIIICII Other owellna Unlla Oavelollld COnllnlnlal Ranch 1967 171141e 1 292 8C 1all .e 126 10 160 Ie - 8156 1300 Tono" Mountlln Pnloartllts 1996 1979 913 289 673 104:Rnart .. 870 l1li)(, nil PlIIII FII1JII nil 738 708 30 - - - 2770 nil Pima Firms Nartll 1996 120 100 20 - - - 738 nil AmNtty Farms 1996 70 - 22 32 - 16: MllIacI Use 0 nil Hlr1l111n Hilla nil 431 277.5 82.1 - 111.4 - 25711 nI. FoathIIls Dlvela_nt nil 414 267 70 - 77 - 1471 niB ADacll e.2: dlalnage HlllI nil 882 564.4 85.0 44.3 123.1 ..Wllllnt 3827 niB Calmat 82.1 :MIXIId Uw Oewla_nt 11187 ~.. - - 125.7 21.8 284.3:AG 0 nil T.ngertllll 115.15: dflNge HItII 11196 196 124.0 29.5 27.0 '.Wllllnt 498 IIIIX. IVI Narthgate Oewlollmlnt IVI 487 258.8 140.4 - 88.1 - 2 ll69 IVB Rancho M.ranl 1980 Il98 3116 399 - 186.0 ": Tawn Center 86001111X. nil lnlllwood Oewlolll'l1lnt nil 408.4 38.5 281.2 91.7 - 0 niB Mlrallll GBrdens nI. 10 10 - - - - 53 nIB !cUMULATIVE TOTAl 8,970.4 4.870.4 1,359.11 609.2 1,529.2 602.1 35,329 1,300+ Employment opportunities are considered as especially important land use targets. Creating a better balance of local jobs can help Marana to become a diverse, well- rounded Town instead of being known as a bedroom or retirement community. Nearly two thousand acres, comprising twenty-two percent of the total planned areas, are set aside for economic development and job creation among the developments noted in the chart above. The Interstate Corridor, especially, is a prime location for commerce parks, industry, warehousing and tourist-serving business. 3. Current Plans. Of the several designated specific plan areas in Town, the master planned communities in the Tortolita Foothills and Continental Ranch represent major growth areas. Commercial development, including new hotel construction, characterizes recent and imminent construction along the Town's southern arterials, Ina and Orange Grove, near freeway interchanges. 20 ~ ".29 I 11.8 - / ," I ~ i .... . '. - '.~. ;: ' I , Pg: 29 of 108 Town of Martina General Plan Plan Elements: Land Use Recent building activity has been heavily focussed on residential development. However, the approved specific plans, include a significant industrial use component in five of the fourteen sites. The following table displays construction permit revenues from approximately 700 applications over a recent period in Marana. As the Town's development pattern indicates, residential and commercial building activity represent the greatest amount of new building today, but land absorption projections (See: Economic Development Element, pp. 31-32) indicate prospects for major manufacturing, fabrication, warehousing, office, and research facility construction in Marana over the next two decades. Marana Construction Permit Revenues September 1995 - September 1996 Manufactured SWimming Commercial Residential Homes Pools Sians Buildlnas Miscellaneous 1995 (amounts In dollars) SeDtember 48494 90 1124 148 14367 993 October 31501 270 832 3035 691 1301 November 10031 0 747 706 747 3809 Deoember 44529 450 0 1199 2844 195 1996 Januarv 29975 0 1500 2700 22815 620 Februarv 41268 0 22182 598 39563 240 March 58014 0 234 1330 10570 2542 ADril 51460 0 1170 808 1871 1742 Mav 72095 0 2460 1607 7255 4222 June 51649 90 1034 1365 15647 3770 JulY 43926 90 771 300 2295 2701 Auaust 63184 450 866 1458 26517 3399 SeDtember 50782 0 1233 415 8349 2253 TOTALS $596,908 $1.440 $34,153 $15.669 5153,531 $27.787 Large sites in Marana's northern reaches, including options on farms and ranches and expected releases of State Trust Lands, are being marked for future masterplanning. Re-use plans for restoring extractive industry pits, although many years from implementation, should be factored into the Town's long-range planning. These extensive acreages in key locations (e.g., near the I-I0rrangerine intersection and the Continental Ranch community) may add to the community's open space planning or serve as groundwater recharge sites as well as providing some developable land inventory. c. Dynamics Local leadership recognizes that Marana will grow and that efficient allocation of development entitlements is necessary to make civic expansion both orderly and affordable. Commerce and industry are desirable to establish a stable economic base for 21 10529 191 9 .:"; ~ , Pg: 30 of 108 Town of Marana General Plan Plan Elements: Land Use providing services to new homeowners. It is understood, too, that Town government has a responsibility to be more assertive in determining where land development should occur. 1. Trends. Increased population is clear evidence of high market demand for developing in Marana. Positive annexation policies also indicate that the Town is committed to controlling its civic destiny and, in doing so, to improving its tax revenue position. Tracts of land that can be most easily serviced by utilities are, logically, being developed first. These are the areas that are adjacent to the Interstate, for access~ and close to existing regional systems that may be extended economically. The incremental trend will continue as long as roads, water and sewer capacity are available. Another trend, to masterplanned communities, is occurring where sufficiently large developments are able to finance more self-contained service facilities such as package treatment plants or water company units that may later be added to the municipal system. Until Town-wide wastewater, flood control, water and other systems are in place, these developer-supplied communities should represent an increasing share of Marana' s growth. Better day-to-day planning, supported by the hiring of capable professional staff. is Marana's answer for shaping, rather than simply reacting to, trends. The principal land use mission is to establish growth preparedness. 2. Interrelationships. The most significant development guidance actions from the Town are its public works initiatives described in the Public Facilities and Services Element. Providing public service systems is central to controlling the types, intensities and timing of development. Phased infrastructure improvements are planned to foster balanced economic development. Land reservation policies help to sustaining the community's traditional, spacious character. In conjunction with transportation planning, more accessible areas are designated as desirable for development and lands reserved for open space, with limited roadways, discourage urban sprawl into foothills or floodplains. The combination of economic development, public facilities and circulation planning is meant to establish a growing confidence level that promotes private development investment for the future Marana. Land use implementation, including development code administration, is necessary to make these other Plan Elements function successfully. 3. Absorption Projections. National demographic forecasts indicate that small and medium-sized Arizona communities should grow rapidly over the next generation. With transportation advantages and plenty of land area -- and more developable acreage potentially being added by flood control projects - Marana obviously fits 22 16829 1921 ,"" If. f tit. , . . " f' I . Pg: 31 of 108 Town of Mtll'ana General Plan PIon ElefMnts: Land Use the inmigration scenario. Keeping in mind that predicted pace of development to sustain the Town's population forecasts assumes new uses for one to two acres per d.y, Marana clearly must be positioned for growth. There are indications that local population will more than quintuple between the 1990 and 2000 decennial censuses; and may triple again by Year 2010. Even at those rates, the Town would be less than twenty.five percent developed as it enters the Twenty.first Century's second decade. The estimated population growth of Marana is presented in comparison to that of surrounding Pima County. Forecasts are made through the year 2020 with the annual percentage of growth also represented. PODU"tlCl Orowth of 1II.l'IIn. va. fl m. Countl . 1811-2021J Annuat Incorporated Pima Annual Marana Percent Area Population! County Percent Area Populationl Year Population Chanae Sq. Mi. SQ. Mi. Population Change Sa. Mi. Sa. Mi. 1977 1.512 nla 10 152.7 483 100 nla 9.187.5 52.6 1979 1.890 12.5% 29 64.3 522,700 4.1% 9.187.5 56.9 1980 1.674 -11.4% 56 30.1 531,443 1.7% 9,187.5 57.8 1990 2.187 3.1% 66 33.3 668.500 2.6% 9 187.5 72.8 1995 5309 28.6% 69 76.9 786,884 2.9% 9187.5 83.5 2000 14718 35.4% nla nla 830,375 1.7% 9187.5 90.4 2010 46,078 21.3% nla n!a 990 391 1.9% 9187.5 107.8 2020 76,553 6.6% n/a nla 1,168,437 1.8% 9,187.5 127.2 Sources; 1979: Official Pima ..ounty Population Estimates, Pima County Planning Department 1980; 1990,1995 U.S. Census; PAG Reaional Council, February 1996. Half or more of Marana' s annual development acreage over the next twenty years is expected to be devoted to housing production. That is, two hundred-fifty acres per year on the average, would be improved into residential neighborhoods -_ with regular, additional increments of large-lot, ranchette homes in the Town's low density areas. During the next decade, a forecast of 7,000.8,000 new dwelling units may be produced. The estimate could accelerate with improved wet utilities systems. Community retail and service uses for the burgeoning local population will require twenty to forty acres per year; double that figure to accommodate tourism. Employment could absorb one hundred acres, especially in earlier years with demand for warehousing and campus-type facilities. Public uses, including rights- of-way, are estimated at eighty to one hundred acres per year. By 2010, with managed growth the Town could exceed 40,000 population and have approximately seventeen square miles substantially developed. 23 10529 1921 ,"\ .. ., '. .,' ... , Pg: 32 of 108 Town of Marana General Plan Plan Elements: Land Use D. Future Development Pattern Implications Orderly buildout requires consistent application of land use policies. Although the General Plan is meant to be flexible, large developments and the cumulative effect of small ones, alike, must be held to the established principles of: growth guidance, community character and neighborhood clusters depicted in the Future Development Plan. 1. Urban Form. Marana area residents, business people and General Plan Advisory Committee members, after viewing several possible alternatives, collaborated in selecting a preferred growth pattern for the Town. A neighborhood clusters approach has been advocated as best representing separated, compact, cost- beneficial community nodes surrounded by low-density housing and extensive open space. The 1-10 Corridor is reserved for more intense land uses, particularly industry and commerce. This chosen form incorporates broad bands of agricultural and non-developable land around Marana's outer edges, with strategically-placed separations where the Town abuts other municipalities. Over time, the community's civic hub is planned to shift southeasterly, such as to the vicinity of I-10's access to Tangerine Road. Considering Marana's full Planning Area, the community's future geographical center would be located approximately at the Santa Cruz River's north bank, between Tangerine and Avra Valley Roads, west ofl-to. Adjusting to consider the Pinal County line as a likely northern boundary and the probability of annexation being more extensive to the west than to the east of current Town limits, the centerpoint could shift toward Avra Valley Road, midway between 1-10 and Avra Valley Airport. In population terms, the Town's centroid is, today, close to the Planning Area focus. However, mid-term residential growth in the Redhawk and Crescent portions of the community is projected to result in the most convenient, accessible Town Center location being located within a two mile radius of Tangerine and 1- 10. Other neighborhood clusters, each with its distinctive identity, will include one-of- a-kind community uses together with everyday access to jobs, shopping, recreation, local government services, education and cultural activities. 2. Community Character. Changing land utilization is certain to impact Town values, appearance and living experience. Marana citizens favor taking measures that emphasize open space and rural image so those traditional Marana characteristics will not be obliterated by urbanization. A strong rural image will continue to be conveyed by creating vistas from 1-10 of a farming village with fields beyond and by consciously spacing freeway-related development to provide sight corridors toward mountains, fields and low density residential acreages. 24 lQS29 1922 , .. () I t .' "" :"J \' ~.t ., . I Pg: 33 of 108 :.....................................................................!1.......... . . . . . . . . . . n_u-wo;._J . . ..... . . . . . . ..... II . ....,......... . ~ .......................................... i 529 1923 Pg: 34 of 108 Town of Marana General Plan Plan Elements: Land Use Scenic drives are planned to allow views and recreational access to preserved, natural areas. The Town's historical agrarian center, in its northwest sector, is planned to be maintained with Old West themes. Preserved for the enjoyment of local residents as well as tourists, the area will feature equestrian facilities, open air markets and festivals honoring the community's rural Arizona heritage. Landscaping, signage and architectural styles are intended to maintain a small town character throughout Marana's diverse neighborhoods even as the municipality grows to become a medium sized city. Development code provisions with guidelines play an important role in maintaining desired community appearance. A comprehensive open space plan, delineating edges and gateways as well as recreation areas, should be included among the functional master plans called for in the Public Facilities and Services Element. 3. Growth Management. Accomplishment of Plan goals depends on establishing feasible, phased programs for opening lands to development on the Town's terms. Public purpose must be clear; its application, equitable. New development should not be subsidized at other property owners' or taxpayers' expense. As a first step toward growth management, the Town determines reasonable limits for service areas. Development beyond these boundaries requires extra planning and infrastructure finance (including, perhaps, special development impact fees) from private investors. Capacity and economy for other service providers or affected agencies should also be considered in the feasibility equation. Incentives for zoning approvals may be used to promote development in areas where ample systems capacities are available. A Capital Improvement Program should be established to guide Town investment with cogent, mid-term strategies for providing municipal systems extensions, community amenities and public land ownership. Working closely with privately- owned utility providers and region-serving agencies, Marana's CIP, once established, is meant to be updated annually. .~. ...... '- ,-. Longer-term Town economic stability is supported by funding mechanisms such as development impact fees, land banking or community facilities districts. Land use controls must be amended to coordinate with local government's infrastructure financing policies. '- ,-. '- ..... 4. Rural Preservation. Agricultural productivity is considered to be a beneficial land use to the Town as well as the property owners. Non-arable land lacking scenic, habitat or historic quality is more appropriate for earlier development. Tax benefits or easement purchase may be explored to retain farmland. ..... ...... ..... '- .... '- '- 26 10521 "' g:2 4 . Pg: 35 of 108 I........................................ i~ 10829 I g, MOORE ROAD TANGERINE ROAD . . ~llEtm g~ :5 . . . L~ I I I L.. CORTAAO FAAMS ROAD INI\ ROAD ORANGE GROVE ROAD SUNSET ROAD RUTHRAUFF ROAD FUTURE DEVELOPMENT PLAN Town of Marana Arizona Legend I I - - - - - - I '; I ~ ''?' . . ~ ~ Resldentlel Areae Include Neighborhood Commerciel Low Density Residential Medium to High Density Residential Commercial: Community Commercial: Tourism Industrial I Business Perk Public Feclllty Open Spece: RecreaUonal Open Spece: Agriculture Community Development Zones r~mrf'ftr:;1 ~;;:~:;~:::: I E .... ~'- , ~ 1-"-1 I......, I....... I IC?I 1\ " ...... I ......". ........ 1...-,' @ Interstate Development Zones Flood /A1luvlal Plain Fan Mountain Terreln Town Limits Town Planning Area Central Arizona Project Canal Boundary 01 Speclf1c Plan Areas Crescent Concept Zones Oro ValleylTucson City Limit Town Center ~ SCALE IN MILES --- o 1/2 1 2 ~-; CSC / S counts C _l!A"CAIIa&ICI(-". ........ "",EN<< AJIZO* flOt. ~1'I02J "'70t7 fNC'tJOllflS.",. Pg: 36 of 108 Future Develoument Plan Cate20ries Generalized development or open space patterns iUustrated on Marana's Future Development Plan are defined as follows: Low Density Residential. Housing in these areas average three dwellings or less per gross acre. There may be individual developments with smaller lots averaging six lUlits per acre or more; however, the general character reflects spacious, single-family neighborhoods. Medium Density Residential. Dwellings in these areas range from compact lot single-family detached homes to apartment, townhouse or condominium living. Densities average from three to eight units per gross acre although higher density multi-family complexes may be integrated into these neighborhoods. Community Commercial. Shopping, service and other business uses catering to the daily needs of local residents are depicted in corridor or intersection locations with preferred transportation access. Smaller, neighborhood-serving commercial (ten acres or less) is not depicted, but may be accommodated within residential neighborhoods. Tourism Commercial. Freeway convenience to hospitality uses (hotels, restaurants), entertainment, commercial recreation, highway-related service and sightseeing attractions designates nodes for visitor-serving land uses. lnclustria1lBusiness Park. Primary employment sectors, accommodating heavy industry and manufacturing as well as conunerce park clusters and office developments, are indicated where transportation advantages for highway, rail and aviation are greatest. Recreational Open Space. Scenic or sensitive resource areas where development is expected to be sparse (e.g., fewer than one home per five acres) as well as active recreation areas are indicated. State Land may have alternate uses. Agricultural Open Space. Irrigated farmland, including associated agribusiness uses and homes, is shown, together with rangeland and ranches, as privately-held, productive open space. PhysieaVLoeational Features. Areas with particular constraints to development, such as mountain terrain or flood plain topography, are called out. MlUlicipal and planning area bolUldaries, major roadways, rivers and the Central Arizona Canal are shown. Development Zones. Interstate Development Zones focus on transportation-served economic development opportunity sectors; Community Development Zones show possible resort/residential areas. Crescent Concept tiers identify: 1) Heritage Village Center; 2) specialty farms greenbelt; and 3) big agribusiness. 10529 1926 I Pg: 37 of 108 Tuwn of Marana General Plan Plan Elements: Land Use Flood control projects, necessary for community safety, may have the effect of hastening rural land's re~use for urban purposes. As Santa Cruz River bank protection (scheduled to begin in 1997) moves northward, consequences of adding fertile land to the Town's ample developable acres inventory should be considered. An orderly pIan of development, such as that suggested by the Crescent Concept (see pages 69~71) is intended to be equitable for landowners and, at the same time, support community character. Promotion of Old West activities and themes may extend the economic life of Marana's family farms. Agribusiness should continue to be respected as an important component of the Town's economy. A logical approach for the allocation of irrigated agricultural lands - permitting some "village" residential development and encouraging the continuation of farming productivity in other areas -- is strongly urged by local citizens. E. Retommendations Suggestions for preserving the Town of Marana land resource range from adopting new regulatory policies to creating profit-sharing benefits for landowners. Dwelling density controls and non-residential zoning policy, for example, are intended to meld town and country attributes. Careful monitoring of the supply of land currently available for development is an essential land use planning aspect. J. Element Role. The Land Use Element sets the groundrules for development. General Plan graphics and text indicate where and to what extent different types of construction may take place. Restricting growth to locations that can accommodate it; and discouraging diseconomic, unsightly incursions into rural or scenic areas, is the Element's particular challenge. Efficient land utilization encourages economies of scale: developing large enough tracts with sufficient variety of use to assure cost-beneficial returns on public investment and, at the same time, profitable density yields to allow buildout production of affordable housing. It is well, also, in planning these primary development areas to allow room for expanding commercial, industrial and public facility activities over time as the number of dwelling units in the neighborhood increases. Specific planning may be appropriate for certain sectors in which development is imminent. However, care should be taken to avoid proliferation of ASl hoc, speculative entitlements. Clarified ordinances with streamlined procedures should indicate where and when specific plans may be justified. 2. Resources. State planning and zoning enabling legislation permits local government to exercise land use controls. Marana's unique, flexible approach to zoning (which has much to commend it) should be reviewed in a comprehensive manner. More directive, General Plan~implementing techniques are definitely in 27 I. 0 5 2 9 1927 I Pg: 38 of 108 Town of Marana Genual Plan Plan Elemmts: Land Use order so as to establish definitive land use/intensity expectations for the Town's growth areas. Fiscal stability is essential to assure funding for infrastructure and other needed public investment. Capital improvement programming and creative financing mechanisms should be supported for these purposes. Land development policy, in general, should promote projects which help to increase the Town's revenue stream. 3. Implementation. Specific implementation recommendations are further detailed in the Implementation Action Plan section of this Town of Marana General Plan. Broad recommendations to achieve Land Use Element Goals are as follows: Recommendation: Acquisition of open space preserves and/or retention of productive agribusiness should be pursued through donation, purchase, easement and development density transfer. Requirements for recreation, trails and scenic corridors are to be considered in revised land use provisions. Recommendation: Standards for the mitigation of intense developments' impacts on existing or planned residential neighborhoods should be included in the Town's development codes. A unified Land Development Code (a user-friendly document which includes zoning, subdivision, site plan review, design guidelines and engineering standards in a single-source) may be considered for maintaining the quality of residential enjoyment as well as for economic development and community character purposes. Recommendation: Coordinated, comprehensive infrastructure and amenity planning should be tied to a Town Capital Improvement Program that distributes public investment proportionately throughout the community. Development timing measures are part of the growth management strategy needed to encourage neighborhood centers that relate to their surrounding residential patterns. Future Town Center locational alternatives, with ease of access from the Interstate and arterial roadways, should begin to be determined. Working with landowners, the Town may begin evaluating the potential for developing up to forty acres of public uses within an extensive Civic Center district that could also include privately- developed office, shopping, hospitality and recreational facilities. F. Land Use Summary Table The fonowing table expresses key concepts and features of the Land Use Element. It is offered as a summation of the issues which are important to Marana's future development pattern. Land use principles and significant actions are also highlighted. This table can be utilized as a quick reference tool applied to land use decision-making in Marana. 28 11529 19,28 ... (' J" , , . . ~ _,,, t , . I , Pg: 39 of 108 Town of Marana General Plan Plan Elements: Land Use ISSUE COMPONENT PRINCIPLES ACTIONS Environmental Provide '-1ds for dIYeIopment Program Irnp/ementltlon stnItegies for MnSItlvIty through IOUnd envIr'onmentlIl aenaltlve land deveIopmInt n UN of ltewarctshlp of 8ldsting racucea open Ipece lInd egricultul'llllnds. GOALS Conform to UtIlize perka, open Ipece and CrttnI for ~Ilmpect mltigIItlon uiatlng tralla .. buffel'llInd connections IhouId be Included In de'felopment nelghbortlooda betw8en Itlq:llU1dIng neighborhoods review ptOCIdures. Identlfy balance Provide I1'Iixed-uu ..:tMty centers Promote clustered housing with high of ICtMties proportlonlte to neighborhood traf'IIc UN genntora Umlted to ITlIjor dwelIlnga lInd popuI8IIons tl'lnaporllltlon corridors. UIblm Town lIdvocItes neighborhood DewIop community cor.. IUrrounded form clUlter development P8tt8m by Iow-OenIlty hculng Il1d open 1Il'lC8. Community Malm./n 1U1'l11mage and Support histoI1cellgl'lrlan center by FUTURE chal'lcter emphasize open IIl'lC8 assets maintaining Old West themes. 0eveI0p DEVELOP- Iandacape, .Jgnage, .rchltectul'lllltytes MENT which promote small town heritage. PATTERN Grw.'th Phased land development Determlne limits for service 111'81.. management cootdlrel8d with Town goals Estllblish a Capllallmprovement Program to guide nw.tment atmegl... Rural Promote agricultul'Il Monitor flood control projects' Impact on preservation productivity the VlIIue of agrlcultul8llanda. Develop IandI with few.t lllItul'lll'1SOUrces flrst. Efficlent land Encourage economies of Acquire open apace .....1Ve&. Rtl8tr1el utiliZation ecale grw.'th to location which accommodates its impacts. RECOMMEN- DATIONS CaLtlou& specific Develop ordlnanc:ea end Estllbliah a unified L..nd Development plan development controls which clarify land Code which details zoning, aIte plan use expectations review, design guidelines, and engineering stIIndards In one document. Development Promote neighborhood centers Coordinate Infrntructure ancI.menlty Timing which relate to surrounding plans with. Town Capital Improvement resldentlalPlttems Proaram. 29 10529 J~29 Pg: 40 of 108 Town of Marana General Plan Plan Elements: Economic Development ECONONUCDEVELOPMENTELEMENT Sound fiscal management is a principal Town of Marana attribute. In order to afford the many civic improvements required to accomplish citizens' vision for the future, economic growth is the Town's number one necessity. This General Plan recognizes that residential construction, by itself. cannot provide a. sufficient fiscal base~ that business development is essential to the local economy's well-being. Locational advantage on the Interstate 10 Corridor, connecting to Arizona's two largest metropolitan areas with trade in Mexico, is Marana's greatest economic asset. Population gains provide expanding workforce potential. Natural resources, ranging from arable and alluvial soils to remarkably scenic. mountain backdrops add further dimension for economic growth. Anticipating a continuing demand for housing opportunities in Marana, citizens express a strong desire for increasing the local economic base. Diversification -- and, especially job creation -- are seen as objectives for accomplishing the community's long-term fiscal sustainability. New business is necessary to help pay for needed infrastructure as well as serving as the foundation for the Town's future operating expenditures. A. Goals Response Marana is looking for additions to its tax base to finance infrastructure expenditures; but, also, to attain an economic stability which will allow the community to sustain itself over the long term. Economic advantage should be planned with fa~y incomes, affordable services and living quality in mind. J. Jobs/Housing Balance. Ideally, more Marana residents will be working here five, ten and twenty years from now. Reversing the trend from bedroom/retirement community to become a well-rounded local economy will bring benefits ranging from shorter trips to work, thus improving air quality, to providing more leisure time with which to enjoy the quality of life improvements that are planned. Providing a wider variety of well-paying jobs for local residents is one of the Town's principal economic objectives. In addition to retail, hospitality industry and warehousing expansion - all of which assist the tax base, technical and manageria1 positions can contribute significantly to local household income. Corporate or professional offices, for example, draw persons with increased buying power into the community. A.ction: The Marana Future Development Plan calIs for reservation of sites for all types of industry and commerce easily accessible from residential neighborhoods. Growth guidance policies are meant to strengthen the local workforce -- encouraging start-up and expansion of small business, skill-training programs, full utilization of "people resources", including retired persons. 30 I. OS 29 1930 .' I (, ' , ;1 , Pg: 41 of 108 Town 01 Marana Gen#!l'al Plan Plan Elements: Economlc Development 2. Tourism. Thousands of 1-10 travelers pass through the community each day. Economic objectives include vacationer amenities such as easy-off, easy-on food and automobile services as well as overnight accommodations, shopping opportunities, recreationaJ/cultural attractions and increased appeal to seasonal visitors. The community should promote its location as the "Gateway to Saguaro National Park". Tourist-serving uses are expected to enhance Marana's appearance - not to project an unattractive jumble of franchise signage. Upper end resorts and well-designed vehicle parks will encourage longer stays in Marana, with highly cost-beneficial per capita visitor expenditures. Construction of hotels, beginning in the mid-1990s, improves Marana's positioning for visitors' dollars. Major league basebaWs expanded Spring Training facilities just a few miles south on 1-10 and the Tucson area's increased attraction of convention business, should swell guest room occupancies in Marana. Development ofin-Town meeting facilities and, ultimately a Convention Center, are projected. Action: Incentives are considered for expanding Marana's hospitality industry share and development of tourist attractions such as events or displays highlighting archaeological/historical heritage, theme parks and recreational activities for all ages. J. Natural Resource Conservation. Mountains, open space and enjoyment of the invigorating Sonoran desert environment are among the qualities which Marana possesses - and must preserve -- in order to project a positive image for corporate locations, housing choice and vacationing. Investment in scenic drives, controls on signage, encouraging Western-style recreation -- aU will contribute to Marana's highly-marketable community character. Land resources include maintenance of farms, grazing range and scenic vistas. Longstanding local mining operations, though continuing, should include fe-use plans (possibly including recreational lakes or water features) for scarred areas once profitable extraction has been completed. In particular, the Town's archaeological treasures, such as within the Tortolita Fan area, should be recognized for their value (both economic and intrinsic) as preserved assets. Action: Positive steps, including possible Development Code provisions, need to be taken in concert with local agribusiness entrepreneurs to sustain Marana's prime lands for farming and ranching. Likewise, joint planning efforts shall be undertaken with extractive industry representatives for the future restoration of sand and gravel pits. 31 10529 193 I , Pg: 42 of 108 Town of Marana General Plan Plan Elements: EconomIc Development B. EIisting Conditions The Town is experiencing positive results from an aggressive economic development policy. Local government leadership recognizes the role to be played by planning in creating a stronger fiscal base. Revenues for financing community growth are derived from retail sales tax (mostly, businesses in the Ina/Orange Grove retail corridor), user fees and State revenue sharing. Tax base increases and private developer funding are seen as necessary to finance infrastructure for economic growth. Marana's current economic status represents a combination of historic agricultural business, suburban retail tax base acquired through annexation, newly-developing commerce parks and hospitality establishments. The Town is poised for diversification through the addition of office employment, destination tourism facilities, mechanized warehousing and, perhaps, high-tech research/development campuses. 1. Database. Population projections suggest that Marana will more than double its 1995 Special Census total by the Year 2000, likely passing the 40,000 mark before 2010. Median household income, $22,445, in 1990, is increasing faster than the Pima County average. Rooftops and the increased buying power they represent are central to business-related revenue creation. The Town's revenues are expanding, proportionately, even more rapidly than its population. Compared with 1990, the 1995 Special Census showed a 242 percent gain in population; whereas Town revenues grew by ~ 462 percent. A comparison of Marana revenues to those of Pima County is shown in the table below. The telling proportion, however, is that housing construction represents about ninety percent of current activity. Much of the recent increase in revenue is represented by annexation; but future annexations of highly-developable land are limited to fewer than ten square miles of additional area. Therefore, future attention should focus on cost-beneficial development within -- or immediately adjacent to -- the current Town limits. Revenu.. of Marana va. Pima County, 1980~O10 Annual Annual Mal8na Percent Pima County Percent Year Revenues Change Revenues(k) Change 1980-81 $448,271 nla $142,909 nla 1991)..91 $1,870,484 31.7% $327,430 12.9% 1995-96 $8,646,634 72.5% $344,On 1.0% 96-ge are unaudited figures and therefore estimates. 2. Future Demand. Marana's economic development initiatives should, literally, be out in front of the community's population expansion. Most municipalities experiencing rapid growth find themselves in a "catch-up" mode, following residential construction; but here tourism, locational advantage and retirement 32 ,: OS 2 9 1932 I ," c. I t.l . '. , ',' . - ., I I , Pg: 43 of 108 Town of Marana General Plan Plan Elements: Economic Development incomes are forecast to inspire employment, service and retail business well ahead ofnonnal population thresholds. Because of the Interstate's access, Marana could capture three to four times the typical amount of business in communities of comparable size. In keeping with the local image, commercial and industrial development is encouraged to incorporate more than the usual amount of open space. Employment campuses may include public recreation areas. Shopping plazas should contain ample landscaping and places for public assembly. Maintaining reasonable land prices, supported by well-defined community development standards, is an essential factor toward encouraging uncluttered, spacious work and business places. 3. Current Plans. Masterplanned commuruttes and recorded subdivision plats represent more than thirty thousand additional dwelling units in the Town (See: Future Development Plan, page 24). Completion of a sewer lift station is enabling Continental Ranch buildout, including commercial and employment uses. The Redhawk community, under pre-development construction, represents numerous housing starts over the next several years. Plans for additional hotels, restaurants and retail establishments are in process for the Town's southern entries. The following table displays the amounts of owner and renter occupied housing units in Marana as of 1995. Single family owner-occupied properties clearly make up the greatest percentage of housing type in Marana. Marana Occupied Housing Units In 1995 Total. Total. OWner Occupied Units 1396 Renter Occupied Units 285 1 Unit, Detached 1172 1 Unit. Detached 102 1 Unit, Attached 1 1 Unit, Attached 3 2 Units 3 2 Units 8 3 or4 Units 0 3 or4 Units 9 5 or More Units 0 5 or More Units 8 Mobile Home or Trailer 220 Mobile Home or Trailer 155 Others 0 others Persons in ONner Persons In Renter Occupied Units 4066 Occupied Units 801 Marana Total Occupied Housina Units 1681 Source: U.S. Burelu of the Census; 1S1l5 Mllrenl Speclll Censw Private landowners have expressed desires for commercial or industrial development entitlements in various locations. These intentions must be guided by General Plan principles: scaled to surrounding neighborhood or trade area; multi- modal access; mixing with civic, institutional, employment uses; located on arterial 33 .10529 1933 , . ,I.' , , I Pg: 44 of 108 Town of Maran a General Plan Plan Elements: Economic Development roadway and/or cluster core. Although commercial development is desired, zoning approvals should be considered when and where there is evident demand, not on a speculative basis. Design, use-mix creativity, tenant commitments and construction timing are among the Town's commercial zoning expectation criteria. The Town, itself, is commencing a series of functional masterplans destined to support forthcoming growth. Public works engineers intend strategic expansions of the municipal water system. Regional commitments for wastewater service capacity are being assessed for their adequacy to serve the future Marana. Street and pathway/trails improvements are being programmed as a comprehensive approach to encouraging economic growth where it is most feasible. c. Dynamics Marana is experiencing growth pressures. Development demand, expected to continue over the next two decades or more, will bring significant change to the local economy. First steps toward a new, more diverse economy are occurring as a result of southward annexations and the beginnings of masterplanned, resort-residential communities in the north. 1. Trends. Acquisition of major retailing established along the InalOrange Grove Corridor is being augmented by on-going construction of tourist-serving uses in that area and spreading northward among I-I0s interchanges. The earlier trend, established by Continental Ranch for active retiree housing, has taken hold with Redhawk and other residential communities, extending Marana's appeal as an ideally-located adult-living community. The next wave of development is seen as an expanded employment market, adding regional office headquarters to light manufacturing, high-tech and warehousing industry. Family housing neighborhoods and destination resorts may, soon after, follow to mark Marana's economic boom into the Twenty-first Century. The Jobs Balance Goal implies a targeted increase in the number of persons employed locally. 2. Inte"elationships. Land use patterns will be dictated by economic growth, moving south to north and westward along the Tangerine Corridor and eastern Marana Loop segments as discussed in the Circulation Element. Capital improvements recommended in Public Facilities and Services, however, present the greatest potential influence on the Town's economy. Decisions creating Marana's own, tailored solutions for wet utilities extensions~ its quality of life amenities (such as recreation and open space); establishment of a civic center scaled to a growing municipality will add significant dimension to the Town's investment attraction. Financing infrastructure capacity with lasting, quality engineering is the single-most important aspect for the coordination of a strong financial future. 34 'fHi2S 198.. ,... , '\ ~"l ... !. L . . .... " I . " . ,.. I . ..1', } . Pg: 45 of 108 Town of Marana General Plan Plan Elements: Econom1c Development 3. Absorption Projections. Considering travelers, destination tourists and, eventually, employees commuting from other parts of the metropolitan area, the Town expects to utilize significantly greater acreages in non~residential use than do many other Arizona cities and towns. The growth in spaciousness concept envisioned in the Urban Form section represents a metering of development so as to prevent unattractive. congested neighborhoods. A conservative estimate for land absorption in categories other than homebuilding assumes forty to eighty acres per year in commercial and industrial development. That is, with twenty percent or more of annual real estate construction in private, non-housing investment, Marana anticipates about one and a half times the normal rate of community economic development. During the anticipated rapid growth of the 2000~20 1 0 decade, economic development could represent an even greater share of the Town's land absorption. Subtracting open space and public improvement land allocations. non~residential development may be nearly a third of local construction. Developing a resort industry will inflate Marana's proportion of non-residential tax base lands. Typically, a destination resort may require twenty to more than two hundred acres, depending on recreational facilities and exclusive of associated residential homes, casitas or condominiums. Commercial 2000-2010 SCENARIO ACfelfYr ~ film CreKent 2dw: 120 1200 800 d,u, 500 d,u, 1100 d.u. av. 2/ae. 200 2000 6000 d.u. 2000 d.u. 2000 d.u. avo 5/ae. 60 600 400 ae. 40 ao. 160 ae. ~ +7,200 pop. 3/d.u. LandUae Low Residential Med High Residential +24,000 pop. 2.4 d.u. IndustriallEmployment Open Space 80 100 560 800 1000 5600 400 ae. 320 ae. 2,520 ae. 40sc. 30ae. 680 ae. 360 ae. 650 ae. 2,120 600,000 sq. ft. shopping/service 350,000 sq. ft. office 8,000 jobs 5,320 se. "" 8.3 sq. mi. The urban form development pattern approach advocated in the Land Use Element -- neighborhood clusters, seeks to allocate institutional, shopping and, where appropriate, employment within masterplanned residential neighborhoods. Land use ratios in such planned living areas would likely be seventy percent housing, twenty percent streets and ten percent economic development - twice the normal average for suburban areas. Although Marana has a great deal of area within which it may grow, a basic General Plan precept is early reservation of open space. Rather than seen as a removal of land from revenue production, judicious scenic and recreational use designation is considered an enhancement to the Town's economic base, serving the definite purpose of community attractiveness. Put another way, if Marana becomes too tightly packed, it will become just another example of suburban sprawl, losing its special character. 35 10529 1935 , Pg: 46 of 108 Town of Marana General Plan Plan Elements: Economic Development D. Future Development Pattern Implications Many different parts of the community will grow at their own pace. Orderly development with ample economic opportunity, however, will not just happen; it has to be planned. Public investment policy is meant to speed development in some places - where business success for the private sector and positive revenue flow for local government are most likely. 1. Urban Form. The decentraIized, cluster concept intends to project Marana's desired image of multiple marketplaces .. a variety of choice in places to live, start a business or work. Non-residential uses are scaled to their surrounding neighborhoods. An Economic Development sector diagram is depicted on the following page: a. Aaribusiness Tier. Generally retained in rural, fanning or ranching uses, this sector could support western theme establishments, riding academies and guest ranches for the tourist trade as well as resident-serving shopping. Continued agricultural productivity, especially here, is regarded as an essential. continuing component of the Town's economy. b. Marana Heritage Center. The Town's traditional core may accommodate expanded travelers' services with hotel(s) and restaurants. Heritage events and Old West architecture integrate specialty shops into public plazas for activities shared by the Agribusiness Tier. c. Central Commerce Parks. Freeway interchange improvements, integrating frontage road treatments, provide opportunity for light manufacturing, warehousing and offices in campus.like settings. High visibility from 1.10 offers excellent corporate logo display. d. Tangerine Center. Long-range planning is advocated for extensive Civic Center facilities, possibly at or near this location .. depending on ADOT improvements to Tangerine Road. Convention space, performing arts, local government offices and meeting halls might be developed, together with private sector offices, shops, restaurants and hotels. Sculpted hills from gravel.pit reuse could create a dramatic desert golf course setting. e. Redhawk Resorts. Rugged topography creates a scenic backdrop to major destination resort development. Boutiques and, perhaps, a restaurant village would serve residents of this upper end neighborhood as well as the resort's guests. 36 I()S2g 1936 "::: ,..\ ..'" , Pg: 47 of 108 . 1-" ca UZI!Cc _w ~l ~IO zO OIN o ..J 1.- U ~ i!.. Ww Ol_ e F~- , I. I 'f JIll I I '11111 It f1ilid 1111 IfIll ~III fll!j 'I II fIn IUI dn '~i il ui il h!lf d ~ 8 ~~~~8 BJ . ~ i I .51! I ! ~ ~ ........r.. ..... ..... ..... ...... I ~ :g 1<( 12 Iii: I I I i ~'--' ! ;~N B - i ~ ~ ~ ijl ....n t: I ! ~@hi l:J if'f Ii VJ0 II II n ,~ . . . . . .. ~ rlrY 1---.1_ ........ r-J . · r- ill I I r---' L_._I I I r-' i I 0- - 10529 1937 ~: ,,' ') , . .,..--.., I' L LJ . I In I~ H II !~ t Ii } ~Sl~~ I Pg: 48 of 108 Town of Marana General Plan Plan Elements: Economic: Development f. Hartman Hills. Retail activities here would serve neighborhood residents almost exclusively. Office suites with advanced communication capabilities could complement entrepreneurs' home.based businesses operated out of residences on large lots. g. South Commerce Park. The Continental Ranch high.tech look sets the tone for additional business park development in this locale. Prime freeway frontage may be reserved for corporate "signature" structures housing regional or home office organizations. h. South Silverbell Neighborhoods. Residential and light indust!)' employment development can support small business. Commercial recreation facilities are a possibility to attract visitors and Ina/Orange Grove hotel guests. i. lna/Orange Grove Commercial Corridor. The Town's prime retailing area has expansion room. Hotel and medium-density residential construction help to strengthen this marketplace. The area may especially cater to winter and Spring Training visitors. j. East Tier Neighborhoods. Shopping centers could serve a broad sector of low-density, spacious residential growth. Research and office complexes on large acreages might blend well with the Town's east edge desert environment. 2. Community Character. Taking advantage of exposure from the Interstate and major arterials, Marana's businesses project the community's visual image. View corridors should be considered through industrial developments and commerce parks. Guidelines for signage and property maintenance can help project a welcoming appearance. The Town's many faces may be portrayed through corporate treatments in commerce parks, traditional architecture for shopping plazas and tourist attractions. Care should be taken to design commercial or industrial structures so as to fit into Marana's uncluttered, scenic image. Architectural themes - high-tech in Continental Ranch, Old West in Heritage Center, contemporary desert southwest along the east-west corridors -- reflect the community's diversity. Landscaping, with berms to screen parking areas, and low-profile buildings in sectors with mountain backdrops help to preserve views in business settings. It is important for business to integrate with the life of the community. Sponsorship for local activities, such as Founders' Day or rodeos by the Chamber of Commerce should be continued, and recreational organizations' "adoption" of parks or trails should be explored. 38 19529 "3. ,'" ' . L.,' ~.. ~ '.~. .J' \. ",," f ., ;..;. . Pg: 49 of 108 Tt1H1n 01 Marana GMeral Plan Plan Elemmts: EcononUc ~elopment 3. Growth Management. Early economic development efforts are targeted to sites with established infrastructure. Resort-residential enclaves are to accommodate shopping, dining and, perhaps, some employment such as offices or. guest-serving business. With freeway interchange improvements, commerce park developments are likely along the 1-10 Corridor. Masterplanned infrastructure systems, directed by a comprehensive Capital Improvement Program, are expected to be the trigger for economic development in interior sectors accessed by the Marana Loop's segments as they are constructed. In the longer term, new opportunity sectors are opened up through extensions of utility service, Marana Loop and Tangerine Road Improvements, development of masterplanned residential communities. With the possible exception of self- sufficient relatively remote research campus development, businesses would not be expected to locate beyond established urban growth boundaries. 4. Rural Preservation. A basic tenet of Marana's financial planning is to maintain agricultural productivity. Substantial areas of farm and rangeland are meant to be retained; and, as a rule, no irrigated farms should be considered for rezoning until other uses are imminently available to replace them. To prevent premature reduction of the agribusiness contribution to the local economy, development timing guidelines should address appropriate use patterns on agricultural land becoming available for residential construction as a result of County flood control improvements and other projects. The General Plan specifically intends to assure continued fanning and ranching in the Town's northwestern sector, buffering the broad expanse of Pinal Air Park to the north and extending southward to preserve non-urban environs for the A vra Valley Airport. These areas are to be enhanced through incentives for visitor- attracting businesses. E. Recommendations Careful positioning -- in terms of key locations as well as types of business -- represents Marana's local government impetus for positive economic development. Preparing areas for significant commercialfmdustrialfmstitutional development just ahead of demand (rather than reacting to it) is the Town's fundamental capital improvement challenge. As a general rule, the municipality or other governmental agencies take the initiative for improvements to draw economic development; whereas masterdevelopers are expected to finance most infrastructure for residential growth. 1. Element Role. The Economic Development Element assumes responsibility for long-term fiscal stability in the Town of Marana. It establishes opportunity areas to acquire jobs, sales tax base and increased family incomes to sustain the local 39 10529 1939 .-, I . Pg: 50 of 108 Town of Marana General Plan Plan Elements: Economic Development economy's future. Encouraging investment in quality non-residential development is best accomplished during the growth years. Commerce-driven growth is not only possible, but necessary, in parts of Marana. The Town's freeway advantage should be exploited as a joint partner with residential demand as a means to guide land development, to capitalize on transportation improvements and to afford public facilities' capital outlays. 2. Resources. Real estate represents the most tangible local resource. Properly- planned development, especially following the neighborhood cluster form theme., can promote effective stewardship of local water allocations as well as reducing the effects of an increasing population on air quality. Clean, water-conserving industry should be sought. Contraproductive economic development, such as businesses that consume or impact land/water/air resources inordinately, should be discouraged notwithstanding their promise of jobs or revenues. 3. Implementation The four keys for economic success are: 1) presenting a business-fiiendly attitude~ 2) maintaining a superior local image~ 3) providing needed infrastructure~ and 4) enacting progressive development standards. Although local population is growing, Marana's economic development sights are much higher. The Town intends to serve much wider markets, including thousands of visitors and persons residing in other parts of the Tucson region. Most important, development-promoting activities should target specific market niches rather than adopt a scatter-shot approach. Recommendation: Transportation facility improvements should be logically staged: first, to maximize freeway access for tourists and industry~ secondly to complete a convenient internal circulation network for linking Marana's neighborhoods. Water and wastewater system improvements shall be designed in close coordination with 1-10, Tangerine Road and Marana Loop construction timing. Recommendation: Land development code revisions would establish criteria for high-quality development, including provisions for business expansion with appropriate review but with a minimum of permit processing time. Commercial uses are encouraged to locate in properly-scaled centers. Commerce park criteria are designed for industrial and business users requiring two to twenty acres with joint facilities and amenities. Provisions may also be made for developing large, single-user sites. Recommendation: Marana needs to be selective in the industrial development it invites. Certain sectors, particularly where agribusiness and extractive industry continues, may be earmarked for heavier manufacturing and open land uses; however, development codes must discourage siting of environmentally-impacting or unsightly uses in locations which would detract from the Town's desired image. 40 10529 Itijft . , I ! , Pg: Sl of 108 Tqwn of Marana General Plan Plan Elements: Economic Develop~"t F. Economic Development Summary Table The following table expresses key concepts and features of the Economic Development Element. It is offered as a summation of the issues which are important to Marana's economic well-being and community sustainability. Development principles and significant actions are also highlighted. This table is intended for use as a quick reference tool regarding economic development decisions in Marana, ISSUE COMPONENT PRINCIPLES ACTIONS JObIIHousing Provide 1 wider \WIIty of well- Reeerve Ioc8lIy ~ induery Ind bel8nce Plying jobs fer local residents commerce Ill... 0eYII0p growth guides which strengthen the local wort< force. GOALS Economic objectives should focus Utilize incentives to elCp8nd the Tourism on provision of tou1at amenities, hoapIlallty indusby In Mlrana and to servic:a IInd lICCCll'MlOd8tions dev8lp weI!-pllnned touMlllltractions. Natural resource Project I lX*live 1m. of Mlrana Implement poMlble regulatory lellonl, conservation through prelMII'VIlIon of mountains, coordinated with IgrlbuaJness Interests to open splices & desert resources sustain firm Ind ranch lands. Plan for future restoration of And II1d gravel plIs. Urban Promote decnrliized neighbor- PhIIe public I private investments into form hood clusters which support developing areas where economic multiple rnarI<etpIIlces success is meet Ukely to occur. Community utUIze business developments Promote wchltectural themes and cIeslgn FUTURE characler to project Marana's comroonlty elements -llndtclplng, slgnage, erI - DEVELOP- Image which enhance Maranl's scenic, desert MENT surroundings. PATTERN Growth Tlrget economic devliopment Coordlnete commerce and business management efforts to all.. with established developments with CIP direclecllnfra- Infrastructure Itructure Improvemenl1l. Rural MaIntaIn agricultural productivity Establish development timing guidelines preservation until replaced by other business to addrIMlppI'OpriIte use petterns for lnteresl1l .vaIlabte agricultural lands. Transportation Logiclllly phase approprl8te MaxImIZe freeway access for tourists Bnd facUlty tranaportatlon facility Il1d Infra- Industry, first. Second, develop Improvements structure Improvements ICCelISIbIe IntemaI c1rcUation plItlema. RECOMMEN- DATIONS Code Establish criteria for hlgh-qUIIIty l.IInd development code ~ we to revisions development support qullIty commercial development. L0CIIl0n81 criteria .nd lite design guide- Ilnes Ira applied to commercii/land usee. SelectIve Invite Induttrlll ~ts UtUIze development cocleI to c:IIscounIge development approprillle to Mlrana'. envtr0nment8llmp1cts from industrial environment elCPlInslons. 41 10529 1941 Pg: S2 of 108 Town of Marana General Plan Plan Elements: Public FacJllties and Services PUBLIC FACILITIES AND SERVICES ELEMENT This Element is the Town's primary commitment to implementing the proposed Future Development Plan. In large part, it becomes the driving force behind projected land absorption. Improvements to and extensions of municipal services are regarded as the local government's most important growth guiding decisions. Today, Marana's public facilities represent a variety of styles and standards. They have been inherited from rural community evolution, masterplan developer specifications, multiple service jurisdictions or providers and annexations of County's administered areas. Town infrastructure, therefore, is an amalgam of components using different approaches to selVe similar purposes. Some facilities are new, installed by the Town or developers in recent years since incorporation; others, quite old, require major maintenance or replacement. System quality and capacity differ significantly among the community's developed sectors. The public works engineering challenge in planning for the future is to juggle priorities within the limits of available financial resources while, at the same time, preparing for dynamic municipal growth. Existing facilities need to be kept safe and operational; yet, it is anticipated that within a few years there may be ten times as many customers for whom the Town and other service agencies must provide. Demand for expansion is already evident, it can only increase. First, accurate inventories of properties and infrastructure improvement owned by the Town of Marana (including roads, water, public buildings, parks) should be recorded with estimates of their capacity, reliability and maintenance/replacement costs. The Town's facility status check ought then to be coordinated with similar data from other local service providing agencies. N eX!, a comprehensive series of functional rnasterplans, intended to meet forecast population growth, should be identified; then prioritized and organized into a Five- Y ear Capital Improvement Program (CIP). Prepared by Town staffwith the assistance of other agencies, even broad-brush, outline documents will be helpful in determining order-of-magnitude costs and construction timing for encouraging desired private development. As necessary, detailed design studies may be supplied by technical consultants. Decision packages for Town government should, consistent with the CIP, present logical investments for providing quality municipal services. This action step is taken to implement the General Plan through staged, functional masterplan imP.Tovements. A. Goals Response Citizen expectations for quality public service are incorporated in the goals, objectives and policy suggestions General Plan participants have offered. Their general acceptance of growth as being not only inevitable, but, also, desirable, reflects the hope that community facility standards can be improved through economies of scale achieved from a larger population base. 42 10829 191f2 I t~:2 i ., ~~ .: ~ I Pg: 53 of 108 Town of Mtl1'ana General Plan Plan Ek1Mllts: Public FacUlties and Services The three sets of Goals/ObjectivesIPolicies are revisited in broad Plan principles: 1. Municipal Wet Utilities. Planning for local wastewater treatment investment and providing extended municipal water service are key objectives. Unification of private water companies into a Town-wide, local govemment-owned system is generally regarded as a cost-effective strategy. Timing of acquisitions, preferably in advance of extensive development, will be an exercise in financial resource management for the Town and its staff. Wastewater system investment, on the other hand, requires significant capital to become a successful municipal enterprise fund account. Continued participation in regional solutions -- or considering non- traditional approaches such as constructed wetlands -- may better serve Marana's purposes. Action: New developments that may easily incorporate water service infrastructure into Marana' s municipal water system are preferred over those that require separate, non-dedicated supply and distribution. Pima County Wastewater Management will be challenged to demonstrate adequate and affordable accommodation of Marana's sewage treatment needs. The Town intends to continue as a regional wastewater system partner upon reasonable assurance of economical system growth management. 2. Community/Land Developer Partnerships. Creative municipal financing methods, including private investment, is key to maximizing Marana's financial resources. Local government is committed to the principle of stretching infrastructure investment dollars not only to serve new populations, but to improve delivery of service to the Town's current residents and businesses. Trade-offs, such as increased residential development density in return for oversized improvements or amenities provided for the general public, are reasonable means for achieving ''win- win" results between private developers and Marana's citizenry. Some of the Town's largest planned investments need to be carefully coordinated with landowners whose properties may be benefited to be relatively certain that growth will be forthcoming in places where improvements are provided. The Marana Loop roadway, for example, represents a commitment of municipal resources and County assistance priorities that should produce reliable private sector actions to increase Town revenues. Action: Marana intends to use its infrastructure investments to leverage cost- beneficial growth. Major improvements are intended in the short run to provide for development that will more than pay for itself (in terms of revenue projections), thereby generating resources to finance additional infrastructure to meet projected growth, pay back taxpayers, increase community quality and allow service upgrades to existing neighborhoods. 43 10529 1943 > t.... . Pg: 54 of 108 Town 01 Marano General Plan Plan Elements: Public Faclllties and Services 3. Future Service Needs. A Five- Year Capital Improvement Program, supported by functional masterplans for streets, wet utilities and other Town projects, is essential for orderly Town development. The recommended CIP would span a period of five (or six) years, covering the next stage of what is expected to be Marana's sustained growth. Costs are estimated for the Town's prioritized infrastructure needs -- which allows interested developers to scope the extent of private sector contributions as a factor in detennining project feasibility. Likewise, coordination with planned projects of other agencies or jurisdictions may be achieved. Another vital aspect for public investment commitment is obtaining assurance that facility improvements will be used. Revenue-producing development, ideally, would result soon after infrastructure extensions were completed. For example, Marana Loop segments should be selected to serve first those sectors that are ripe for economic development. Action: Citizens shall be appointed to assist in the determination, cost-scoping and prioritization of the Town of Marana Capital Improvement Program. Residents' and landowners' and developers' participation in CIP formulation __ and annual updating -- is a fundamental principle for maintaining strong, involved public support for major funding projects to be undertaken by local government. B. Existing Conditions Some parts of the community, those most recently constructed, exhibit relatively complete urban services. Other neighborhoods, built to less-dense, more rural character are adequately serviced by water, waste disposal and street systems designed for their needs. Public safety functions are provided through a municipal police force which has expanded with the growing population and by contracted fire and emergency medical providers serving delineated districts within the community. An inventory of Marana services and facilities demonstrates a need to adopt comprehensive functional plans for accommodating anticipated residential and economic growth. Town engineers, cooperating (where appropriate, such as regarding transportation, wastewater and major drainage facilities) with regional agencies, are at work determining broad outlines for future public works. Standards are being prepared for residential neighborhoods, commerce parks and industrial areas based on different development density or intensity levels. Locations of selected publicly-owned or -operated facilities and service providers are illustrated on the following page. I. Database. Current facilities are documented with emphasis on roadway, sewer and water distribution capacity. Public buildings housing administrative functions are considered adequate in the short term; however, office space (12,100 square feet for the current staffing levels of 103 employees); and areas for courts and 44 10&29 ItfflJ ~-, f I :~ ~. I "i ...... \J .... . .. . Pg: 55 of 108- -. ~~N C ~ih U) ! e f III I I: ~ ell ~w - ..JE :IE 0 ~ !::! ~g~1 ID...J '0 N .1J1.JIUUIi ~ 0 :;:)- .r. - " ( Iii 0..(.) e .. e I;mTrn fJ) ~ ~ . 1}A{]0/i';1: III vJ1.J C J ')"w.. .... ~. Is I I: In'l III II II IJ :...."..,....................... . : : : I ! t:-t. ,.J L....._ i L"-'l t' I'f....... '-.. l \ I t.,...) 1 : l : "'" t---:j------ ( , . \ i I 1",-, : ..~. ~"''''' , . i '-. . '...... L._.] J .........( ~ J J ," " ... "..11 .1 I, ., i!l ~ i l . ell If: I ~ ! Iil \ ~ i J \ . \ """",... ~ z g ~ a: II d . . . . . . . -.-......- J rJ "'a I r: 1- r-'.J ~ r' r- ~j~f r- II: 11:'3 I i -'---l l_-1 . I r- i I I I'r-, ktj 1- If .., i I i 'll ... = ..... - -- - ""'" ""'., ... .......... .... .. ....... ....... ... ..................... ............ .... .............. ..... I 0529 19~5 , . , Pg: 56 of 108 Town of Marano General Plan Plan Elements: Public FacUlties and Services public meetings (1100 and 1900 square feet, respectively) will require expansion, together with parking areas, through continuing space needs planning over the next two decades. Today, schools accommodate 10,858 students, parks provide 40 acres of recreation and the public library is housed in a 2,500 square foot building with a collection of 11,125 volumes. Through concerted Town effort, all of the 125-mile system of local streets will be improved within two years. Generally, principal arterials are improved within standard 150' -200' foot right-of-way widths (Tangerine Road, however. is proposed at greater width); and collectors in 100' foot rights-of-way; and local streets in 50' foot widths. An estimated fifteen percent of Marana's population is served by the municipal water utility. The remaining customers are provided for by franchised water companies or private wells. Homes and businesses in the traditional Town Center and in its southern sectors are on the public sewer system. However, many outlying residences are on individual septic systems. 2. Future Demand Proposed improvements are timed to coincide with Land Use and Economic Development demand. Thirty thousand or more additional citizens, possibly five to ten thousand new jobs and high-quality amenities for tourist visitors in the hundreds of thousands annually as well as local residents require the planning. design and construction of infrastructure for a new city comparable in size to Casa Grande. All this is probable within two decades or less. On the average, ten miles of local streets and an equal length of new or improved travel lanes on arterial/collector roadways will be required annually for a period of at least a decade. Similar extensions of wet utility lines, plus street-to-structure connections on-site, will be required. Water consumption would typically increase by an annual rate of nearly a half million gallons per day; sewage treatment, by a comparable rate. As many as eight new elementary schools, four middle schools and one or two high schools, together with expansion at existing facilities, may be required. Branch libraries, parks, playgrounds and a community-wide pathway-trails system are among other public assets that will be expected. Administrative offices, after expanding in satellite locations, should consolidate major space needs in new civic center development including conferencing, justice/public safety and recreational facilities. Maintenance, storage, utility sub-station, water/wastewater plants, landfill and other needs must also be sited in various locations within the community. 3. CUn'ent Plans. Engineering Department activities and proposed functional masterplanning schedules demonstrate the Town's efforts to be prepared for growth. The Marana Loop (from Twin Peaks to Tangerine) and Tangerine Road improvements, for instance, represent an estimated $28 million in roadway 46 I tl. .5. ~.. 0.. . tJ'"; ,~ t91f6 I . 'I..' . . .. . ;} I . Pg: 57 of 108 Town o/Marana GmeralPlan Plan Ele~nts: Public Fadlities and Services financing that is included in the Town~s Long Range Transportation Plan, completed in 1995 by JHK Associates. The Pima Association of Government Transportation Planning Office (P AGTPO) is tentatively prioritizing Marana improvement projects (no new lanes are added) as indicated by the following chart: MARANA ROADWAY IMPROVEMENTS 1997-2001 Funding (SK) ~ Xu.tOO MUm DncriDtion m l,Qgl ~ Moore (Sanders to Sandario) 1997 1.00 Rebuild: 21ancll, shoulders,; Drain 486 29 515 SandariolMoore Intersection 1997 .2S Turn Lanes; Lighting. Drain 181 24 205 TaDicrinc (Wild Bronco to T'dale) 1997.98 3.00 Rebuild/Overlay: 2 Lanes, Ihldrs - 1,253 1,253 (Breakers to Wild Bronco) 1997-98 2.25 940 940 (1-10 to Breakers) 1997 1.75 .. + ROW 1,575 I,S7S Moore (Sandarioto Po,tvale) 1998-99 1.00 Rcarade; Drain; Rebuild 21ancs, shldrs 381 23 404 Twin Peaks 2000-01 .50 Rebuild: 2 Lanes, Shoulders; Drain 263 17 280 Silvcrbcll (Cortaro to Ina) 2000-01 --L.Q2.... 759 46 80S TOTALS 11.25 2 070 139 3 768 5.977 Transportation facilities are covered more extensively in the General Plan Circulation Element. Flood control plans include Pima County Flood Control District initiatives to provide bank protection (asking substantial landowner financial contribution) along the Santa Cruz River. Master drainage solutions for the Tortolita Fan, an extensive stormwater runoff area north of Tangerine Road and east of the Interstate~ have been deferred by the U.S. Army Corps of Engineers. In effect, the Fan has become a County and local problem that will need to be addressed for protecting Tangerine Road access, developments in the Town~s northeast foothills and feasible completion of the Marana Loop's scenic drive quadrant. Other plans-in-progress include expansion of Continental Ranch sewer system capacity through force main installation at the pumping station, municipal water utility extension, and long-range planning by the private-investor utilities, school districts and contract-service providers with Town of Maran a clientele. C. Dynamics The Town is attempting to respond to development pressures in a manner that will not alter its overall rural community image. Improvements in public facilities and services will play an important -- perhaps the most important -- role in facing this growth guidance challenge. Policies relating to local government management style stress responsiveness to grassroots citizen involvement with perspective for the well-being of the entire Town. Standards are being set to recognize localized differences: agricultural areas, suburban ranch living, family neighborhoods, sectors or "neighborhood cluster" sites proViding opportunities for industry and commerce. Marana must selectively go beyond regional facilities solutions taking charge of its own development destiny. Public works for drainage~ as an example, should be coordinated to serve Marana's development/rural preservation goals as well as alleviating regional 47 10529 1947 , Pg: 58 of 108 Town of Marano General Plan Plan Elements: Public Facillties and Services flooding impacts on the Santa Cruz River and protecting transportation flow by abating . Tortolita Fan runoff. Similarly, Pima County Wastewater Management and the Town may need to seek ways for augmenting Pima County Wastewater capacity to support the Town's anticipated growth. J. Trends. Future development is to be shaped by a cogent, comprehensive Town CIP. The combination of fiscal planning choices assuredly directs the Town's development trends. Mid-term road projects favor Tangerine Corridor development and, in combination with Santa Cruz flood control, potential homebuilding in northwest Marana, removing cropland adjacent to the Interstate. 2. Inte"elationships. The other Elements are dependent on Public Facilities and Services plans to be prepared for staged development. With much of the community's infrastructure expansion devoted to improving existing roads in the near tern, promoting the Marana Loop for internal circulation through long-range planning, is critical to orderly growth. The Circulation Element heavily influences this public works planning component. Land Use, although certainly affected by road and drainage solutions, will require accommodation by all utilities (public wastewater and water service as well as power and communications from private-investor providers). Development patterns follow installation of these improvements n or else they will be limited to already-served sector infill. Rural preservation objectives and growth guidance mechanisms heavily influence the Town's Economic Development Element. That Element is impacted in three ways by public facilities decisions: 1) new opportunity areas resulting from definition of an urban services boundary; 2) adequate systems capacities; and 3) the extent of private sector contributions required to fund service extensions. Economic Development Element priorities, in turn, would shape the Town's timing of investment in new facilities and services. 3. Absorption Projections. Preliminary facilities' masterplanning is scoped to accommodate a 40,OOO-resident population threshold. Wastewater treatment is a key factor in attaining this projection. The Pima County Wastewater Management Department's 1988208 Consistency Report for the Marana Study Area advocates a regional treatment facility to be constructed at the north end of the Town. That recommendation, to serve a Year 2010 population of 21,325 (compared with current forecasts of 40,000 by that date) forecast approximately $5 million for a treatment facility, plus $4 million estimated interceptor construction, totalling $9 million in capital costs, $200,000 in annual operating and maintenance -- in 1988 dollars. New studies are required to update the Town's wastewater infrastructure needs. Commitment to the regional service option -- or alternative decentralized wastewater technology -- is critical to the Town's ability to grow as well as to infrastructure cost containment. 48 19529 19ffS . '. . ~ ". l ,,: '. .: t'. , ,'.... : I Pg: S9 of 108 Town of Marana General Plan Plan Elements: Public Facilities and Services Potable water should be sufficient, with an assured supply from groundwater and Central Arizona Project sources, to accommodate the projected land absorption and population increase. Like wastewater and private utilities/service providers, municipal water system costs are to be covered by users fees. . Other public investment, however. with annual operations/maintenance expense will have to come from general fund revenues, bonded indebtedness (for capital projects), or other sources. More than one hundred additional acres of parks, 55,000 square feet in public building space, and 40 new Town personnel, for example, are envisioned to serve 40,000 residents and increased visitor populations. For example, as Marana grows in developed area and population the amount of park acres available to the public should also grow. The graph below outlines the recommended minimum community park acreage (i.e., not including regional parks or preserves) based on population growth using a standard of three park acres per every thousand persons. 250 200 150 100 Recommended Park/Open Space in Acres 50 o 1995 V..r 2000 2010 2020 D. Future Development Pattern Implications Planned routing or siting for public works directs future development. Where the Town invests. landowners begin to design for new construction. Municipal services availability and capacity are chief determinants of the Town's growth. These factors can constrain development where it is least appropriate and accelerate growth in desired dev~lopment sectors. Marana's public facilities planning is, at this early stage of community expansion, the chief tool local government can utilize in shaping development patterns. 10529 1949 49 , Pg: 60 of 108 Town of Marana General Plan Plan Elemmts: Public Facilities and Services J. Urban Form. Initially, public works programs address 1-10 Corridor potential and service to existing development. Connections, especially along the Marana Loop and Tangerine, represent the second order of facility planning. Finally, linkages among neighborhood clusters will be established. The neighborhood clusters approach is intended to allow variety in density and use ~ thereby establishing different images for Marana's new residential areas. Facilities may be quite variable; rural streets augmented by trails in some sectors, full curb/gutter/sidewalk with surfaced pathways in others; constructed wetlands (such as Tucson Water's Sweetwater Wetlands) could serve a group of neighborhoods' wastewater needs whereas most of the community is on a regional sewer system; a park may have equestrian accommodations here, playing fields or jogging courses there. 2. Community Character. The CIP program needs to acknowledge the variety of living styles throughout Marana. Rural image is emphasized in some parts of Town; whereas tourism (resorts, commercial recreation, hospitality industry) and commerce require more sophisticated facility treatments. Common denominators include scenic views and spaciousness. These attributes are featured wherever public investment takes place; therefore, local government buildings, schools and utility installations are expected to confonn with their surroundings, blending with the natural landscape where possible. 3. Growth Management. This Element is Marana's principal tool for guiding development. Annual CIP updates are critical for the Town's ability to keep ahead of development demand. As development pace a.ccelerates, so should Town revenue projections, thereby allowing for expedited infrastructure or amenity construction schedules. Where private construction slows -- or anticipated tax/fee fund recapture does not materialize -- capital improvements may have to be deferred until infilling occurs in the opportunity areas the Town has already enabled. Growth management principles are not meant to prohibit any appropriate development that is otherwise consistent with the General Plan. However, where landowners seek to build in an area before its public services are scheduled, the added costs for extensions are borne by the developers. Generally, '1eap frog" growth is discouraged -- and would be permitted only where there is clear cost- benefit to the Town (assured by developer contributions) and comprehensive, detailed masterplanning to provide necessary infrastructure. 4. Rural Preservation. Lands that are currently in productive agricultural uses should be encouraged to maintain their contribution to the community's economy and lifestyle. Flood protection, if financed in part by landowners, should be evaluated carefully in terms of which lands might be designated for potentially revenue-producing development and which areas may reasonably continue in farming uses. Properties closest to the Interstate, with most plausible extension of 50 IllS29 , 9 Ii:(, ") .:.~ . "'. t ... -, . . :; ! i : . Pg: 61 of 108 Town 01 Marana General Plan Plan Elements: Public Facilities and Services municipal services might be eannarked for ruraVresidential and productive mini- fann use, whereas agricultural holdings on the periphery of the developed Town would remain as large acreage agribusiness. E. Recommendations Facility planning is dependent on the local government's ability to pay for needed improvements or to provide incentives for private sector infrastructure investment. Specific suggestions are intended to provide a foundation of public-private partnerships in directing development growth. In short, the Town should assess its ability to pay for -- or contribute toward, with other public entities - those projects which are most clearly within the municipality's responsibility to protect its citizens' safety and welfare. Until basic needs are met, entrepreneurial (enterprise activity) ventures and many desired amenities may have to be deferred. 1. Element Role. This Comprehensive Plan component enables the Town to meet its future population expectations. Growth should be restricted to locations where it can best be accommodated. Carefully planned service extensions, controlled by Town land absorption and economic growth targets, can maximize the return on investment by the private sector and other levels of government as well as the Town itself. As a general rule, public facility planning in a developing community is directed to meet three criteria: 1) establishing service standards that are equitable for all parts of the jurisdictions; 2) providing new development opportunities that will be cost-beneficial to taxpayers; and 3) obtaining the most effective financing, in concert with other public/private funding, to maximize the long-tenn value oflocal government assets. As the municipality matures, new functions (e.g., parks and recreation) and income producers (e.g., convention facilities) may be considered. After the Public Facilities and Services Element's foundation has been established, a broadened revenue base can support these, and many other, desired investments. 2. Resources. New funding mechanisms, including developer contributions, must be explored. Neither current general revenues nor bonded indebtedness based on existing Town ratables are sufficient to supply all of the capital needed to fuel an assertive, quality growth policy. Major roadways, regional wastewater solutions and flood control may rely on outside funding sources. Nonetheless, the scale of these programs may be so extensive that even relatively small local shares could overextend the Town's fiscal ability. Development impact fees should be considered. Marana recognizes, however, that these .\1pfront" charges are often taken as negative signals by the development community and, at the same time, may create false expectations among residents. If adopted, impact fees require careful calibration, frequent updating and efficient expenditure of funds for the purposes for which they were collected. Alternative financing mechanisms, such as developer-provided oversized improvements with 51 10529 1951 , Pg: 62 of 108 Town of Marana General Plan Plan Elements: Public Facilities aftd Services payback arrangements or creation of a Community Facilities District, may prove more palatable to Marana landowners. 3. Implementation. Service and public facility planning requirements must be met with comprehensive, prioritized and adjustable funding programs. Key suggestions include: Recommendation: A five year Capital Improvement Program is urged to be instituted for prioritizing Town infrastructure and other capital needs in tenns of projected financial resources. Citizen and developer involvement, support and participation in CIP monitoring is regarded as a vital adjunct to this short-term fiscal planning device. Recommendation: Marana should update its commitment as a participating municipality in the Pima County Wastewater Management program when it is assured that the regional agency has realistically provided for the Town's future capacity demands. In preparing a decision package for regional solutions, the Town may first evaluate other, local options to determine their relative cost benefit. Recommendation: Development impact fees ought to be evaluated to determine whether they are absolutely necessary to Marana's orderly growth. As appropriate, other alternatives may be investigated, considering the imposition of impact fees as a last resort. In the event that a program is instituted, it must be founded on legally-defensible, equitable fonnulas for calculating contributions and shall be revisited on at least a bi-annual schedule. F. Public Facilities and Services Summary Table The following table expresses key concepts and features of the Public Facilities and Services Element. It is offered as a summation of the issues which are important to Marana's ability to provide municipal services which will support projected land absorption. Service principles and significant actions are also highlighted. This table can be utilized as a quick reference tool applied to public facilities decision making in Marana. 52 10529 1952 .. . .. '. . ., . .,j I Pg: 63 of 108 Town of Marana General Plan Plan Elements: Public FaclUties and Services ISSUE COMPONENT PRINCIPLES ACTIONS Municipal wet Plan for infrastructure investment Incorporate new developments into utIllt1ea nl government entity ooorcIlMtlon Manlns'. existing Wlltll' syItem. PimlI for _ utility lTlIInagement County to IYlII1Ige wutewater needs. GOALS Communlyl Encourage Cl1l8tIve pubUc/prlVlte Manage short tenn InveMmenta on mejor land developer pll/tnerIhlpa Where "wIn-wln" il'nprovernents to auure community pal'tner$hlps Iltuationa are the owrall MUIt payback through revenue projections. Future aervice Envision I ttv. year I1Inge of infra- OeveIop a Capital Improvement IMI8da structure improvements and .nure Program & update .nnually. Involve Investments WIll be readily utlllzed resldenta, l8r'lckwnenIand developers In the CIP process. Urban Addr... the ~ hierIIrchy 0eY8I0p f1Icilitl.. ~ for form along tranaportatIon routes, Into and individual neighborhood elUlter& - betwIIen neighborhood cluater& coordinated to use mixes, densities & community nelds. FUTURE DEVELOP. Community Acknowledge Marana's IIf8ltyle Establish CIP prIoritiea for public MENT eharacter varieties - from rural preservation Investments to consist of facilities whlch PAlTERN to tourlsm development confonn well to their surroundings, such a. civic buildings, schools and utilities. Growth stay ahead of development demlnd Coordln8te CIIpltallmprovemems with m.nagement through CIP updates Ind efficient ~b1I.hed opportunly .reas and revenue projection management dewlopments consistent with the General Plan. Rural Balllnce urtlenlzation preaure Prlorltlzellood protection projects and preservation with agribusiness and open lpece delennlne which IgrlculturallandS Ire concerns best lulted for development. FlCllity Restrict growth to Ioeatlon. whleh ElItebliah equitable 8el'\/ice standards. Implementation CIIn beat utiliZe aervtce lIlltensions Provide cost-blneficial development opportunities. Secure effective financing which maximizes values of RECOMMEN. Town ....... DATIONS PlmaCounty Analyze the Town's future needs Update the Menna commitment to coordination for wastewater management participate In the Pima Co. Wllltewater Management Program. Evaluete IoclIlllI'lions vs. regional solutions. Impact fee Implement Impact ,... only If AnaIyle the fusibility of development evsluation abIoIutely necessary to ensure Impact fees In MarIna. Inlll8tlgate other orderIv arowth IoclII Dublie flIeilitv flnanc:jng ODtions. S3 10529 1953 Pg: 64 of 108 Town of MtII'ana Gtneral Plan Plan Elements: Circulation CIRCULA nON ELEMENT This Circulation Element is essential to the Town's orderly development phasing. Major roadway improvements cannot be financed by local government alone~ however, planning, establishment of consistent safety standards, capacity monitoring and special features such as pathway linkages, tourist access or alternate transportation modes may be coordinated as Town initiatives. Close cooperation with the Arizona Department of Transportation (ADOT), Pima County and the Pima Association of Governments (P AG) as well as adjacent municipalities of Tucson and Oro Valley in major roadway planning and construction programs is absolutely necessary for regional circulation efficiency. Interstate 10 interchange improvements (including new ramps and redesigned existing access) as well as frontage road traffic flow adjustments are anticipated to enhance the Town's economic development attraction along the I-tO Corridor. Likewise, jointly- supported construction on major arterials, such as Tangerine Road upgrading, would open up additional land development opportunities. Marana, however, needs to adopt a more assertive role in directing its own transportation destiny. Although funding is presently very limited at the local level, priority projects can be identified, assigned order-of-magnitude costs and scheduled for implementation as financial resources become available from public agencies, local streets budgets and land developer contributions. This Element also calls for Town initiatives in earmarking other desired transportation improvements: scenic drives, trails/pathway systems and alternate travel modes. A. Goals Response The Town's transportation effectiveness, both to support and guide growth, depends upon implementing a long-range, comprehensive roadway construction plan. A local roadway hierarchy is to be developed in conjunction with improved Interstate 10 access. Scenic drives and a community-wide trails systems are quality objectives in local transportation planning. 1. Intelligent, Long-Term Transportation Solutions. Residents specified that this Goal should be met through strategic planning: recognizing that the Marana of ten or twenty years from now will have very different transportation needs than the Town does today. Particularly, safety and roadway capacity issues should be considered on the strength of predicted change in population; and, therefore, in trip generation. Transportation improvements are to be geared to long-range demands in two different ways. When practical, reservations should be made in the near term for identifiable eventual needs. Rights-of-way, for example, should be indicated and acquired now to prevent costly future land acquisition. Understa~ding, too, that much of the actual transportation construction can take place only when substantial new development has begun to occur, a phased Master Streets Plan must be designed -- adhered to consistently, and in accord with adopted Capital 54 1.0629 I 9dS'ij '~:: ~~ ,~: ~ . ;J . Pg: 65 of 108 Town of Marano General Plan Plan Elements: Circulation Improvement Program priorities, as part of the Town's growth management program. The Town's Land Use Element assumptions are key to transportation facility planning. Marana wishes to avoid unintended consequences of sprawl development that often occurs when roadway extensions open up new areas prematurely -- before other services can be provided economically and while other, more developable land is being by-passed. Private sector cooperation, including traffic management plans covering large development proposals, is expressly solicited. Action: Circulation improvements shall be designed in a long-range transportation needs context which includes: Town preferences for regional vehicular traffic solutions; acquisition of rights-of-way well in advance of construction; and adoption of data, planning and improvement requirements for major private developments. These expectations shall be documented in a Marana Streets Phasing Master Plan as a refinement to Pima Association of Governments Transportation Planning Office (P AGTPO) regional roadway plans. 2. Full-Service Circulation Systems. Marana's future transportation vision embraces much more than simply roadway building. It is intended to be comprehensive: integrating specialized routes, such as scenic drives -- providing opportunities for trips or recreational opportunities on foot, bicycle or horseback; seeking transit services for residents and visitors who cannot or prefer not to drive; and exploring the Town's potential for aviation, rail and truck freight services. Future development scenarios, featuring neighborhood clustering, will be significantly enhanced by connection to a community-wide system of trails and pathways. Equestrian, cycling and hiking or jogging recreational uses are to be accommodated together with options for commuting to work, shopping and schools. Outer loop roadway planning, which will be implemented in stages, could provide shorter scenic drive links through foothills areas north of Tangerine Road until ultimate Tortolita Fan floodway protection (enabling connection to the Interstate) is achieved. Special attention is directed to Marana' s aviation, rail and trucking potential. Continued flight and aircraft maintenance operations, both at the Avra Valley Airport and Pinal Air Park, should be supported in the Town's land development policies. Freight transfers, by rail and truck, may also be encouraged through maintaining interchange and railroad siding access at appropriate locations. ss 10529 1955 . Pg: 66 of 108 Town of Marano General Plan Plan Elements: Circulation Action: Additional transportation plans shall be developed: the Marana Master Trails and Pathways Plan and the Alternative Transportation Modes Master Plan. A Scenic Drive component should be considered for the Streets Phasing Master Plan. Land use code revisions may be drafted for the preservation and development of such opportunities or the protection of aviation clear zones. B. Existing Conditions The Town ofMarana)s current circulation status may best ~ characterized by the extreme range of conditions and variety of demands upon local transportation systems. Roadway design ranges from Interstate highway and urban arterials to country roadways and residential streets. Tourism, agribusiness, increasing employment and population growth impact roadway capacity, safety, drainage service levels and related regional air quality issues. In addition to automobile traffic, the area is rail-served, experiences extensive aviation activity and is situated so as to anticipate continued heavy trucking volumes in Marana's modal split. 1. Database. The Town's roadway network is comprised of fourteen freeway miles plus interchanges, maintained by ADOT; and approximately 125 miles of surface streets of which virtually all are improved. State appropriations (Highway User Revenue Funds, Federal assistance allocations. Local Area Transportation Fund) provide for local street system maintenance and some resources for road construction, including extensions and reconstructions. Southern Pacific Railroad's main line parallels Interstate 10 for the Town's entire diagonal length. There are limited possibilities for industry-serving spurs or sidings. Avra Valley Airport, surrounded by the Town, though not incorporated within the municipality. is a general aviation facility, maintaining two runways and terminal facilities. Existing agricultural uses are encouraged to continue as neighboring uses in the airport vicinity to minimize noise and hazard impacts. Pinal Airport, just north of Marana, includes the Evergreen Air Center and private operators as well as the adjacent Arizona Army National Guard. Characterized, also, as general aviation, the Airpark has a runway 6,840 feet long and 150 feet wide. 2. Future Demand. Population projections, amplified by forecast increases in tourism and industry, indicate needs for two new freeway interchanges (at the Twin Peaks alignment, and at Moore Road); modifications to existing interchanges; extensive arterial widenings (e.g., Cortaro Farms, Ina, Moore, Silverbell and Tangerine); and development of the proposed Marana and Camino de Manana Loop Road. Collector and local street construction programs will also be required in conjunction with the Town's homebuilding boom. 56 101,29 195& ~~ ':'"" . Pg: 67 of 108 Town 01 Marana General Plan Plan Elements: Circulation Arterial connections internal to Marana' s east and west sectors will become increasingly necessary to provide for intemeighborhood trips. More direct routes should be established for everyday trips to work or shopping, not relying on Interstate segments for short commutes. 3. Current Plans. Marana's circulation is being viewed on both a regional and local basis. Options for the P AG Master Transportation Plan ascribe high priority for roadway projects in northern Pima County. The Tangerine Corridor's improvement, for example, is seen as a benefit to Oro Valley as well as for opening Marana's northern tier to development and tourism recreation. Freeway interchange additions for Marana are also included in P AGMTP projects. Marana's own long-range transportation plan, prepared by JHK & Associates, calls for construction of the Marana Loop. This encircling facility of arterial roadways combines existing streets with new connections, widened to provide future capacity for the community's population growth. The loop is included in the P AGMTP, but will require significant local government and developer construction to implement fully. C. Dynamics Significant circulation enhancements -- initially, 1-10 interchange upgrading~ then, major arterial construction to implement the Marana Loop; finally, alternate transportation modes with buildout of collector and local street patterns -- need to be addressed in plan sequence. Early, larger projects, of course, require State and regional assistance~ however, the Town is beginning now to address standards and resources for directing its own circulation preferences. 1. Trends. ADOT and PAG transportation plans will continue to influence Marana's development. Interstate access frequency, reducing the interval distance among Marana-serving interchanges. is a basic circulation improvement assumption that results directly from population projections for Pima County north of Ina Road. ADOT planning for one-way frontage roads has implications for industrial, office employment and tourist-serving uses locating in the Interstate 10 corridor. Arterial road improvements, particularly Tangerine Road, require careful cost- benefit appraisal. Priorities for loop road links west of the Interstate (Twin Peaks- Sanders, Wentz) and connections from 1-10 to the Tortolita Foothills on the east side may be preferred from the Town's perspective in the nearer future. (See: Circulation graphic on page 58). The funding required to resolve Tangerine Road problems in creating a limited access super-arterial may cause the project to be considered in stages or deferred until a later date (mid-tenn or long-term implementation). Other initiatives, such as the growing attraction for destination tourism in Marana and creating short trip options, are being considered for including pathways, trails and scenic drives in the comprehensive Town planning program. . 57 ~ 0:12t I: "5 " . _. -, . . I Pg: 68 of 108 z !... C I!c ~ 10 ::>> 'ON ~ J1; J II. f I.Jllln II ~ II It u If If I ~rnrnrnrn~~rnrn ~8 =~C'lI iI ... ~ : ~ !!J P1 C I i ~ehi r 'r _ HI ~J..J ,........ ............. . ........ . . : : : . . . . . . . : : : " . : " " " : : . : . : : . -+ I I!, II It .....Y'l - II .. - S'-.--'l I r- i I I "r--' LJ 1_. i IU, , \ ----...........,..........--M._ -... \ Qii9 \ .1' ~~ :'.; ? ! , ,. (', :~~ " . . . , Pg: 69 of 108 Town of Marana General Plan Plan Elements: Circulation 2. Interrelationships. Transportation planning is meant to be responsive to each of the Town's Plan Elements as well as to the growth management and rural preservation emphases. Rather than simply concur with regional plans (although certainly the community wishes to be cooperative with neighboring jurisdictions) Marana intends to direct development into sectors where it will be most locally beneficial. Preferred land use patterns, for example can more likely be accomplished through implementation of the proposed Marana Loop. Economic development goals would be supported through ADOT interchange and frontage road investments. Civic center designation, as well as other public facility planning, would be promoted by determining improvement schedules for the Loop andlor Tangerine Road. Surface transportation construction projects will impact the Town's development timing and, therefore, its growth management. Phased improvement of the Marana Loop may be staged to accommodate, first, tying together the community's more urbanizing neighborhoods, later, to complete the circuit for preserved rural areas and scenic drives. 3. Transportation Capacity Projections. East-west roadway lane expansions are seen as being required to handle cross-community traffic demand. The proposed 1- 10 interchange/crossing potential at the Twin Peaks alignment and in the vicinity of Moore Road are essential to establish proper arterial spacing. Major north-south traffic demand would be accommodated by Silverbell- Twin Peaks-Sanders Road widening between Ina Road on the south and Marana Road on the north. La Cholla, Thornydale and Hartman Roads, likewise, require increased capacity between Orange Grove and Tangerine or Moore Road. D. Future Development Pattern Implications Marana's Street Phasing Master Plan, called for in this Element's Goals and Recommendations, is central to the Town's control of its future form and image. The Neighborhood Clusters approach, contributing to community spaciousness, is directly dependent on the Marana Loop's design, phasing and funding for construction. 1. Urban Form. New (preferably masterplanned) neighborhoods containing a variety of residential types and densities are seen as housing large proportions of Maran a's future population. These developments, although largely self-sustaining for daily shopping, schools, churches, recreation and, perhaps, some employment opportunities will need to be better connected to one another, to Town facilities and services, to direct job commuting and to the Interstate than is the case today with Marana's widely-spaced, rural roads. 59 10529 1959 . Pg: 70 of 108 Town of Marana General Plan Plan Elements: Circulation The encircling Loop ring is meant to serve and enclose the Town's suburban and rural neighborhoods. More urban development, in Marana's southeast sector is meant to be sustained by a tighter grid pattern of arterials and collectors. 2. Community Character. To become the metropolitan area's growing home town of choice, Marana intends to draw both families and active retirees as residents. Attractive and uncongested streets are envisioned as projecting the Town's desired circulation image. Traffic to business and employment uses is seen as being kept, generally, in close proximity to the Interstate; or, where oriented into the internal areas, along major arterial street frontages. Mountain views and trails systems are circulation-related planning functions to which this Element may also contribute. Reservations of rights-of-way and new corridors should be addressed during the early years of this General Plan -- scaled and streetscaped -- so as not to allow traffic patterns to dominate the Town's future image. 3. Growth Management. Uncoordinated urban development is spawned by opening land for development before demand for new construction has absorbed an appreciable proportion of a community's readily-available real estate inventory. Roadway extensions often lead to the unintended -- and diseconomic-- consequences of leapfrog development. Marana's proposed growth management principles discourage residential construction (other than at low density, rural yields) outside of the Marana Loop alignment in the north, western and south central portions of the Planning Area. As a general rule, major commerce and significant housing development at a density greater than three units per gross acre should be confined within about one mile of the Interstate or south of Cortaro Farms Road/Continental Ranch unless and until appropriate arterial or Marana Loop improvements have been completed. Neighborhoods currently developing beyond the urban growth boundary should be specifically addressed in the joint planning efforts of their developers and the Town to ameliorate potential traffic congestion impacts or establish circulation system options and amenities. 4. Rural Preservation. Transportation i~provements are suggested to be focused within the southern segments of the proposed Marana Loop described by Tangerine Road, Interstate 10, Marana, Sanders, Twin Peaks and Silverbell Roads. This leaves the Town's entire northern tier free for continued agribusiness, recreation and less intense residential development. In addition, protecting flood plains along the Santa Cruz River and clear zones for the Avra Valley Airport with low density uses will retain large areas of the Town in their traditional rural character. 60 10529 '9'60 ~:: ' t . ... . '.0' . Pg: 71 of 108 Town of Marana General Plan Plan Elements: Circulation E. Recommendations The main influence in Circulation Element Goals -- and consequently, in action recommendations - is that, although the Town of Marana should continue to participate in detennining regional transportation priorities, it is time to make definitive choices regarding the municipality's own road-building preferences. The first step toward self- detennination is in place: the JHK Long Range Transportation Plan. Next steps entail more specific preparedness through construction standards, masterplanning, development timing and funding resources. 1. Element Role. In summary, the Circulation Element is Marana's most challenging Comprehensive Plan component because it is the most difficult for local government to control or even substantially to influence. In a sense, this General Plan component requires down-sizing: limiting the community's transportation advances to those which fit the evolving local land use patterns and, also, assuring that they will be affordable given many other demands for infrastructure financing. Lack of funding for transportation should not necessarily be viewed as a detriment to Marana's ultimate development. Rather, delays in growth should be considered as opportunities better to plan for the types of construction, the quality of living and the convenience or safety offuture populations. 2. Resources. The Town finds it necessary to explore new sources of revenue to augment State and County roadways funds and revenues earmarked for local transportation. Private sector contributions and dedication of sales tax revenues may be utilized in helping to expedite circulation improvements for which insufficient outside funds are available. Cost-benefits analyses are required before committing to any major transportation improvement, including those financed by ADOT or Pima County. No project should be undertaken which may cause disruption to Marana's orderly, planned development. 3. Implementation. Needs analyses are seen as the logical precursor to adopting a staged financial strategy for the Town's transportation improvements. Basic recommendations involve masterplanning and shaping regulatory tools to assist in transportation plan implementation. Recommendi1J:ion: Interactive masterplanning for Marana's transportation needs shall be undertaken as follows: 1) Marana Streets Phasing Master Plan with construction standards and Capital Improvement Program priorities initiated immediately; 2) Rights-of-way needs and acquisition strategies, thereafter; and 3) Master Trails and Pathways Plan, Alternative Transportation Modes Master Plan completed within two years of General Plan adoption. 61 10529 '196 I , Pg: 72 of 108 Town of Ma,.ana General Plan Plan Elements: Ci,.culation Recommendation: Marana Development Code revisions shall address the Town's Circulation Element needs, in particular, establishing criteria for traffic management plans, scenic corridor planning, rights-of-way dedications, roadway and trails improvement expectations and aviation clear zones. F. Circulation Summary Table The following table expresses key concepts and features of the Circulation Element. It is offered as a summation of the issues which are important to Marana's future accessibility and transportation network. Circulation principles and significant actions are also highlighted. This table can be utilized as a quick reference tool applied to transportation infrastructure decision~making in Marana. ISSUE COMPONENT PRINCIPLES ACTIONS Long-term Promote and utilize strategic Adopt a Master Streets Phasing Plan solutions planning activities which Includes - traffle lOIutlona. right-or- way 1CqUlaltlon criteria & Improvement requirements for mejor developments. GOALS Full-8ervlce Plan for needed roec:twlys, but Analyze needs and develop IIddItIonal circulation aI80 explore tnInsport8tion transportation plans: Marena Master systems lltematlves & specialized route Trails and Pathways Plan & Altarnatlve development Tnlnsportation Modes Master Plan, Um.n Provide Improved lICC888 to new Key tnlnspoctatlon .Irnprovemem to con. form & existing neighborhoods Met Marena neighborhoods with local com- . rnerct & business end to regiOnal cores. Community Promote attnlctlve streets, Busin... development ahould exist along chanlcler mountain View corrIdolll & major .rt....lund In proximity to 1-10. Re- FUTURE trall systems serve rlghtlHlf__y wen In advance of need. DEVELOP- MENT Growth Avoid roec:twly elCtenllons which DIscour8ge resldentIal construction out- PATTERN ITI8lll1gement promote IelIpfrog devalopment slde of the Marallll Loop .lignment. Rural Focus transportation Reserve the Town's northem MctIons for Pl'8MlVltiOn improvements to the Identified agribusiness IctIvIty Ind recreation uses. Mlrana Loop corridor PreselVl Santa Cruz flood plains and clear ZOOM for the AVrIl Valley AIrport. IntenIc:tIve Strategic masterplan& should 1) Develop and maintain I Marana Stnlets ITI8sterplannlng identify Town needs and Win" Phlslng Mater Plan immediately. 2) Idenllfy rlghts-of-w.y needs .nd acqui- sition stratlgles. 3) Complete Master Tnlila RECOMMEN- and Pathways Plan & AItemattve Trans- DATIONS partitiOn Modes Master Plan. Code Speclllcllly addresa Clrculltlon Establ~h criteria for traffIC ITI8Il1gement revisions Element issues and neecls plans, tcInic conidor planning, rIghts-of_ 'lIlY dedicetlons, f'OlIc:twIy and trails Improvement expectations, end eVl8tion clear zones. 62 J 1'52 9 19:62 - I r< ... .... .... .~ .. Pg: 73 of 108 Chapter III General Plan Emphases 10529 1963 , Pg: 74 of 108 Town of MtlI'ana General Plan General Plan Emphases: Growth Managl!1lfent CHAPTER III General Plan Emphases Two special factors of Marana's life -- preparation for growth and respecting the community's agricultural heritage - influence every aspect of the General Plan. The aim is to unify favorable local attributes of location, development demand and ample land resources into a distinctive place to live, work and visit. The current range of experience spans urban housing clusters to small town ambiance to ranch living; with commercial expansion seen through small, locally-owned shops) bed-and-breakfasts to high-tech industry, office, warehousing and tourist hospitality centers. Affordability is a corollary of both Growth Management and Rural Preservation. Excellent value for residents as well as tourists is meant to be assured. Local government can accomplish this by continuing to operate within its means and by planning for orderly, compact development that invests heavily in common amenities, design themes and compatibly-mixed uses for housing, commerce parks, recreation and shopping areas. Spaciousness is maintained in productive open lands: farms, recreational opportunities, working ranches. A. Growth Management Marana intends to accommodate in-migration by attracting business and jobs, families and active retirees. The General Plan is the Town's overall governance to keep from overreaching and, thereby, detracting from people's enjoyment of the place. Its goals, taken together, are oriented to improving local quality of life. 1. Urbanizing Boundary. As a guide, the General Plan depicts a prospective cordon line within which most urbanizing development (i.e., planned neighborhoods, housing at densities greater than one residence per acre and non-agricultural commerce) will occur. A recommended boundary is illustrated on page 64. Exceptions may certainly be considered; however, proposed "urban" construction beyond the boundary should be of sufficient scale and economic efficiency as to warrant the line's alteration. That is, the principle is Capital Improvement Program-driven -- municipal service extensions should be justified by the number (and development timing) of prospective new customers. Generally, development of property outside the boundary (such as State Trust lands) would be expected to comprise a half-section or more of masterplanned real estate. A particularly distinctive feature of Marana' s contained urbanization is its "crescent" concept, illustrated on page 64 and discussed in some detail in the Rural Preservation (lli-B-3, concept sketch, page 69) section of this Chapter. Northwest portions of Marana are designated for Heritage Village Center and productive mini-farm development within the urbanization boundary. Large-scale agribusiness would form a greenbelt outer perimeter for the Town. 63 10529 196~ , Pg: 75 of 108 " lC ...... en o -n I-' o 00 - o en N \D . .. 01 t I I .. ......"".."" II"" ..." ....."..........".................."..... ... III........"".." ........... ................".. .... ....... .... ...... ...... ..... ....... ....... ..... ~ PINAl COUNTY .: r---""-"--"---pjMA~;:Y---" I I -~ . I . \ . I l. . '---. . .. t.,; .j ~ ~-- ., "" j Il";-L"o./ I ..: -, "1I1A.."\ I L..., .. L' " =:: I una.ntE .."" 1__ --"- I Pm I' . -o.-Ing/.. i' ou.....ry. '--i-._I ! S\.IISEr ROMl ~......._.................................I.....".."'."'h ~-,- ~ i "........ ... ...." ...... .... "..... .... ..lIIa ," j RUlliRI\UFF ROAD { r , ( r ( r ( ( ( , I t URBANIZING AOUNOARV I CRESCENT CONCEPT PLAN Town of Marana -"-rl i 0 -ria - Legend Urbllnlzing Boundary crescent Concept ZONE 1 ....... Vlbge Core Visitor een..,. Clu.wed Housing ZONE 2 S~ F.-mIng I -10 kte Parcels "F.....-Home.. layouts EquestNn Amenities ZONE 3 Large .~ Agrtbuslness RancheS .nd F.-ms AuctIon Facftl.... Accessory eommerc:'" Uses .& SCALE IN __ 'Ef) ~ C c.c,c I S counts C~ __r~-" """'... -- -, - --- ---.- Town 01 Marana General Plan General Plan Emphll8es: Growth Management Some neighborhoods internal to the Town's ultimate growth boundary are already established as non-urban '~slands". Here, where pre-established ranchette lifestyles prevail, densities may be protected -- with, however, the understanding that homeowners may be invited (or in some instances, required) to take advantage of municipal utilities as they become available. Community-wide deference to this preferred lifestyle should not be considered as license to dictate or impose low density on other areas which may be reasonably buffered from existing enclaves. 2. Self-Contained Neighborhood Clusters. Preventing sprawled development is an especially important precept for Marana. Infrastructure needs are great; municipal services must be provided in the most efficient manner possible. That is, orderly, economical growth requires concentration of service to lands which are nearer existing facilities and which will support public or private utility investment. Accordingly, the General Plan (together with its implementing tools) favors a "neighborhood cluster" approach that provides maximum utilization of infrastructure and amenity for minimum cost. Depending on their location, clusters of homes with appropriate open space may range in numbers of dwelling units from a dozen or fewer, where services are already available, to several hundred, where substantial utility and roadway investments are necessary. Larger clusters (see the schematic sketch, below) should contain shopping and employment, in addition to homes, parks, trails, schools, churches and other residential-related land uses. The growth management objective is to create relatively self-sufficient neighborhoods. Consequently, policy favors designing and phasing development for economies of scale, encouraging commercial uses in areas where residences are in place or under construction, rather than zoning isolated comers for business that is not integrated into a community. Mixed-Use NeighborhoOd Cluster 65 10529 1966 , Pg: 77 of 108 Q Ell '" \D \D en ~ : ~ J "'C IC ..... 00 o -n .... o 00 '. .1 ~.......... ......... " ............,. ... ..... ... II .... I" .......... 1,.,1 ........ .... ,.. II ... ........ ............. ....... II II .... II... .... . : -. i ~- . . . NW,COUIm' ,. I I I ! _c:outnV .", ~: - ....... h ~ ~ LANE h """" .. NTAIUID. ~ .. i c:_ - - .... ., II ..... II... III ....... ..... . ...... .... II' - - ....... ..-. ....... (;llfl'((((((I"(I(I(' !f ( I t t I I I 1 I ( I It' I , NEIGHBORHOOD CLUSTERS Town of Marana A-rlz'o-n-. -- M In SpecIftc Plan Anas. ~ and neIghbomood urvk:es may be matIIr. IDnned . contIlln . range of dwdlng typn. shoppUtg. _pIoyment. .... al", schools, churches and other ~""""18nd ..... A r.w..... ... shown - auch _ ContIne_I Ranch, Redh8wk and future tterIIage Town Center. OChers would be added upon Town approvIII of prIVate dewIoper duster pIIIns. Legend . Neighborhood Cluster Areas ~ SCALE IN "LES ....... 01/2 1 2 l-: csc I 5 __,~~~ C ~-=.-::, _~9faJ-:" Town of Marana General Plan General Plan Emphases: Growth Management The concept is meant to be flexible. In some instances, for example, an employment campus may merit consideration in a developing residential area, thus providing opportunities to walk or ride a bicycle to work. In others, higher density multi-family or condominium housing may be appropriate as a buffer between retail uses and single-family detached homes. 3. Cost-Benefit Analyses. Measures are required for judging whether development proposals, annexations and large public works expenditures are financially feasible. The recommended Capital Improvement Program has to be evaluated regularly to assure that there is reasonable payback on public investment. This is especially critical in administering the Town's bonded indebtedness within statutory limits. Although it is supposedly a "principle" of local government land use decisions that economics should not be considered, nothing could be further from reality __ particularly in Marana. Certainly entrepreneurial risk is the developer's business and should remain so. Nonetheless, the Town must be assured of an affordable future. Cost-benefit analyses should be conducted in all instances of incorporating new areas into the Town to be confident that positive cash flow is foreseeable within a reasonable time, say three to five years. Similarly, public works projects require economic feasibility testing. Marana wants private development to be profitable. The Town, however, insists that growth should be on a ''pay as you go" basis as much as possible, that neither taxpayers nor developers should have to pay twice for public improvements, and that new construction should cover its own costs. 4. 2020 Vision. Over the longer term, a generation or more into the future, Marana is expected to be home for more than 40,000 persons. As the community grows in stages, so should its public assets, property valuation, variety of activities and numbers of guest accommodations -- to name a few potential measures for Town maturation. Not all "growth" will be in the form of development. Increasing open space accessible to the public would add levels (e.g., regional facilities as well as neighborhood and community parks) and scale, such as developing a Marana Circle Trail by extending local segments into the Juan Bautista de Anza National Historic Trail, eventually across the Tortolita Foothills. Municipal art, cultural and library facilities, too, are desired once basic infrastructure needs are met and a broadened revenue base allows for greater choice in quality of life improvements. Targets may be set now, with an eye toward future needs. For example, projected Town Hall expansion in meeting, office and parking space may be designed for mid-term use, with the intention of creating a new Civic Center with convention, recreation and municipal/courts administrative facilities elsewhere and reusing the 67 J 0 5.2 9 1968 , Pg: 79 of 108 Town of Marana General Plan General Plan Emphases: Rural Preservation improved, current structure for public safety headquarters, a senior center, or the like. Growth management, in short, IS preparedness as well as efficient resource allocation. B. Rural Preservation Town citizens actively seek ways to sustain the historic role of agribusiness in the community. Marana and the Avra Valley have long been providers of fiber and food to the region and the world. Although farms are fewer, larger, more likely to be run by conglomerates, many are still people-operated in this community. There are concerns that flood engineering improvements, lucrative options from homebuilders anxious to convert acreage into lots and, generally, the urbanizing nature of Marana will mean the end of meaningful agribusiness in the community. The General Plan seeks to provide both reasonable development and continued farming opportunities. /. Commitment to Productivity. Marana, at least in parts, is becoming more urban. Yet, many area residents, non-farmers and farmers alike, believe in the importance of retaining agricultural productivity inside the Town. There are various reasons for the attitude: good land supplying human needs, country atmosphere, local history, openness and all of the above. Farming, particularly cotton, has been fundamental to the local economy since the railroad was built and permanent settlement occurred. The gin has been closed, but the University of Arizona experimental farm in Town and miles of cultivated acres attest to the continued profitability of cotton and other crops. Rangeland, too, contributes to local agribusiness revenues. An auction center in Town draws bidders from all over the southwest to purchase prime cattle. Fertile, irrigated land may continue to supply food for the region and specialty products for wider distribution. Small, "boutique" crop farms can be financially successful as the families who work them enjoy the wholesome, rural atmosphere. With co-op sales organization and festival weekend marketing events, Marana's part-time farmers can supplement their incomes, attract produce buyers to the community and, most important, continue the farming tradition. 2. Community Pride Attraction. Marana's wholesome, agrarian appearance - along with mountain vistas -- is its most compelling visual attribute. As travelers pass the community or visit, irrigated fields create true greenbelts as relief from miles of desert or expanses of billboards and sometimes unsightly industry. 68 I 09.29 I to"~ ~ ,. ,.. . Pg: 80 of 108 Town of Marano Ge"eral Plan General Plan Emphases: Rural Preservation Working farm experiences, from ''u-pick'' to beds-and-breakfasts, are fun introductions to the Town for children and adults. Even residents in more urban parts of the Town win enjoy bringing guests to see and sample their own farming community. Founders' Day, Rodeo and many other civic events join all local citizens in heritage celebrations. Agrarian uses provide ideal transitions for other local points of pride. Grazing lands maintain openness for view corridors and for trailrides or hikes along the Santa Cruz River and in the foothiIls. Aviation operators appreciate buffers created by expansive fields. Planned transitions such as these can be perpetuated through local land use policy and granting agricultural or scenic easements, 3. Cresce111 Concept for Northwest Marano. Farm tradition is seen as being maintained, rather than preserved. There can be re- use of some agricultural lands for new neighbor- hoods without detracting from community character. Melding residences, shops and gathering places into the Town's northwest sec- tor can accomplish an orderly redevelopment or a contemporary settlement with traditional farming themes. ;Jl .V/"'I2~" In-Town (,/ i ~OU.lng Heritage ,. ..' ,"" Village /,' ./ Co... , " ! ;~'/ ' , ~Agrlculturell VleJtor << f f(' ,:eIl !' ~ :Attrection.) I " " 'q :.'~' In-Town ::s :~, ,\/". ,.,"'~OU.lng 0. ' , III ';, ~ ., \:\~ '\, '-/// ')~ \~"":\~~/~~~ ., ~ \"'~.F.r~J'~~~() X '~~~ ~"JV<h. ~ " &/" ~bU.\n..~/ "\::1 .~- p..g;.~." ~.-=-~ .~ ~ No ace I. Crescent Concept 10529 1970 69 , Pg: 81 of 108 Town of Marana General Plan General Plan Emphases: Rural Preservation A focus area may be enhanced, easily accessed from the Interstate, to function as a FarmlRanch Agricultural Exhibit Center. Multiple structures could comprise a Visitors' Center, with restaurants, convenience stores, motel accommodations added around landscaped parking plazas with shaded picnic ramadas. Former agribusiness buildings, including the cotton gin, might be converted into museum, display and local information space. Tour groups, buses of school children and Interstate vacation travelers would be especially attracted to sample Marana's history. Around these educational visitor attractions; a village layout of detached homes and business on small blocks is proposed. This would be a traditional village (as contrasted with the fashionably urban "neo-traditional" village) because it, in large part, already exists; it does not need to be artificially re-created. Design guidelines, administered by the recommended DRB, can assure construction of new, affordable homes that contribute in architectural style (e.g., peaked-roof bungalows with porches) and setting (tree-lined streets) to the farm village theme. Sidewalks or paths lead to neighborhood shopping in the village core, the central park plaza and Marana schools. Residences are small, closely grouped to establish shared neighborliness among young families, first-time homebuyers and empty nesters that appreciate the multi-generational mix, shopping convenience and community activity of this close-in, compact neighborhood. Specialty working farms are the key to Marana's "crescent" concept. Arranged in a designated band of mini-farm opportunity properties within a designed irrigation system, five- to ten-acre parcels would be developed with packaged "fann home": floor plans, out buildings and crop/garden layouts. Certain tiers of these lots will abut equestrian trails with each homestead adding a corral, horsebam and exercise area. A sales and marketing cooperative might be established to promote profitable specialty farming among scores of producers. Exotic vegetables, nuts, fruits, salad ingredients, herbs, and flowers would be among crops that could be packaged for mail order and grocery chain distribution as well as sold from Marana' s Farmers Market. 70 10529 19~:I \ .... \ ," :. . Pg: 82 of 108 Town of Marana General Plan General Plan Emphases: SumnlO1'}' Big agribusiness continues. Ranches, farms, and the auction facilities maintain a broad arc ofland around the crescent's periphery and on out into the Avra Valley. The entire community has a stake in keeping these lands productive - and, preferably, locally-operated. Certain accessory commercial uses may be permitted in conjunction with on-going farm activities: guest ranches, get-away conferencing facilities, small recreational vehicle parks, repair and fabrication facilities and many more creative ideas compatible with the farm area. c. Summary General Plan Policy Direction Guiding growth requires an investment plan coupled with strong projections for revenue production. Marana's Capital Improvement Program will provide this foundation. Orderly development within the Town's means may be promoted through general adherence to the self-contained neighborhood and urbanizing boundary concepts -- with exceptions allowed for proposed developments that demonstrate creative, cost-beneficial solutions. Maintaining rural ambiance and productivity is furthered through development approval policies that encourage agricultural profitability and, at the same time, prevent urbanization from forcing farming activity out of Town. Specifically, the fertile crescent scheme: heritage core, farm village, producing mini-farms and big agribusiness is intended to confirm Marana's position as the region's grocery basket. In short, the management/rural reserve strategy is designed to get out ahead -- and stay ahead -- of growth. Marana's General Plan directions offer an assertive development approach with full community support for scenic, agricultural and cultural heritage values (from archaeology to farming tradition); and amplification of community character through eclectic new neighborhoods that are scaled for community sustainability. 71 10529, I. ~7 2 , Pg: 83 of 108 Chapter IV Implementation Action Plan -, 0529 1973 . Pg: 84 of 108 Town 01 Marana General Plan Implementation Action Plan CHAPTER IV Implementation Action Plan Goals stated in Marana General Plan Visioning, further refined in Elements recommendations, are then translated into a series of initiatives that are meant to accomplish plan objectives. Fundamental principles for community development can be best supported by cumulative, directed decision making. The step-by-step implementation process first establishes a foundation. The process then builds on those initial accomplishments to add new programs to continue shaping Marana's development. Finally, the intended community improvements are delivered. Suggested implementation actions are outlined by Plan Elements, as well as by general phasing schedules noting when they might begin. Timing is proposed in terms of years, but it should be adjusted regularly to fit actual population thresholds, which may be more realistic benchmarks than simple chronology. Changes of conditions may, of course, cause priorities to be rearranged or different strategies to be adopted. The Implementation Plan, however, offers an overview continuum for attaining Marana Vision. IMPLEMENT A nON PLAN BASIC FUNCTIONS There are four main aspects to Implementation Plan basic functions: 1) using the General Plan, 2) progressive strategies, 3) growth guidance, and 4) maintaining the General Plan. A. General Plan Use The General Plan is designed to be useful at various levels -- for citizens, staff, and decision-makers. Ideally, the General Plan will become a standard reference for measuring development proposals and municipal investments. All future projects are expected to make positive contributions to General Plan objectives and to mitigate negative impacts on the community or surrounding neighborhood. Developers would be expected to know General Plan precepts. Citizens commenting on the merits of development applications could look to the General Plan for the guidelines the Town uses in judging project acceptability. Council and Commission members may come to rely on it as a checklist for community-wide appropriateness. B. Strategy Prioritization Implementation activities are arranged sequentially. Basic tools (such as code changes and the CIP are put into place first. Then, programs are recommended that should result in early, tangible successes. Resource management -- deployment of funding, citizen volunteers, Town staff -- is an integral part of implementation. The General Plan is designed to gain momentum as Marana grows with revenues from new development. 73 10529 ~974 , Pg: 85 of 108 Town 01 Marana General Plan Implementation Action Plan Action Plan phases, described in this Chapter, respond to the public's expectations for community enhancement. Initial stage projects are models for continuing involvement, putting in place multiple procedures from grassroots planning to Code flexibility, that will sustain General Plan progress. c. Growth Guidance Constraints to development are acknowledged, indicating areas which should be preserved in a natural state or devoted to less intensive land uses. Expanding boundaries for urbanization observe logical growth paths where system extensions can be achieved economically. Infrastructure financing mechanisms are meant to spread public investment throughout the Town -- recognizing needs of built-up areas as well as demands from new growth sectors. The General Plan acknowledges that renewal or maintenance of existing neighborhoods is an essential corollary to growth. Preventing inner-Town aging and blight helps to sustain Marana's multiple marketplace strength. D. Plan Monitoring Responsibilities are to be shared among Marana citizens, municipal leadership, and staff for maintaining the General Plan's effectiveness. Regular progress review, on at least an annual basis, is regarded as a necessity. Likewise, priority-setting, such as yearly updates of an expanded CIP, should involve broad community representation. Standards for measuring General Plan perfonnance should be established. Predetermined methods for amending the General Plan concurrently with rezoning requests are set to cover changes of local circumstances or to evaluate development proposals that are not consistent with General Plan designations. ACCOMPLISHING GENERAL PLAN GOALS Marana's community values, as reflected in the General Plan are not simply passive slogans. They are meant to be forwarded aggressively in a series of coordinated actions among local residents, property owners and Town government. Citizen-inspired goals, objectives and policies are specifically targeted for each of the four General Plan Elements. Growth Guidance and Rural Preservation themes are also highlighted. A. Land Use Actions Spatial relationships in the Town play an increasingly important part in its future development. Although there is much room for growth, the types and densities of land use affect the community's future character. The following goals-response actions are intended both to support economic growth and to maintain high quality residential value. 74 I a~5 2 9 1'75 ..' " I ,. .. "- , ..... , Pg: 86 of 108 Town of Marana G~neral Plan Implementation Action Plan 1. Environmental Sensitivity. Functional plans for incorporating open spaces, sites with archaeological or heritage value and natural habitats into Marana's future development pattern are a next step toward respecting the environment. A review of the Town's native plant ordinance considering feasible trade-offs for preserving vegetation and terrain, should be included. Programs for State Trust Lands reservation are advocated, also, with private developer participation invited as an alternative that may allow possible density transfer allocations. Longer-teon funding for scenic anellor agricultural easement acquisition is recommended for future consideration. 2. Conform to Existing Neighborhoods. Clustering policies encourage planning for (or augmenting established development so as to create) self-contained residential enclaves. As a general premise, current ranchettes would have their densities replicated within a quarter mile of inhabited residences unless more dense clustering is required to support needed municipal system extensions. Other exceptions (allowing for transition to higher density housing) include natural barriers, major arterial roadways or open space buffers averaging 200 feet in width. Regulatory standards are recommended for assuring compatible residential lot sizes in close proximity to low density housing. The Town may also consider a policy for creating open space or low density benefit assessment districts to fund land acquisition for neighborhoods wishing to exceed the General Plan's density transition guidelines. 3. Balance of Activities. Legislative decisions for rezoning to economic development uses (particularly retail, hospitality and resort construction) are encouraged to provide a replenishing supply of targeted opportunity sites. Annual analyses of land absorption by land use type and zoning district classification are recommended to determine appropriate response to demand and prevention of overdevelopment in any category. Masterplanning tracts of a quarter section or greater would be expected to accommodate shopping or other commerciaVindustry uses where appropriate, non- residential uses (especially schools, churches, parks and convenience shopping) may be internal to the neighborhood accessed by collector streets and pathways. Similarly, key locations, such as freeway interchanges or major street crossings, should provide open space, public areas and, perhaps, multi-family housing as well as intensive commercial or industrial uses. 4. Ccxk Coordination. Marana's traditional land use "character zoning" categories are meant to be retained as approximations of General Plan designations. However, recognizing that the Future Development Plan is not a zoning map and that greater specificity may be needed, some refinements -- new classifications for use mix and intensity, development review criteria and, possibly, references to 75 10529 1976 , \ - , Pg: 87 of 108 Town of Marana General Plan Implementation Action Plan infrastructure improvements -- are in order. A comprehensive zoning revision study is found to be warranted in the near term to provide implementation tools for carrying out land use policies. As an option, the Town may wish to take this opportunity to establish a unified development code, reorganizing subdivision, site plan and design guideline provisions into a consolidated, "one source" document with streamlined zoning regulations. This comprehensive regulatory updating, whether near term or deferred to some future time, should attempt to coordinate, where possible, with terms and provisions from other jurisdictions in the metropolitan region. B. Circulation Actions In addition to amplification of the 1995 Long Range Transportation Plan with surface street phasing improvements, commitments are required for alternative modes of transportation as well as, by popular demand, a community-wide pathway/trails network. Coordination with other jurisdictions is vital -- state, County, P AGTPO, neighboring municipalities. However, within the overall regional circulation system, Marana must establish its own priorities. J. Long-Term Transportation Solutions. The Marana Loop, at least in its southern half (south of Tangerine), is the Town's number one circulation priority. It cannot, however, be achieved with local resources alone. Tangerine Corridor and new interchange/crossing ofI-to connecting Twin Peaks Road to Camino de Manana should be promoted as regional projects. . . Later, the Hartman and Sanders legs may be improved by the Town and local developers. The Loop's northern reach may ultimately be added as a scenic drive (perhaps with toll road funding and ADOT assistance) to provide an interchange in the vicinity of Hardin Road. 2. Full-Service Circulation System. Transit service can begin with shuttle operations sponsored by employers or social agencies, growing to dial-a-ride, express bus and full transit schedules as population expands. Appropriate programs may qualify for special funding (e.g., ISTEA). Getting around Marana should be made easier for seniors, children and workers. Commercial traffic management contributes to Marana's loeational assets. Truck freight movements can be improved through new and improved 1-10 interchange/frontage road designs. Railroad operations are an attraction to industry. Aviation facilities at Pinal Air ParklEvergreen and Avra Valley Airport are to be protected from incompatible land use patterns in approach zones. The pathway alternative for pedestrian and bicycle trips to schools, shops, work or recreation is one of the Plan's major transportation emphases. One measure for all 76 I mc.a. 0 g'8 ";"11 19~rz ~ r ' 1_ \. t. , Pg: 88 of 108 Town of Marana General Plan Implementation Action Pia" future development proposals is their potential contribution to the community~s non-vehicular by-ways system. c. Economic Development Actions Diversification is an elemental aspect ofMarana's economic development aims. Sales tax revenues are desired from retail businesses and the hospitality industry, but well-paying jobs for the local work force -- in a variety of technical and managerial enterprises - is the primary objective for raising residents' incomes. J. Jobs/Housing Balance. Marana specifically seeks corporate location and expansion of existing business within the municipality. To encourage technical job development, skills training center and higher education opportunities are needed. Development code changes that enable campus-type development, surrounded by walk-to-work, and affordable housing are recommended. Workplaces may become the nucleus for some of Marana's future neighborhood clusters. 2. Tourism. More significant for local government revenues than job creation, the hospitality industry nonetheless is expected to become an increasingly important segment of the local economy. Ideally, hotels, restaurants and shops catering to tourists will be intennixed with other uses so as to introduce visitors to other attractions and activities in Town. Business travelers and seasonal visitors are included in Marana's friendly hometown atmosphere. Hospitality accommodations should be promoted, especially, in the Town's rural theme sectors. The village, for example provides an ideal setting for beds-and- breakfasts, restaurant groupings and leisure time interests. 3. Natural Resource Conservation. Marana intends to utilize its scenery, openness and natural areas to best advantage both by protecting them and by identifying special sites for signature corporate headquarters, destination resorts and quality housing areas with undisturbed desert environments. Open space preservation masterplanning is considered as an essential counterpoint to urbanizing development in the Town. D. Public Facilities and Services Attions There is much to accomplish in terms of designing, financing and constructing municipal facilities and providing a full range of needed public services. Growth potential, however, makes the job considerably less daunting - because Marana is positioning itself for increased private sector investment. J. Capital Improvement Program. A fully-dimensioned CIP should be established as soon as possible. The CIP identifies Marana vision in realistic terms by embracing projects that add to quality of life (such as recreation or community appearance) as 77 I 0'5 2 9 J~78 , Pg: 89 of 108 Town of Marana General Plan Implem4ntation Action Plan well as the basic, essential utilities -- even if some desired items must be deferred until they become more affordable. Functional plans (for streets, open space, wet utilities, sensitive area preservation and the like) are necessary adjuncts to CIP effectiveness, but Marana cannot wait until all are in place. Instead, funding reserves and future-year prioritization should be used to "bookmark" big projects for immediate implementation once their master plans are complete. 2. Wet Utilities Investme11l. The municipal water system is seen as an entrepreneurial investment. Annual "sinking fund" accruals should be planned for the expedited economical purchase and expansion of private water providers. Wastewater treatment capacity is recognized as Marana's potentially greater restraint to quality growth. A Master Plan must be developed as assurance against regional system capacity shortfalls. Alternatives, such as constructed wetlands, are studied. 3. Developer Partnerships. The Town may create a catalogue -- or "wish list" -- of particularly needed projects for which financial assistance will be required. Private sector contributions of these desired priorities may be the basis for accelerated infrastructure development, intensity/density increases or other trade-offs. ACTION PLAN PHASE~ Marana's General Plan implies momentum. Residents wish to keep their Town ahead of the growth curve. Landowners and businesses need to know how and when to coordinate their development prospects with municipal plans. The actions required of local officials and citizens to make their Town a reality are selectively listed. Action Plan recommendations are set forth in broad chronological sequence. First steps are building blocks for further refining Town decisions. An initial set marks the beginnings of General Plan implementation. The second group of actions assumes continuing population growth. And the longer term considerations are designed for Marana's future as having become a medium- sized municipality. A. Short-Term Actions (1997-98) Following General Plan adoption, Marana will want to get on with its implementation. Not all steps can be taken at once; however, each should be considered, with the more promising ones started as soon as possible. A half dozen initiatives that can be launched immediately are: 1. Capital Improvement Program. This initiative is already underway with the Town's application for State of Arizona Department of Commerce CIP matching 78 10529 191' \ ". I' ; .J . Pg: 90 of 108 Town of Marano Genual Plan Implementation Action Plan funds. A citizen-supported assessment of local needs should lead to prioritization of the first five-year program for Council consideration in early 1997. The CIP may be dovetailed with the Town's 1997-98 Fiscal Year Budget. 2. Code Revision. Development regulations and guidelines have been reviewed. Consultants and citizens, alike~ suggest that the Town begin a comprehensive revision that includes provisions (such as neighborhood planning) that will serve as incentives or tools for General Plan implementation. A full commitment to creating a unified development code (including subdivision regulations, site planning criteria, environmental preservation guides) may be undertaken early on -- or deferred until basic zoning ordinance changes have been considered. 3. Prioritized Functional Plans. Master plans for public facility progress need to accompany the ClP. As a beginning, the Town should detennine the order in which these community-wide assessments should be addressed, desired levels of detail and the approximate time and effort resources required by each. Some functional plans may be withheld for later consideration as Mid-Term Actions. 4. Neighborhood Criteria. Community input regarding transitional use, buffering and density standards should be obtained. Fairness respects both existing development and prospects for land use that will be mitigated or sufficiently distant not to impact current neighborhoods. 5. Loop Segments. Marana's positioning for regional road building projects favor those that will constitute a start-up for the Marana Loop. P AGTPO and ADOT recommendations for expediting design and construction are sought regarding Tangerine Corridor, and 1-10 interchange(s). 6. Opportunity Site Identification. Selection of the most promising locations for private investment, especially employment-generating uses, has potential for early success. Properties that currently have access, utility service and high visibility would be among the most likely candidates for priority designation. Working closely with the Chamber of Commerce, the Town can build a strong team for attracting business. SHORT-TERM GENERAL PLAN ACTION SUMMARY Am2n Year R.es1Jonsibility Estimated Cost. Intended Resuk CIP 1997 Pub.Wries, Pbtg. S10K Town match investment priority Code Update 1997 Planning Dept. S15-30K Plan tools Functional Plans 1997 Pub.Weks., etc. several, S10-20K ea. CIP support N'hood Criteria 1997 Planning Comm. minimal coordination with Code Loop Segments 1997-98 Public Works S10-20K pre-design staging Opportunity Sites 1997-98 Planning Dept. SS-lOK promote employment, etc. · may include in-house services 79 10529 1980 i ',' . Pg: 91 of 108 Town of Marana General Plan Implementation Action Plan B. Mid-Term Actions (1999-2005) Continuing actions recommended for General Plan implementation in the mid-term assume that some preparedness has taken place. The Town's population threshold during this period may grow from about ten thousand to more than thirty thousand. Over this timespan, updating revisions will be required (above and beyond the normal, annual review) for the General Plan and various functional plans. 1. Municipal Utility Extension. Functional plans implementation is facilitated by sinking fund reserves created under previous years' CIP. Prioritization, to be determined, will focus on wet utilities, such as on-going private water company purchases. Pima County Wastewater and Flood Control expectations of local monetary contributions, if any, must be considered in the utility extension equation. . 2. Land Absorption Adjustments. There is a need for creating additional inducements to non-residential development based on projected homebuilding volumes 1997- 99. Job creation and sales tax revenue performance should be measured carefully to determine the annual absorption targets' recalibration. Crescent implementation is evaluated to determine whether additional incentives are needed. 3. Full-Service Circulation. Following completion of trails and alternate transportation modes masterplans, construction commences on path/trail linkages to connect neighborhoods. A transit pilot program is established with private sector involvement. Priority is ascribed to Anza Trail improvements. 4. Open Land Reservations. Extensive acquisition of lands or easement rights begins. Contributions from developer "partners" may augment Town funds to take advantage of the State Land Trust public open space disposition program. Action Utility System Absorb. Adjust. Full Circulation Open Land Res. MID-TERM GENERAL PLAN ACTION SUMMARY Year Re$,POllsibilit,y Estimated Cost. Intended Result 1999-05 Public Works impact fees? extend urbanization 2001-02 Planning Dept. SlO-20K jobs, revenue targets 1999-05 Pub. Woo, Ping. CIP Sink.Fund SSOOK trails/paths, transit, etc. 2003-05 Planning Dept. CIP Sink.Fund $IM+ begin acquisition · may include in-house services c. Long-Term Action Considerations Forecasting a decade into the future and beyond must, at best, be generalized. However, certain re-focussing requirements are reasonably predictable. The Town will likely expand 80 10129 11.11 . WOo I ~ .. '.... l.. <. .4 .' , Pg: 92 of 108 Town of Marana General Plan Implementation Action Plan to more than ten times its present population during this period, and still have room to grow - if additional growth is desired. J. Marana Loop Completion. East and west side perimeter legs are established as limited access roadways. Attention then turns to completion of the Loop's northern segments, particularly across the Tortolita Fan and foothills area. This concluding segment, envisioned as a scenic drive rather than as access to development, may be funded as a toll road until its improvement costs are amortized. 2. Comprehensive Plans Updates. Not only the Marana General Plan, but, also, the implementing functional plans will require comprehensive revisiting. These documents will address the community's maturation and determine methods to solidify its acquired, unique character. 3. Town Enterprise Accounts. Becoming more self-sustaining, Marana may find capability to undertake more extensive enterprise ownership -. ranging from recreational facilities to transportation systems. 4. Centers Completion. Marana, having become a mid-sized municipality will look toward completing or establishing community focal points. Examples could include: Civic Center, Crescent buildout, additional community-serving nodes for shopping, employment and education. LONG-TERM GENERAL PLAN ACTION SUMMARY ~ Y.ar Re$1)OIlsibility Estimated Cost. Intended Result Marana Loop 2006-10 Public Works N/A scenic drive link completion Plans Updates 2006..()8 PIng., Pub.Wrks. S100-200K 2020 Vision Enterprise Accts. 2010-20 COWlcil, citizens N/A new revenue resources Centers Complet. 2010-20 Plng.,Pub.Wrks. $50K+study redirection of urban fonn · may include in-house services ACTION PLAN MAINTENANCE The implementation strategy depends on constant evaluation of the General Plan's effectiveness. Two key functions -- monitoring and refining -- for ensuring planning success involve the Council, Commission, Town staff, and citizens in keeping the General Plan on track. A. Monitoring Performance First, there is a commitment to maintain accurate measures of the Town's development progress. Assessments should include standardized information, objective performance indicators, and identifiable thresholds at which predetermined implementation actions may be triggered. 81 10529 1982 ". i.... , Pg: 93 of 108 Town of Marana General Plan Implementation A.ction Plan J. Information. Overall community statistics need to be reviewed on a frequent basis. Population growth, demographics, employment, land absorption, and household income data are among the information that should be available as comparative benchmarks. Data profiles are recommended to be updated on a quarterly basis. 2. Annual Review. Incremental achievements toward General Plan Element goals should be noted annually. Objectives that have been met (or for which substantial gains have been recorded) should be replaced with new, higher civic ambitions. Issue priorities that have received little or no positive response should be identified for immediate priority action or be reevaluated for continued applicability. Also, geographical progress should be monitored to reveal whether appropriate levels of planning activity are applied to all Marana Planning Areas. 3. General Plan Amendments. The Town encourages applications for timely economic development supporting progressive community growth in the form of combined requests for rezoning and General Plan amendment. Municipal development codes should provide for this expedited process. B. Refinement, Updating The second key to General Plan implementation effectiveness is maintaining focussed momentum and achieving greater detail in preparing the community's opportunity areas. Guiding policy principles and coordination among issue-oriented Elements are meant to be directed into more precise development (or redevelopment) patterns. Major landowners are urged to work with the Town in designing new.Centers and masterplanned neighborhoods. Citizen planning initiatives may expanded over time to allow for more finely-tuned, neighborhood level plans that can adapt grassroots values to the changing, growing community. CONCLUSION The Town of Marana acknowledges the fact that General Plan adoption is a beginning. It is a foundation of current residents' ideas for their community becoming an even better place for future generations to live, learn, play and work. Recommendations are directions for on-going study, action and reassessment. The General Plan is a flexible, changing and growing guide for a community that is determined to be successful in providing opportunities for its citizens and guests. With pressures for rapid population expansion considered a given, the Town is committed to the principle of preparedness, getting out ahead of development. Elected representatives and the Town's administrative officials, supported by a majority of the community's people, are projecting a positive, pro-growth attitude for Marana's future. There is common understanding that progressive planning is a critical step toward assuring a balanced local economy that is capable of 82 I fJ"i2 9 1.98.3 :'" f :. I .. ~ -- .. " n l . . , Pg: 94 of 108 Town of Marana General Plan Implementation Action Plan serving the Town's needs~ and, further, that General Plan implementation monitoring is a responsibility shared by all. The Plan contains many statements for improving attractiveness, convenience and affordability in Marana. In addition to providing public safety and sound infrastructure, the vision strives for increased living amenities. Preserving open space and providing recreational opportunities for persons of all ages are among the Town's most ambitious plans. Retaining rural character ranks high on citizens' list of local attributes that should be maintained in meaningful fashion. There is plenty of land for developing a complete community. This General Plan is established as a basis for balancing and adding variety among uses so Marana may have opportunities or advantages that much larger municipalities lack. At the same time, policies with recommended implementation techniques, are in place to prevent overbuilding so as to detract from the Town's spaciousness. In summary, the Marana General Plan stands for residential quality. Business, leisure activities and all of the other facets in the future development pattern are contributors to the values of living in Marana. 83 10529 1984 . Pg: 95 of 108 Appendices 10529 1985 Pg: 96 of 108 Town of Marana General Plan Glossar)' GLOSSARY Tenns appearing in the Town of Marana General Plan which may not be commonly understood are defined for user convenience. Some words or phrases, such as "Crescent Concept" or "neighborhood cluster", are specific to the Town; others (e.g., "arterial", "buffering", "functional plans", ''urban form") are more standard planning terms or acronyms (e.g., ADOT, PAG, ISTEA). Page citations are provided for cross-referencing. Examples are given where appropriate for clarification. absorption -- the process of converting vacant, agricultural or underutilized real estate to developed land uses with structures and other improvements. The General Plan contains forecasts for the rate of land absorption to various types of development (such as housing, commerce, industry, institutions) as well as areas dedicated for open space and recreational purposes. Pages 13-14,20-21,35,42,48,51-52, 75, 80, 82. ADOT (Arizona Department of Transportation) -- the State agency responsible for planning, engineering, improving and maintaining major transportation facilities, particularly highways. Improvements to Interstate 10, such as new interchanges, and Tangerine Road are examples of ADOT jurisdiction affecting Marana's General Plan. The agency also exercises oversight and assistance to other transportation facilities, including aviation operations at Pinal Air Park and the Avra Valley Airport. Pages 11,36,54,56-57,59,61, 76, 79. Anza Trail - a segment of an international trails system extending along the Santa Cruz River, named for Juan Bautista de Anza. The General Plan calls for improvements to Marana's portion of the Anza Trail, possibly in coordination with flood control construction. Pages 18,67,80. arterial -- a major Town roadway; usually a "mile" street, that is, located along the one mile, section line grid. Ina, Orange Grove, Cortaro Farms, Sanders and Silverbell are examples of Marana arterials. Typically, these thoroughfares have 150-200 foot rights-of-way. Pages 11, 16, 28,33,46, 56-57, 59-60, 75. butTering -- land planning techniques that are employed to reduce negative impacts, such as traffic noise, or to improve compatibility with surrounding development for sensitive land uses, particularly single-family residences. Buffering measures may include: separation distances or setbacks, landscaping, walls, fences, earth berms or a combination of these techniques to protect property enjoyment and privacy. Pages 5, 7, 39, 79, 91-92. centen -- designated locations serving as community focal points with a mixture of land uses and activities including shopping, employment, housing, institutional and recreational space. In addition to typical shopping centers (e.g., Marana's village center zoning), the General Plan calls for commerce centers in Community Development Zones (see definitions below); a traditional, pedestrian-oriented community core in the Crescent Concept (see definition); and a future, centrally-located Civic Center. Pages 12, 16,28-29,38,40,63,92,94. 85 10529 1986 .. I I , Pg: 97 of 108 Town of Marano General Plan Glossary CIP (Capital Improvement Program) -- a prioritized schedule for municipal investments, frequently covering a period of five years and updated annually to maintain a continuing forecast for expenditures matched to expected resources. The Town intends to apply CIP principles as a tool for implementing the General Plan and monitoring its progress. Pages 10-11,26,28,39,41- 42,44,48,50,52-53,66,61,63,67, 71, 73-74,77-80. collector - a "feeder" roadway that provides access between local arterial streets for efficient vehicular traffic flow. Usually, rights-of-way are approximately 100 feet wide, although "super- collectors" may be designed to greater widths. Pages 11, 16,46,57, 75,94. Community Development Zone -- an opportunity area indicated on Marana's Future Development Plan that may be appropriate for resort/residential masterplanning (see definition; below). Neighborhood cluster (see definition) development could accommodate shopping, employment and recreation to serve nearby residences. Pages 24,65-66,91,95. Crescent Concept -- a proposed land use pattern for northwest Marana intended to preserve the Town's farming tradition. A Heritage Village Core would contain visitor attractions with agricultural themes, shopping and compact residential blocks. Surrounding the ''village'' core would be a band of5-10 acre mini-farms -- horse properties and specialty crop farms. The outer ring maintains the community's productive agribusiness. Pages 27,64,69. development impact fees -- assessments on properties at the time of development to allocate fair share costs for extending infrastructure systems and municipal services. Consideration of these .'pay-as-you-go" charges is recommended by the General Plan as a possible method for financing community growth. Pages 11,26. Development Review Board -- an advisory body, comprised of local residents with expertise or interest in community design/quality, appointed by Town Council to review development proposals for consistency with defined Marana character themes. The DRB is recommended as a means for encouraging compatible, attractive land uses. Pages 7, 70. Elements (See: Plan Elements). enterprise accounts -- revenue-producing municipal activities that help to pay for the costs of community growth. Examples include: utilities, such as municipal water service; or user fees for recreation (e.g., golf course, swimming pool), public transit and the like. Pages 51, 78. functional plans (also, functional masterplans) -- needs analysis, planning and phased implementation for specified Town service or facility programs. Among the functional plans advocated for study, adoption and elF implementation are: Streets Master Phasing Plan, Alternative Transportation Modes Master Plan, Master Trails and Pathways Plan, Open SpacelRecreation Plan, municipal water service planning, coordination with regional wastewater and drainage programs, and others as needed. Pages 34, 42, 44, 79-81. 86 10829 1987 ... '.. ,.. , j I Pg: 98 of 108 Town of Marana Genoal Plan Glossar)' Future Development Plan -- a proposed, composite scenario for the Town's continuing, orderly growth. Development opportunities and constraints are depicted, together with major specific plan areas, to illustrate likely future development patterns. The Future Development Plan incorporates features that were considered most desirable by citizens who participated in the General Plan process. Pages 6,9, 11, 14, 16,24-25,30,33,42, 75,90-91,95. Hohokam - descendants of early hunter-gatherer and original settlers of agricultural villages in the Marana area. These pottery-making people populated the vicinity for more than a thousand years (A.D. 250-1350), after which the culture disappeared. Principal areas of archaeological significance are illustrated in the General Plan. Pages 17-19. Implementation Action Plan -- a section of the General Plan document that collects, establishes priorities and suggests order-of-magnitude costs (where available) for recommendations necessary to achieve the Town's development goals. Basic performance targets are addressed for each of the Plan Elements (see definition). The section arranges action initiatives by short-, mid- and long-term time frames. Pages 28, 73. infrastructure -- facilities and systems necessary to support community development including roads, bridges, sidewalks, paths, trails; drainage structures or systems; water, wastewater, electric, gas, telephone, cable and other utilities. Services provided by these facilities may be operated solely or jointly by the Town or other public agencies, investor-owned utility companies or private associations. Standards set by the Town or other regulatory bodies specify required type, design capacity and quality of these facilities which may be installed under the auspices either of private developers or public bodies. Pages 9-11, 16, 22, 26, 28-30, 32, 34, 39-44, 46, 48, 50-53,61-62,65,67, 76, 78. lntentate Development Zone -- a development opportunity area indicated on Marana's Future Development Plan for the best utilization of land, principally for economic development and employment purposes, that is easily accessible to Interstate 10 as well as, in many instances, the Southern Pacific Railroad. Other uses (such as housing, open space, commercial office and retail or institutions) may be included within these developments as considered appropriate to the masterplan at time of rezoning and site plan review. Page 25, 92-93. ISTEA (lntermodal Surrace Transportation Efficiency Act -- a funding program established by the Federal government and administered in Arizona by the State through P AG (see definition) for this region. Municipalities may apply for grants under this renewable program to assist in the design and construction of transportation-related projects. Awards have been provided to Arizona communities for facilities ranging from park-and-ride lots to pathway system improvements. Pages 12, 76. 87 I 0 5 2 9' I 9 B 8 . Pg: 99 of 108 Tqwn of Marana General Plan Glossary Land Development Code -- a user-friendly, single source document for referencing the jurisdiction's regulations, guidelines, policies and expectations regarding the improvement and use of real estate. A unified Code of this type is recommended for Marana to include zoning, subdivision, site plan review, engineering standards and related provisions. Page 28. Long Range Transportation Plan -- the Town's visionary document for future, improved traffic circulation, prepared by consultants JHK. Associates in 1995. Among other features the Plan illustrates additional interchange connections with Interstate 10 and outlines the proposed Marana Loop (see definition). Pages 44,61, 76. Marana Loop - a proposed ring of major arterial (see definition) roadways linking Marana's geographical quadrants. Portions of the Loop, such as the southerly interchange crossing of 1-1 0 and improvement of or additions to existing roadways are of highest priority. Other sections, particularly across the Tortolita Fan's (see definition) rough terrain in the northeast Loop segment, may be deferred for a number of years. Pages II, 13, 34, 39-40, 43-44, 46, 47-48, SO, 56-57,59-60,62, 76, 79-81. Masterplan -- a comprehensive description, in graphics and text, of proposed development on a specific site. A mixture of land use types and development intensities is typically included in a masterplan of development. (See also: functional plan). Page ] 2. Master Streets Plan -- a functional plan (see definition) providing detailed specifications, such as rights-of-way widths, land capacities and projected traffic volumes, for the Town's existing and future roadway system. The document would contain specifications including expected construction timing and cost estimates. Pages 11-12, 53. mini-farms -- groupings of rural residence uses on relatively small (i.e., 5-10 acre) parcels actively maintained as specialty-crop farms or horse properties. A broad band of this country- style living accommodations is envisioned in northwest Marana's Crescent Concept (see definition) to separate and provide transition between homes and businesses in the traditional . . village core and larger working farms and ranches in the Crescent's outer periphery. Pages 23, 50, 68-70. neighborhood clusten -- planned residential areas that obseIVe Future Development Plan dwelling unit density indicators for the general vicinity; and which may include shopping, employment, schools, churches or parks to seIVe the neighborhood population. Variations in housing types, with particular attention to shelter affordability and attractive appearance are encouraged, together with ample common open space, pathways or trails and expansion tracts for additional future homes or businesses. Pages 16,24,35,50,53, 77. P AG (pima Association of Governments) -- a council of local governments within Pima County that addresses regional issues, particularly dealing with growth planning, intergovernmental relations, and transportation systems (e.g., PAGTPO, Transportation Planning Office; PAGMTP, Master Transportation Plan). Pages 54-55, 57. 88 10129 198'1 .. - I " .. 1.., .. I Pg: 100 of 108 Town of Marano General Plan Glossary Plan Elements -- basic subject-matter components of the General Plan. Arizona planning statutes require every municipal general plan to include a Land Use Element and a Circulation Element. In addition, Marana has included an Economic Development Element and a Public Facilities and Services Element. For consistency and comparative purposes, each of the Marana Plan Elements is organized in a similar fonnat. Pages 6, 13,22,59, 73-74. ' State Land Trust -- land holdings dedicated by the United States to the State of Arizona for the benefit of its educational system. There are extensive State Trust lands in the Town of Marana, ranging in size typically, from a quarter sector to several contiguous sections of land. The purpose of these lands is to be sold for appropriate development with the proceeds serving Arizona's public schools; however, recently-adopted State policy allows communities to reserve such lands for future acquisition within one mile of municipal boundaries. Pages 17,80. Tortolita Fan -- an extensive area in north central Marana marked by natural drainage channels caused by stonnwater runoff from the Tortolita Mountains. Pages 17,31,47-48,55,81. 208 Consistency Report - a study for wastewater treatment management, with subsequent amendments, which analyzes sewer treatment demand and required capacity in terms of population forecasts. The Marana Study Area is served by the Pima County Wastewater Management Department. Page 48. urban form -- principles for shaping the Town's future development. Three such principles recommended for Marana are (see definitions): I) neighborhood clusters; 2) the Crescent Concept for preserving agricultural community character; and 3) confining future development generally within the designated urbanizing boundary. Pages 13,35,81. urbanizing boundary -- a proposed line describing the outer limits for economical municipal service extensions in the foreseeable future. Although exceptions may be considered for masterplans with innovative, feasible urban services solutions, land beyond the urbanizing boundary would best be retained in agriculture, open land use or residences on lots of an acre or larger. Pages 71, 90. wet utilities -- domestic water and sewer services, including wells, irrigation and separate systems for recycling treated eflluent. Flood controVdrainage structures are sometimes considered a "utility" for neighborhood or community planning purposes. Pages 22, 34, 44, 78, 80. 89 10529 1990 . Pg: 101 of 108 Town of Marana General Plan Land Use Keys LAND USE DECISION KEYS Town development services personnel, in consulting with interested citizens or applicants for development approval. frequently refer to common applications or interpretations of General Plan land use policy. Some of these "land use keys", which may be added to or modified from time to time, are outlined for the convenience of General Plan users. General Guides to basic General Plan premises include growth management, respect for community rural character, sustainable neighborhoods and recognition of existing neighborhoods; · Urbanizing boundary limits may be adjusted to conform with development or similar designation in Pima County and the Town ofOro Valley. · Crescent Concept development entitlements should be conditioned on tangible contributions to community character themes and agricultural "village" designs. · Neighborhood cluster development assumes housing and lot size variety, within General Plan density parameters. Such planned residential developments should provide open space and school site reservations commensurate with their anticipated population. Larger cluster development (generally 80 acres or larger) may consider reasonably-sized and -sited retail or service establishments. · Existing neighborhoods character is to be respected, with the understandings that: I) rezonings for residential use within one-quarter mile of existing, inhabited residences averaging .5 d.u./acre or less should not exceed 1 d.u./acre on the average, unless greater density is required for municipal service extension economy; 2) lots adjacent to existing residences should generally be of comparable area and dimension; 3) natural barriers, major roadways or open space buffers may be regarded as transitions for increased housing density; and 4) where facility capacity (particularly roadways) is sufficient, prevailing residential patterns inside the urbanizing boundary should not dictate a reduction from otherwise acceptable density as designated by the Plan. · Future Development Plan designations are not a zoning map. Differences in land uses, usually ten acres or less in area, can reasonably be approved without General Plan amendment -- as could be substantially larger areas within neighborhood cluster or Development Zone masterplans where mixed use is encouraged. 90 , flS 2 9 I !'f f '. .,. , I r .. ." '. .., , _f .....' 'r i . Pg: 102 of 108 Town of Marana General Plan lAnd Use Keys Residential Additional keys for reviewing residential development proposals are: Low: Three dwellings or less per gross acre. Small increments of clustered lots (generally not less than 6,000 square feet in area) may be considered where non-residential development or established large lot residential enclaves will allow clustered development. Transition/buffering standards should be observed. Medium: Dwelling densities in areas designated medium to high on the Future Development Plan map should average between three and eight units per gross acre. Adjacent lot size and transition/buffering guides should be observed where applicable. As in lower density areas, Medium Density Residential may allow consideration of density somewhat higher (townhomes, garden apartments) than the designated range for areas which would not cause the targeted density to be exceeded within the half mile area surrounding the proposed development. High: Densities averaging greater than eight dwellings per acre are not depicted on the Future Development Plan graphic. However, condominiums, manufactured homes, townhomes or multi-family units are allowed under Marana zoning designations and may be developed, upon Town approval, in mixed use or masterplan areas such as Interstate or Community Development Zones and neighborhood clusters. · Housing variety is encouraged, including a range of lot sizes in developments of forty acres or more, multiple house elevations for all subdivisions. · Affordability considerations, helping to attract employment focus on quality, compact family homes in the Crescent area and other locations proximate to jobs or Interstate access. Commercial Marana's geographical positioning should be exploited with strategically-located, expandable masterplanned land use designations for commerce, such as: · Gateway commerce sites are appropriate adjacent to interchanges or along freeway frontage roads. Generally, they should consider parking and traffic access for multiple properties, contain community amenities and consistent architectural design. · Required business locations, forty to eighty acres or more, evidence a specific shopping theme with support uses (e.g., restaurant, service) on internal circulation roadways. · Community shopping, ranging in area from five to twenty acres, should discourage premature, single-use development in favor of integrated, neighborhood service and shopping matched to existing residential developments' needs. 91 10529 1992 . Pg: 103 of 108 Town of Marana General Plan Land Use Keys Retail: Successful establishments, including supporting service businesses, are essential to the Town's revenue flow. Retail uses should exhibit non-speculative potential and should be developed to quality expectations with room to grow where feasible. Signage packages are rigorously reviewed. · High-ticket shopper destinations (such as auto mal~ appliance center, off-price, home improvement stores) are loosely grouped, with separate parking/Joading set off with landscaped perimeters. A 300-foot entry boulevard "neck" is desirable. · Shopping centers, preferably masterplanned, conform in scale and design with the surrounding area. Limited access points, including a preferred entry "neck" , are desirable. Free-standing pads should be restricted to sites with significant (e.g., 50,000 square feet) Gross Leaseable Area. Additional pads considered for larger centers. · Neighborhood retail and service approvals accommodate the immediate market area and are more widely spaced in low density residential sectors. Office: An improved balance of jobs for the Marana workforce depends in part on establishing managerial, administrative and clerical office worker functions in business or commerce parks. Smaller office uses may be appropriate as transitional buffers between more intense activity (e.g., industry, retail) and residential neighborhoods. · Office employment can be developed more intensely as a component of Interstate Development Zones. Signature mid-rise buildings might be considered for corporate or regional headquarters with freeway exposure. Campus-type settings are preferred. Interstate-visible signage should be limited to corporate logos or Commerce Center name identification. · General administrative offices with multiple tenancies may be considered in mixed use Commerce 'Parks or shopping plazas (including possible upper level units). Small office complexes or a free-standing, residential scale office may be considered as a buffering use. · Professional offices can be appropriate in neighborhood center locations, as buffers to retail use or in multi-tenant buildings. Tourism: Revenues from visitors' expenditures, an increasingly important share of local government finance are encouraged by tourist-serving land use decisions that: 1) cause little impact on residents~ 2) provide job opportunities; or 3) create a variety of activities/services that local people may also enjoy. · Hospitality industry sites require "easy on-easy off" Interstate traffic access. Clustering, such as at loa Road, is the ideal planning approach. 92 I '"& 2 9 IllS (' ,'- .; ..... . ~ ~ , Pg: 104 of 108 Town of Marana General Plan Land Use KeJ's · Traveler services, like hospitality uses, should be available at various locations along Interstate 10. New interchanges offer opportunity for designated tourist business nodes. · "Old West" establishments may be considered as part of destination resorts' commercial theme and, especially, in the Crescent's Heritage Core. · Visitor attractions of all types are encouraged in high access locations. Recreation, exhibits, sales (crafts, farmers market, antiques), may be accepted as appropriate, properly-plaMed uses accessory to tourist facilities. Industrial Interstate Development Zones are primary locations for industrial development. Compatible industry (with controlled traffic, no hazardous materials or undue environmental impacts and pleasing appearance) may integrate with housing, commerce and open space. · Manufacturing and industrial processing of various types have a place in Marana -- so long as they do not pose a threat to public health or safety nor place excessive demand on available water supply. Heavy industry could best be located with access from freeway frontage roads, on large sites, screened as much as practicable from Interstate 10 view. Light manufacturing, fabrication or research/product development activities can be incorporated compatibly with Commerce Park uses. · Warehousing, also freeway proximate, requires loading dock orientation away from freeway visibility. Truck parking and outdoor storage (Le., pallets, forklifts) of any kind should, likewise, be conducted on the side opposite the Interstate, screened from neighboring properties' view). · Commerce Park development, similar to Continental Ranch uses, should project a positive workplace image. Site planning and construction requirements may be more exacting -- recreation space, landscaping, no metal or plain block principal buildings~ but, as a trade-off for higher quality, developers may be allowed greater building bulk or height, shared parking credit and flexible setbacks. · Appearance improvements are expected for all industrial developments, tailored to the type of use and its location. New uses, at a minimum, require architecturally-designed structures or landscaped screening. Even established industrial properties, which may fall short of visual excellence, should be asked voluntarily to improve their image -- or be required to do so to a reasonable degree upon expansion or modification of their facilities. · Open industrial land uses, ranging from mining to outdoor fabrication, should be required to submit appearance enhancement and/or re-use plans as conditions of development approval. 93 10529 1994 . Pg: 105 of 108 Town of Marano General Plan Land Use Kt!}'s Public Public and quasi-public uses should meet or exceed compatibility, appearance and construction/improvement standards applicable to private development. · Civic Center planning should become an immediate General Plan implementation priority even though facility development may be a decade or more in the future. Several centrally-located tracts should be eannarked as potential alternative sites, the Town coordinating with landowners to begin joint planning assessments. · Open space reservations for public use are expected to be managed by local govemment~ however, contributions ofIand or funds for a maintenance trust are called for from private developers commensurate with the demand generated by resident or employer populations. Selection of priority lands and leadership in acquisition is regarded as a Town responsibility. · Path/trail linkages accessible to the public are desired features in any proposed development. Planned Mixed Use Detailed masterplanning is desired, particularly for demand-driven, mixed-use developments. Highly speculative developments, for which there are no users, should be discouraged. Predominant land uses should accommodate a compatible balance of other types to achieve sustainable neighborhoods and activity centers. For example: · Residential mix ordinarily would contain several architectural elevations and home sizes, together with leisure time and recreational amenities matched to the intended resident demographics. Public parks and reserved schools sites, perhaps locations for churches~ and, for planned residential on a quarter section or more, appropriately- scaled retail, service, office or other employment may be integrated. Non-residential uses would be encouraged to share facilities (such as parking or recreation) and, ideally, would serve as hubs for the neighborhood pathway system. · Commercial developments require good access and a variety of activity. The smallest retaiVservice sites may be integrated into neighborhoods, but moderately-sized (ten acres or larger) properties require arterial intersection location (arterial/collector may be acceptable), with comers prioritized as to best traffic-accommodating position. Preference is for a single commercial comer at intersections~ two utilized as market area and neighborhood connections justify~ n.Q1 all four comers. Largest retail and office centers would be grouped around an intersection or freeway interchange with peripheral loop road connection among quadrants. With the exception of specially-designated major arterial intersection locations, any multi-parcel commercial aggregations exceeding forty acres should be sited in close proximity to 1- 10. 94 18529 I tU~m . ';J ;} fJ} . '.,. . , ., ,.", , Pg: 106 of 108 Town of Marano General Plan Land Use Keys · Industrial/employment concentrations generally would be located along freeway frontage roads. Single-users campuses may be considered in other locations. · Municipal facilities, too, may include complementary functions: business franchises in parks, shared public/private office space, and many other joint use prospects. Annexation Policy The Town may, upon positive cost-benefit assessment, determine to accept lands within its corporate boundaries. Some guidelines are: · Boundary confirmation with the Town's Planning Area and other jurisdiction's spheres of influence. These tests are: 1) making Marana's Town limits more regular; 2) area best served by the Town; and 3) proposed uses conform with General Plan. · Pre-planned compatibility assessments, responding to General Plan principles and service needs/capacity. As a rule of thumb, any proposed annexation should indicate strong probability for positive cash flow (or permanent quality-of-life enhancement) within five years of annexation. · General Plan contribution may be assessed in terms of low density or open space preservation on the Town's northern and western edges; compatibility with existing development patterns at the eastern and southern borders. General Plan Amendment In addition to regular General Plan monitoring for necessary adjustments there are instances in which a special purpose amendment (which requires notice and hearing similar to Plan adoption) should be initiated: · Change in use, especially from residential to commercial or industrial or public, would require General Plan Amendment only if the affected parcel(s) exceeds ten acres in area. In some instances even larger parcels may be considered as part of the broader Plan designation, thereby not requiring map change. · Increased intensity, particularly with respect to requested residential densities which would cause the development's vicinity to exceed Future Development Plan dwelling unit averages per gross acre, requires General Plan Amendment. With Town Council direction, a masterplanned area may be considered simultaneously for Plan amendment and rezoning designation. · AddUionslrec/assifications (referring to annexed land or detailing of Interstate or Community Development Zones) are considered at Town initiative for annual Future Development Plan map updates. 95 10529 1996 . Pg: 107 of 108 -' ......... ......... ..... '-' ........ .....,. ',-, ....,. "". '-' -- '- '-' '-' ,-' '- '-' 10529 1997 Pg: 108 of 108