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TEL4PPHONE 373 - 0223 35 NORTH UNIVEAStTY
' DESPAIN & DESPAIN PROVO, UTAH 84601
CONSULTING PLANNERS
PROVO, UTAH
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October 1, 1979
T
Marana Town Council
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Town Hall
1 Marana, Arizona 85238
Dear Town Council:
1 We are pleased to submit to you and to the people of
Marana a comprehensive plan for the Town with the
1 hope that it will turn out to be helpful in making
1 the community an increasingly better place in which
to work and live.
Very truly yours,
1 •
I. Dale Despain
1 Sr. Partner
Despain & Despain
Consulting
1 IDD /lk
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COMPREHENSIVE PLAN
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MARANA, ARIZONA
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1979 - 2000
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THE PREPARATION OF THIS DOCUMENT WAS PARTIALLY FINANCED
THROUGH A GRANT TO THE TOWN OF MARANA, ARIZONA FROM THE
1 FARMERS HOME ADMINISTRATION
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Prepared by
Despain & Despain
Consulting Planners
1 35 North University Ave.
Provo, Utah
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1 PLANNING ADVISORY COMMITTEE
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Felipe Molina JoAnn Calvin Clifford Ray Honea
Ralph Wong Jack Horton Dave Anway
Bruce Dewey Joe Acker Paul Samuelson
Father Ignacio Bach Gus Castillo Clyde Berry
1 Rev. Franks Dorothy Berry Elsia Noriega
Terry Immel Gene Sparks Jean Lynch
Gene Garcia Emma Waples George Nellis
Ms. I. Chumley Robert Honea Don Frew
1 Tom Clark Eddie Ray Honea Sam Chu
Harry Hansen
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TABLE OF CONTENTS
II
INTRODUCTION 1
Integration 2
Use of the Comprehensive Plan 2
II Scope 3
Implementation 3
1 THE COMPREHENSIVE PLAN 4
Goals 4
II URBAN FORM 8
Land Use Projections 11
ASSUMPTIONS 14
II TRANSPORTATION PLAN 15
Highways, Streets and Alleys 15
1 Street Classification 16
Standards 17
II The Major Street Plan 18
Airport 19
Horse Trails and Bicycle Paths 19
I Map — Major Street Plan 20
Cross Section — Paved Local Streets 21
Cross Section — Paved Local Collector
Streets 22
II Cross Section — Paved Minor Arterial —
Collector Major Street 23
Cross Section — Paved Arterial Streets
l (Secondary Major) 24
Cross Section — Paved Arterial Streets
w/ Access Road— Primary
I Major Street 25
Cross Section — 16' Alley (existing only) 26
Cross Section — 20' Alley 27
II Cross Section — Dust Control Program 28
COMMUNITY FACILITIES PLAN 29
II Water Supply and Distribution Facilities 29
Sewerage Facilities and Sewage Disposal 31
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Sewerage Plan 31 II
Solid Waste Collection and Disposal 33
Storm Drainage and Flood Protection 34 1
Educational Facilities 36
Recreational Facilities 38
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Municipal Building 39
Entrance Monument 40
Library 40 II
Fire Protection 42
City Shops 48
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Health Care Facilities 48
LAND USE PLAN 50
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Residential Land 50
Map - Land Use Plan 51
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Commercial Land 52
Industrial Land 55 1
Industrial Park 56
Public and Semi - Public Land - Institutional Land 58
Agricultural Land 59
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Influence of the Ad Valorem Tax on Land Develop-
ment 63 II Neighborhoods 64
Illustration - Neighborhood Units 66
Map — Map of Neighborhoods 67 1
HOUSING PLAN 68
IMPLEMENTING THE PLAN 73
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Advocacy Program 73
Taxing Policy 76 II Development Code 79
Multi -Year Improvement Program 80
THE ROLE OF PUBLIC OFFICIALS 89 1
Town Council 89
Planning Commission 90 ,
Building and Zoning Administrator 91
Board of Adjustment 92
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Planning Advisory Council 94
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1 APPENDIX
1 PHYSICAL AND CULTURAL SETTING AND CHARACTERISTICS 95
Setting
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History 95
1 Topography 98
Geology 98
1 Map — Contour Map 99
Drainage — Water 100
1 Climate 101
Drainage — Air 101
Water Resources 101
Map — Wells 103
Land Resources 104
' Economic Base 10 5
Population 105
1 Forecast 105
Graph — Population Estimates 108
Economy 109
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INTRODUCTION
' A comprehensive plan is a guide for future development of a
community. It also includes policy statements which have
' been adopted by the town council with respect to the town's
future growth. The plan also attempts to resolve many un—
' answered questions about the character and nature of future
development as well as who should pay for it.
Generally speaking, a comprehensive plan deals primarily
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' with physical development. But, it also sets forth a con—
sistent set of goals and objectives accompanied by policies
and procedures for achieving the goals, all of which are
' accomplished through a combination of public and private
actions.
A comprehensive plan has three essential characteristics:
1. It is LONG — RANGE. It covers an indefinite time
span.
2. It is GENERAL. It focuses attention on goals and
i objectives such as public health, safety and economic well
being rather than on _project plans such as plans for buildings.
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3. It is COMPREHENSIVE. It deals with the entire town
and surrounding area.
A comprehensive plan is comprised of four basic elements and
three implementing devices or programs as follows:
Basic Elements:
1. A transportation plan
' 2. A community facilities plan
3. A .land use plan
4. A housing Plan
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Implementing Devices Or Programs: 1
1. An Advocacy Program
2. A Development Code 1
3. A Multi —Year. Improvement Program
Integration
No single element can qualify as a comprehensive plan. In
fact, not until all of the four elements have been inte—
grated, adjusted, and made to harmonize with each other does 1
the plan become comprehensive. Most of the mistakes that
cities and towns make in their physical development stem 1
from a lack of integration.
The lack of integration that can be observed in nearly all
cities is where some streets turn out to be too narrow where
they should be wider, or where the streets turn out to be 1
excessively wide where they should be narrower. The integra—
tion of land use and housing plans with transportation and 1
community facilities plans helps to avoid such mistakes.
Use of the Comprehensive Plan
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A comprehensive plan is used primarily by administrative and
elected officials, but it is also of value to developers and
other property owners and citizens. A comprehensive plan
should be looked upon as a process, rather than as a one time
project because the plan covers a long period of time. More— 1
over, conditions and needs constantly change as well as ad—
ministrators and officials. Not only that, but, development II j
takes place on a house by house basis and by many individuals
and agencies, not the least of which is the town itself. 1
The plan must also be updated from time to time in order for
the plan to remain a useful instrument. Hopefully, this
comprehensive plan document will not become an end in itself,
but will fulfill its true role of becoming a tool with which 1
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the present and future residents of Marana can build a better
community than could be built without such a plan.
After the plan and implementing devices have been adopted
' they should be placed in a location where all interested
parties may have frequent reference to them.
1 Scope
The area covered in Marana's Comprehensive Plan includes the '
incorporated area and adjacent territory, including much of
' the northern part of Avra Valley. While the planning and
programming of improvements will be confined to the territory
' within the Town boundaries, it will be necessary to have to
take into account development which exists and which is likely
to occur in the surrounding area.
Implementation
Implementation of the plan will involve cooperation and coor—
dination with the Cortaro Water Users Association, Marana School
District and various other special purpose districts; with the
county assessor and with other county, regional, and federal
agencies. In the final analysis, the success of the plan will
' depend largely upon the degree of cooperation that will take
place between the foregoing agencies, the administrative of—
ficials and the citizens.
As the Town Council and Administrative officials begin to
implement the plan, it will become increasingly apparent to
them that it is not the plan that will be at fault nearly as
much as the oversights that are made in its implementation.
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THE COMPREHENSIVE PLAN '
Goals
It is a fact of nature that we unconsciously put in motion
forces which bring about the image we have of ourselves. If
our self -image is vague and ill defined, we tend to vacil
late. On the other hand, if our self -image is clear and con-
cise, we tend to be more direct and forthright in our actions.
In the same manner, if the community's self -image is vague
and ill defined, the people tend to vacillate in their efforts '
to achieve their goals; but if their goals are clear and con-
cise, they tend to accomplish them in a much more expeditious '
manner.
To be of most worth, community goals must be expressed in
clearly defined and understandable terms. A community with
a set of generally accepted goals possesses an achieving
force that is almost irresistible when accompanied by a town
council that desires to achieve the goals. 1
Daniel Burnham said, as he launched the Chicago plan that 1
helped to change Chicago from a small community to a giant
metropolis,
"Make no little plans, they have no magic to stir
men's blood and probably themselves will not be
realized. Make big plans. Aim high in hope and
work remembering that a noble, logical diagram
once recorded will never die but long after we are 1
gone will be a living force, asserting itself with
ever growing insistence. '
Remember that our sons and grandsons are going
to do things that would stagger us. Let your
watchword be order and your beacon beauty."
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1 A community is great not because of its size, but because of
its spirit. Good homes, attractive surroundings and congen-
ial people emanate from a spirit of achievement.
1 What should the goals be for Marana? This question has been
answered by a Planning Advisory Council. Approximately 20
citizens were appointed by the Mayor to serve on an advisory
' council. Their task was to formulate a statement of goals
and to give counsel and advice to guide the preparation of
the comprehensive plan. Following is a summary of the goals
which were recommended:
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1. To improve living conditions within the town by:
1 a. Promoting environmental sanitation, along with
public health and safety.
b. Eliminating or reducing as many obstacles as
possible which prevent families from having a
decent, safe and sanitary home in which to live.
c. Encouraging developers to construct owner occup-
ied planned unit developments that provide for
well maintained recreational facilities within
the developments rather than conventional sub-
divisions that have no such facilities.
2. To strengthen the economy of the community by:
a. Encouraging industrial development that will pro-
vide jobs in a manner that will harmonize with
' the land use plan.
b. Providing accommodations for tourists and bus -
iness people.
c. Increasing the water supply which will allow
1 more land to be cultivated.
d. Discouraging the fractionalization of
' productive agricultural land for urban purposes
as long as non - productive parcels of land are al-
ready available for such purposes.
' e. Encouraging residential, commercial and industrial
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development to take place in a concentrated man—
ner, rather than in a scattered manner that re—
sults in vacant and unused parcels of land. 1
f. Preparing and adopting a multi —year improvement
program for the town which will show needed
capital improvements in order of priority.
g. Adopting street and water and sewer line exten—
sion policies that will cause the beneficiaries
thereof to assume the costs in so far as possible
rather than to saddle the costs onto the tax—
payers.
h. Requiring subdividers and builders to construct '
curbs and gutters within their subdivisions and
by requiring them to construct connecting hard
surfaced streets and sewer lines at their expense,
rather than to saddle these costs on the tax—
payers.
3. To improve physical facilities by: '
a. Adopting a system of local, collector, and art—
erial streets that will harmonize with the land '
use and housing plans.
b. Requiring utilities to be installed before paving '
streets, in order to prevent excavations after
the hard surfacing has been constructed.
c. Adopting a system of bicycle paths and horse
trails in connection with major streets.
d. Encouraging home owners to landscape their home
grounds, to improve or remove dilapidated build—
ings, to remove weeds and trash from vacant lots, 1
to close and obliterate unused irrigation ditches,
to construct sidewalks where needed, to provide ,
adequate offstreet parking in connection with
all new buildings, to adopt and enforce codes,
ordinances, and improvement programs designed to
enhance the overall quality of the environment.
e. Planting street trees wherever abutting property
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II owners are willing to maintain them.
f. Providing underground water recharge basins and
1 check dams along the flood channel of the Santa
Cruz River and by connecting the basins with a
1 linear park system.
I 4. To improve civic responsibility by:
a. Encouraging more citizen participation — youth
and adult — in local government and community
1 affairs.
b. Generating a spirit of appreciation and congen-
1 iality among all of the citizens of the community.
c. Inviting and encouraging minority, ethnic and
I social groups and individuals to participate in
community and civic affairs.
d. Developing an attractive civic center in keeping
with the needs and the wishes of the people.
e. Constructing a fire station.
III f. Constructing an entrance monument for the town.
g. Appointing and maintaining a town planning com-
1 mission to facilitate the implementation of the
comprehensive plan and to update it as needed.
I h. Appointing an industrial development commission.
i. Appointing and maintaining a shade tree and
I beautification commission.
j. Appointing a transportation commission.
k. Appointing and maintaining a parks and recreation
II commission and such other commissions and boards
as are necessary and appropriate to study con-
1 ditions and advise the Town Council.
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URBAN FORM
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One of the first tasks in developing a comprehensive plan for
Marana should be to determine the type of "urban form" or
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development pattern that best suits the community. The
reason the selection of a particular "urban form" is so I
important at the outset is that all of the other elements of
the plan are geared to the selected type of "urban form." 1
The forms that should be considered are:
1. The scattered form
2. The core form
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3. The linear form
4. The Multi —core form
Following are diagrams which graphically represent the various
types of forms;
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SCATTERED FORM CENTRAL CORE FORM
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LINEAR FORM • MULTI —CORE FORM
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There are advantages and disadvantages for each type of ur—
ban form:
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1. The scattered type of urban form is very expensive
to maintain because it requires extra long utility lines,
streets and other improvements in relation to the amount of
development. Development of this type also causes numerous
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1 weed patches and vacant lots and parcels of land. It also
becomes necessary to install small water lines and narrow
surfacing on the streets with few, if any, sidewalks. Event—
ually, it becomes necessary to increase the property taxes
to provide the funds with which to install adequate streets
and services as further development takes place.
On the other hand, few, if any, regulations are needed to
bring it about. It develops naturally, in fact, the town
1 will develop in this manner if nothing is done to prevent it.
This type of development eventually results in rural slums.
2. The central core type of urban form is by far the
most effieent with respect to the cost of constructing and
maintaining public facilities. The streets and utilities
' are short in relation to the amount of development. Conse—
quently, more and better quality public facilities can be had
at much less cost per dwelling unit. There are not as many
vacant lots and unused parcels of land nor is there a need
to tax the people to obtain revenues with which to enlarge
streets, water lines, etc. In other words, demands on the
taxpayers are much less and distance between homes and the
business districts, schools and industry is usually much
less than in other types of "urban forms."
On the other hand, this type of "urban form" requires the
most conscious effort, including the insistence that develop—
ers pay for all improvements in their subdivisions, or plan—
ned unit developments.
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3. The linear type of "urban form" is somewhat incon—
venient; distances between various types of land uses are
long and the tendency to mix incompatible uses is great.
There is also a tendency for development to string out along
principal highways wherever action is not taken to prevent it.
Especially is action required which specifies that developers
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must install both on -site and off -site improvements in sub-
divisions otherwise development will take place in a scat-
tered manner and the taxpayers will eventually be forced to
construct and pay for the improvements.
The linear form, however, may serve as a transitional pat-
tern while the core or multi -core forms are evolving from an
original scattered form. 1
4. The multi -core type of "urban form" has some of the
characteristics of both the linear type and the central core
type. It also has some advantages and disadvantages. It
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cost more to maintain the multi -core type than the central
core type, but not as much as the scattered or linear type.
The multi -core type requires less deliberate effort than the
central -core type, but more than the scattered or linear type.
A review of the physical characteristics of Marana indicates
that the multi -core type of "urban form" would best suit the
town. It is nearly as efficient in terms of the construction
and maintenance of utilities and other municipal services, '
and it is the way in which development has already taken
place. Moreover, it would be relatively easy to take the
necessary steps to bring it about.* It, rather than the sin-
gle core form would also prevent excessive control over the
1 community by one or a few major landowners. If fundamental
economic forces are allowed to operate, it will provide the
greatest effieiency combined with the greatest degree of in-
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dividual freedom.
The most difficulty involved in bringing the multi -core type
of urban form about, yet most effective, would be for the
Town Council to require prospective home builders to construct
* People resent regulations and high taxes. Consequently,
developers will be required to construct improvements at
their expense because improvements which are not construct-
ed by developers must eventually be constructed and paid
for out of tax funds.
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1 all water and sewer mains and hard surfaced streets to town
standards at their expense as a condition of approval of their
II developments, especially those requiring new streets.
II Where this is done, the vacant lots along streets already
served by water and sewer lines would become more desirable
as building sites, mainly because of the expense of extend-
I ing the service to the more distant lots, or the expense of
constructing entirely new streets.
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All of the elements of the plan as well as all of the imple-
menting devices and programs have been prepared under the
assumption that the multi -core type of urban form, or urban
II pattern is the most desirable type of form for the Town
of Marana.
I Land Use Projections
1 As indicated above, Marana contains a total of 18,300 acres
of land, only 810 of which have been developed for urban
II purposes. Assuming that the Town has a population of 1,600
people who are domiciled in approximately 400 dwelling units,
1 it can be seen that the average amount of land used for urban
purposes is approximately 2.0 acres per dwelling unit. This
is an unusually large amount of land compared to most com-
1 munities.
II Why so much land has been devoted to urban purposes can be
attributed primarily to the length of streets in relation to
II the number of dwelling units.
II In all likelihood the relationship among the various uses of
land will trend toward the normal as population increases.
I Thus, the percentage of land devoted to residential and com-
mercial uses can be expected to increase while the percent-
age of land devoted to streets will decrease.
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Also, as population increases in a community, so does the
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number of people or density per acre of developed land.
While density in Marana is currently only 2.0 people per 1
acre of developed land, it can be expected that the density
will be approximately 4.0 people per acre when population
reaches 5,000 and approximately 6.0 people per acre when the
population reaches 10,000. This occurs because of the re—
latively higher percentage of multiple family dwellings that 1
are usually constructed in a community as population increases.
As shown in the paragraph entitle Land Resources, there is
approximately twice as much land or about 200 acres more land
devoted to streets in Marana than is characteristic of normal
cities and towns having a population of 1,600 people. By sub—
tracting 200 acres from the total amount of developed land of
810 acres, it can be seen that the land which would be used
in a normal community would be 610 acres or approximately 2.6
people per acre, except that the overall density will likely
increase as population increases. 1
Thus, at a density of population of 4.0 persons per acre a
population of 5,000 people could be expected to use approxi—
mately 1,250 acres of land for urban purposes, while a pop—
ulation of 10,000 could be expected to use approximately 1,670
acres of developed land.*
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In any event, the total number of acres of land that will
likely be devoted to urban purposes will be comparatively
small in comparison to the total area contained within the
Town's boundaries. However, the manner in which the growth
takes place will make a great difference in the cost of sup—
plying services as well as in the amount of damage in the
agricultural economy. ,
If, most of the added dwellings, commercial buildings, schools, 1
Note— See "Land Use In American Cities" by Bartholomew, 1955.
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1 churches, parks and streets are clustered in the areas shown
on the land use plan, it may not be necessary to impose much
of a property tax in order to provide necessary services.
However, it will be necessary to impose a substantial pro—
perty tax if the scattered type of urban form develops.
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ASSU1PTIONS
The recommendations contained in this Comprehensive Plan
must, of necessity, be based on certain assumptions as well
as the results of detailed studies of the area. These as—
sumptions have been set forth below:
It has been assumed that:
1. Marana will continue to grow primarily in response
to (a) further industrial activity, (b) . a continuation of '
agricultural activity, (c) the development of tourism and
other leisure time activities, and (d) desire to live in a
semi —rural area.
2. The town council will adopt this plan and will main—
tain a viable implementation program from one administration
to the next. '
3. The town council will avail itself of the services ,
of professional administrators who will demonstrate imagina—
tion and initiative in their efforts to help the council
achieve the goals set forth in this plan or as they may be
expanded to reflect the changing desires of the people.
4. The people will take an increasingly more active
interest in civic affairs and will support the council's 1
efforts to provide an increasingly better place in which to
live. '
5. No adverse development will occur in the area which ,
will bring about serious reversals of past trends or of the
goals set forth herein.
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TRANSPORTATION PLAN
The transportation element concerns all facilities within
the area which are utilized for the movement of goods and
people. In Marana these include highways, streets, alleys,
airports, canals, horse trails and bicycle paths.
Highways, Streets and Alleys
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Highways and streets exert a major influence upon a com-
munity's development. In a manner of speaking, the street
system is the bloodstream of the community. It is also the
' framework of the town and is the major controlling factor in
the location of buildings, utilities, and drainage. Accord-
' ingly, a well - designed and adequate street system which is
r properly coordinated with existing and projected uses of land
in the surrounding area, is essential to the proper and effic-
ient development of the community.
' A town's street system serves five major functions:
t It provides a means of access to property.
2. It facilitates the movement of goods and people
r into, through and within the town.
r 3. It serves as a channel for the location of utility
and surface drainage systems.
4. It acts as open space for light and air to adjoining
properties and separates buildings so as to prevent conflag-
rations from occurring.
' 5. It facilitates the delineation of the town into
neighborhoods and gives identity and meaning to the structure
of the town.
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Average daily traffic over most of the community's streets t
may be considered as light. Traffic volumes along the
Town's major arteries (federal, state and local) have been
shown on State DOT maps, It can be seen from the maps
that Interstate 10 carried 16,000 average daily trips, .that
San Dario Road between the interchange and Grier Road carried
2,400 ADT while other roads carried a lesser amount of traffic
in 1978 as shown on the maps. ,
Street Classification 1
The street system in Marana consists of three general types
of streets: arterials, collectors, and residential or minor
streets.
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1. Arterial Streets. The primary function of arterial
streets is to facilitate the movement of relatively large 1
volumes of traffic through the town, or between the town
and other communities. The minor function of arterial streets '
is to provide access to abutting property.
Avra Valley Road, San Dario Road south of the Avr a Valley .Air ort P ,,
Moore Road, Trico — Marana Road,and Sanders Road along with
the freeway have been classified as arterial streets.
2, Collector Streets. The primary function of collector II
streets is to serve as a connecting street between arterial
streets and traffic generators and to facilitate the move— 1
ment of traffic between neighborhoods. However, another
important function of collector streets is to provide access
to abutting properties. While San Dario Road between I -10
and Moore Road is presently classified as a collector street,
Grier, Postvale, Luckett, Avra, Hardin, Old Siverbell, Barnett, '
Twin Peals, and Kirby — Huges Road should also be classified
as collector streets in anticipation of future development. 1
As population increases and other urban growth occurs, the
frontage road along the east side of the freeway should also 1
16
1
1 be classified as a collector street. Steps should then be
taken to preserve the rights —of —way, so that the streets
can be constructed without excessive right —of —way cost, in
the event that it eventually becomes necessary to widen
the streets.
It is a mistake to assume that collector streets that are
1 narrower than the indicated cross— sections are adequate just
because they are wide enough to handle the present volume
1 of traffic. The cost of acquiring needed right —of —way and
widening roads which have been lined with dwellings becomes
' prohibitive.
3. Minor Residential Streets. The primary function of
1 minor residential streets is to provide a means of access
to abutting properties. Minor street systems should be de-
1 signed for relatively low speeds so as to discourage their
use for through travel, especially through the interior of
neighborhoods. Minor streets within neighborhoods should not
' be as wide as collector or arterial streets. Minor streets
should always be constructed narrower than collector or
1 arterial streets as a matter of safety, but not so narrow
as to create congestion.
r Standards
Recommended cross— sections for each class of street within
Marana are shown on the following maps. For new streets
1 these should conform to the width of streets called for in
the development code. In this manner, the streets which the
' municipalities may build and the streets which subdividers
and developers may build will be consistent. Where the width
of the streets have already been established, such as in
the platted part of the Town, it may be necessary to adopt
a modified cross — section.
The cross — section which should be applied, has been shown
1
1 17
1
for each type of street. This should be used as a guide
1
to abutting property owners in the development of their
property, as well as a guide to the town and the county
in the construction of various streets. Whenever curbs
and gutters are constructed and whenever streets are widen—
ed,
it should become standard practice to do the work in
conformance with adopted cross— sections.
1
The Major Street Plan
The major street plan for Marana covers arterial and col—
lector streets and consists of two parts:
1. A map showing the location of major streets (both
existing and proposed), within and around the community ,
shown on page 20.
2. Recommended right —of —way widths and cross — section '
standards for each of the two classes of major street and
for minor or residential streets shown on page 21 to 30, ,
While the existing major street system is generally adequate ,
to accommodate current and foreseeable traffic volumes within
the Town, the system will eventually become inadequate as dev—
elopment takes place unless the plan is adheared to. All
street improvements should be required in all future residen—
tial subdivisions as a condition of approval thereof, otherwise, 1
the Town will probably be forced by public demand to levy a
tax on the property with which to improve the streets. II
The map on page 20 also shows all of the streets that the Town
should maintain. There are streets that are substandard as
to width. Those have not been shown. Generally speaking, the
II Town should refrain from grading or paving them until the abut—
ting property owners have dedicated the land needed on which
to construct streets of proper width. '
III
18
1
' Airport
The airport, located near the intersection of San Dario and
Avra Valley Road, while not within the Town limits, is with-
1 in the community. The airport is classified by the FAA as
a local service facility. It has two paved runways with
lengths of approximately 2,500 each, The facility is used
' by private owners and several other agencies. Facilities
at the airport are adequate for present usage, but additional
facilities will likely be needed in the future, in the event
that traffic from place of residence to work and back develops
significantly or in the event that the airport becomes a base
for fly —in industries.
Horse Trails and Bicycle Paths
Horse trails and bicycle paths should be constructed along—
side secondary and arterial streets as shown on the typical
cross—sections. It may also be appropriate to provide for
a bridle path along sections of the Santa Cruz River, in
the future, in the event that the area is developed as a
linear park and floodway.
See also the P ublication entitled TRANSPORTATION ACTION PRO—
' GRAM published by the Arizona Department of Transportation
in cooperation with the Pima Association of Governments
and the Town of Marana, 1978 additional recommendations
' relating to the transportation plan.
1
1
1
1
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III
1
1
COMMUNITY FACILITIES PLAN
1
The next basic element of a comprehensive plan deals with
1 the physical facilities that are needed to make life in the
community worthwhile. While most all communities have need
for certain types of community facilities such as water and
sewer facilities, each community has its own particular
needs. In Marana these should include:
1. Water supply and distribution facilities
1 2. Sewerage facilities and sewage disposal
3. Solid waste collection and disposal
4. Storm drainage and flood protection
5. Educational facilties
1 6. Recreational facilities
7. Municipal Offices and shops
8. Entrance Monument
1 9. Library
10. Fire protection
1 11. Health Care facilities
1 Water Supply and Distribution Facilities.
It should be the objective of the Town Council to make sure
1 that the supply of water is adequate for users within the
Town limits at the lowest feasible rate. Where water is
expensive for the homeowners they refrain from using it.
Where it is inexpensive homeowners tend to use it profusely,
$ not only for both culinary use, but also for lawn watering,
gardens, livestock and other outside uses. Where water is
not metered or measured the tendency is to waste it.
1 While it makes little or no difference whether the water
supply is owned and distributed by the town or by another
agency, it is important that the agency in control of the
29
11
water supply and distribution system maintain certain pol—
icies which are consistent with the goals and policies of the
Town. In view of the fact, that most domestic water is 1
furnished by water companies, the following policies should
be adopted by each company. '
1. Cost of expansions and hook —ups for domestic water
should be made at the expense of the developers, or those
who request the service. Also, the size and capacity of the
expansions should be made to comply with traditional stand— 1
ards for fire protection as well as for domestic use.
1
2. All expansions in the domestic system as well as
all hook —ups to the system should be made in a manner that 1
will be consistent with the land use plan. No expansion or
hook —up should be made to non —farm dwellings or residential
subdivisions except in the areas designated for residential
use. 1
3. The companies should require developers or the peo—
ple who request the service to install water meters wherever 1
water is removed from the system.
4. Cost of the water should be made available at the
lowest possible cost consistent with good management. '
It will no doubt be necessary for water companies to replace
small water mains with larger mains at their expense, as new 1
hook —ups are added to already existing mains. All new ex—
tensions to the system should be made at the petitioners
expense and not the water company's expense.
5. All water mains that are installed in public streets
should be not less than six (6 ") inches in diameter so that
the flow of water will be sufficient to meet minimum fire
flow standards of 500 gallons per minute. Where a large num—
30
1
ber of dwellings will likely be supplied through a single
source, some of the water mains may have to be larger than
6" in diameter in order to supply peak demand.
1 Sewerage Facilities and Sewage Disposal
Domestic sewage disposal in.iarana'is accomplish-
ed for the most part by the use of individual septic tanks
and drain fields except for a sewerage system that collects
domestic wastes from some of the dwellings in the area lying
east of San Dario Road and north of Grier Road. A 6" outfall
1 line extends from the collection system and terminates approx—
imately 5 miles west in a 2.5 acre containment lagoon.
Sewerage S Plan
g P
Because of the favorable percolation qualities of the soil in
Marana, individual septic tanks and drain fields should be
adequate for farm dwellings. However, in the case of sub—
divisions, a policy should be adopted by the Town Council re—
quiring the size of any sewer main (except service lines to
individual buildings) to be not less than eight inches (8 ")
in diameter.. The major reason for this is to avoid the nec—
essity of ever having to replace or duplicate small sewer
lines along streets as new hook—ups are made into the main—
I lines. An eight inch (8 ") line will carry almost twice the
amount of sewage for a very small increase in overall cost of
installation.
Whenever a.sewer becomes overloaded, it becomes necessary to
construct a parallel sewer line because it is impractical to
connect existing service lines to new sewer mains. Where this
' is done, the community must maintain two sewer lines on the
same street which become difficult to keep separate and in
' good repair. Moreover, the sewer mains must be installed at
different elevations so that they will not interfere with
each other.
31
11
Marana's lagoon treatment facility works quite well. How— t
ever, some additional work may be required on the facility
as the Town grows in order to maintain the quality of the 1
effluent within quality control standards. The ponds may
either have to be enlarged so as to handle more sewage as
the population increases or else it may be necessary to change
the manner of treatment in order to make sure that the ef—
fluent from the treatment facility will comply with State
standards.
The lagoon or pond at Marana, is located in the flood plain
of the Santa Cruz River and will require additional flood 1
protection work to be performed in the area above the ponds
in order to prevent flood water from washing out the ponds.
Evidence from floods that occurred in 1978 — 79 along the
Santa Cruz River should be sufficient proof for the need for
such flood protection.. Following is a statement which appears
in the 208 Area Wide Wastewater Management Plan for Pima
County. 1
"Population projections indicate that the existing 1
facility pond will eventually be overloaded. While
overloading has not occurred as yet, a satisfactory
treatment system can be maintained by completion of
the 4 —acre ponds directly adjacent to the existing
2.5 —acre ponds."
The report then indicates that there are flooding problems at
the site and recommends that a planning study be conducted
in the immediate future, particularly before more hook —ups 1
have been added to the system.
The current rural character of the g eneral area and the re—
moteness of the site are favorable for pond systems. However,
it can be expected that the ponds will become objectionable
to home owners in the event that subdivisions or other housing
32
' projects are constructed in the immediate vicinity of the
ponds. Mechanical disposal facilities such as the system
' used by Tucson will involve monthly operating costs, while
containment lagoons or ponds are almost cost free after
they have been constructed.
It is recommended that the planning effort consider consoli—
dation of all point sources in the vicinity of Marana, i.e.,
Marana school, etc., and that the construction of dwellings
be discouraged in the vicinity of the ponds. Meanwhile an
additional containment pond should be constructed as new
hook —ups are added to the system and both ponds should be -
protected from flood waters. Eventually, the six (6) inch
diameter outfall line leading to the ponds may also have to
be enlarged. The effluent should be reused and returned to
underground acglzifers wherever feasible. Other sewage lagoons
should be constructed in the locations as indicated on the
public facilities plan as they become necessary. See page 20.
Solid Waste Collection and Disposal
11 Surveys that have been taken over the country indicate that
families generate approximately five pounds of waste mater—
ial per capita per day. Consequently, efficient and conven—
ient solid waste collection and disposal contributes to the
1 environmental health and general housekeeping of the community.
Currently, the waste disposal site for Marana is located
along the Tangerine Road in an abandoned gravel pit. The
County has maintained the facility for the use of the people in
' Marana as well as for many other people in the surrounding area.
Pima County uses the cut and cover method of solid waste dis—
posal. However, paper and other types of debris can be seen
around the facility which has not been covered. Consequently,
there has been some dissatisfaction with the operation of
the facility in that area.
Costs of adequate maintenance of a solid waste disposal fac—
1 33
11
ility has always been a major factor in the operation of '
such a facility. It has been particularly difficult for
small communities to purchase equipment and operate it be— 1
cause of the high cost of the equipment and operators time
compared to the volume of waste material handled. Unless
an operator is in attendance from early morning until after
sundown 6 days a week, including holidays, residents often
dump their waste material at the site or along roads leading
to the site only to be left for the operator to pick it up
and dispose of it. t
Because of the difficulty and expense of maintaining disposal 1
sites both large and small communities have adopted man—
datory waste disposal programs wherein the owners of all '
dwellings and business must pay a monthly fee to have their
solid wastes disposed of whether or not they make use of
the service. Characteristic fees range from $5.00 to $10.00
per month depending upon the method of disposal and the
length of haul from origin to destination. To ignore the
need for a garbage disposal facility usually result in a
litter strewn community. 1
It may be that the County would consider moving the facility
to a location on the east side of the freeway where it would
be less obvious to the traveling public and to the residents. '
Before abandoning the present cooperative operation with the
County however, the Town Council should investigate the cost ,
of alternative disposal methods or locations.
M
Storm Drainage and Flood Protection
The natural topography and the characteristics of the soil
and drainage pattern of Maranahave made it possible to pro—
vide
adequate surface drainage without extra cost for special
storm drainage facilities. Moreover, future development can
34
1
1 be handled so that storm water will never present much of a
problem to the Town if proper precautions are taken in the
development of streets to facilitate infiltration of water
into the ground. .In order to accomplish this, it will be
necessary to direct the runoff along many channels on its
way to the river.
• L, - with
By using care in the construction of street
water
1 the frequent use of rock filled sumps, most of
can be made to percolate into the ground or else It can
e be
r un
in a north westerly direction so that storm water i
'
the river's flood plain in several places. The water can there —
by be prevented from growing into desi;ruetive streams.
To make this feasible, the Town should have a contour map
prepared and request its engineer to work out an overall
drainage system so that each curb and gutter project can be
' made to conform to the plan. Facilities can then be con—
structed as development takes place that grill handle most
1 floods without much additional cost. It will become very
expensive for the Town to correct improper installations
1 after more of the streets have been lined with curbs and
gutters if ground water recharge and drainage are neglected°
The greatest potential damage to the Town from floods, lies
along the banks of the Santa Cruz River and in the bed of
the dry wash, north of the junior high school. The river
and wash are both curses and blessings. Floods have the
capacity to do a great deal of damage to life and property
but they are also the major source that feeds the underground
' water supply.
It has been estimated that several thousand acre feet of water
flow into the Santa Cruz Flats without being used very benefi—
cially. It has also been estimated that all water that enters
1
35
into underground water acquifers is potentially usable at '
least twice before being lost to evaporation.
Any effective program that will introduce more flood water
into subterranean water acquifers would be beneficial in
that it would allow more acres of land to be cultivated. It I/
is recommended that the Town Council work with the Cortaro
Water Users Association and other interested agencies along
the entire length of the Santa Cruz River in an effort to
recharge underground water acquifers and to do so in a man- 1
ner that will reduce the amount of flood water during flood
time. The retention basin located at the crossing of the 1
Trico - Marana Road near the west boundary of the Town is an
example of such a basin.
Provisions should also be adopted in the Town's Zoning Ord-
inance
which will prevent the construction of buildings in
the flood plain of the river. Otherwise, washed out build-
ings may create a dam during a flood which may divert the '
water along an entirely different course.
Educational Facilities
School facilities for the people of Marana are located at
three sites. If, and when, the number of students increases
to a point where another school site is needed, the standards
adopted by the National Council on School House Construction
should be followed. Minimum site sizes are as follows: '
1. For elementary schools -- a minimum site of ten
acres, plus one additional acre for each 100 students of
predicted ultimate enrollment. '
2. For junior high schools -- a minimum of 20 acres,
plus one additional acre for each 100 students of predicted
ultimate enrollment.
36
3. For senior high schools -- a minimum of 30 acres,
plus one additional acre for each 100 students of predicted
ultimate enrollment.
Elementary schools should be located in the center of res—
t idential neighborhoods so that as many students will live
within walking distance of the school as possible. The
' school site itself should be located away from busy thorough—
fares and away from commercial and industrial activities.
1
Secondary schools, on the other hand, become traffic gener—
ators in and of themselves. Many of the older students
drive automobiles, and for this reason secondary schools
should be located adjacent to major streets where convenient
access can be had to and from all parts of the district.
Even so, the site should be far enough away from noise and
traffic hazards and from commercial and industrial activities
so that good teaching situations, can be maintained at all
times.
Soil on which school sites are located should be suitable
for the planting of trees, grass, and shrubs. The soil
should also be free of rocks, while the sub —soil should
provide an adequate base for foundations. Also, the sites
should be well drained.* Present school sites do not always
' comply with the above recommended standards as to either
size or location, but they exist in Marana and will pro—
' bably remain as is.
Authority for the school districts and municipalities to
cooperate in providing parks and outdoor recreation fac—
ilities can be found in the joint powers act as adopted sev—
eral years ago by the legislature. In the event that it
becomes necessary to acquire a new site for an elementary
Source: National Council on School House Construction,
Research and Publications Committee, NCSC Guide,
' East Lansing, Michigan.
1 57
1
school, coordination and needs of both the Town and the 1
school district should be given prime consideration in the
selection and development of the sites. 1
To be most compatible with the comprehensive plan, a site
immediately north of the Honea Heights Subdivision should
be selected along with one or more alternate sites and
arrangements should be made with the landowners to preserve 1
the site for school purposes. Thus, the land can be retain—
ed in productive use until it is needed for school purposes. 1
If the population increases, significantly, it will likely be
necessary to expand the Jr. high school facilities or to
build an elementary school at the above location and con—
vert one of the elementary schools into a middle school.
The possibility of this occurring should be considered now
and appropriate action taken as outlined heretofore in this 1
document. (See public facilities plan on page 20)
Recreational Facilities
Facilities for recreation in urban communities should con—
sist of a variety of sites, buildings, equipment and E:truc-
tures provided by private businesses as well as by schools
and local government. These facilities are used by young
children, school age youth, adults and visitors. 1
Existing recreation facilities for ttie people who live in Marana 1
are contained in a 30 acre park next to tae Jr. high school.
A sports field is also located at the Jr. high school site. The 1
Sr. high school is located south of the town boundaries near
San Dario Road and also contains athletic facilities.
1
Indoor recreation facilities should be primarily located in
the schools so that it will not be necessary for the Town 1
to duplicate such facilities in separate locations as is
1
.38 1.
1
I currently being done in many other areas. Where appropriate
the Town should acquire park sites adjacent toschools and
II the recreation program should be handled jointly.
II Guidelines. Standard guidelines suggest approximately ten
acres of park and playground space per 1,000 population and
I that 30 to 40 per cent of the total area should be used for
active play. The remaining part that is not covered by
buildings, driveways, walks, etc., should be devoted to
I passive recreation consisting of open lawn areas, benches,
shrubs and trees. Standard guidelines also suggest that
1 the size of the community, density and nature of the surround—
ing environment should have an influence on the amount of
II recreation facilities provided. Since a park has already
been developed by the County, south of the Jr. high school,
II it is unlikely that additional land will be . needed, except
land which should be acquired adjacent to an ,elementary ,
school across the Moore Road north of the Honea Heights Sub—
, division.
II Municipal Building
II Municipal buildings serve two principal functions:
They house town offices and serve as an image maker or focal
II point of community pride. In order to serve these functions
best, a town building should be located in the central part
of the community. The present location of the Town Hall is
II consistent with this principle.
II The importance of image is becoming increasingly significant.
As additional development takes place in the Honea Heights
I neighborhood, it may be necessary to increase the floor space
in the present Town Hall. In view of the fact that Sanders
II Road has been designated as an arterial street the municipal
building should be set back in order to provide for the wid—
ening of the road if and when a new building is constructed.
II 39
1
Entrance Monument 1
In spite of the fact that the Town is currently burdened with 1
financial obligations with which to provide adequate services,
it is recommended that the Town Council cooperate with citizen 1
groups and other agencies in obtaining an entrance monument.
This is needed to provide the Town's people with a sense of
identity. It may not be possible to construct such a monu-
ment immediately, However, the general acceptance of the
concept should be adopted so that interested people could 1
work to this end in their efforts to acquire the necessary
construction funds. Oil companies, for example, are always 1
looking for locations for signs. It may be that such a
company or a group of companies in the industrial park may
construct the monument if the Town would agree to maintain it.
The cost of maintenance and the adverse effects that may come
from a poorly maintained monument may be the greatest imped-
iment in obtaining such a monument. 1
Library 1
A library is maintained by Pima County, in association with the
school district. It is located south of the Jr. high school at '
the north end of the County Park.
According to the American Library Association, a library
building for a town the size of Marana should contain at
least 2,000 square feet and should contain at least 10,000 1
volumes. Following is a table which shows the American
Library Association's recommendations for library facilities. 1
1
1
1
40 . 1.
1
1
TABLE
I
GUIDELINES FOR LIBRARY FACILITIES
Shelving Space
I g ac
P
Estimated
Size of Linear Amount of Additional Total
I Population Book Feet of Floor Staff Work Space Floor
Served Collection Shelving' Space Reader Space Space Needed' Space
Under 2,499 ...10,000 vol. 1,300 linear 1,000 sq. ft. Min. 400 sq. ft. 300 sq. ft. 300 sq. ft. 2,000 sq. ft.
I ft. for 13 seats, at
30 sq. ft. per
reader space
I 2,500 - 4,999....10,000 vol. 1,300 linear 1,000 sq. ft. Min. 500 sq. ft. 300 sq. ft. 700 sq. ft. 2,500 sq. ft. or
plus 3 bks. ft. Add 1 ft. Add 1 sq. for 16 seats. 0.7 sq. ft. per
per capita of shelving ft. for every Add 5 seats per capita, which-
for pop. for every 8 10 bks. M. over 3,500 ever is greater
over bks. over over 10,000 pop. served, at
I 3,500 10,000 30 sq. ft. per
. reader space
5,000 - 9,999....15,000 vol. 1,875 linear 1,500 sq. ft. Min. 700 sq. ft. 500 sq. ft. 1,000 sq. ft. 3,500 sq. ft. or
I
plus 2 bks. ft. Add 1 ft. Add 1 sq. for 23 seats. Add 150 0.7 sq. it. per
per capita of shelving ft, for every Add 4 seats per sq. ft. for capita, which -
for pop. for every 8 10 bks. M. over 5,000 each full ever is greater
over bks. over over 15,000 pop. served, at time staff
I 5,000 15,000 30 sq. ft. per member
reader space over 3
10,000- 24,999.. 20,000 vol. 2,500 linear 2,000 sq. ft. Min. 1,200 sq. ft. 1,000 sq. ft. 1,800 sq. ft. 7,000 sq. ft. or
I plus 2 bks. ft. Add 1 ft. Add 1 sq. for 40 seats. Add 150 0.7 sq. ft. per
per capita of shelving ft. for every Add 4 seats per sq. ft. for capita, which -
for pop. for every 8 10 bks. M. over 10,000 each full ever is greater
over bks. over over 20,000 pop. served, at time staff
I 10,000 20,000 30 sq. ft. per member
reader space over 7
25,000 - 49,999.. 50,000 vol. 6,300 linear 5,000 sq. ft. Min. 2,250 sq. ft. 1,500 sq. ft. 5,250 sq. ft. 15,000 sq. ft. or
I plus 2 bks. ft. Add 1 ft. Add 1 sq. for 75 seats. Add 150 0.6 sq. ft. per
per capita of shelving ft. for every Add 3 seats per sq. ft. for capita, which -
for pop. for every 8 10 bks. M. over 25,000 each full ever is greater
over bks. over over 50,000 pop. served, at time staff
I 25,000 50,000 30 sq. ft. per member
reader space over 13
Source: American Library Association, Subcommittee on Standards for Small Libraries, Public Library Association,
I INTERIM STANDARDS FOR SMALL PUBLIC LIBRARIES: GUIDELINES TOWARD ACHIEVING THE GOALS OF PUBLIC LIBRARY SER-
VICE (Chicago: The Association, 1962), p. 15. This brief 16 -page report is based on standards set forth in ALA's, PUBLIC
LIBRARY SERVICE; A GUIDE TO EVALUATION WITH MINIMUM STANDARDS. It is intended to provide interim standards for
libraries serving populations of less than 50,000 until these libraries can meet the standards of ALA's PUBLIC LIBRARY
SERVICE.
I 1 Libraries in systems need only to provide shelving for basic collection plus number of books on loan from resource center
at any one lime.
s A standard library shelf equals 3 linear feet.
i Space for circulation desk, heating and cooling equipment, multipurpose room, stairways, janitors' supplies, toilets, etc.,
I as required by community needs and the program of library services.
1 41
1
Library Plan. It is entirely likely that the amount of 1
floor space recommended by the American Library Association
is more space than is needed in Marana at this time, but as 1
population increases the demand for library services can be
expected to grow. 1
Until the funds become available with which to construct or
to acquire a separate library building, the present arrange-
ment with the County should be continued.
Fire protection 1
Marana has no fire protection of its own. Up to the present
time the Town Council has arranged with other fire districts
for this service.
Perhaps the best indicator of the adequacy of a community's
fire defense is its Fire Insurance Rating. The agency respon- 1
sible for determining a community's Fire Rating is the
Arizona Insurance Services Office (formerly the Arizona 1
Fire Rating Bureau). The rating assigned to a community is
considered as a general indicator of the town's fire defense
capability and is used by fire insurance companies as the
basis for determining fire insurance premiums.
The fire rating is applied to a community after a careful
analysis of the town's fire fighting capability. The basic 1
factors considered by the agency in arriving at a community's
fire rating are as follows: 1
1
1 1 1 1
1
42
1
1 Summary of Factors Considered
In Determining A Fire Insurance Rating
Factor % of Rating
II Water Supply Capability 39
Fire Department 39
I Fire Services Communication System 9
(alarm system)
Fire Safety Control 13
(adequacy of building laws, fire
protection agency)
1 All communities, counties and districts within the State
have been given a specific rating.
1
The ratings assigned range from one to ten, with a lower
II number indicating a more favorable rating. Generally, a
rating of 6 is considered acceptable for cities having vol-
1 unteer.departments. At present, Marana is assigned a number
10 rating.
1 The last detailed evaluation and rating for Marana was per—
formed prior to its incorporation. At that time, significant
II deductions were made because of deficiencies in the water
system and fire department equipment and operation.
The savings in the cost of fire insurance which home owners
1 receive as a result of an improvement of fire rating are sign—
ificant. Following is a table showing the annual cost of
insurance for a frame home valued at $20,000. Several rating
1 classes have been given to indicate the relative effect of a
change in rating.
1
1
1
43 .
i
1
Annual Cost Of Fire Insurance 1
By Rating Class
: $20,000 1
Rating Annual Premium Cost
10 $91.60 '
8 47.12
7 38.37
6 32.12
5 26.37
Thus, it can be seen that fire insurance premiums could be 1
reduced by almost one half (I) of present cost by gaining
a .number 8 rating.
Future Needs
In light of the benefits which local residents may receive
from an improvement in the rating number, Marano should 1
contact the Insurance Services Office and request their
assistance in evaluating present conditions and formulating
a program designed to improve the Town's rating.
As an intermediate step, the Town should submit to the In—
surance Services Office a supplementary rating application.
Such an application may result in the re— classification of
Marana from #10 to #9 B or possibly to #8, provided the
Town Council moves to negotiate a mutual aid fire agreement 1
with Picture Rocks and Avra Valley Fire Districts. Under
the law, all mutual aid agreements must be in the form of '
a written agreement in order for a town's liability insurance
to be effective when fighting a fire outside of its corporate
limits.
Eventually the Town may find it advantageous to build its 1
own fire station and to equip it with tank trucks, hoses, etc.
44 ,
1
1 In view of the fact that the water mains are not owned by
the Town and the fact that there are no water mains in agr-
1 icultural areas,a large capacity water tank along with pumps
and hoses will be needed as well as trucks that are equipped
1 with smaller tanks.
The amount of time required to respond to a fire call is also
I a factor that is taken into account in determining the ade—
quacy of fire defenses. For this reason the station should
1 be located close to the central part of the community. While
it is not necessary for the station to front on a major road
II it should be located close to such a road.
I Many small communities locate their fire station adjacent to
or in connection with the town office building where some
person is usually able to take calls and alert a volunteer
1 fire fighting crew and to even drive a fire truck to the
scene of the fire while the crew is assembling.
1
Consideration should therefore be given to the location of
1 the fire station in connection with the civic complex at the
intersection of Sanders and Moore Roads.
1 Listed below are the necessary items needed to achieve Pro—
tection Class 8 or better. In order to achieve Protection
1 Class 9 it is not necessary to comply with Item #1.
II 1. A minimum recognized water supply constitutes a
network of mains and hydrants capable of delivering at least
1 250 gallons per minute (over and above maximum consumption)
for a period of at least two hours. Where there are numerous
commercial buildings, this minimum might be converted to at
I least 500 gallons per minute for one hour (the same total
quality of water but available at a greater flow rate.)
1
2. The fire department shall be organized on a sound,
1•
15
1
permanent basis under applicable laws. The Town shall in— 1
elude one person (usually with the title of chief) respon—
sible for operation of the department. The department must
serve an area with definite boundaries. If a municipality is
not served by a fire department solely operated by or for the
governing body of that municipality, the fire department pro —
viding such service shall do so under a formal contract.
When a fire departmentts service area involves one or more
civil jurisdictions that are not a legal part of the service
area, a contract should be executed with each jurisdiction 1
served by the fire department.
There shall be available a written description, or a map,
defining the boundaries within which a fire department res—
ponds.
3. The department shall have an active membership which 1
provides a response of at least four members to alarms within
ten miles.
One of the four members required to respond to alarms may be
the chief. The "alarms" referred to are first alarms for
fires in structures. Records should be kept to substantiate
response of members and apparatus to alarms of fire.
4. Training for all active members shall be conducted
at least two hours every two months.
1
5. There shall be at least one piece of apparatus equip—
ped with a pump and meeting the general criteria of N.F,P.A.
1901, "Automotive Fire Apparatus ", the minimum requirements
for which are given below. Apparatus that is overloaded,
especially in areas where rough roads are encountered, may
receive no recognition.
Apparatus shall be housed as to provide protection from the
it
46
1
1
1 weather and from freezing where necessary.
1 To be considered pump apparatus should have the following:
I (a) A permanently — mounted pump with capacity of at
least 500 gallons per minute at 150 psi (or at 120
I psi for Class B pumpers). In lieu of a single ap-
paratus, two pumping units (each capable of pumping
at least 250 g.p.m. at 150 psi) operated as a single
I engine company, and together capable of delivering an
effective 250 g.p.m. stream at a distance of 1,000
1 feet from the water source, may be recognized.
(b) A water tank of at least 150 — gallon capacity. In
1 municipalities without a recognized water supply, the
tank should be at least 300 gallon capacity.
(c) Sufficient 22 — inch (or equivalent) hose so that,
I with the pump provided, the apparatus can deliver
effective fire streams totaling 500 g.p.m. for a
II distance of 500 feet from the water source and total —
ing 250 g.p.m. for a distance 1,000 feet.
II (d) Equipment
(1) Two nozzles for 22 inch hose, each capable of
' discharging either a spray or a straight stream.
(2) Two hydrant wrenches
(3) One gates wye, 22 — inch to 14 inch.
1 (4) Two combination spanner wrenches for 22 inch and
12 inch couplings.
I (5) 400 feet of 12 inch fire hose.
(6) Two nozzles for 12 inch hose, each capable of
I . discharging either a spray or a straight stream.
(7) 150 feet of 3/4 or 1 inch fire department booster
1 hose, and a nozzle capable of discharging either
spray or a straight stream.
(s) Two portable fire extinguishers suitable for use
on Class A, B and C fires. The minimum sizes
should be 20 B.C. rating in water type extinguishers.
1 47
1
(9) One 12 foot (preferably 1 foot) fire department 1
type ladder with folding hooks.
(10) One 24 foot fire department type extension lad— 1
ler.
(11) One pick —head axe (6 pounds).
(12) Two electric hand lights (4 volt minimum).
(13) One Pike Pole (6 foot minimum).
(14) One bolt cutter.
(15) One claw tool
(16) One crow bar (36 inch minimum).
All buildings within five (5) miles over all weather roads
from the fire station housing apparatus satisfying the above
criteria, may receive Class 9 or better recognition. 1
The statements refer only to the fire insurance rating class—
ification.
City Shops 1
Storage facilities for the Town's maintenance equipment and 1
vehicles are presently located adjacent to the Town Hall
near the intersection of Sanders and Moore Roads. The 2.5
acre site is considered adequate for the forseeable future,
but since storage of equipment, culverts, etc., is not com—
patible
with Town buildings and the surrounding dwellings
such storage should be provided in a separate area west of
the Town buildings. Eventually the site should contain at
1
least 10 acres. See map on page 20.
1
Health Care Facilities
An out — patient clinic has been established in Marana and is
located on San Dario Road just north of Greez Road. The
clinic provides a much needed service in a community that
does not have sufficient population to warrant the retention
48
1
of a full time doctor with his staff.
As the population increases, the clinic will probably grow
in significance until it becomes feasible for the community
to maintain full time medical services.
1
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1
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1
1
1
1
1
1
1
1 49
1
1
LAND USE PLAN
Residential Land
The proposed land use plan for Marana provides for two basic
types of residential development within the residential area
of the town.
1. High and medium density residential development t
should be located around the present central business district,
along San Dario Road and adjacent to the elementary and junior 1
high schools on Grier, Lon Adams, McDuff and Barnett Roads.
This is the best place for apartments primarily because of
the presence of the sewer or as it will be constructed. It
will carry out the pattern of development that has already
begun to take place and is consistent with the multi —core
type of urban form. It will also be consistent with existing
capacities of the streets, water and sewer systems. En—.
couragement should also be given to the construction of high
and medium density residential development around the civic 1
center at Moore and Sanders Roads.
Other core centers may also develop in the future (such as
at Trico — Marana and Luckett Roads or Avra Road or Sanders
Road) and they should be treated similarly when they do.
1
2. Low density residential development should be located
on the periphery of ttie two areas mentioned above and along the I
streets as indicated on the land use plan. Development in low
density areas should be limited to one — family detached dwellings.
Farm dwellings should be located along existing° roads, but not
in the interior of the farmsteads.
II I
The following land use plan shows proposed residential areas
within the town. It should be noted that all of the land 1
50
1
indicated for residential purposes is located above the level
of the Santa Cruz River flood plain.
As a means of implementing the land use plan, it will be
1 necessary for the Town Council to confine the extension of
water and sewer lines to the areas indicated for develop—
ment and then only in an orderly manner. (See development code)
The Town Council should be quick to point out the need to
develop residential areas in an orderly manner as opposed
to a "leap frog" scattered manner. The Council should ad—
just its water and sewer line extension policies so that the
developers are required to pay all of the cost of extending
' the lines from the existing lines to their building sites.
Where this is done, builders tend to develop land that lies
closest to existing facilities in order to avoid the cost of
constructing long extensions. The multi —core form of urban
development is thereby achieved, and the savings in taxes
11 for operation and maintenance of public facilities will be
significant. All domestic water companies should be requested
' to comply with the Town's development code in this respect.
Commercial Land
Commercial uses in Marana should be clustered together in a
compact manner, rather than being scattered throughout the
' Town. There are several types of commercial establishments
in Marana, each of which has its own location requirements.
Most of the establishments can be grouped into four general
types, as follows:
1 1. Convenience Good Stores
2. Primary Shoppers' Goods and Specialty Goods Stores
3. Secondary Shoppers' Goods Stores
4. Highway and General Service Establishments
1. Convenience Goods Stores. Examples of convience
goods stores are grocery stores and service stations. In
1 52
1
small communities (under 15,000 population) convenience goods t
stores should be located in a central core area. In this
way, the business district increases its power of cumulative 1
attraction. Stores that are scattered usually do only a
limited volume of business. This explains why so many small
communities begin to languish when their business community
is allowed to scatter out. The old adage that two stores
side by side support each other, is especially applicable to
small communities like Mara Unfortunately, this natural
characteristic is overlooked by merchants when they choose '
a site for their retail establishment that is separate and
apart from the central area. They think that it will be to
their advantage to locate off by themselves where the land is
cheaper. As a result, both the merchants and the community
suffer.
The success of the convenience goods stores adjacent to Honea
Heights Subdivision has been made possible by the presence of
the people who live in the subdivision. While convenience 1
stores have been successful, that same degree of success would
not likely occur if the store were a primary shoppers goods L
store.
While it is not possible, nor would it even be desirable to
P
adopt ordinances to force stores to located close together,
the Town Council and Planning Commission should give new
stores all possible encouragement to cluster together perfer—
ably in an organized manner such as in a regional shopping
center. A zoning system that encourages vacant land to be
used automatically for a purpose similar to an existing ad— '
jacent land use will tend to accomplish this in a relatively
uncomplicated manner. '
2. Primary Shoppers Goods and Specialty Goods Stores.
In a small town, it is particularly important for primary
shoppers goods stores, such as clothing, jewelry and hard-
5 3
1 ware stores to be located close together. Customers like
to be able to walk from one store to another in comparing
' goods. They dislike having to walk long distances between
stores or to be forced to choose from a narrow selection
1 of goods.
Wherever shopper goods stores . are not situated in the man—
ner described, people tend to by —pass local stores in favor
of shopping areas which do conform to the described sit—
uation, despite the fact that the facilities may be many
miles further away.
"Primary shoppers" goods stores (e.g. apparel shops) and
' specialty goods stores that do not require long street front—
ages should occupy the prime location in the core area and
should be located close together for the convenience of the
buying public. This is crucial to a business district such
as the business district of Marana. Where they are not lo—
cated within convenient walking distance, shoppers often go
to adjacent cities to do their shopping.
3. Secondary Shoppers Goods Stores. Automobile sales
lots and farm machinery sales establishments are examples of
secondary shoppers' goods stores. Because they require long
street frontages and hurt the close interaction of business
when located in the center of the core area, they should be
located on the fringe of, but not right in a core area.
11
It would be an added convenience to the citizens of Marana and
' an advantage to the merchants if the business districts were
to grow in a compact manner. By organizing commercial deve—
lopment within the town so as to take advantage of the proper
natural features of shopping center design, future prospects
for better commercial districts in Marana can be greatly en—
' hanced for everyone.
It should be borne in mind in attempting to determine the
54
amount of land that should be devoted to retail and service
enterprises, that the amount of land which will be used for
retail and commercial purposes will likely never exceed four '
percent of the land that is developed into urban uses. De—
signating excessive amounts of vacant or residential land 1
for commercial purposes does not encourage new business.
Rather, it discourages new businesses, particularly if new
businesses are located in widely scattere.l areas. The secret
of a superior commercial community lies in its compactness.
4. Highway and General Service Establishments. Motels,
service stations, cafe's and fast food establishments are ,
examples of highway service establishments. They are the
type of commercial uses which cater to the traveling public. 1
They must be located where they are easily assessable to major
transportation routes. Generally, highway service establish—
ments (except restaurants) require long street frontages similar II
to secondary shoppers' goods stores. Accordingly, most high—
way service establishments should be situated close to the 1
freeway interchanges and other major intersections as well as
close to other retail outlets and businesses. '
Examples of other service establishments are professional
offices, governmental offices, barber shops, and banks. Pro—
fessional and governmental offices should be located either
in the core of a business district or else immediately ad—
jacent to the core of a business district.
1
Industrial Land
The ro ortion of developed land that is used for industrial
P P p
and heavy commercial purposes in the average community nor—
mally ranges from 10 to 20 percent. In Marana, 47 acres or
approximately 5.3 percent of the developed land is considered
as industrial land. As yet, the majority of industrial uses are II
associated with agricultural activities, some of which are locat—
ed outside of the Town. Most of the industrial land in Marana ,
55
1
1 is being used for the ginning and storing of cotton.
No attempt has been made to date, to organize and build a
pre— constructed industrial park with landscaping, hard sur-
1 faced streets and water and sewer facilities already con—
structed. While the Town, itself cannot become involved
in such a project financially it should facilitate the pro—
gram in the event that some industry is willing to settle
in the area. The area lying along the east side of the
1 Southern Pacific Railroad between the Tangerine and Trico—
Marana interchanges would be suitable for the development of
industrial parks as well as free standl.ng industry. The
area around the Avra Valley Airport might also be suitable
for such use.
These areas are readily accessible to other parts of the
community, and yet such uses will not pre —empt land that is
better suited for retail and highway service uses, nor for
agricultural uses. Also, expansion possibilities in the
area are almost limitless.
The most serious impediment at this time is the limitation
of one —way vehicular traffic on the east side of I -10 between
the Tangerine interchange and Moore Road. Simultaneously
with an effort to interest a private developer to construct
' an industrial park should be an effort to obtain funds
with which to construct a two —way road between the Tangerine
1 and Trico — Marana interchanges.
Industrial Park
1 Nearly all industries need domestic water, sewage, and tran—
sportation facilities. Some industries need a considerable
amount of land for storage of supplies and materials. Others
1 need exposure along a major street. An increasingly larger
percentage of industrial enterprises are becoming concerned
1 with the appearance of their surroundings. They are even be—
56
1
coming willing to forego frontage along highways in favor 1
of well landscaped and well maintained grounds around their
buildings. Many industries can best satisfy their location 1
requirements in a planned industrial subdivision or large
scale development, where several enterprises can be accommo— '
dated and where the streets, utilities, and landscaping
around the buildings can be provided in the most economical
manner. Residential development should not be allowed to
pre —empt industrial land. Initially, the project should
contain from five to ten acres, but it should be located 1
where it can be readily expanded. Following is a sketch of
an industrial park, the likes of which should be developed 1
in Marana.
1
20, 15 4 5 2 3 ACRES 30 I
• 1 3 10 4 1 •
III
11 _
1
. .
. .
1 3 Wil 1
II
As the town grows in population and cotton farming declines 1
it may be advisable to convert the present producer's cotton
gin and storage yard into a shopping renter. This of course, 1
should be done by the owners of the land in response to chang—
ing economic conditions and not by any compulsion or false
II
incentives on the part of the Town government.
Provisions should also be made to develop some of the land II
around the landing fields that are located near the inter—
section of the Avra Valley and Sanders roads to fly —in industry. 1
Some manufacturersof light weight components such as elec—
tronic equipment and high fashion clothing perfer to be lo—
II
cated adjacent to airport runwa s. The Town should also fac—
y
ilitate the development of a fly —in industrial park in this area. 1
57
1
II
II Facilitating industrial development is a hard and arduous
process. Success comes only through the use of initiative,
II 'ti individuals and
imagination and ingenuity. Contacts wi .i individuals i
corporations that are interested in both developing indus—
II trial parks and in establishing manufacturing or industrial
establishments should also be made. Also offer to assist
I desirable industries by facilitating the use of municipal
bonds along with assisting industry in arranging finances
I through the Small Business Administration as well as through
other more conventional sources should be adopted as a mat—
ter of policy. However, fly —by —night and other risky ven—
tures that cannot stand on their own financially should be
avoided.
1 n view of the fact that a cement plant is located at Rillito
In view p ,
II it may even be possible to attract manufacturing establish—
ments to the area that use cement in their products such as
II cement building blocks and prestressed concrete beams.
It should be borne in mind that any effort devoted toward
r industrial development should be specific and vigorous rather
than general and lackadaisical.
Public and Semi — Public Land -- Institutional Land
' Public and semi — public land uses (except for airports) occupy
approximately 77 acres within the community. This amounts to
approximately 9.5 percent of the developed land which is less
than the percentage of developed land used for public and
II semi— public purposes in most communities.
II Since a county park already exists in the area adjacent to
the Jr. High School, the need for a public park has been sat—
' isfied in that area. A similar tract of land should be ac—
quired in connection with the Town Hall in order to meet the
II needs of the people who will live in that area. Eventually,
II 58
1
an elementary school may also be warranted if the area around 1
the Town Hall is developed into urban uses in which case the
park should be located adjacent to the school.
Through such a plan, the park and school can complement each
other, and be adjacent to dwellings. Much more beneficial
use can be obtained from a school and town park located ad-
jacent to each other than when they are located in separate '
parts of the town.
In the event
I h v nt that a fire station should be acquired it should
be located in the urban cluster around the Trico — Marana
interchange, the Town Hall or where the Trico — Marana and
Sanders roads intersect.
While it may not be advisable to acquire the sites for future
public facilities at this time, tentative sites should be 1
selected. After the sites have been tentatively selected,
arrangements should be made with the owners of the land to
notify the town and the school board prior to any further
development which they may propose, so that the land oan be
acquired, if necessary, before private buildings are con—
structed on the land.
1
Agricultural Land
The amount of cultivated land devoted to agriculture in Marana
is approximately 9050 acres. The amount of non—cultivated
land is approximately 8440 acres.
It was the opportunity to drill wells and to divert water on— 1
to the land that accounts for the existence of the town of
Marana in the first place. It is also important that as 1
much agricultural land as possible be retained in agricultural
use. Otherwise, a major element of the economic base of the 1
community will erode away.
1
59 1
1
The amount of agricultural land which has been available
for small parcel, residential or commercial use is very
limited. Because of this fact, the market value of building
lots will tend to increase particularly if the demand for
1 housing is significant. Since the development of industry
often results in the creation of jobs followed by an
increase in demand for building lots on which to construct
houses for the job holders, it should be expected that
the market value of the lots will rise. If this occurs
' it will be necessary for builders to leap frog out
into the surrounding agricultural land for building sites
1 which they can afford to buy unless cooperation can be ob—
tained from the county assessor and the Cortaro Water Users
' Association.
In order to prevent the cost of building lots from skyrocketing,
' it will be necessary for the county assessor to increase the
assessed evaluation of the building lots as the market value of
the lots increases. This has not been done in the past in
11 ' Arizona to the extent that it should have been done. Consequently,
the market value of agricultural land has often increased along witI
the market value of building sites. When assessed valuations are
kept up to date with market value the supply of land for building
sites tends to stay in balance with the demand.
It should also be remembered that taxes come from various
1 sources but are spent on people and their needs. Land
which is devoted to agricultural use does not require very
' many dollars to maintain the necessary services simply be—
cause the required services are minimal. It is people that
need public services and not the agricultural products or
' land except for irrigation water which is usually paid for
by the growers. Because of this, it becomes doubly necessary
for the county assessor to increase the assessed valuation
annually on building lots as market value increases or else
1 the farmers will be forced into paying for most of the ser—
vices which the more numerous non—farm families receive.*
' * This will occur because the market value on farm land will also
increase and by law will eventually be reflected in increased
assessed valuations on such land.
1 60
t
Wherever property owners are able to hoard or keep their land ,
without having to pay taxes on it, based on market value, the
market value of the land tends to go up much faster than the ,
taxes. Thus, the owners become reluctant to sell their lots.
As a result, artificial scarcity is created. Regardless of
the number of building lots in a city the owners often refuse
to sell them except at increasingly higher prices. Eventually,
the prices increase to suchan extent that it is. no longer pos—
sible for the county assessor to increase the assessed valua—
tion to the proper amount without driving the owners of agr—
icultural land out of business. This phenomenon occurs as a
result of the law of supply and demand or the free market sys— 1
tem and will always occur when assessed valuations on lots and
land are not kept up —to —date each year with market value. This ,
accounts for the fact that farm land is often greatly over taxed
in relation to need for services while other property is under ,
taxed.
When the assessed valuation on the land is increased yearly in
direct proportion to the market value, as should be done, the
market value on farm land tends to remain stable and land ,
speculation does not become a problem, nor does the loss of
so much prime agricultural land due to urban scatterization 1
become a problem which soil conservation officials have com—
plained about so much. Only land speculators or farmers, turn—
ed speculators, make money when assessed valuations are not
increased in line with market value and that is done at the
expense of bonifide farmers and ranchers.
Should the demand for building sites ever decrease significant— 1
ly, the resulting decrease in market value on farm land could
cause financial distress to people who have purchased land on 1
borrowed money.
61 1
1
II Any success which the Town may have in attracting industry
into the community will likely have the effect of eroding
1 the agricultural economy due to the scattering of dwellings
into agricultural land unless assessed valuations are kept
II up —to —date annually with market value. This will not occur
. nearly as much if the county assessor is willing to adjust
I assessed valuations on building sites up or down, annually
in direct proportion to market value. In the event of the
II county assessor's willingness to do so, encouragement should
be given to the construction of dwellings in a fairly com—
pact manner, rather than to scatter them out over the farm
II lands as shown in the scattered type of urban form.
1 Since agriculture has been and will likely continue to con—
stitute a large part of the economic base of the community,
1 it is vital that the amount of urban scatterization be con—
trolled to the maximum extent possible.
II Following is a table showing the legislative class and as—
sessment percentage of various types of tangible property.
II
1
TITLE 42 OF THE ARIZONA REVISED STATUTES REQUIRES THAT ALL PROPERTY
BE VALUED ANNUALLY AT MARKET VALUE
I MARKET VALUE AND FULL CASH VALUE ARE DEFINED AS BEING SYNONYMOUS
The legislative class applicable to each property is based on the use of property.
Legislative Assessment
Class Percentage
II 3 27% All real property used for commercial or industrial
purposes.
4 18% All real property used for agricultural purposes and all
vacant land.
I 5
6 15% All owner occupied real property used for residential purposes.
21% All leased or rented real property used for residential
purposes.
7 8% All real property qualifying for a designation as historical
property and listed in the National Registry of Historic Places.
I If the property is used for a single purpose as defined above. the appropriate legislative class number and assessment
percentage will be shown on the front of the card. If two or more legislative class definitions apply to a single property. a
combined assessment percentage will be reflected on the front of the card. For example: If 50% of the value of the property
reflects owner occupied residential use and 50% commercial or industrial use, a mixed assessment ratio of 21% would be
I shown on the front of the card.
The abbreviation "IMPRV" means improvements and includes major structures such as homes, apartments. townhouses.
stores, factories. and miscellaneous structures; such as sheds, barns. mobile home slabs and /or hook -ups etc.
If you wish to appeal the value or classification of your property you may obtain:
PROTEST FORM 130 FROM THE ASSESSORS OFFICE
a LL APPEALS MUST BE RECEIVED IN THE ASSESSOR'S OFFICE ON OR BEFORE FEBRUARY 15. TARS 42 -22'1_
1
1 62
1
But, assessed valuations have not been raised annually in step 1
with the market value of the lots in many areas. Rather, assessed
valuations have stabilized while market values have skyrocketed. 1
It would also be best if all assessment percentages were the same,
except perhaps for #7 above. 1
While it would be better if all of the percentages were
the same, it is not critical to the achievement of the goal
of carrying out the multi —core type of urban form in Marana.
What is critical, is that assessed valuations on land and 1
lots lying within the area designated on the plan for urban
uses be increased or decreased annually, strictly on the 1
basis of market value.
the Ad Valorem Tax on Land Development.
Influence of ment. h A V l p
Wherever taxes on land have not been kept up —to —date with
market value or wherever taxes have been based on use or
productivity speculators have been able to make huge profits 1
because the market value has gone up much faster than the
taxes. It is not necessary to make productive use of the 1
land when assessed valuations on land are based on productiv—
ity rather than market value. In fact, it actually pen— 1
alizes an owner to make productive use of his land. Conse—
quently, in Mexico where land has been taxed on the basis of
productivity, a relatively few families have been able to
acquire much of the land.
Hopefully, the county assessor will be successful in up— dating
assessed valuations on land annually as long as the demand 1
for housing remains vigorous.
If the Town Council will require all developers to construct
all improvements in their subdivisions at the developers ex— II pense, and if the Cortaro Water Users Association also requires
developers to install all improvements at their expense and
63
1
II
II the county assessor is able to keep assessed valuations on
building lots up —to —date with market value the probability
1 that the land use plan can be realized will be greatly en—
hanced.
1
On the other hand, if the municipality, or Cortaro Water Users
1 association permits or encourages the expansion of the water
system beyond boundaries shown on the land use plan or if the
1 county assessor does not update assessed valuations on building
lots in the area designated for residential uses as shown on
II the plan, then scatterization and urban sprawl will take
place and the cost of providing necessary public services to
1 widely scattered dwellings will increase, while the agricultural
economy of the area will begin to erode. Only a relatively few
' non —farm homes would substantially reduce the use of airplanes
in the growing and harvesting of cotton.
1
Neighborhoods
II
Most people think of a city or town as a single organism.
II Actually, however almost any community having a population
of 2,000 or more people takes on a cellular structure. This
I is a natural process.
The boundaries of these cells or neighborhoods usually con —
II sist of natural features such as mountains, hillsides,
streams and lakes, or they may consist of man made features
II such as commercial areas, industrial areas, railroads, major
streets and similar areas or uses.
II It is important that this natural tendency be recognized as
early as possible in the preparation of a Comprehensive plan
I so that the major streets, railroads, community buildings
and other man made uses of land may be properly planned and
1
1 64
1
located with respect to the natural characteristics of the 1
area and with respect to other uses.
1
Ideally, a residential neighborhood should cottain approximately
200 to 400 acres of land or enough land to accommodate 600 to 1
700 families which in turn will have about the same number of
elementary school students needed to fill one elementary school 1
when the land is fully urbanized.* The elementary school should
be located in the central area of the neighborhood thereby avoid—
ing the necessity of small children having to cross busy, high—
speed arterial or collector roads.
Each neighborhood should also contain a variety of housing
types rather than all multiple housing units or single
family dwellings which accommodate families of the same or
similar economic or ethnic make up. Children mature and 1
become better citizens when they live and associate with
children of dissimilar economic and ethnic make up. The
neighborhood also gives children an identy and support not
otherwise available. They become more than a mere number.
It is recognized that Marana does not as yet contain enough
people or families to make the need for neighborhood delinia—
tion apparent. However, three neighborhoods have been re—
cognized and provided for in the plan, one near the present 1
elementary school, the other around the Honea Heights Sub—
division and Town Hall, and the other (really more of a 1
neighborhood in embryo) in the area known as Berry Acres.
* At age 15 a subdivision will contain an average of 1.5
elementary school students per dwelling unit. At age 35
the number of elementary school students will have decreased
to an average of approximately .5 students per dwelling unit.
The average then increases again to approximately 1.0 per
dwelling unit. Marana schools may have fewer than 1.0 per
unit at the present time. Six hundred to seven hundred
students call for three teacher stations per grade of 25
students each in elementary schools that contain 8 grades
plus a kindergarten.
65 1
1
1 Following are diagrams which illustrates some of the prin—
ciples of a good neighborhood layout, There is also a map
1 which shows how the Town should be delineated into three
neighborhoods. .
1 N S E R T
Il 1 1
1
1 n fta�
o f laid
z 14°' Into
I ; �
1 () S HOPPING CENTER ( � 4 Neig hborhood
x
I
W ' �1 Q U m i t 9
I
0 14i 3 FORMAL DEVELOPMENT
I ` ' P A R K I N G I. Dale Despain — Consulting Planner
1 h1 PROVO, UTA
.� J. Owmns - Draftsenon
Id i "
F Landscaping should be same width as setback
1 i ° Z., —__�_ ji required for surrounding dwellings
2 p0'
"0 Service Street Yimmum
1 — - �1 I1 1111111 111111111111111111
1
Lots 200 deep for
additional building
1 MI setback along major
streets
i
m
o tom
1 — TO111111 ���1 S E °o�
m P ork
School ammo 1 ti Pork �iwn�� Collector Street alp � •
I %
ii =me
Noim
moo
i 0
C 1
--
Churj
altimi
UV 1 I n
1 Air: imi.
loom 1 11i•1111 Transfer of Lots
Between owners
Minor Street Center t
1 •
Major Streets
See Insert
4 .
1
66 41
it
1
bD
in 0 0 t
23 0 m 0 -
gi S" 01 CL 4 o
��
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H 0 rn - 9••i* CO rn •p) G) G+
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1
1
1
HOUSING PLAN
1
The condition of houses and yards within a community reveals
1 individual as well as community values. It expresses a
way of life. Unpainted and neglected buildings and unkept
I lots express a life style just as surely as do neat and
tidy premises.
Il Housing conditions are not necessarily commensurate with
income. While the level of income might be expected to have
1 a bearing on the condition of housing within a community, it
actually has a greater bearing on the size of the houses
1 rather than on the appearance of the houses or the tidiness
of the yards around them. There are approximately 450 dwel—
1 ling units in the Town, approximately 100 of which should be
classified as deteriorated or delapidated. Most of these
units are scattered throughout the community and are still
I in use.
1 Several new homes have been added to the housing supply since
1970. The primary effort in providing housing has been de—
1 voted to the construction of new single — family houses, or
the moving of mobile homes onto lots in subdivisions or on
I lots which have been created by severing them from larger
tracts through the use of metes and bounds descriptions.
1 Several conditions have contributed to substandard housing
conditions. Generally, low income, seasonal employment,
111 lack of initiative and pride in home maintenance, and the
lack of codes, ordinances, and home inspections are the chief
1 contributors. However, the lack of fee simple ownership of
the lot by the owner of the house is the most serious draw
I back that carries over year after year. It is only natural
for residents to refrain from improving their lots when they
rent their lots rather than own them. The shortage of mort-
1
1 68
1
gage money, high interest rates, relatively high costs of 1
building materials, and the lack of skilled labor and enter—
prise have also discouraged many homeowners from building
1
new houses or from making repairs and improvements to exist—
ing homes.
The primary objective of the citizens of Marana regarding
housing should be to create and maintain a living environ—
ment of sustained desirability and environmental appeal to
the end that every family will be able to live in a decent
home. In order to accomplish this, several steps must be
taken. Specifically, the following programs should be adopted. 1
1. A conservation program should be instituted in Marana 1
which is designed to encourage homeowners to improve and
conserve their present home. This is the primary job of a
shade tree and beautification committee. Such a program
should be carried forward on a continuing basis. Use of
professional persons in landscaping_ and environmental design •
from the Extension Service and the University of Arizona
should also be encouraged. 1
2. The conventional method of financing and construct— '
ing houses should be retained for families whose income is
sufficient to warrant the acquisition of a house or mobile
home costing more than $20.000. The demand for this type of
housing will likely account for most of the additional housing 1
in the town,
3. Private developers should be encouraged to use un—
developed lots with the thought in mind of constructing houses
on them rather than to scatter the homes out throughout agr— 1
icultural lands. The self help section of the Farmers Home
Administration may be found to be useful in this area because
this is a program designed to assist lower income families
in acquiring ownership of their homes.
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4. Private developers should be encouraged to build
manufactured or prefabricated homes, with and without fin-
ancial assistance from the U.S. Department of Housing and
Urban Development or Farmers Home Administration. Builders
' should be able to manufacture multiple -unit buildings con
taining from 800 to 1,000 square feet of living space each;
transport the homes to Marana and place them on a permanent
foundation with all utilities connected, for less than
' $25,000. This is much less than the cost of erecting build-
ings that are constructed on building sites in the conven-
tional manner.
5. Private developers should be encouraged to construct
1 mobile home parks which comply with guidelines shown in the
Property Development Standards promulgated by the Land Deve-
1 lopment Division of the Mobile Homes Manufacturers Associa-
tion with offices located at 20 N. Macker Drive Chicago I11.
6. It is only people natural for eo le who do not own their
lots to refrain from constructing substantial housing on the
lots or from even making improvements on existing dwellings.
If the families who live on rented land owned both the lots
1 and the dwellings, chances are the occupants would be more
interested in maintaining their premises in better condition.
' One way by which this might be accomplished would be to
build a planned unit development or condominiums so that
the occupants could own their own dwellings.
It is recognized that the traditional life style of many
t families is so strong that the responsibilities of private
ownership of their dwellings may not be acceptable in
the form of planned unit development or condominium owner-
ship.
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7. Building, plumbing and housing codes should be 1
enforced, The owners of existing substandard houses who
are financially unable to remodel their own homes should
be encouraged to seek outside assistance.
The average income per household in Marana has been estimated 1
to be approximately $12,000 per year (1978), Sound financial prac—
tice indicates that families should not spend over 25 percent 1
of their income for housing. Accordingly, the average fam—
ily in Marana would be justified in spending up to $300.00 1
per month for housing under either rental or ownership status.
Since it costs $35.00 to $40.00 per square foot to build a
conventional single — family detached house which conforms to
the uniform building code, the average family can not afford to
build a home containing much uore than 1,000 square feet.
Approximately one half of the number of new families cannot
afford to buy or rent houses containing even 1,000 square 1
feet of usable floor space without financial assistance from
some source. Approximately one fourth of the families will
likely not be able to afford a house containing more than
750 square feet, yet most of them will need at least 1,000
square feet.
It should also be remembered that some families are currently 1
living in inadequate housing. These families need houses as
much or more, than the families that have higher incomes. In
view of the fact that most low and moderate income families
are not familiar with all of the complicated procedures that
must be followed in arranging for building sites, building
material and financing and labor, the services of a knowledge—
able person to assist them would be helpful; otherwise, dis—
advantaged families may not be able to acquire a home that
meets the goal of making it possible for all families to 1
have a decent house in which to live.
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Financial institutions such as banks and savings and loan
companies should be encouraged to provide the services of
' such knowledgable persons. The school district might also
be helpful in disseminating this type of financial knowledge
1 and understanding.
1 A community which expects to grow, improve its economy, at—
tract new industry and provide a decent environment in which
1 to live cannot afford to neglect its housing supply.
A major task of the Town Council should be to overcome the
1 impediments that stand in the way of achieving the goal
of a decent home for every family. They should serve as a
1 catalyst in motivating all essential participants in the
housing program in a manner that will achieve results.
1 While the program has been outlined above in general terms,
in the final analysis, the task is of such a nature that it
1 is not possible to outline it in detail. Much will depend
upon the resourcefulness and persistent effort of the Council,
as they address themselves to the task.
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IMPLEMENTING THE PLAN 1
As outlined in the Laws of Arizona, the basic purpose of the
Comprehensive Plan is to guide changes and development that
occur within a town to the end that the town will become
an increasingly more convenient, healthful and safer place
in which to work and live. However comprehensive plan is
not unlike a blueprint of a building. It is not self— 1
fulfilling. Whether or not the plan accomplishes its purpose
depends upon the acts of the people and their institutions. 1
Each house, business or industry comes about one at a time.
The primary objective should be to fit them together in such
a way that a practical and satisfactory scheme of municipal
development will occur. Accordingly, the next step in the
planning process is to develop, adopt or update imple—
menting programs which are necessary to accomplish the 1
purposes of the plan.
The devices or tools which may be used to implement a Compre—
hensive Plan are:
1. An Advocacy Program
2. A Taxing Policy 1
3. A Development Code.
4. A Multi —Year Improvement Program 1
1. Advocacy Program. A little reflection on the
content of the Comprehensive Plan and implementing devices
will reveal that it will be necessary for all of the partici—
pants in the development and administration of the plan to
become advocates of the plan. Advocates should include mem—
bers of the planning advisory committee, the town council, the
1
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' planning commission and the administrative personnel, the
Cortaro Water Users Association and the School Board,
' They must do more than let nature take its course and do
nothing. They must actively seek industry which will locate
' in the designated areas.
They must actively seek to preserve and enhance agriculture,
the production of crops and livestock and the distribution
and marketing thereof. They must actively seek developers
' who will construct decent housing in the locations set forth
in the plan. They must actively seek commercial development
fully realizing that two stores when located side by side
will always do more than twice as much business as one, that
the gravitational pull of a business district is directly
proportional to the number of square feet of floor space de-
ll voted to business, and that the business district must be
compactly constructed, rather than scattered, so that it is
possible for women, who do 800 or more of the buying, to be
able to walk from one store to another conveniently and with-
out having to drive from one store to another.
They must actively seek to develop a program that will re-
charge the underground water supply with flood waters which
will otherwise go on down stream and be wasted,
' They must actively seek funds with which to construct an identi-
fication monument for the Town as well as other needed facilit-
1 ies as listed in the multi -year improvement program.
They must actively solicit the cooperation of the county asses-
sor in keeping assessed valuations on land equal to assessed
valuation on all other kinds of tangible property as outlined
in this report.
They must actively seek to cooperate with the schools, the
county and other public and private agencies in finding ways
by which needed services can be supplied most efficiently, econ-
omically and appropriately,
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It will be in the seeking that community pride will develop.
It will be in what the people do for the community that will
make living pleasant and meaningful and not what the Town
does for them.
If an advocacy program is not undertaken chances are a terrible
thing will happen -- the Town will not be much better off than
if the council had not gone to the trouble and expense of pre—
paring the plan in the first place.
Per capita, cost of government tends to increase as the number 1
of people in the governmental unit increases because it is
only natural for people to think that the larger the govern— 1
mental unit the better it can afford to pay for services.
Hence, the demand for services increases. While taxes come II from several sources, the revenues are spent on people and their
demands. This has been the case in every city and town which
have tended to exceed their needs. Hopefully, the demands 1
in Marana will be no greater than that which the people of
Marana are willing and able to pay for mostly on a pay as 1
you go bases.
A Comprehensive Plan, in and of itself rarely gives rise to
controversy. It is only when town officials begin to imple—
ment the plan that controversy emerges. 1
Some people would like to see the Town develop., but when the
costand inconvenience thatare connected with the development
actually comes to their attention many peop1.e mis—
understanding ; resist or resent the actions needed to bring
it about. In almost all instances it is the cost that people
object to most, hence their demands should be circumspect.
One of the primary purposes of planning in the first place is 1
to make the most efficient use of land and to try to integrate
each project, whether publicly or privately owned, with all 1
other aspects of urban development to the end that efficiency
and economy in the process of development will be achieved.
As is often the case, some people are benefited more than
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' others. Some may be actually hurt. There is no possible
way that everyone can be benefited to the same extent. Con—
' sequently, the general policy should be to make sure that
the developer of each dwelling, each subdivision and each
1 new street stands as much of the costs as feasible because
any costs which developers do not assume, must be assumed by
1 others.
It is only natural for developers to try to avoid having to pay
II any more construction or maintenance cost than they are re—
quired to pay. Nor, are most people willing to give land for
the benefit of others without compensation.
Fairness and equity can best be achieved by attaching as much
of the costs of a development to the developer as is possible,
and to so organize development in such a way that the most
good, to the most people, over the longest period of time
can be achieved. Moreover, all policies, codes and ordinances
' relating to the development, maintenance and operation of
urban use of land should be prepared with this thought upper—
most in mind.
It is not always politically feasible to adopt implementing
devices that will bring about the plan in the most expeditious
manner because all people do not view a particular program
' in the same light. It may therefore be necessary to adopt
a regulation that is politically feasible, yet not be as
' achievement oriented as one may wish, pending the time when
a more achievement oriented regulation can be adopted. This
is particularly true of zoning. Also, there is often more
than one way to achieve an objective. While one alternative
may be acceptable to affected property owners, others may not
be acceptable. The objective should be to select the method
or alternative that will achieve the goals and objectives with
r the least possible disagreement. This is not always possible
to anticipate until the time comes to address the issues and
even then it may be difficult.
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2. Taxing Policy. It should be recognized that
the transportation plan and the public facilities plan depends
to a large extent upon the use to which the land in Marana
is put.
The street system as well as street widths to accommodate
agricultural uses are altogether different than for residen— '
tial, commercial, or industrial uses.
Likewise, the use to which land is put has a great bearing on
the nature and type of public facilities. It is people that
use both roads and public facilities. Yet the presence of
a street or a school also has an influence on where people
choose to live and the use to which land is put. This inter— 1
reaction can be observed in every city and town in the country
where society is free to live where its members want to live. 1
Cost of land is one of the primary considerations that every
family takes into account in selecting a place to live. In
commercial areas, in large communities, land often costs from
$50,000 to $100,000 or more per building site, while the cost 1
of good residential property should sell for $5,000 to $10,000
per lot, The actual cost is often more than a young family can ,
afford to pay. Consequently, most communities have large tracts
of vacant land interspersed with subdivisions and commercial '
buildings which become difficult to make use of. As industry
that employs people moves into a community, the demand for 111 building sites increases along with the price. Landowners
soon begin to speculate on their land. It is the increase in
price in the central part of a community that causes residen— 1
tial development to scatter out. Home builders are forced
to look for building sites wherever the owners are willing to
sell their land for a price which builders can afford to pay.
Sometimes the price spiral becomes so great that it is diffi—
cult to find building land closer than several miles from the
central part of a city.
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While the foregoing explanation applies most dramatically to
cities like Tucson, it also applies to some extent to towns the
' size of Marana.
Scattered buildings and subdivisions require the installation
of expensive improvements which the tax payers must absorb unless
the improvements are paid for by the developers and homeowners.
This explains why taxes increase as urban sprawl spreads.
Fortunately, there is a way whereby most of the added costs
can be avoided.
The county assessor should be asked to keep assessed valuations
' on land and building lots up to date with market value each
year. When landowners learn that assessed valuations on their
land along with their taxes increases or decreases in direct
proportion to the market value of the lots, two actions take
place: (a) the market value of the land tends to remain stable,
' and (b) building lots can be had for a price developers can
afford to pay. On the other hand, when market value increases
but not assessed valuations, then speculation occurs, causing
most landowners to hold on to their land. This in turn brings
about artificial scarcity, along with "leap — frog" scattered
development.
Each year the chief administrative officer of the town should
contact the county assessor to make sure that assessed value—
!' tions on the land and building lots are kept up to date with
market value, particularly in the area designated for urban
1 development. If the assessor does not keep assessed valuations
up to date with market value and the number of people living
in the area increases, then the market value of the land and
building sites will also increase in direct proportion to the
demand for such building sites. Should this occur, the entire
' plan will be thwarted. Scatterization and urban sprawl will
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take place, the cost of public improvements will increase and
the town will rapidly lose its agricultural base. Marana has
too much at stake to let this happen. No one wins in land 1
speculation except the speculator, while the farmers are the
people who are saddled with most of the cost. 1
3. Development Code. A development code includes sev—
eral parts as follows:
a. Zoning requirements and map
b. Subdivision requirements
c. Large scale development requirements
d. Procedural and administrative guidelines 1
e. Water and sewer main extension policies.
These parts are treated in further detail as follows: 1
a. Zoning requirements and map. A zoning ordinance
has been included as part of the development code. However,
the ordinance that has already been adopted will continue to
be used as the zoning ordinance for Marana rather than to alter
it significantly.
at
b. Subdivision requirements. The regulations that
have already been adopted are believed to be adequate for the
purpose. However, an additional section pertaining to large
scale developments has been added to the code in order to pro—
vide
the necessary procedures that must be followed. This
applies to planned unit developments, condominium projects,
planned shopping centers, planned industrial parks, and other 1
such large scale developments.
e scale development re uirements It is
c. Larg scal q os—
p
sible to avoid an increase in taxes to provide services as
well as improvements to residential commercial and industrial
development and at the same time to assure superior mainte—
nance. This can be accomplished by encouraging the developers 1
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1 of residential, commercial and industrial properties to under —
take planned unit developments for one — family dwellings and
I I planned condominium projects for multiple dwellings, shopping
centers or industrial parks. Funds with which to pay for ser—
vices are provided through the assessing of association dues
by a homeowners' or property owners' association rather than
for the town to levy taxes on all property owners to pay for
I the services, as is generally the case in conventional sub —
divisions or lot —by —lot' development.
II
Large scale developments will likely be more complicated for
developers to construct than conventional subdivisions until ,
they become familiar with the approval process. However, the
II benefits far outweigh the drawbacks.
d. Procedural and administrative guidelines. These
II have been included as an integral part of the subjects dealing
with zoning, subdivision requirements and large scale devel—
opments.
I e, Water and Sewer Main Extension Policies. In view
ct that the Cortaro Water Users' Association provides
most of the water for both domestic and irrigation purposes,
II it will be necessary for developers to make arrangements with
that agency for domestic water or else make their own
II arrangements with the State Water Commission to drill wells.
II 4. Multi —Year Improvement Program. A multi —year improve—
ment program also includes several parts as follows:
I a. A tentative multi —year maintenance and operation
budget.
II b. A document sometimes called a capital improvement
program designed to facilitate the orderly develop—
' ment of public facilities in harmony with the
II Comprehensive Plan.
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c. A list showing a priority of need for the facilities 1
that will extend over succesive three -year time spans.
1
The multi -year improvement program contains a list of public
improvements that should be undertaken by the town according to '
priority of need and ability to pay for them, including improve-
ments which are constructed on a pay -as- you -go basis as well
as those involving long term financing. It also includes im-
provements that are undertaken by the town which are paid for
by the State or Federal government. However, it does not in-
elude improvements or projects which are constructed within
the town when financed entirely by other agencies such as school II
buildings, state highways and water lines which may be owned
and controlled by the Cortaro Water Users' Association. 1
The safe limit of debt services (principal and interest)
which a town should not exceed is 25% of the
town's annual income for operation and maintenance. Only under
unusual and pressing need should a community exceed such an 1
amount.
In other words, cities and towns should not necessarily try to
finance all of its capital improvement needs on a pay -as- you -go
basis. On the other hand, communities should not become so
heavily indebted that necessary and essential operations and
maintenances functions cannot be carried on for lack of funds. '
A town should always provide a financial cushion on which it 1
may draw in the event of a natural disaster. Under no cir-
cumstances should a town spend more than its available reve-
nues without going through the process of a bond election.
Experience has shown that debt service covering principal and
interest of up to 25% of revenues devoted to operation '
and maintenance is usually a safe limit.
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II All annual budgets should be prepared for an additional three to
I g P P
five years beyond the coming year. One more year should then be added to
the tentative budget when finalizing the budget for the coming year.
II Town budgets should always be prepared in the light of the town's
financial ability to pay its expenses and then the town council
1 should make it standard practice for all department to keep
their budgets.
I .
A carefully prepared budget is the best method of obtaining the
II most for the money and the multi —year improvement program should
become an integral part of the annual budget.
1 The time span covered by the multi —year improvement program should
be from three to five years. This forces the budget officer to
II consider more than one year. It also generates stability in the
budget— making process and helps to keep the town on a sound finan -
1 cial footing.
It also provides protection against special interest groups in
I the event that an effort should be made to convince the town coun—
cil to set aside its orderly budget process for some special pro—
' ject that is less necessary than others.
1 Following is a proposed multi —year assets improvement program for the
ensuing three years with more tentative budgets for subsequent
years.
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PROPOSED MULTI YEAR
ASSETS IMPROVEMENT
PROGRAM
1
PHASE I: 1980 -1982
TRANSPORTATION PROJECTS
1 -01 Reconstruction of Sandy Road from Morgan to Steele.
1 -02 Paving of two lanes of Moore Road for 2.0 miles from San
Dario Road to I -10, primarily for dust control.
1 -03 Widening of San Dario Road to four lanes, from Trico -
Marana Road to Grier Road.
1 -04 Renaming of selected streets as follows:
From: To:
Trico- Marana Road Sam Chu Boulevard
Avra Street Amole Circle and Adonis Road
Avra Lane Price Lane
Sandario Road San Dario Road
1 -05 Purchase of a water tank truck (see also Fire Protection).
1 -06 Overhaul of existing road grader.
1
1-07 Purchase or lease of a road - striper.
1 -08 Purchase of a tractor with weed cutter. '
1 -09 Install traffic control device (4 -way stop signs) at Grier
Road and San Dario Road.
WASTE MANAGEMENT
1 =10 Extension of sewer line along San Dario Road south to Barnett
Road. (Now being undertaken in cooperation with Pima County.)
1 -11 Acquisition of a sanitary land fill for solid waste disposal.
RECREATIONAL FACILITIES
1 -12 Creation of a linear park along San Dario Road from Trico -
Marana Road to Moore Road (in conjunction with street widening).
1 -13 Creation of a linear park along Moore Road from San Dario Road
to I -10 (in conjunction with road paving and in preparation
for future widening).
PUBLIC SAFETY PROJECTS
1 -14 Acquire a fire engine (pumper) and a water tank truck (see also
Transportation) and erect a fire station at Moore and Sanders
Roads.
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II GOVERNMENT BUILDINGS
1 -15 Work for the construction of a new post office and federal
building at or near the corner of Grier Road and San Dario
I Road.
1 -16 Construct an entrance monument on a small park to be developed
at Trico — Marana Road and San Dario Road.
HEALTH SERVICES
.1-17 Renovation and expansion of facilities of the Marana Community
Clinic (now being done by the Clinic).
I 1 -18 Construction of other health related facilities at or near
the corner of Grier and San Dario Roads.
1 -19 Acquisition of an ambulance and the training of ambulance crews
1 for the provision of emergency services in the area.
II PHASE 2: 1983 -1985
1 TRANSPORTATION
2 -01 Paving of Barnett Road between San Dario Road and Lon Adams
Road.
I 2 -02 Acquisition and paving of Barnett Road from San Dario Road to
Sanders Road.
2 -03 Acquisition and paving of neighborhood streets in the Honea
II Heights neighborhood by creation of an improvement district.
2 -04 Acquisition and paving of neighborhood streets in the Berry
I Acres neighborhood by creation of an improvement district,
2 -05 Widening of San Dario Road from Grier Road to Moore Road.
2 -06 Acquisition and construction of Chu Avenue from Trico — Marana
1 Road to Grier Road, midway between Sanders and San Dario Roads.
2 -07 Paving of Avra Road from Trico — Marana Road to Hardin Road.
1 2 -08 Paving of neighborhood streets in the Marana Estates neighbor—
hood by creation of an improvement district.
1 WASTE MANAGEMENT
2 -09 Extension of sewer line east along Grier Road to Lon Adams
II Road.
EDUCATIONAL FACILITIES
1 2 -10 Construction (by the Marana School District) of a school west
of Avra Road and within one —half mile of Trico— Marana Road.
I 2 -11 Construction of a linear park along Sanders Road from Moore
Road to the Santa Cruz River.
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2 -12 Construction of a linear park along Moore Road from Sanders 1
Road to San Dario Road.
2 -13 Construction of a linear park along Barnett Road from San
Dario Road to Lon Adams Road.
2 -14 Acquisition and construction of a neighborhood park between
Sanders and San Dario Roads and between Trico— Marana Road and
Grier Road.
PUBLIC BUILDINGS 1
2 -15 Expansion of Town government buildings at Moore Road and Sanders
Road to include shops.
2 -16 Acquisition of land for a town plaza at the northwest corner of
Grier Road and San Dario Road.
1
PHASE 3: 1986 -1988
1
TRANSPORTATION
3 - 01 Paving of Silverbell Road west of Sanders Road.
3 -02 Widening and paving of Tangerine Road east of I -10.
3 -03 Acquisition and paving of Grier Road from Avra Road to Luckett
Road.
3 -04 Widening of Sanders Road from Trico — Marana Road to the Santa
Cruz River.
WASTE MANAGEMENT
3 -05 Installation of a sewage disposal plant (settling pond) on
Moore Road at the Santa Cruz River.
3 -06 Installation of sewers along Moore Road from the Santa Cruz
River to San Dario Road to serve homes and businesses within
one —half mile of the main sewer line.
1
EDUCATIONAL FACILITIES
3 -07 Construction of a new senior high school or additions to
existing junior high school east of the existing junior high
school by the Marana School District.
3 -08 Creation of a Town Botanical Garden on the southwest corner 1
of Avra Valley Road and San Dario Road.
3 -09 Creation of a Town Historical Museum at the site of the present
Town Hall, in the present adobe warehouse or offices on the
land of the Producers Cotton Oil Company on San Dario Road,
or near the present Junior High School — Pima County Park com—
1 plex on Lon Adams Road.
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1 RECREATIONAL FACILITIES
3 -10 Acquire and construct a linear park along Sanders Road from
Moore Road to Barnett Road,
3 -11 Acquire and construct a linear park along Trico - Marana Road
from San Dario Road to Sanders Road.
' 3 -12 Acquisition and construction of a neighborhood park between
Sanders Road and San Dario Road, between Grier Road and
Barnett Road.
PUBLIC BUILDINGS
' 3 -13 Construction of Arizona State Government offices at or near the
Town Plaza at Grier and San Dario or on Lon Adams Road near
the Pima County Park.
1 3 -14 Installation of a fire hydrant system in areas of urban density.
' HEALTH SERVICES
3 -15 Construction of a nursing home in the community with private
funding.
1
PHASE 4: 1989 -1991
1
TRANSPORTATION
1 4 -01 Acquisition and paving of Tangerine Road west of I -10.
4 -02 Purchase of a street sweeper,
WASTE MANAGEMENT
4 -03 Creation of a Town Cemetery.
EDUCATIONAL FACILITIES
1 4 -04 Establishment of a branch campus of Pima Community College on
either Trico- Marana Road, Sanders Road or Avra Valley Road.
1 4 -05 Establishment of a branch public library at or near Moore
and Sanders Roads or at or near Grier and San Dario Roads
1 RECREATIONAL FACILITIES
4 -06 Acquire and construct a neighborhood park and school between
Sanders and San Dario Roads and between Barnett and Moore Roads.
1 4 -07 Construct a linear park along Sanders Road from Barnett Road
to Trico - Marana Road.
4 -08 Construct a linear park along Trico- Marana Road from Sanders
Road to Avra Road.
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GOVERNMENT BUILDINGS 1
4 -09 Construct a branch Town office at or near Grier Road and San
Dario Road.
PUBLIC SAFETY PROJECTS
4 -10 Build a fire station and equip it with a pumper engine at
Sanders and Trico — Marana Roads.
1
HEALTH SERVICES
4 -11 Allow a hospital to be built in the community with private funds. 1
PHASE 5: 1992 -1994
TRANSPORTATION
5 -01 Acquire and pave Sanders Road from Avra Valley Road south to
Twin Peaks Road.
5 -02 Pave Postvale Road from Moore Road to Tangerine Road. 1
5 -03 Widen Trico — Marana Road from San Dario Road to the Santa Cruz
River.
WASTE MANAGEMENT
5 -04 Construct a sewage disposal plant at Grier Road and the Santa
Cruz River.
PUBLIC SAFETY PROJECT
5 -05 Construct a fire station at San Dario Road and Avra Valley
Road and equip it with a pumper engine.
RECREATIONAL FACILITIES 1
5 -06 Construct a neighborhood park between Sanders and San Dario
Roads and between Moore Road and the Santa Cruz River.
5 -07 Construct a linear park along the Santa Cruz River from Trico—
Marana Road to Sanders Road bridges.
5 -08 Construct a linear park along Trico — Marana Road from Avra Road 1
to the Santa Cruz River.
PHASE 6: 1995 -1997 1
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' TRANSPORTATION
6 -01 Pave Hardin Road from Avra Road west to the Town limits.
6 -02 Pave Kirby Hughes Road from Avra Road west to the Town limits.
6 -03 Pave Sanders Road from Twin Peaks Road to Emigh Road.
6 -04 Construct a limited access parkway along the Santa Cruz River
from an interchange at Trico — Marana Road to Riliito, with
interchanges at Sanders Road, San Dario Roads, and Tangerine
Road.
WASTE MANAGEMENT
1 6 -05 Install sewer line along Grier Road from the Santa Cruz River
to San Dario Road.
RECREATIONAL FACILITIES
6 -06 Acquire and construct a neighborhood park between Avra Road
and Luckett Road, south of Trico — Marana Road.
6 -07 Construct a linear park along the Santa Cruz River from Sanders
1 Road east to the Town Limits,
PUBLIC SAFETY PROJECT
6 -08 Construct a fire station at or near Luckett Road and Trico—
Marana Road and equip it with a pumper engine.
PHASE 7: 1998 -2000
1
TRANSPORTATION
7 -01 Pave Twin Peaks Road from Sanders Road east to the Town. Limits.
RECREATIONAL FACILITIES
7 -02 Acquire and construct a neighborhood park between Luckett and
Avra Roads north of Trico — Marana Road.
1 7 -03 Construct a linear park along the Santa Cruz River from San
Dario Road east to the Town Limits.
PUBLIC SAFETY PROJECT
7 -04 Construct a fire station at or near Grier Road and San Dario
Road and equip it with a pumper engine.
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ROLE OF PUBLIC OFFICIALS 1
Basically responsibility for implementing the Comprehensive 1
Plan rests with the Town Council, Planning Commission, the
Planning and Zoning Administrator, the Board of Adjustment, 1
Planning Advisory Committee, Cortaro Water Users Association,
School Board and County Assessor.
Town Council
The Town Council is the duly elected body which is respons-
ible for establishing ani carrying out policies, adopting 1
or amending laws, incurring financial obligations, and gen-
erally making the decisions concerning public improvements 1
within the Town.
The Town Council appoints the planning commission as well as
all administrative officials and prescribes their duties and
powers. The Town Council is not only responsible for carry-
ing out town policies, ordinances and laws, but it is also
responsible for the proper and legal handling of all town funds. 1
Because of its role as the policy and law making body, the 1
ultimate responsibility for implementing the comprehensive
plan rests with the Town Council. It is not legally possible
for the elected officials to delegate its policy making func-
tion to any other agency. The Town Council may delegate duties
but not the final responsibility.
The decisions which the Town Council make will always be re-
fleeted in the actions of the administrative officials. If
the Town Council is divided, or is reticent to enforce any of
the provisions of the development code, chances are the ad-
ministrative.personnel will also become reticent to administer
the code and eventually the plan and the code will grow into
disrepute and do more harm than good. Experience will show
that the influence of the plan will be as great as the Mayor 1
89 1.
and Town Council wills it to be by their own actions.
No, amendment to the code should be made unless the proposed
change is first submitted to the Town Planning Commission
for review. This same constraint should apply to any sub-
stantial change in the Comprehensive Plan. In other words,
' after having adopted a Comprehensive Plan or an implementing
measure such as a Development Code, the Town Council should
submit any proposal for a change to the Planning Commission
' for its recommendations before adopting any change. The
Council is not required to accept the recommendations of the
Planning Commission, but it should at least refer the matter
to the Planning Commission for its recommendations, then call
a public hearing on the Planning Commission's recommendation
before acting.
Planning Commission
Under Arizona Law, the Planning Commission is primarily an
advisory body to the Town Council on matters dealing with
physical development or change in the community. The law
specifically sets forth the functions and duties of the Plan -
' ping Commission. The major responsibilities outlined within
the law are:
1. To make approporiate surveys investigations, reports
and . recommendations relating to planning and development with-
' in the community.
2. To prepare and recommend to the Town Council a Com-
prehensive Plan for the physical development of the Town and
' to do the same with respect to amendments thereto.
3. To prepare a multi -year improvement program outlining
' necessary public improvements needed within the community, both
now and in the future, and to suggest a program for financing
i
the needed improvements. 1
4. To prepare and recommend to the Town Council a '
Development Code which is in harmony with the Comprehensive
Plan, and to conduct studies and make recommendations to the
Council concerning any proposed amendment to the code.
5. To review and approve land subdivision plats, con—
dominium projects, planned unit developments and other large
scale development submitted by developers to make sure that 1
they conform to the Development Code.
The Town is not required to accept the recommendations of the
Planning Commission, but it should not amend the plan or the
code without first requesting the Planning Commission to study
and make its recommendations with respect thereto even though
the Council may know what it intends to do.
Planning and Zoning Administrator '
The Planning and Zoning Administrator has the responsibility 1
for the day to day administration of the development code
and ordinances (zoning ordinances, subdivision regulations,
other large scale developmen-s,building codes, etc.). In
a manner of speaking, he is the policeman for the development
regulations. It is he who is charged with the responsibility
of enforcing the laws and policies as written. He should
notify the Town Council of any violations of the code and then
proceed to work with the Town's Attorney in restraining or
avoiding such violation when instructed to do so by the Town 1
Council. However, he has no power to amend or alter the
enacted laws and policies. He must administer the ordinances
and laws as they appear in the ordinance book whether he
agrees with them or not.
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Board of Adjustment
1 Arizona's Law also provides for the creation of a Board of
Adjustment. This body is a semi — judicial body appointed to
1 hear appeals from property owners concerning problems which
arise as a result of a strict or literal enforcement of the
zoning part of the code.
In small communities the Town Council may serve as the Board
t of Adjustment, but the decisions ;oust be in line with the
specific powers and limitations placed upon the Board as
' follows:
' The Board of Adjustment shall have power:
1. To hear and decide appeals where it is alleged that
there is error in any order, requirement, decision or deter—
mination made by the Zoning Administrator in the enforcement
of the Zoning Code.
' 2. To hear and decide special exceptions to the terms
of the code upon which the Board is required to pass as
' specifically outlined within the code.
3. To authorize, upon appeal, such variance from the
strict terms of the code as will not be contrary to the pub—
lic interest. However, before any variance may be authorized
' it must be shown that:
a. The variance will not substantially affect the
comprehensive plan of the Town and that adherence to the
strict letter of the code will cause difficulties and
1 hardships, the imposition of which, upon the petitioner,
is unnecessary in order to carry out the general purpose
of the plan.
b. Special circumstances attach to the property
covered by the application which do not generally apply
1 92 •
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to the other property in the same zone. 1
c. That because of said special circumstances,
property covered by application is deprived of privileges 1
possessed by other properties in the same zone; and that
the granting of the variance is essential to the enjoy—
ment of a substantial property right possessed by other
property in the same zone.
d. To hear and decide appeals for variances where
it is alleged that there is an actual taking of private
property for public use for street purposes over and
above commensurate benefits to be derived therefrom in
conforming to the right —of —way requirements for public
1
streets. In deciding such matters the Board of Adjust—
ment must harmonize the interest of the land owner in
his use and value of land and the benefits to the land
owners by the construction of the public streets and may
require developers to setback any and all buildings so
as to conform with the major street plan until the matter
has been resolved in a court of law. 1
The power of the Board of Adjustment to grant variances is 1
limited to questions dealing with area, such as reducing re—
quired side or front yard'setbacks of buildings on lots which '
are too small to permit the development of a conforming struc—
ture. Courts have construed the powers to be restrictive
rather than liberal. A request for a variance should not be
granted in cases involving a self imposed hardship or upon a
pleading of ignorance of the law. Unless the Board finds '
that the variance is required in order for the owner to be
able to enjoy the same rights as other owners of property in '
the same zone, the variance should not be granted.
t be treated fairly, but should not be -rant—
Th applicant should b y,
ed a special privilege, not given to others in the same zone.
In the past, Boards of Adjustments have made decisions which
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1 have resulted in court trials in Arizona. Because court
decisions often help clarify issues, all of the cases should
1 be reviewed by the Board of Adjustment prior to its rendering
a decision on its first case.
Plannin g Advisory Committee
This consists of a selected group of citizens, who because
of their knowledge and background, can render advice and
' council to the Town Council and Planning Commission in mat-
ters relating to development within the Town. Terms of
1 their office are indefinite and they are expected to meet
on call and render service as above described. There is
no reason why the Town Council should not appoint the Plan-
ning Commission from this group or it may appoint all members on
the Planning Advisory Committee to the Town Planning Com-
mission if it should choose to do so.
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APPENDIX 1
PHYSICAL AND CULTURAL SETTING AND CHARACTERISTICS
Basic to the development of a comprehensive plan is the
recognition and consideration of the physical and cultural
setting and characteristics of the area. They indicate
problems and potentials for future development and improve-
ments. A brief summary of the significant features about
the Marana area has therefore been included in this part of 1
the comprehensive plan document.
1
Setting
The Town of Marana is located in the north eastern part of
Pima County near the junction of the Avra and Lower Santa
Cruz valleys. The Santa Cruz River flows through the cen-
tral part of the Town in a north - westerly direction. Inter-
state Highway 10 and the Southern Pacific Railroad traverse 1
the eastern part of the Town. Following is a map which shows
the community's setting graphically. 1
History 1
Marana was inhabited by the Hohokam Indians long before the
coming of the Spanish conquistadores in the 18th century. In
1776 the Spaniards established a presidio at Tucson while the
Marana area was dominated by the papago Indians who in turn 1
were dominated by the Apaches.
In 1822 Spanish colonial rule changed to the Republic of Mex-
ico. The area became part of the United States with the
Gadsden purchase of 1854.
1
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95
1
r
1 With the purchase of the territory in 1854, cattle ranching
and mining operations began to appear around the Marana area.
' Likewise with the coming of the Southern Pacific Railroad
Marana was given its first identification in the form of a
' flag stop. The name in Spanish means "a thicket" in recogni—
tion of the dense brush along the Santa Cruz River banks.
' Yaqui Indians came in 1914 in order to escape persecution in
north Mexico.
In 1920 a well was drilled and an irrigation pumping plant
' was constructed which signaled the start of the cultivation
of land on a meaningful basis. A man by the name of Post
' drilled a well which supplied irrigation water to several
hundred acres of land. From this initial start came the
formation of the Cortaro — Marana Irrigation District
' which now supplies most of the irrigation and domestic
water to the residents living north of the Santa Cruz River,
The limited erit ros of the 1 20's came to an end in the
P P Y 9
early 1930's with the great depression. Most of the nearby
mines closed down and the economy struggled to survive.
S With the coming of World War II in 1941 the economy again
accelerated. The Marana Air Base and its satellite fields
' gave employment to many people. Agriculture again flourished
along with the mines.
In 1947 the Trico Electric Cooperative was formed which brought
electric power to the area. Impetus was further added to
the economy with the outbreak of the Korean War.
I.n the late 1950's the mechanical cotton picker was introduced.
This allowed a handful of men to do what had previously re-
111 quired hundreds of unskilled migrant laborers to do. As a
result the labor camps were closed and the population declined,
96
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but the agricultural economy increased when lettuce was 1
added to cotton as a major crop. The construction of a
cement plant at Rillito further increased employment in
the area,
In 1961, construction of the freeway virtually destroyed '
Marana's business district until stores and other commercial
establishments could be relocated. 1
During the 1970's the City of Tucson began to buy up land 1
in Avra Valley in order to be able to pump the ground water
from Avra Valley to the Tucson Valley for domestic purposes.
Approximately 12,000 acres of land was purchased for this
purpose because state laws would not allow the separation
of water from the land. '
In 1976 an effort was started by Marana residents to incor- '
porate the community in order to give the community pro-
tection against the threatened encroachment of Tucson City
interests, Incorporation took place in March of 1977 after
85% of the Town's registered voters presented a petition
to do so to the Pima County Board of Supervisors.
In 1978 the original 10 square mile town almost tripled in 1
size by annexing 18 sections of land to the town. Again in
1979 another section was added on the south east part of the
town to serve as a location for industry.
Also in 1979 the Town Council was successful in obtaining a
federal grant to aid in the preparation of this Compre-
hensive Plan.
The foregoing is a very short account of the history of Marana 1
along with an account of some of the major economic and soc-
ial forces which helped to form the town. '
Taken from a history of the Town
entitled "Marana - Child of War
and Water" as prepared and publish-
ed in the Marana Messenger.
97
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Topography
' The general topography of Marana dips slightly to the north—
west at a grade of approximately one —half of one percent.
The central part of the town is about 1980 feet in elevation
as shown in geological survey maps. Generally the streets
' and roads constitute a grid system and correspond with the
township, range and section lines of the general land survey.
The following map also shows the general topography of Marana
and surrounding area.
Geology
Geology of the area is important in understanding its soils,
drainage and water supply.
' The boundary between the lower Santa Cruz Basin and the Tucson
Basin is located up— stream about mile from the cement plant
at Rillito. Not only is the Santa Cruz River confined at that
point, but a subterranean dike also forces the ground water
in the Tucson Basin to come close to the surface. Consequent—
ly much of the water that is used to irrigate land in Marana
is pumped onto the surface of the ground through wells that
are located on the upper side of the dike.
' The dike is covered by soil to a depth of approximately 50'
which indicates that Marana is covered by soil that has come
from up— stream within or above Tucson Basin and from the Avra
1 Valley by way of the Brawley Wash and other lesser washes that
begin in the surrounding mountains.
The soil is mostly sandy loam, which has been washed in from
' higher up. It is deep and quite consistent throughout. Ex—
cellent crops of cotton, lettuce and small grains, are grown
wherever irrigation water can be obtained. The remainder of
' 98
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the land which is not used for housing, streets and other
I forms of urban development is largely covered with native
vegetation.
1 The area is well drained because most of the precipitation
seeps into the ground and becomes part of the ground water
1 supply. There are no natural stagnant ponds and no out—
cropping of rocks although, the Avra Valley and the Tucson
1 Valley are surrounded by mountains.
Drainage — Water
The Santa Cruz River which flows through Marana originates
1 in southern Arizona and northern Mexico. Both heavy and
infrequent rains produce enough runoff to cause the river
1 to flow. However, when cloudbursts occur on the watershed
which extends into Mexico, the water drains along the river
bed and terminates in seeps which are located several miles
down — stream in Pinal County. Effluent from sewage treatment
1 plants located south of the Cortaro area is discharged into
the river which also adds to the underground water supply.
The effluent water must be treated to comply with Class C
1 Water Standards and as such does not polute the underground
water supply to any greater extent than would irrigation or
1 flood water.
1 While floods are infrequent, several thousands of acre feet
of water per year eventually find their way into the seeps,
1 northwest of Marana. This water might otherwise be used to
grow crops in Marana, provided it could be retained in under—
ground water acquifers. As it is, enough water flows down the
1 river from time to time to cause considerable damage as shown
in the following photographs.
1
1
1 100
1
Climate 1
Daytime summer temperatures normally range from the high
80's to the low 100's. During winter time sub — freezing
temperatures often occur at night, but daytime temperatures 1
normally reach the upper 60's and may even exceed 80 degrees.
The average frost —free season extends from February to late 1
November and there may not even be a freeze during some
years. Lettuce fields are usually planted in late December
and thinned during late January for the spring crop, then
planted again in August for the fall crop.
1
The climate in the winter time is attractive to many people
because the air is generally dry and clear. Snow rarely 1
stays on the ground for more than an hour, even when it
does snow, which is rare. Summertime temperatures are un— 1
comfortably hot in the afternoons which have motivated vir—
tually all home owners to install either refrigerated air
conditioning or evaporative coolers in their dwellings and
business buildings, but the evenings are usually fairly
comfortable.
Drainage — Air 1
The air does not blow in one prevailing direction, but tends 1
to follow a pattern common in the valleys of southern Arizona,
i.e. downvailey (to the northwest) in the mornings, and up—
valley (to the southeast) in the afternoons, with seasonal
prevailing winds from the west.
Water Resources
1
Like most communities in Arizona, water supply has been a
critical factor in the town's growth. The only source of
irrigation water comes from wells, most of which have been
drilled and maintained by the Cortaro Water Users Association/
101 1
1
Cortaro - Marana Irrigation District. Some of the water is
used for culinary purposes.
Wells have been drilled in many places in the Marana — Cortaro
1 area. The location of most of the wells have been shown on
the following map of the area.
In the past, domestic water for Marana has been obtained
from two private firms and from the Cortaro Water Users As-
1 sociation. The water is reasonably soft and is satisfactory
for most domestic and culinary purposes. However, a small
1 northeast corner of the town is underlain with acquifers
which contain nitrates that are above the maximum allowable
1 limits for culinary water. One of the domestic wells owned
by the Cortaro Water Users Association which supplies water
1 for 18 homes contains excessive quantities of nitrates.
The Cortaro Water Users Association has 17 wells in the
Marana area for irrigation use that yield from 2,000 to
3,000 gallons per minute and 3 wells for domestic use. Wells
1 that have been drilled in the Marana area have not exceeded
1,000' in depth. Water from wells that have been drilled in
1 the area lying west of Marana have indicated that the quality
has decreased in wells that have been drilled to depths ex—
ceeding 1,500 feet. The depths of most of the wells in the
1 Marana area, ranges from 500 to 1,000 feet. Static water
levels have varied from 325 to 335 feet in depth depending
upon the amount of precipitation.
1 The Cortaro Water Users Association supplied 30,622,400 gal—
lons of domestic water to 190 customers in 1978, which is
1 an average of 450 gallons per customer per day. Most of
the remaining 200 dwellings are supplied from central wells
which have been drilled in connection with subdivision deve—
lopments 1 or from individual wells which have been drilled in
connection with the development of farmsteads.
1 102
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103 11'
1
I Land Resources
I The Town of Marana encompasses a total of approximately
18,300 acres. Of this amount, approximately 810 acres have
1 been developed for residential, commercial, industrial, park,
schools, streets and other urban type purposes.
t It can be seen from the following figures that the Town
contains a large amount of agricultural or range land.
II Type of Land Use Acres % Normal %
1. Range Land 8,440
II 2. Cultivated Land 9,051
3. Developed Land 810 100
1 Residential Land 195 24.4 42
Commercial Land 19 2.3 4
I Industrial Land 47 5.8 12
Schools, Churches, parks 77
9.5 12
Streets & highways 472 58.0 30
il —
TOTAL 18,300 100.0 100.0
As indicated above, 810 acres of the total land area in
I Marana have been developed into some type of urban use or
approximately 4.4% of the area.
Marana has a population of approximately 1,600 people living
within the Town limits which amount to .50 acres of developed
1 land per capita. This is high compared to most other com—
munities primarily because of the relatively large amount of
I land that has been devoted to streets.
I It can be expected that the amount of land, per capita, which
is devoted to urban uses will decrease as the population in—
creases. For example, surveys have shown that the amount of
1
I 104
1
developed land per capita in over 200 cities, ranging in
population from 8,000 to 12,000 people averages .14 acres
per capita, a difference of approximately 32 times.
Also, as indicated above, the proportion of developed land
that is used for residential purposes in the normal Amer—
ican city is 42 %, while the proportion of such land that is
used for streets averages 30%.
The percentages vary somewhat for larger cities that con— 1
twin numerous multiple dwellings and high rise apartments.
Economic Base
1
Agriculture is the primary element in Marana's economic base.
Over 8,000 acres have been brought under cultivation and
most of the remaining land is pastured by livestock. Other
significant elements in the economy include, the ginning
and baling of cotton and the packing of lettuce, along with i
the harvesting of grains. Other significant elements also
contribute to the economy even though the location of em— 1
ployment is not in the Town. These elements include mining,
working in Tucson Valley, retail trade and services and the
Rillito Cement Plant.
Population
In view of the fact that Marana was incorporated only two
years ago, population statistics for the Town are very meager.
Estimates and surveys indicate that the Town contained approx—
imately 1,200 people in 1970 and that this number had in—
creased to approximately 1,500 in 1975 and again approximately
1,600 people in 1978.
Forecast 1
A compilation and analysis of the factors which usually have 1
105
1
1 an effect on population indicates that the Town will con—
tinue to increase in population. Conservatively, the Town
1 will reach a population of nearly 4,000 people by the year
2000. On the other hand, if industry settles in the Town
1 in record numbers population could increase to 16,000 by
the year 2000.
Beginning in 1947 the birth rate in the nation increased
significantly. It then continued to increase gradually
until 1959, then started to decline. By 1965 the national
birth rate had declined to its lowest point in recorded
' history. It continued to decline at a slow downward rate
until 1973 when it began to climb again very slowly up to
the present time. But it is currently less then 80% as
much as it was in 1958.
' In view of the fact that the national birth rate began to
decrease in 1959 and continued on a downward course for 13
years, rate of family formations will also decrease for
about the same length of time beginning in 1982. This
movement will likely affect every community in the country
including Marana. The chances are that the rate of the
' construction of dwellings will follow the downward trend in
the number of family formations unless a significant amount
of industrial development takes place in the Marana area which
' will provide employment. To a large extent, population will
increase or may even decrease depending upon the amount of
1 industrial development that takes place.
' While it is impossible to forecast population accurately
over a long period of time, it is necessary, nevertheless,
to prepare plans with a given number of people in mind. If
population increases faster than expected it will be neces—
sary to speed up the rate of the installation of services.
' Conversely, if it occurs at a slower rate it will then not
be necessary to construct facilities as fast as expected.
' 106
1
A population of 5,500 people has been selected as the likely 1
number of people that will be living in Marana in the year
2000. However, much will depend upon the amount of job 1
creating industry that will be generated between the pre—
sent time and the year 2000.
Following is a chart which shows the estimated range of pop— 111 ulation for Marana, compared to North Avra Valley, North—
west Greater Tucson area and Eastern Pima County.
1
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107
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1 1970 1975 1980 19851
985 1990 1995 2000
108 Source: $outhwest Economic Information Center
1
Economy '
There are four key elements that tend to be the major causal '
factors in the economic development of any community, and
they are particularly applicable to Marana and the nearby
areas of the Avra Valley. The four causal elements are:
(1) natural resources; including land and water as well as
mineral and biological resources and climate; (2) people;
including their number, abilities, and attitudes as well as
other characteristics; (3) transportation; including both
inter —urban and intra —urban facilities; and (4) institutions;
including tax arrangements as well as other laws and govern— 1
ment practices for those governments with jurisdictions over
the community. 1
These major casual factors in turn affect the growth in the
communityfs population, the nature of its economic development,
and the use of land and other natural resources within the
community, The initial results of the action of the four
major causes to a certain extent then become causal factors
themselves and in turn yield additional results. The exist—
ing population attracts a larger population, which in turn
provides a labor force, which in turn attracts more economic
development and more sources of employment, which in turn
attracts more population, and so it goes.
Just the opposite can also be true. Withdrawal of natural
resources such as water or land from use may force an exodus '
of population, which in turn discourages economic develop—
ment, which in turn forces more people to leave, and so on. 1
In either case, growth or decline, the size of the population,
the diversity, self sufficiency, and prosperity of the local
economy, and the types, intensity, and configuration of land
use within the community will be the results of what has gone
before and the effects of the four major causal factors listed
above.
1
109 1
1
In Marana, the most important natural resources that will
have the greatest impact on the community's economic deve-
1 lopment are: (1) climate; (2) level, irrigable, and fer—
tile land; and (3) sufficient supplies of groundwater at a
1 cost that permits use in irrigated agriculture and of a
quality that permits appropriate domestic use. Natural
resources in nearby areas that have had and will have an
impact on the development of the Marana community, in ad—
dition to agriculture, include copper mineral resources in
the Silver Bell Mountains to the west and limestone deposits
in the Twin Peaks area to the south.
Transportation facilities that are of critical importance
1 in the economic development of Marana are: (1) the main
line of the Southern Pacific Railroad; (2) Interstate 10;
' (3) airports on Avra Valley Road at San Dario Road and at
the Evergreen Air Center (Marana Air Park) to the northwest
' of the community; (4) major natural gas and petroleum pipe—
lines that traverse the Town roughly parallel to the rail—
road and the interstate highway; (5) a major electrical
transmission line that traverses the southwest portion of
the Town; (6) the irrigation canals that bring irrigation
1 water from the Cortaro area and distribute it throughout the
community; and (7) the network of secondary roads within the
Marana — Avra Valley area, especially the Trico — Marana
Road connecting the Town with communities to the west, Sanders
' and San Dario Roads, linking the Town with communities to
the south, and the Avra Valley Road, connecting the Town with
communities to the west and east. In addition, sometime in
' the 1980'x the main canal of the Central Arizona Project
taking Colorado River water to the Tucson urban area should
1 pass through or very close to the Town of Marana and could
become an important factor in the community's economic deve—
lopment either through a direct connection to the aqueduct
or by an increase in the amount of available groundwater.
1
110
1
The number of people living within the Town of Marana pro—
vides a relatively small base for economic development at
present, but the much larger number residing in the northern
part of the Avra Valley and other nearby communities pro—
vides a much larger base, both as a labor force and as a '
potential consumer market, The extent to which this nearby
population becomes either a labor force or a significant 1
consumer market will have a major bearing on the future
economic development of Marana, particularly if Marana
becomes the chief commercial and residential nucleus.
The high level of skill of the local population already pro—
vides a significant resource for future economic growth, but
the tendency of the local population to turn toward Tucson ,
in employment and buying could prove a detriment to local
economic development unless the Town Council and the citizens '
are successful in attracting additional retail outlets into
the commercial nucleus.
Local laws and other institutional arrangements will have a
significant impact on future economic development in Marana.
At present, the Town has no property tax of its own, although
local property owners must still pay state, county, and school 1
district property taxes. A lower tax rate than nearby com—
munities of Pima and Pinal counties could serve to attract '
manufacturing and other job — providing activities to the
community as well as help to preserve the existing agricultural
and commercial base of the local economy. The comparative
tax rate will be as much a function of local school district
tax rates as of the Town of Marana. '
The quality of the local school system is also likely to be '
important in the future economic development of the Marana
community. A school system of high quality will tend to
attract a population with higher personal incomes, thereby
adding significantly to the local consumer market and encour—
111 11
aging greater local commercial development, A school sys—
tem of high quality operated at a reasonable cost can also
be a signficant item in the attraction of manufacturing and
other job — providing activities, thereby aiding in the industr—
ial development of the community.
' At present, the Town of Marana has a local sales tax on
retail and other sales made within the Town. Although the
' presence of any such sales tax is not as important in local
commercial development as the overall size and income of
the local consumer market, the imposition of the additional
' sales taxes to those already levied by the State of Arizona
is likely to seriously hinder further commercial development to
' serve the local market and could in fact, cause an actual
decrease in existing local commercial activity. The decrease
' would be caused by a flight of local purchasing dollars to
the major retail centers now in existence and developing in
the northwestern part of the Tucson urban area outside of the
City of Tucson and therefore not subject to the City of Tuc—
son's retail sales tax. A substantial share of local con—
sumer spending is already directed to retail establishments
in the northwest part of the Tucson urban area, and this con —
dition is likely to persist until the commercial sector of
the Marana community provides goods and services in greater
' diversity at prices comparable to those found in the Tucson
urban area.
Another major institutional factor that will have a direct
effect on the growth and development of the Marana community
' is the pattern of land ownership. At present, much of the
' 112
11
communit y developable develo able land is in the hands of a small
number of large landowners, including the State of Arizona. 11 Until a greater diversity of land ownership iS achieved, the
conversion of land from its present agricultural uses to
urban uses is likely to be slow. This is likely to have a i
dampening effect on population and commercial growth within
the Town of Marana, but it will also act to preserve the
1
present agricultural employment base of the local economy.
Again, much will depend upon the success which the Town
Council and the people have in convincing developers to
provide decent housing in :the areas designated for urban
development, rather than in a scattered manner and also upon
the success which the Town Council has on convincing the
County Assessor to keep assessed valuation on land within '
the designated areas up —to —date with market value annually,
otherwise property owners can be expected to hold onto '
their land for speculative purposes.
The present economy of the Marana community and its environs
is an obvious and direct result of the major causal factors
that have created it. Agriculture has been for more than 50
years and still is the mainstay of the local economy. Ap—
proximately 20 large farming and ranching firms form the 1
backbone of the Marna — Avra Valley economy, producing cotton,
grains, pecans, and lettuce as well as cattle, swine, poultry,
1
eggs, and milk. A substantial portion of the community's
manufacturing activity is also related to farming with four
major cotton ginning firms operating in the immediate area
The community's wholesale trade sector is also heavily orient—
ed towards farming, with three firms providing pesticides 1
and fertilizers to local growers and two major lettuce packing
and shipping operations located in the area, one at Rillito
1
and one at Red Rock.
The mineral industries are also important to the economy of
the Marana area, although none are located within the Town of
113 1
1
Marano. The copper mines in the Silver Bell Mountains have
' been a source of jobs and economic activity in the area for
more than a century, while the limestone deposits near the
north end of the Tucson Mountains have been providing the raw
' material for cement manufacture at Rillito for almost three
decades. Employment at the Silver Bell operations of Asarco,
1 Inc. and at the Rillito operations of the Arizona Portland
Cement Company is a significant source of personal income for
1 residents of the Town of Marana.
Manufacturing, other than that directly relating to agricul—
tural, has been severely limited in the Marana area, although
one small electronics plant is now operating in the Avra
' Valley just south of the Town limits. Tourism is also
limited despite the heavy volume of travel on Interstate 10
1 through the community and the large and growing volume of
visitation at tourist attractions in the Tucson Mountains
1 south of the community. By mid -1979, only two service sta—
tions, two fast food operations, one convenience store, and
one bar were providing any significant amount of service
to the more than 19,000 vehicles per day passing through the
community on the Interstate highway. Only one small p roduce
' stand appeared to be deriving any business at all from the
thousands of visitors to the Saguaro National Monument,
' Arizona — Sonora Desert Museum, and Old Tucson tourist at—
tractions in the Tucson Mountains to the south of the Town.
One other activity of a mixed nature that is of significance
' to the economy of the Marana community is the operation of
the Evergreen Air Center (Marana Air Park) just northwest
of the Town of Marana. The Center provides aircraft servicing
and training facilities to a variety of private and govern—
mental clients and in doing so provides a significant amount
1 of employmeri t to residents of the Town of Marana. Other
air — oriented firms in the Marana area are linked closely with
' agricultural, providing crop dusting services and transportation
' 114
for farm operators and others.
Most of the negative effects of this activity could be 1
naturalized by the construction and operation of an excel—
lent dining facility in Marana's commercial nucleus. '
Virtually all of the other commercial activities in the 1
Marana area serve to provide goods and services to the local
industrial and consumer population. Water is provided by
the Cortaro Water Users Association, a cooperative with
quasi — municipality status, and several small privately
owned companies. Electric power is provided by the Tucson
Electric Power Company and the Trico Electric Cooperative.
Natural Gas is provided by the Southwest Gas Company, and ,
telephone service is provided by the Mountain Bell Telephone
Company. '
Eight small grocery stores make up the retail grocery sector
of the Marana — Avra Valley area, with four of the eight
located within the Town of Marana. Most of the other retail
trade and service businesses in the Town and its immediate
environs are oriented toward automotive repair and service
or toward personal services. The area has one bank, located 1
in the Town of Marana, and two insurance agencies plus sev—
eral real estate agencies. '
Future economic development of the Marana community is likely
to come in several areas. At best, agriculture will remain
stable, although the potential for further crop diversifica—
tion is present and could have a significant impact on manu—
facturing, wholesaling, and farm service operations in the
community. Mineral industry activity in the Marana — Avra
Valley area is also likely to remain stable as long as the '
general economy tends to grow. Moreover, further metallic
mining development on the western edge of the Avra Valley '
115 1
may occur in;the 1980ts. Such development, however, may
' simply replace existing operations with no net increase in
mineral industry employment in the area. Adverse economic
conditions in the nation could, however, have an. adverse
' impact on copper mining in,the area, and any substantial
decrease in construction in the Tucson area or southern
Arizona could decrease activity at the Rillito cement plant.
Expansion in manufacturing and the tourist — serving industries
provide the best potential for future economic development
in the Marana community. Electronics manufacturing and other
' high technology industries, including aircraft manufacturing,
have already begun to expand rapidly in the Tucson urban
' area, and it is reasonable to expect that with the proper
promotional effort, such expansion could be attracted, at
least in some measure, to the Marana area. A large stream
of travelers already pass through the Marana area, both on
Interstate 10 and on the San Dario Road — Avra Valley Road
circuit to tourist attractions in the Tucson Mountains. Deve—
lopment of this potential simply awaits the efforts and fin—
ancial resources of one or more enlightened entrepreneurs.
1 Development of the retail trade and services sector and the
finance, insurance, and real estate sectors of the Marana
economy will be dependent upon the growth of the local
population. The growth of the local population, in turn,
will be dependent upon the availability of local sources of
employment and the extent to which the Marana community becomes
a suburb for those employed in the Tucson urban area. Those
two conditions can be influenced heavily by what the people
of Marana and their local government do to make the community
attractive for both businesses and residents.
1 At the present time there are several small urban nuclei in
the area lying north and west of the Rillito narrows but no
1
116
1
one dominant urban center has emerged as yet. Marana is
the largest of the nuclei and is situated in an advantageous
position. It could be converted into the dominant center 1
by the development of a compact retail trade and service
center. The addition of one or more motels plus a fine 1
restaurant near the Trico — Marana interchange would likely
be sufficient to initiate such a trend. 1
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