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RESOLUTINI! NO. 2003 -22
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN
11 OF MARANA, PIMA COUNTY, ARIZONA, DECLARING AND
ADOPTING THE RESULTS OF THE_PRIMARY ELECTION HELD
ON MARCH 11, 2003.
WHEREAS, the Town of Marana, Pima County, Arizona, did hold a primary
election on the 11 day of March, 2003, for the election of a Mayor and two Council
Members positions and for Proposition 1, the Marana General Plan Growing Smarter
update; and
' WHEREAS, the election returns have been presented to and have been canvassed
by the Town Council.
NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town
of Marana, Pima County, Arizona, as follows:
SECTION 1: That the total number of ballots cast at said primary election, as
shown by the poll lists, was 304.
SECTION 2: That the number of ballots to be verified was 4, and that votes
found to be ineligible were 0.
SECTION 3: That the votes cast for the candidates for Council Member were as
follows:
Name Vote Total
Ed Honea 245
Jim Blake 245
SECTION 4: That the votes cast for the candidate for Mayor were as follows:
Name Vote Total
Bobby Sutton, Jr. 273
SECTION 5: That it is hereby found, determined and declared of record that the
following three candidates did receive more than one -half of the total number of valid
' votes cast and are hereby issued certificates of election:
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Bobby Sutton, Jr., Mayor
Ed Honea, Council Member
Jim Blake, Council Member
SECTION 6: That the votes cast for the Marana General Plan Growing Smarter 1
update, Proposition 1, were as follows:
Yes No
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That it is hereby found, determined and declared of record, that the total number of valid
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votes cast caused the Marana General Plan Growing Smarter update to be passed.
SECTION 7: This resolution shall be in full force and effect immediately upon its 1
adoption.
PASSED AND ADOPTED BY the Mayor and Council of the Town of Marana, 1
Pima County, Arizona, this 18 day of March, 2003.
1 0.1 sr
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Bobby Su��`sn, Jr , Mayor
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ATTEST: 4 �g\U!i 11f,
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Town C1ert: `fE�6 BIZ i ., : v ;.�
APPROVED AS TO FORM:
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Daniel J. Hocnuli
As Town Attorney and not personally
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ARANA RESOLUTION NO. 2002 -123
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A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA,
'AMENDING THE TOWN OF IvLk_RANA GENERAL PLAN, UPDATING THE PLAN TO
INCLUDE THE REQUIREMENTS OF GROWING SMARTER LEGISLATION, ADDING FIVE
NEW PLAN ELEMENTS AND AN ADOPTED PUBLIC PARTICIPATION PLAN REFLECTING
1 THE VARIOUS CONDITIONS THAT HAVE CHANGED SINCE THE CURRENT PLAN'S
ADOPTION LN 1997.
1 WHEREAS, in 1998 and 2000 the Arizona Legislature adopted the Growing Smarter Act and
Growing Smarter Plus Act, requiring Arizona cities and counties to prepare and adopt new general
1 plan requirements; and
WHEREAS, the To of Marana has generated an update to the General Plan to conform
1 with Growing Smarter Legislation, including the addition of new plan elements and reflecting other
conditions that have changed since the current Plan's adoption in 1997; and
1 WHEREAS, the Town of Marana has disclosed the Town's update draft to jurisdictional
reviewing agencies as well as citizens, business owners, and other private and public entities of
interest in conformance with the State Legislation and in a manner conducive to fostering public
I participation and comprehensive planning; and
WHEREAS, on August 28, 2002, after holding the required public hearing, the Planning
Commission of the Town of Marana, Arizona, considered the document known as `The Marana
General Plan Update" for adoption as the Marana General Plan, and unanimously recommended
1 adoption of said plan, subject to refinements, as the Marana General Plan; and
WHEREAS, the Mavor and Council of the Town of Marana, Arizona, held a public
I hearing on November 5, 2002, on the Marana General Plan, to obtain input on said plan, and
believes that the adoption of the Marana General Plan is in the best interest of the citizens of the
1 Town of Marana, Arizona.
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NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town of
Marana, Arizona that the General Plan, as updated for compliance with the Growing Smarter .a cts,
be approved. 1
PASSED AND ADOPTED by the Mayor and Council of the Town ofMarana, Arizona, this
5' day of November, 2002.
Mayor BOBBY SUTTON JR.
ATTEST: 1
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ocelyn C ntz h-F:. nrM ��p
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To Clerk 110
APPROVED AS TO FORM: . �
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D J. Hochuli
As Town Attorney and not personally
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ACKNOWLEDGMENTS
I The Town of Marana General Plan Update was undertaken both in response to Growing
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Smarter legislative mandates and the Town's desire to further refine its vision for the
1 future. The Plan process was completed in approximately fourteen months, through
citizen participation in open house meetings, neighborhood meetings, focus groups,
I mailings, and one -on -one discussions with the Town's Development Services staff. This
- Marana General Plan Update was recommended by the Planning Commission, on
8/28/2002 and was adopted by the Town Council on 11/5/2002.
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Town Council
1 Bobby Sutton, Jr., Mayor
Herb Kai, Vice Mayor
Patti Comerford
I Tim Escobedo
Carol McGorray
Jim Blake
1 Ed Honea
Planning Commission
I Dave Parker, Chairman
Sue Flayer, Vice Chairperson
Robert Condit
I Russell Clanagan
Billy Schisler
Trisha Berg
1 Bob Allen
Town of Marana Staff
Mike Hein, Town Manager
Mike Reuwsaat, Assistant Town Manager
1 Jim DeGrood, Development Services Administrator
Joel Shapiro, AICP, Planning Director
Kevin Kish, AICP, Deputy Planning Director
1 Kathy Morris, AICP, Planner II
Jordan Feld, Planner I
Ron Smith, Parks & Recreation Director
I Dick Gear, Economic Development Director
Brad DeSpain, Utility Director
Ann Meaders, Utility Administrator
I Kevin Sweeney, GIS Manager
Chris Mack, GIS Analyst
1 Bret Canale, GIS Technician
Jocelyn Entz, Town Clerk
MARANA GENERAL PLAN Acknowledgements
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Consultants
Tetra Tech, Inc.
Planning and Landscape Architecture Department
33 North Stone Avenue, 15th Floor
Tucson, AZ 85701
and
Grace Evans and Joyce Havens, Subconsultants
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Photography
Tetra Tech, Inc.
an 1 the Town of Marana Planning and Zoning Department
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Special Thanks
Chamber of Commerce President Kelle Maslyn
and
John R. Ziemann Photography (for selected photos)
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MARANA GENERAL PLAN 4 §:' Acknowledgements
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I GENERAL PLAN TABLE OF CONTENTS
Acknowledgements
I Preface
Chapter L Vision VS -1
Chapter II. Plan Elements PE -1
Land Use LU -1
O Circulation CE -1
I Growth Areas GA -1
• Public Facilities and Services PF -1
• Cost of Development CD -1
1 e Environment EN -1
• Recreation and Open Space R0-1
Water Resources WR -1
• Economic Development ED -1
u Chapter III. Implementation Plan IM -1
TABLES
1 1. Marana/Regional Population Growth LU -2
2. Existing Land Use by Acre LU -13
1 3. Current and Projected Population Growth for Marana LU -19
EXHIBITS
I 1. Town of Marana Annexations and Growth Map LU -7
2. Ultimate Limits Map LU -9
3. Natural Resources Map LU -11
I 4. Existing Land Use Map LU -17
5. Future Development Plan Map LU -25
6. Circulation Map CE -5
I 7. Growth Areas Map GA -7
8. Public Facilities Map PF -�
9. Park, Trail, and Open Space System Map RO -7
1 10. Economic Development Map ED -7
APPENDICES
I Citizen Participation Plan
P A -1
Land Use Decision Keys B -1
1 Glossary C -1
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MARANA GENERAL PLAN Table of Contents
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GENERAL PLAN
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1 PREFACE
A. Purpose and History of the General Plan
The Town of Marana General Plan is a broad collection of goals, policies and
1 implementation strategies that provide overall direction for future growth and
development in the community. The General Plan provides a framework that integrates
land use, resource conservation, transportation, economic development, and public
facilities and services into a comprehensive and coordinated strategy. The General Plan
also provides the basis for more detailed studies and implementation strategies such as
area and neighborhood plans, specific plans, master plans, regional plans and zoning
regulations. While the General Plan does not dictate parcel -level land use decisions, it
supplies many of the considerations and criteria to guide growth and development.
1 Marana's previous General Plan was adopted in February 1997 after a year of planning.
While the plan forecasts a period of twenty years or more, an annual General Plan review
process was recommended to monitor effectiveness and determine any needed
adjustments. It was also anticipated that minor updates to the plan would occur every
three to five years. In addition, plan amendments were anticipated to accommodate
changes in circumstances, new development technologies, or to take advantage of unique
opportunities. Since its adoption, Planning Staff has been proactive in supplementing the
plan with more detailed area and functional plans including the Northwest Marana Area
Plan; the Park, Trail and Open Space System Master Plan; the Marana Transportation
Plan Update; and the Santa Cruz River Corridor Plan. These supplemental plans were
adopted as amendments to the General Plan and are cross - referenced in this update. In
many cases, General Plan elements provide a brief representation of the detailed policies
and objectives of adopted area and functional plans. As extensions of the General Plan's
authority, functional plans provide specific regulation that development must conform to.
The update responds to recent state legislation mandating the generation and adoption of
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new general plan requirements by Arizona cities and counties. The Growing Smarter
Plus Act that became effective in 2000 builds upon the 1998 Growing Smarter Act. As
required in the legislation, the Town of Marana General Plan update includes new
elements and text modifications that address identified issues and proposed future
1 development.
B. Growth Factors and Impacts
Population projections indicate that Marana's greatest period of growth may still be
ahead. Local leadership, citizens, and businesses have taken, and will continue to take,
positive steps to be prepared for unprecedented growth beginning with relevant, updated
1 plans. This General Plan update sends a clear message that new development is
welcomed, when consistent with the terms and conditions stated by the Town. The
citizens of the Town are determined to become better, not simply bigger, in order to
1 continue the spirit of un- congested, Southwestern living upon which the Town was
1 MARANA GENERAL PLAN Preface
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founded. There are many reasons for the anticipation of continuing 1
g development,
including population growth that will require transformation of vacant or agricultural
land to new urban uses. Three instrumental factors shape Marana's growth scenario; its
proximity to convenient freeway access to the State's two largest metropolitan areas,
ample undeveloped land, and the quality of life the Town can provide, including
amenities such as a community college campus or regional amphitheater.
Certain factors limit the growth of the Town, including locally held values such as
keeping the "small town" feel of the place, and preserving significant open space and
scenic views. Other growth constraints include water delivery, a strong motivation to
maintain clean air, preservation of environmentally sensitive lands, and the Town's
commitment to live within its economic means. In short, Marana wants its growth to be
positive and manageable.
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C. Plan Content and Organization
Orderly development and retention of
P the unique rural lifestyle Marana enjoys begins
with an effective, well- organized General Plan. This Plan update begins with the Marana
Vision (Chapter I) that expresses citizen aspirations for the Town's future. Following the
`Vision' are nine Plan Elements (Chapter II) that address pertinent subjects that will be
affected by growth, such as Land Use and Circulation. The Elements are organized in
similar formats for ease of comparison. Each Element begins with an Introduction
followed by a discussion of Existing Conditions, Current Plans, and Future Trends.
Goals, Policies and Actions are delineated for each Element. Finally, the Implementation 1
Plan includes a summary table for each Element and outlines overall action strategies.
Graphic illustrations, maps and charts appear throughout the General Plan to summarize
information or to convey basic concepts. The Plan should be understood, considered and
applied as a whole, with individual Plan Elements related to and coordinated with each
other. To promote continuity, there are numerous cross - references among sections where 1
principles are amplified or clarified.
Recommendations from Marana citizens emphasize that guidance in the Plan for future 1
development should be flexible; encouraging creative master - planning solutions
compatible with existing neighborhoods. Most importantly, citizen planners and technical
resource people share the same strong desire that the Marana General Plan should be a 1
useful reference source for all residents, landowners and community officials.
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MARANA GENERAL PLAN r
Preface
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To augment the "user friendly" intent, supporting appendices are included. The Land Use
Decision Keys assist staff in their evaluation of development proposals. The Glossary
provides supporting information relevant to ideas and concepts conveyed throughout the
Plan. Together, these sections enhance the practical application of the Plan, and may be
1 added to or modified from time to time without the requirement of a formal Plan
amendment.
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i D. Citizen Participation and Plan Adoption
Effective citizen participation was a vital component in the development of the Marana
General Plan and this update. The update process included citizen review and input from
a broad range of individuals, groups, and agencies as detailed in the adopted Public
Participation Plan (see Appendix A). As directed by the Growing Smarter legislation,
opportunities for citizen input were abundant. Several community -wide open houses and
1 focus group meetings were advertised and held at various locations within the Town.
Citizen review continued the efforts of the 1997 General Plan Advisory Committee.
Review copies of the draft plan update were readily available and widely distributed.
Following a public hearing before the Planning and Zoning Commission, and the Mayor
and Council, Mayor and Council adopted the General Plan on 11/5/2002 and was
ultimately ratified by voters on 3/; ;', O 5
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MARANA GENERAL PLAN Preface
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ORDERLY GROWTH
Marana is experiencing development demand that is unprecedented in its recent history.
A settlement with beginnings in the railroad and agriculture industries became a town and
is now, since becoming an incorporated municipality, attracting a homebuilding boom.
Strategic annexation of land into the Town of Marana gave momentum to the population
surge. Comprehensive planning is a means to manage growth and provide quality
development on the Town's own terms.
Regulatory tools, such as zoning and subdivision
g ordinances, and area and specific plans
are designed and used to implement the General Plan in a consistent manner. Public
1 works funding is guided by logical, pre - determined sequencing. Individual development
proposals, whether initiated by private landowners or the local government, are assessed
in terms of the overall community benefit and how they recognize valued community
1 assets, as well as consistency with the General Plan.
ECOC OPPORTUNITY
Marana is NOMI establi it
g R sown presence among Arizona's cities and towns. It seeks to
define and maintain its distinctive identity by clearly stating conditions upon which
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residents, landowners, developers, and corporate investors can rely. The town wants to
attract quality growth by taking advantage of its geographical location, its natural
attributes, and the resolve of its people to be selective in the type, intensity, and long -term
value of proposed development.
In competition with other locales, Marana has defined its particular niche as a rural/
residential community that offers substantial advantages for targeted types of industry
and commerce. It invites proposals from businesses and developers that appreciate the
area's amenities and will contribute to the community. Tourism, corporate offices,
various types of manufacturing and warehousing in campus settings, and, of course,
retail/service establishments are sought to supply local revenue and fill employment
needs. Marana's agricultural heritage and retention of agribusiness is also important to its
citizens. Marana is constantly expanding upon and improving its municipal airport
facilities to meet the demands of its growing industrial base.
1 The Vision recognizes, however, that Marana's competitive edge is founded on its assets
as a place to live. It is the living environment - scenic, accessible, safe - that attracts
other types of development. Therefore, protection of its residential neighborhoods from
congestion, incompatible uses, and urban sprawl is the Town's principal responsibility in
planning for the future. Reservation of strategic sites for the equitable location of public
facilities such as new schools for the Marana Unified School District is instrumental in
preserving Marana's highly sought after community identity.
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MARANA GENERAL PLAN .VS 2
Chapter I: Vision
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CHAPTER 1 1
MARANA VISION
A community's vision for the future is the basis for its general plan. By identifying Y fY g the
essential features and character of the Town, Goals, Policies, and Actions can be crafted
to reflect Marana's vision and lead toward its image of the future. As a result, local
officials can rely on the Vision as expressed in the General Plan to guide their decision -
making.
In the 1997 General Plan process, several ublic planning workshops were held to gather
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input from citizens regarding their images of the future Marana. An Advisory Committee
composed of local residents, along with a Technical Advisory Committee representing
local agencies or interest groups, provided oversight. Focus groups helped to identify
key issues for Marana's future. An overall philosophy and three vision themes evolved
from this process and were retained and enhanced in the 2002 General Plan Update. The
three themes that help define the vision are: Community Values, Orderly Growth, and
Economic Opportunity. 1
COMMUNITY VALUES
Marana accepts the idea of change. Its residents look forward to improvement, new 1
neighbors, and business expansion. However, they insist that the basic attributes that
make the Town special - friendliness, respect for the land, family activities - be retained
and strengthened. The Town was incorporated to nurture a way of Arizona living that
newcomers will appreciate as much as long -time residents.
Local citizens agree that the rural atmosphere and spaciousness that characterize Marana 3
should be retained. Priority is placed on maintaining mountain vistas and recreational
open space, as well as preserving biological habitat, equestrian, and hiking opportunities.
Appearance issues, from signage to property upkeep and beautification, are also high on
their list of values to be supported by the General Plan. Education, cultural amenities,
and community events are equally emphasized. 1
One of the challenges that the Town faces is to provide a sense of unity and accessibility,
among all citizens, to all public and private services. The difficulty in achieving a
"unified community" is physical in nature. The Town is committed to providing these
services even though the Town boundaries are very widespread and the development
pattern is irregularly shaped and bisected by Interstate 10 and the Santa Cruz River. The 1
future Town Hall will be located in northwest Marana bridging a distance of
approximately 19 miles from the northwest to southeast boundaries. The Town intends to
carefully utilize a variety of land use planning methods to create a sense of unity. This
planning process will be guided by Marana's General Plan.
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MARANA GENERAL PLAN AIS i4 Chapter 1: Vision
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CHAPTER II
PLAN ELEMENTS
The General Plan is the key tool in coordinating the multiple issues that must be
considered in community planning. Municipal managers and decision - makers refer to
the General Plan for administrative, financial, and regulatory policy and for direction to
staff and property owners about acceptable development practices.
Principles supportive of the Marana Vision are discussed within each of the nine element
sections. Land Use, Economic Development, Public Facilities and Services, and
Circulation were all included in the 1997 General Plan and have been updated to reflect
the values of Marana's citizens at this time. Five new elements consisting of Growth
Areas, Cost of Development, Environment, Recreation and Open Space, and Water
Resources were added in this update to meet the requirements of Growing Smarter
legislation and articulate goals, policies, and actions as they relate to the new elements.
These goals are formulated to address the citizen concerns and a growing awareness of
community needs.
The Plan Elements are organized in a comparable, analytical format, as described in the
Preface. Each element begins with an Introduction followed by a discussion of Existing
Conditions, Current Plans, Future Trends, and Goals. The Introduction relates the
element to Marana's Visions. Existing conditions looks at the Town today based on
ideological and physical conditions. Each element may be graphically represented by a
map showing current conditions and used later for comparison to a planned map for that
element. Current Plans cross reference adopted Town plans that may provide more
detailed information relative to a particular aspect of an element. Future Trends looks at
the effects of community growth projections on the element. These trends provide the
background to determine Goals. Goals, policies, and actions are responses to the known
and projected needs of the community and are recommendations that have been
developed by Town Council, Town staff, a Citizen Advisory Committee, stakeholder
groups, key resource people, and Town citizens to guide the direction of Marana's
community planning. Finally, the Summary Table provides an abbreviated format of
each element's goals, policies, and actions as they relate to Marana's Vision.
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MARANA GENERAL PLANE'S Chapter 11: Plan Elements
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The plan elements are sequentially placed based on their interrelationships with other 1
elements, and cross - referenced where applicable:
0 Land Use 1
Circulation
Growth Areas
• Public Facilities and Services 1
• Cost of Development 1
• Environment
O Recreation and Open Space 1
O Water Resources 1
• Economic Development
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MARANA GENERAL PLAN Chapter 11: Plan Elements
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1
LAND USE ELEMENT
A. Introduction
The Land Use Element sets the stage for future development in the Town of Marana.
Marana's land use planning challenge is to identify locations for growth and more
intensive land use in the most economical, environmentally sensitive, and attractive
manner. Goals, Policies, and Actions in the Element guide where and what types of
development may take place. The Planned Land Use Map interprets the Goals for future
land use graphically, identifying locations where growth can best be accommodated and
where it should be restricted, as well as displaying appropriate types of uses and
densities.
Land use regulations originate at the local level, allowing the Town to establish a desired
land use pattern that responds to the Marana Town Vision and to the particular
opportunities, attributes and constraints in an area. The Land Use Element provides a
blueprint for future land uses that will accommodate desirable change and maintain the
Town's urban form while preserving the Town's traditional character.
B. Existing Conditions
Marana's current Town limits reflect the changes and transitions that have taken place
since its incorporation. Older low- density development is located in and near the
traditional town site area where some of Marana's pioneer families settled. New
suburban development characterizes planned communities such as Continental Ranch and
Dove Mountain. Traditional family farms and agricultural activities currently cover
many acres of land west of the Interstate. Industrial and commercial uses have largely
followed the I -10 corridor, and clusters of tourist- oriented facilities are located at
highway interchanges.
The broad array of land uses currently found in Marana will extend into the future. At
one end of the scale, mountains, foothills which are dominated by slopes with grades of
15% or greater, and floodplains, all virtually un- developable, provide natural open space
and habitat. At the opposite end, busy shopping plazas, commerce parks, and moderate
density residential neighborhoods are extensions of the growth in the Tucson Basin. In
between these extremes, farms, fields, and grazing lands on generations -old ranches
reflect Marana's rural heritage.
1. Population
In general, Marana's population reflects the greater Tucson area. In 2000, the median age
of the community's 13,550 people was 34.5 years, with 28.8 percent age 19 and under,
and 9.5 percent age 65 and above. Marana's median household size in 2000 was 2.66
1 persons. The Town exhibits a high degree of home ownership with nearly 83% of the
population living in owner - occupied housing. This figure reflects the affordability of
area housing. Median household income in Marana in 2000 totaled $22,245 while the
average family income for the year was $25,045.
r 1
MARANA GENERAL PLAN L U Land Use
1
1
Marana's population growth is the result of both aggressive annexation and the
development of new master - planned communities. The result has been changing
demographics which brings demands for new and different land uses, such as active
retirement housing. Agriculture continues to be an important part of Marana's economy
even though today's Marana has modernized considerably since the rural farming I
community of 1,512 people at incorporation in 1977. Between the years 1980 and 1990,
Marana's population increased by 521 or 31%. In the decade from 1990 to 2000,
population expanded by a massive 517% to 13,556 :residents and nearly 5,000
households.
TABLE 1 1
Marana/Regional Population Growth
1977 1980 1990 2000
Marana Incorporated Area (square miles) 10 29 59 74
Marana Population 1,512 1,674 2,187 13,556
Population Per Square Mile 151 58 37 183
Annual Percent Change (pop.) - -- 3% 3% 52 %
Tucson Incorporated Area (square miles) 94 99 158 195
Tucson Population 304,600 330,537 405,390 486,699 1
Population Per Square Mile 3241 3344 2573 2491
Annual Percent Change (pop.) - -- 3% 3% 2%
a
Pima County Area (square miles) 9189 9189 9189 9189
1
Pima County Population 468,500 531,445 666,880 843,756
756
Population Per Square Mile 51 58 73 92 1
Annual Percent Change (pop.) - -- 4% 3% 3%
Sources Official Pima County Population Estimates, Pima County Planning Department 1980; 1990, 2000 U.S.
Census
1
2 Expansion of
p Town Limits
Although land area has increased dramatically during the last 10 years, population growth 1
rates still far outpace physical growth rates. Most of the land annexed by the Town has
been undeveloped or contains only low- density population distributions, but many newly
annexed areas are being contemplated for more intense development (see Exhibit 1).
1
MARANA GENERAL PLAN LU
rt Land Use
Q�
1
I
At the time of its incorporation, Marana town limits included slightly less than 10 square
I miles. By 1980 Marana included 29.4 square miles, a 300% increase. The Town had
expanded to approximately 59 square miles by 1990, a 100% increase for the decade. A
large area of State Trust Land to the northeast was added in early 2002. As of early 2002,
II the Town included approximately 115 square miles. In 2000 the Town Council adopted
an Ultimate Limits Map which has been subsequently updated, with the intent of
identifying specifically targeted general areas for future annexation (Exhibit 2).
3. Natural Resources
I In 1997, citizen planners together with General Plan technical advisors urged recognition
of Marana's outstanding natural resources. Riparian resources include major washes
crossing the Tortolita Fan as well as the Santa Cruz River corridor. The Tortolita Fan is
I an extensive area in north central Marana marked by natural drainage channels caused by
storm water runoff from the Tortolita Mountains. Significant wildlife habitat is found in
these locations and also in undisturbed desert portions of the Town's eastern reaches.
I Sonoran vegetation abounds in the non - irrigated sectors of the community, including an
unparalleled, dense, high - quality stand of ironwood (see Exhibit 3). Tortolita Fan and
riparian areas that are currently known to support significant biological habitat are
1 designated Environmentally Sensitive Lands on Exhibit 3.
The major portion of Marana's topography is flat and gently sloping land, much of it in
I floodplain. Current Town boundaries encompass portions of the Tortolita and Tucson
Mountain foothills.
I A large portion of the community is comprised of environmentally sensitive land that
offers habitat for numerous plant and animal species. This land frequently has
topographic features that limit development, such as steep slopes, or is in the floodplain,
or subject to sheet flooding. Washes found in the Tortolita Fan area create additional
development constraints. Some properties may include a combination of these concerns.
A large portion of this prime habitat land with its numerous development constraints will
I be considered for conservation. See the Environment Element of this Plan for more
information on Marana's natural resources.
1 The abundance of gravel near the Santa Cruz River is another natural resource for
Marana. Several mining operations are currently extracting the gravel needed for many
1 construction activities. Some of the gravel deposits are nearing depletion and efforts are
being made to assure proper restoration of the land and potential reuse of the sites.
I 4. Cultural Resources
Early Settlements
I Many historic and prehistoric sites and associated artifacts have been discovered in and
near Marana. While the area was inhabited at least 10,000 years ago by hunter- gatherer
populations, the first settled communities developed during the Late Archaic period (200
1 B.C. to A.D. 200). Late Archaic inhabitants lived in villages of small round pithouses
MARANA GENERAL PLAN - Land Use
9 / ;.
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and practiced corn agriculture on the floodplains of the Santa Cruz River and numerous
washes in the Tortolita Mountain foothills.
The Late Archaic people gradually adopted more agriculture and by the end of the
Archaic period had included pottery making in their cultural repertoire. The term
"Hohokam" is reserved for the pottery - making descendants of the Late Archaic people.
The Hohokam settlements appear to be concentrated along both sides of the Santa Cruz
River and the lower bajada with a second concentration skirting the Tortolita Mountains.
A bajada is where two alluvial fans merge, creating a slope with larger, coarser sediment
at the top and smaller sediment at the bottom. Evidence of some of the first public
architecture in the form of ball courts exists in the Marana area.
The extensive agriculture of the Classic phase of Hohokam settlement included irrigation
canals. A network of canals has been traced in the floodplain east of the Santa Cruz.
There is evidence throughout the Marana area of agave plant cultivation, used by the
Hohokam to produce fibers for cordage, sandals and textiles as well as a sweet, high- 1
calorie food from the roasted agave heart. The Classic phase settlements expand the area
of Hohokam settlement into the middle elevations of the bajada between the Santa Cruz
River and the Tortolitas. The pre - Classic ballcourts appear to have gone out of use but a
large mound center (the Marana Mounds) was established near the present Town Hall.
At the end of the Classic phase (circa A.D. 1350) evidence of human habitation in the 1
Marana area disappears. Because of this apparent abandonment, the Marana community
sites are ideal places to study the Classic phase Hohokam, as there are no traces in the
overburden of later settlements to hide the history. 1
Some sites, such as the Dairy Site, provide a long history of occupation from the Archaic
through the Classic. The Dairy site is a large prehistoric village first recorded during the
Northern Tucson Basin Survey. Portions of the site were excavated in 1994 and again in
1995 in advance of subdivision construction uncovering dozens of features dating from
late in the Archaic Period to the terminal phases of the Hohokam sequence. Recent
excavation in the vicinity of the Dairy site has found evidence of ancient irrigation canals
that are approximately 2600 years old. This information adds to a body of data that
demonstrates pre- ceramic populations were settling in villages along the Santa Cruz flood
plain and practicing irrigation agriculture a thousand years before the Hohokam.
Historic Trail 1
In 1775, the Viceroy of New Spain authorized Juan Bautista de Anza to command an
expedition escorting soldiers and their families to occupy and settle the port of San
Francisco. Recruits gathered at the Presidio of San Miguel de Horcasitas, Sonora's
provincial capital. Food supplies included six tons of flour, beans, cornmeal, sugar, and
chocolate as well as materials such as cooking kettles to iron for making horseshoes. The
final staging area was Tubac where the expedition expected to be able to relieve its
already stressed mules with some 500 horses; however Apaches had driven off the entire
herd three weeks prior to the expedition's arrival, forcing it to continue with no fresh
mounts. Over 240 people set out from Tubac on October 23, 1775. They would continue
north eventually reaching the western banks of the Santa Cruz River in Marana and
MARANA GENERAL PLAN -114: Land Use
1
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1
I continuing on to the dunes of southeastern California. From there they followed known
trails through Indian villages along the coast of California. At Monterey and the nearby
mission San Carlos Borromeo del Carmelo, Anza took a small group to explore San
II Francisco Bay, where he chose sites for the Presidio and the Mission of San Francisco.
Following orders to explore the "River of Saint Francis," he traveled the east side of San
Francisco Bay before turning south to return to Monterey. In 1990, Congress
I acknowledged the significance of the Anza expeditions by establishing the Juan Bautista
de Anza National Historic Trail. The Department of the Interior's National Park Service
(NPS) administers the Anza Trail in a public /private partnership in cooperation with
I federal, state, and local agencies; interested groups; and private landowners. Through
technical and limited financial assistance, the NPS guides the preservation, development,
and enjoyment of the trail. Management of trail resources and rights -of -way remains with
II individual landowners, nonprofit groups, and federal, state, and local agencies.
Yaqui Culture
I Cultural diversity in Marana is exemplified by a settlement of Pascua Yaqui on a 4 1/4-
site known as Yoem Pueblo, located at the intersection of Sandario Road and Barnett
Road. According to the 2000 census, approximately 39 tribal recognized Yaqui live in
1 this area of the Town. Before 1980, Pascua Yaqui in Marana made up a cluster of about
20 homes that was known simply as "THE CAMP ". It had been a place of settlement for
Yaqui people who were fleeing deportation and death in their native lands in Mexico.
1 Attacked and hounded by troops of Mexico's Federal Government, the people headed 300
miles north to Arizona Territory to safety. The camp in Marana was one of 15 that
existed in southern Arizona in the early 1900's for the Yaqui people.
I Today things have changed. g g d. In 1980 with a grant from the U.S. Government the people
purchased the 4.2 acres of land that they had been living on since the early 1900's. A
I sewage system, paved streets and a change of name soon followed. At a community
meeting the name Yoem Pueblo (The People's Village) was adopted. On the Feast of San
I Juan Bautista in 1987, a new church built by the residents of the Yoem Pueblo was
dedicated. Today the Church is backed by three huge crosses and opens out on to the
Santo Tevat (holy patio). Yaqui festivities are held on a regular basis at the church in the
I center of the neighborhood. New development proposed in or near this area will be
reviewed with input from the Pascua Yaqui Tribe to assure that there are no negative
impacts on the Yoem Pueblo.
1 Other Pascua Yaqui Tribe sources of history in Marana include a small cemetery site east
of the interstate and north of Linda Vista Boulevard. The cemetery contains the graves of
I approximately 100 Yaquis dating as far back as the late 1800's. The site lies on private
property and the Tribe has expressed considerable interest in taking over the property.
I The Yoeme (Yaqui) are extremely proud of their language and culture, oral traditions,
music, dance, and song. Since time began, for the Yoeme people the Yoem Lutu'uria, the
Yoeme Truth, has guided the Yoeme people spiritually, mentally, and physically into
I respecting all life on earth. The Yoeme stories, sayings and ceremonial songs deal
specifically with understanding and respecting the huya ania. This traditional knowledge
II
MARANA GENERAL PLAN Land Use
1
1
is also called Wa Yo'ora Lutu'uria, the Elders' "Truth ". This "Truth" is to help all people
to live in the right way on this earth. 1
Although the Yoeme people still retain much of this rich traditional knowledge, there are
problems in the communities. Some of the plants that are talked and sung about are
disappearing from their desert environment. Another problem that the Yoeme face is the
transmission of traditional knowledge between family generations. In Arizona many
young Yoeme people do not speak the Yoeme language anymore, so this makes it more 1
difficult to learn about the Yoeme "Truth ".
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MARANA GENERAL PLAN 4 Land Use
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1 5. Existing Land Use
I As shown in the chart below, based on the 2001 land use survey, 10,000 acres of land
within Marana's boundaries are developed. Another 10,000 acres host agricultural
production and just over half of the total acreage is currently undeveloped. However, a
1 significant portion of the undeveloped land is protected or in some way unsuitable for
development because of current regulation that defines the area as having significant
natural resource. The chart below delineates existing land use in Marana by acre.
1
TABLE 2
i i
Existing Land Use by Acre: 2001
% Acres
/o of Total
Residential 2,329 5%
I Commercial 585 1.2%
Industrial 862 1.9%
I Utilities and Government 2,096 4.5%
Parks, Open Space and 3,300 7.1%
Drainage Areas
I Transportation 1 101 2.4%
Total Developed 10,273 22.2%
Agricultural 10,124 2L9%
I Vacant 25,808 55.9%
Total Undeveloped 3 0
P 5, 932 77.8%
I Grand Total 46,205 100%
I Planned communities in Marana are flourishing, reflecting the needs and income of
newcomers to the Town. These developments finance new public infrastructure and
existing service facility improvements. Several of these master - planned areas have been
I guided by specific plans which allow creative and comprehensive development standards
that are directly tailored to the applicable planning areas. Among several other benefits,
specific plans provide detailed regulations for land use, site planning, circulation,
1 landscaping, and architectural design.
Sewer service, flood control, water, and other systems necessary to support urban
densities throughout the incorporated area are often provided through developer- financed
initiatives. Large sites in Marana's northwest and northeast are being marked for future
planning.
1
1
I
II MARANA GENERAL PLAN ,.1.t1-11
Land Use
1
Commercial development characterizes recent and forthcoming construction on along the
Interstate 10 corridor. Hospitality inns, business parks, recreational facilities, and golf
courses, along with residential communities are developing, creating a mixed -use area.
Major retailing has been established along the Ina and Orange Grove corridors together
with tourist facilities. The recent appearance of retirement communities, such as
Sunflower and Heritage Highlands, suggest Marana's appeal as ideal for active -adult
living.
C. Current Plans 1
Several functional and area plans have been developed recently by Marana that speak to
land use issues. These plans help form the basis for the Land Use Element update of the
Town of Marana General Plan. Furthermore, upon adoption these plans became guiding
policy documents and detailed regulatory extensions of the General Plan.
The Northwest Marana Area
Plan provides background information, goals and policies
for approximately 38,337 acres in the northwestern portion of the Town and surrounding
area. Land use recommendations are given for five main planning areas, including the
future Town Center and the airport areas. Completion of the Santa Cruz River bank
protection on the east side of the river to Sanders Road has effectively removed the area
to the north from the 100 -year floodplain. This area has been designated for urbanization
in the Northwest Marana Area Plan and is projected for a 10 year population growth of
20,175. Areas west of Sanders road and south of the interstate that are subject to base
flood levels of one foot or less may be particularly well suited for mixed use master
planned developments. Master planning in this area may include major employment
centers and regional tourist destinations.
lr
Master planned communities such as Dove Mountain, Continental Ranch, Pima Farms,
Sky Ranch and Rancho Marana are guided by specific plans; functional plans have been J
completed to assist forthcoming growth. Land Use is a key element in providing updated
infoin►ation on growth patterns, economic conditions, and regulatory requirement
changes that impact the Town's Master Water Plan. These changes need to be reflected
in the water plan as they occur to ensure accurate modeling and predictions. The Marana
Transportation Master Plan Update, 2001 -2025, assesses existing conditions of the
Town's transportation facilities and makes recommendations for improvements to meet
projected growth.
The Santa Cruz River Corridor Plan provides a detailed look at a critical area within the 1
Town and defines goals, opportunities and constraints, and recommendations for the
future of this area in order to maintain and enhance its contributions to the community.
Similar in objective and strategy, the Town is a cooperative participant in the United
States Army Core of Engineers' Tres Rios Del Norte Santa Cruz River Environmental
Restoration Project. The project provides flood control, groundwater recharge, and
environmental restoration along the Santa Cruz River from Prince Road in Tucson north
to Sanders Road in Marana. Like the Town's river corridor plan, Tres Rios will develop
alternatives for recreational opportunities consistent with the riparian ecosystem's
restoration. Marana's cooperation in this undertaking could potentially provide funds for 1�
MARANA GENERAL PLAN 413.42 Land Use
1
1
vital projects like river levee maintenance in the Continental Ranch area and construction
of the Twin Peaks Road overpass.
In addition to the plans mentioned above, a unified Land Development Code is in place
and is currently being revised to enhance land use regulations and to improve clarity. The
Land Development Code regulates land use with respect to subdivision controls, zoning,
signage, landscaping, and other critical standards that promote public health, safety,
order, and general welfare.
Finally, a 5 -year Capital Improvement Program (CIP) is revised annually prior to the
budget cycle. Annual reviews of the CIP has a direct effect on the General Plan's
implementation
and lan monitoring as discussed later in Chapter
III. It is necessary g y for
the Town's General Plan to be closely intertwined with the Capital Improvement
1 Program so that development can accurately be anticipated and diligently planned for in
every aspect of municipal government. In short, the CIP ensures the goals of the General
Plan are economically feasible and therefore annual evaluations of the General Plan's
performance and consistency with the CIP is critical.
1
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MARANA GENERAL PLAN -
'443 Land Use
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D. Future Trends
1 1. Population Projections
I National demographic forecasts indicate that small and mid -size Arizona
communities will grow rapidly over the next generation. Marana fits this growth
scenario and is well positioned with transportation advantages and plenty of
I developable land area. More developable acreage can be added by flood control
projects that protect previously flood -prone land.
I In the following table, the estimated population growth of Marana is presented,
indicating that the significant increases in the past will continue in the future,
particularly through 2015. Forecasts are made through the year 2025 with the
1 annual percentage of growth in each 5 -year period also represented.
i
TABLE 3
1 Current and Projected Population Growth for Marana
Average Annual %
I Year Population Increase
2000 13,556 20.0 (from 1990)
2005 23,080 11.2
I 2010
37,170
10.0
2015 62 328 10.9
2020 76,553 4.2
I 2025 88,678 2.98
Sources: Year 2000 Census; Pima Association of Governments
M According to the Pima Association of Governments, population in Marana can be
I expected to grow from 13,556 in 2000 to nearly 25,000 in 2005 and just under
40,000 by 2010. Annual growth percentages during these 5 -year periods are 14.1
and 12.2, respectively.
1 2. Land Use
To accommodate the growing population, housing will represent the majority of
1 new land use over the next two decades, with a variety of residential types
represented. These will include active retirement communities, resort- related
I housing, environmentally sensitive single- family residential development, family -
oriented neighborhoods, and multi - family apartments, town homes or
condominiums. Affordability in housing is a particularly important objective to
I serve the Town's long -term best interests.
1
MARANA GENERAL PLAN ,U 15 Land Use
1
1
Conservation of both natural and cultural resources is an important factor in the
Town's planned land use. Most of northeast Marana has been designated as
environmentally sensitive, best suited for low - density residential development,
residential clusters that minimize site disturbance, or no development at all except
low impact passive recreation amenities. Due to the area's terrain and biological 1
habitat value, this area will have significantly limited population growth.
Preserving cultural resources is a critical objective in planning for Marana's
future. Identifying sites with historical remains and areas currently being used for
cultural events is crucial to this preservation. To provide the most comprehensive
and reliable identification measures, the Town strives to work with other agencies 1
and jurisdictions in reviewing development applications for historic and cultural
preservation opportunities.
Conversely, northwest Marana is particularly well positioned for receiving the
bulk of future development over the next twenty years. The adopted Northwest
Marana Area Plan looks more closely at future land use for that area. The lack of
infrastructure needs to be addressed before future development can occur.
As selected by Marana residents, business people, and the General Plan Advisory 1
Committee members in 1997, the preferred future development pattern consists of
neighborhood clusters surrounded by low - density housing and extensive open
space. This concept includes institutional uses, shopping, and where appropriate,
employment within master - planned communities. This urban form was advocated
by citizens as the most cost effective and is expressed in Chapter 1- Vision
statement themes.
Future land use should include areas for open space, recreation, a variety of
residential densities, and a mix of employment centers including commercial,
business, manufacturing, and industrial parks. In addition, the airport and railroad
will dramatically increase the Town's ability to provide employment
opportunities. In keeping with the Town's direction to become a self - sustaining
community, employment opportunities are considered especially important land
use targets. Local jobs can help Marana to become a more dynamic place rather
than simply a bedroom/retirement community. The I -10 corridor is particularly
appropriate for commerce parks, industry, warehousing, and tourist services.
One -third or more of Marana's land area is anticipated to host housing over the 1
next 20 years. This estimate could accelerate with improved water and sewer
systems. Community retail and service uses for the growing population will
require twice as many commercial acres to accommodate the needs of tourists.
Additional commercial land will be needed for employment centers and
warehousing. The Growth Areas Element provides additional information
regarding future land use needs of the Town. Marana will continue to look at
selected adjacent areas as opportunities for future annexation.
1
MARANA GENERAL PLAN J-I6 Land Use
1
1
The restoration and re -use of extractive industry pits is another factor to be
1 considered in the Town's long -range planning. These properties are located at key
locations (e.g., near the I- 10/Tangerine Road intersection, and in the Continental
Ranch community). When extraction is finished, the impacted areas should be
stabilized and restored, and may be re -used for open space, groundwater recharge,
or even innovative development and/or additional recreation opportunities.
1
' Future Development Plan Categories
Residential land use categories provide a range of densities within each designation.
However, the maximum density cannot always be achieved because of policy or physical
constraints. In contrast, the minimum density may be reduced by up to 20% of the land
use category's density maximum. The following land use designations are reflected on
the Future Development Plan Map.
RDR Rural (Very Low) Density Residential (0.0 -0.5 DU /AC)
The residential product shall be characterized by single - family detached homes on very
large properties, including ranchette and estate lots. Appropriate locations shall generally
include historically agricultural or environmentally sensitive areas, and in areas where
1 equestrian uses are allowed or where a rural character is desired. Building envelopes are
required where the preservation of the Sonoran Desert environment is desired.
Neighborhood serving commercial development may be allowed.
LDR Low Density Residential (0.6 -3.0 DU /AC)
The residential product shall be characterized by single - family detached homes on large
' lots where the retention of a rural, open character is desired. Environmental factors may
allow for clustered housing projects. Appropriate locations for LDR uses include those
areas of the community where there may be limited infrastructure. Commercial
development is expected to establish integrative pedestrian connectivity and automobile
access. Other community - serving uses appropriate under this classification include
schools, parks, recreational areas, event centers, and religious institutions.
MDR Medium Density Residential (3.1-8.0 DU/AC)
This residential product shall be characterized by single - family detached homes on
moderately sized lots. Other potential opportunities for residential development in this
category include various types of multi - family housing that conform to the prescribed
density range.. Typically this classification applies to those areas that benefit from
1 existing capacity of public services and utilities, and areas where services and utilities can
be extended in systematic progression from existing infrastructure. Curvilinear street
1 patterns are highly encouraged to inhibit through traffic. Recreational opportunities shall
be achieved through functional open space design and improvements. Various
neighborhood commercial services are appropriate based on compatibility.
1
MARANA GENERAL PLAN Land Use
Y
1
1
11DR High Density Residential (8.1 + DU /AC)
This classification identifies locations where high- density multi- family residential 1
development consistent with the prescribed minimum density is desirable. HDR shall
provide use and intensity buffering and have a direct relationship with Town employment
and services nodes. High traffic volume impacts on local, lower density residential streets
1
are discouraged. Mixed -use residential projects, including commercial services and
offices, as well as various support services are appropriate based on compatibility.
MR Mixed Rural
This designation reflects the desire for integrated development of varying uses within
rural settings in proximity to major transportation corridors. MR developments are
required to maintain performance standards that provide site specific mitigation and
design standards to ensure the compatibility of the various uses that comprise these areas.
Residential development is allowed so long as the overall density does not exceed 2
residences per acre.
MPA Master Planning Area
This designation identifies the specific lans that have been or may be, adopted P y p by the
Town. The purpose of the MPA is to allow greater flexibility in site planning and design.
Active specific plans in the Town are characterized by a variety of intensities and uses,
utilize clustering methods, and are appropriate, compatible, and highly functional
communities. Future MPA sites shall be determined based on the project's ability to
create a functional, well designed, flexible Specific Plan.
CC Corridor Commerce
Corridor Commerce represents highly ghly visible strategic commercial areas that provide •
local and tourist oriented services, particularly well suited for employment -based
business and industry. The designation is typically applied to areas with traffic volumes
supportive of a variety of commercial enterprises. High density residential developments
may be appropriate in the CC.
IC Industrial/ Campus 1
The IC category is intended to provide locations for a variety of workplaces including
major employment centers, light industrial uses, research and development activities,
offices, and institutions. Well landscaped, clustered, inward focused activity, and
campus -like settings; as well as specific transitioning methods, such as locating lower
intensity uses along adjacent arterials where public visibility is more likely, is expected
for IC developments. Ancillary commercial services intended to serve the industrial park
would be allowed.
1
1
1
MARANA GENERAL PLAN 4.048- Land Use
IG Industrial/ General
' The IG category allows storage, processing, fabrication, and distribution of goods.
Certain areas in the IG will allow for intensive industrial and manufacturing activities as
well as mineral extraction and processing. Truck traffic and extended hours of operation
is typical. Potential users should ensure principal arterial access, isolation, andlor
buffering of operation activity.
AAC Airport Activity Center
The AAC realizes the potential benefit that the expanding airport provides for various
commercial, industrial, and employment opportunities. Furthermore the AAC realizes the
potential incompatibility of certain uses within close proximity to an airport; therefore,
residential structures are prohibited. Development in this area should provide adequate
transitions for the surrounding residential designations. Development standards and
regulations for areas underlying Federal Aviation Administration imaginary surfaces such
as approach and departure paddles must conform to specific site design, operations,
clearances, marking and lighting, buffering, landscaping, and noise abatement measures.
Airport commercial services and government facilities, such as Customs offices, are
strongly encouraged as well. Travel - oriented commercial and other applications that
support the designation's economic development potential are also strongly encouraged.
P Public
Identifies existing and programmed public and quasi- public facilities, such as:
1 government buildings, schools, libraries, utility sites, and places of worship.
RJOS Recreation/ Open Space
Identifies existing and programmed sites where neighborhood, community, district, and
regional parks as well as primary, connector, and local trails are programmed for
development or already exist. Most parks contain a mix of passive and active recreation.
1 Open space designations apply to areas the Town desires to conserve as undisturbed
natural resources.
1 CM Conservation/ Mitigation
The CM category is intended to accommodate areas of environmentally valuable land for
the purposes of conservation and preservation. In many instances, CM areas result from
critical habitat, floodplain, and/or the identification of areas of undisturbed Sonoran
Desert. Mitigation banking reserves comprise a vital part of this designation.
F Floodway
The Floodway designation follows the course of the Santa Cruz River. Development
expectations are based on Santa Cruz River Corridor Plan policies. These policies
identify various recreational, conservation, and industrial applications that would locate
compatibly within the Floodway area. The F area provides the potential for a system of
linear multi - functional trails.
1
MARANA GENERAL PLAN LU 19
' Land Use
1
TC 1
Town Core
The TC is intended to be a focal point of public and private commerce surrounded by
medium density residential neighborhoods with strategically located community
facilities. Pedestrian oriented circulation patterns are required of new development.
Schools, retail shops, offices and employment centers, as wells as multiple recreational 1
areas and a variety of other services and facilities round out the Town Core.
RESORT Resort
The resort category provides for the development of those areas where exceptional scenic
and environmental attributes exist and the feasibility of destination hotels attracting a
national and regional audience is high. A wide variety of uses are allowed in association 1
with existing or planned resorts such as; accessory residential housing, recreational
facilities, and retail shopping. Accessory residential development shall maintain densities
similar to those of surrounding uses. 1
1
1
1
1
1
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MARANA GENERAL PLAN Utl'20 Land Use
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E. Goals
I
Goals, policies, and actions in the Land Use Element support the Town's overall vision to
promote Community Values, Orderly Growth, and Economic Opportunity. Goal 1
I emphasizes the need for preservation of natural and cultural resources and the provision
of open space. The intent of this goal and supportive policies and actions is to guide
future development in an environmentally sensitive manner. Policies and actions under
I Goal 2 highlight the importance of providing a diversity of land uses, a range of housing
densities, costs, and styles, and a development pattern that minimizes public
expenditures. Goal 3 policies and actions address ways to promote quality building and
I landscape design through development standards and special neighborhood activities to
encourage property maintenance.
I Land use goals are fundamental statements reflecting themes in the Marana Vision.
Policies are tools to help decision - makers evaluate development proposals and actions are
proactive steps that the Town can take to achieve its goals and vision. A summary table
I of Land Use Policies, Actions, Responsible Party, and Implementation time frame is
included in Chapter III, Implementation Plan.
I Goal 1. Create land use patterns that protect significant natural and cultural
environments and provide open space.
I A proactive stance toward protecting the natural and historical environment, as well as
providing open space is regarded as one of the most important aspects of the Town's
Vision. Marana citizens are committed to principles of clustering land uses in order to
I preserve significant areas. Natural resources, clean air, water, native plants, and critical
habitat are assets to the community and provide a unique identity. Open space provides
separation between diverse land uses and provides an opportunity to meet future
1 recreational demand. Agricultural uses contribute to open space as well as to the local
economy so long as a minimum acreage is preserved for agrarian development and
operation.
a. Policy: Preserve land with highly Y g y valued cultural and
I environmental resources.
1) Action: Identify non - development areas, including areas
I with significant wildlife habitat or exceptional historic,
cultural, natural and scenic resource value. ;
2) Action: Implement guidelines to mitigate development onf
1 environmentally sensitive lands_!
3) Action: Preserve and interpret areas with significant ,
cultural resources.
4) Action: Integrate additional reviewing agencies into the -`
1 development review process that provide sensitive analysis
MARANA GENERAL PLAN 4.t123- Land Use
1
1
of cultural affairs. The inclusion of the Pascua Yaqui Tribe
for archaeological and development compatibility review is
vital.
b. Policy: Support development that provides open space and trails,
preserves views, and responds to the rural lifestyle.
1) Action: Require developers to provide open space and '
trails in their projects.
2) Action: Require multi - purpose trails in the design of
1
buffers between urbanizing and rural areas.
c. Policy: Protect rich, productive agricultural land. 1
1) Action: Discourage conversion of high quality agricultural
land by supporting tax incentives to farmers and related
industries.
2) Action: Identify and preserve lands with viable agricultural 1
industries.
3) Action: Provide buffers between agricultural activities and 1
other development as needed to mitigate negative impacts.
4) Action: Monitor the impact of flood control projects on the
1
value of agricultural lands.
5) Action: Support agricultural industries with special civic 1
events such as an annual Cotton Gin Days festival,
establishing a museum that includes railroad and farming
history, and providing educational programs for schools. t
Goal 2. Provide opportunities for a diversity of development that maximizes
benefits to the community. ,
Reasonable options for developing their holdings should be provided to
property owners. Utilization of existing infrastructure and additional
infrastructure with capacity for new development should be a high
priority. Large tracts of land are opportunity areas that can accommodate
a broad range of uses and activities. New development that enhances the
community physically and provides economic benefits is welcomed. The
Town discourages highly speculative development proposals that may tie
up areas already served by infrastructure or premature in respect to
infrastructure or flood control measures. Furthermore, of great concern to
the Town are activities related to unregulated lot splits that cause the
unnecessary extension of services and utilities.
MARANA GENERAL PLAN ..i24 Land Use
1
1
a. Policy: Promote new development compatible with existing land
111 uses.
1) Action: Establish appropriate land development
1 designations with densities and intensities that complement
existing residential areas.
I 2) Action: Review site development plans for compatibility
with established neighborhoods.
I 3) Action: Develop guidelines for enhancing new
development and mitigating potential impacts on existing
neighborhoods.
I 4) Action: Implement buffers, and connections such
P as parks,
open space, and trails where significant shifts in density
I '', 1 occur or between older and newer neighborhoods.
5) Action: Locate commercial and industrial uses for direct
I access to arterial or collector roads without generating
traffic into housing areas.
I 6) Action: Consider mixed use development proposals for
future Master Planning Areas in Northwest Marana.
I b. Policy: Provide opportunities for a variety of housing styles and
economic levels.
I 1 ) Action: Designate a wide range of residential development
densities from low - density rural to multi - family urban.
I 2) Action: Designate areas with residential densities that will
allow creative, affordable housing.
I c. Policy: Encourage distinctive community attractions and theme
parks.
' r
I 1 ) Action: Encourage business ventures that support
development of distinctive community attractions and
theme parks, particularly in Northwest Marana.
ill
2) Action: Promote tourism in ways that are sensitive to the
quality of life of local residents.
3) Action: Develop "Southwest" theme for Town Core
facilities and businesses. =
I MARANA GENERAL PLAN 2
Land Use
1
1
4) Action: Promote and support tourism and recreational
development by expanding and improving airport
I
operations.
d. Policy: Provide a development pattern that minimizes public 1
expenditures.
1) Action: Encourage growth in locations where excess
1
infrastructure capacity exists or can be easily extended.
2) Action: Encourage joint -use amenities and public facilities.
1
3) Action: Discourage leapfrog or sprawl development.
4) Action: Develop ordinances and controls, consistent with I
the General Plan Cost of Development Element, which
ensure development pays for itself.
I
5) Action: Support redevelopment of areas that have
concluded their economic cycle.
1
6) Action: Develop and upgrade comprehensive lot split
review criteria for all subdivision activities.
I
e. Policy: Promote appropriate mitigation and encourage reuse of
resource extraction areas and agricultural lands after these
I
activities cease.
1) Action: Establish operations and performance standards
1
for excavation activities including a phasing plan.
2) Action: Support stabilization, restoration and creative
1
recycling of excavation areas.
3) Action: Develop regulations that govern reclamation of 1
excavated properties.
4) Action: Support the transition and redevelopment of retired
1
agricultural land.
f. Policy: Encourage a compact urban form that is sensitive to
1
environmental features and promotes transit - oriented development.
1) Action: Encourage mixed -use commercial and residential 1
centers, and cluster development patterns in appropriate
locations.
MARANA GENERAL PLAN Land Use
1
1
2) Action: Identify and map areas suitable for clusters of
1 mixed use on the Planned Land Use Map.
1
I Goal 3: Promote and maintain high quality design, development, and
neighborhoods.
I Good community design contributes in many ways, beginning with economic benefits.
Businesses and industries are attracted to areas that have created an identity and
reputation for high standards of design in development. Several developments in the
I Town have already received awards for their design. Because much of Marana's
development is still ahead, it is uniquely positioned to set high quality design standards
and benefit from the results. The Town recognizes the importance of development that is
I energy- efficient. Maintenance of property is also high on the list of Marana's priorities.
The General Plan establishes high standards for maintenance and encourages citizens to
maintain their property and neighborhoods.
1
I a. Policy: Encourage good site planning, architectural styles, and
landscaping that reflect the southwestern image and Marana's
small town heritage.
I 1) Action: Research and develop guidelines to assure design
that enhances the Town's image and existing development.
I 2) Action: Evaluate development proposals for their design
and ability to enhance the community.
I 3) Action: Adopt standards that will require the development
q P
of high quality, energy - efficient, and enduring structures.
1 4) Action: Adhere to or establish design themes in residential
commercial and industrial projects, such as landscape,
1 signage, or architectural features.
5) Action: Implement criteria to mitigate negative impacts in
g g P
I development review procedures. r
b. Policy: Encourage pride of ownership by property owners.
1 �si
1) Action: Establish a neighborhood maintenance ordinance
to promote clean-up activities. t
1
1 MARANA GENERAL PLAN 2 ? Land Use
1
1
2) Action: Promote neighborhood activities and community
improvement organizations to maintain and upgrade
neighborhoods.
3) Action: Develop zoning enforcement regulations to 1
address lack of property maintenance.
1
1
1
1
1
1
1
1
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1
MARANA GENERAL PLAN 4048* . Land Use
1
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1
CIRCULATION ELEMENT
A. Introduction
1 An efficient and safe Circulation system is essential to Marana's orderly development.
While the circulation system is an important component of the General Plan, the Land
Use Element most directly guides transportation planning. The State of Arizona Growing
Smarter legislation now requires cities and towns to adopt policies that make
transportation systems more efficient, land development more rational, and infrastructure
more economical.
1 The Circulation Element discusses the movement of people and goods as well as specific
transportation facilities like roads, ride share lots, transit facilities, and pedestrian paths.
Future development, featuring neighborhoods of clustered housing, can be significantly
enhanced by connection to -a community -wide system of multi - purpose paths. Cycling,
hiking, jogging, and equestrian recreational uses can be integrated with options for
commuting to work, shopping, and schools. Urban pathways and recreational trails are
outlined in more detail in the Recreation Element.
Funding for future roadway and many other transportation improvements requires
regional partnership. Close cooperation with the Arizona Department of Transportation
(ADOT), Pima County and the Pima Association of Governments (PAG) as well as the
' adjacent municipalities of Tucson and Oro Valley is absolutely necessary for regional
circulation efficiency.
B. Existing Conditions
The Town of Marana's current circulation system reflects a range of conditions and
demands. Roadway design ranges from Interstate highway and urban arterials to
residential streets and rural roadways. Tourism, agribusiness, increasing employment
and population growth impact roadway capacity, safety, drainage, service levels, and
' related regional air quality issues. In addition to the Town's surface streets, the Union
Pacific Railroad carries a significant and increasing volume of freight traffic through
1 town. There is extensive aviation activity in the area as well heavy trucking volumes
associated with I -10.
The Interstate Corridor constitutes a circulation spine for Marana. Its high -speed
1 convenience and lane capacity constitute a superior cross -town traffic carrying facility.
Coordination with ADOT, particularly for additional interchange improvements, assures
optimum local street utilization.
The Town's roadway network is comprised of fourteen freeway miles plus interchanges,
Y P
maintained by ADOT and approximately 125 miles of surface streets of which virtually
all are improved. The Town's existing arterial road network consists largely of roads
originally developed prior to the creation of the Town; they typically follow section lines.
These roads are regionally significant and serve residents of both the Town and
1 unincorporated areas of the northwest. Business and employment traffic is kept generally
' MARANA GENERAL PLAN CE-1
Circulation Element
1
1
close to the Interstate; if business or job sites are oriented toward internal areas, they are
located along major arterial streets. 1
Union Pacific Railroad's Sunset Route parallels 1 -10 for the Town's entire diagonal
length. There are limited possibilities for industry- serving spurs or sidings. The railroad
operations significantly influence the operation of both the Town surface street system, as
well as the function of the adjacent I -10. The only grade separated crossing for the
Union Pacific Railroad occurs at Orange Grove Road.
The Marana Northwest Regional Airport, a general aviation facility, maintains two
runways and terminal facilities and serves as a designated reliever airport for the Tucson
International Airport. Existing agricultural uses are encouraged to continue as
neighboring uses in the airport vicinity to minimize noise and hazard impacts. Pinal
Airpark, just north of the Pinal/Pima County line, includes the Evergreen Air Center.
Private pilots and the Arizona Army National Guard operate out of Evergreen. Classified
as a general aviation airport, the Airpark is suitable for general aviation.
1
State appropriations (Highway User Revenue Funds (HURF), ( ), Federal assistance
allocations, Local Area Transportation Fund) provide for local street system maintenance
and some resources for road construction, including extension and reconstruction.
Mass transit opportunities in Marana require careful analysis because the Town is so
large spatially and its residence transportation needs so diverse. Transit planning in
Marana is heavily influenced by the Pima Association of Governments and Pima County
Rural Transit. Marana public transit is provided through a contractual agreement between
the Town and American Pony Express. The service includes a fixed route and deviated
fixed routes for special needs passengers. Marana Public Transit serves the commercial
and business corridors along Ina Road and Thornydale Road. Historically, low rider -ship
and elevated route distances have made transit in Marana difficult financially. As the
Town's population growth continues, transit improvements will be implemented that
ensure efficient circulation.
C. Current Plans
Existing plans that have a primary relationship to the Circulation Element are the Master 1
Transportation Plan Update, Northwest Marana Area Plan, adopted in 2000, the 2001 to
2025, the Airport's Master Plan and the Park Trail, and Open -Space System Master Plan. ,
The Northwest Marana Area Plan proposes land use and transportation guidelines for a
significant area of the Town. The Master Transportation Plan Update addresses all
components of the Town's long range needs and financing options for its circulation 1
system. Town- generated initiatives for transportation include establishment of consistent
safety standards, capacity monitoring, and special features such as trail linkages, tourist
access drives, and alternate transportation modes. 1
Interstate 10 interchange improvements (including new ramps and redesigned existing
access) as well as frontage road traffic flow adjustments are anticipated to enhance the 1
Town's attraction as a focus for economic development along the I -10 Corridor.
MARANA GENERAL PLAN CE -2 Circulation Element
1
1
Likewise, jointly- supported construction on major arterials, such as the Twin Peaks
' Interchange and the Tangerine Road Corridor project, will open up additional mixed -use
land development opportunities.
Marana's circulation is viewed on both a regional and local basis. Options for the PAG
Master Transportation Plan (PAGMTP) place high priority on roadway projects in
northern Pima County. Freeway interchange additions for Marana are also included in
1 PAGMTP projects.
The Avra Valley Airport Master Plan inventories current data and facilities and proposes
airport improvements and expansion that will meet future aviation needs while
maintaining compatibility with the surrounding environment. The Airport Master Plan
targets commuters connecting to larger airports and resort visitors as future clientele.
Private planes will likely comprise a large share of airport traffic. The plan limits the
types of land development near the airport to those that will not be negatively impacted
by airport noise.
1 D. Future Trends
Population projections and forecasted increases in tourism and industry indicate a need
for two new freeway interchanges at the programmed Twin Peaks alignment and at
Moore Road. Modifications to existing interchanges will be needed as well as arterial
' widening at key locations (e.g., Cortaro Farms, Ina, Moore, Silverbell and Tangerine
Roads). Improvements for the proposed Tangerine Farms Road Loop and Camino de
1 Mariana road segments are indicated as a part of the Town's long range vision for planned
roadway improvements. Collector and local street construction programs will also be
required in conjunction with the Town's homebuilding boom.
1 Arterial connections internal to Marana's east and west sectors will become increasingly
necessary to provide for trips between neighborhoods. More direct routes should be
established for everyday trips to work and shopping so residents do not rely on Interstate
1 segments for short commutes. East -west roadway lane expansions are required to handle
cross - community traffic demand. The proposed I -10 interchange /crossing potential at the
1 Twin Peaks alignment and in the vicinity of Moore Road are essential to establish proper
arterial spacing, and to distribute 1 -10 loading.
Major north -south traffic demand will be accommodated by improvements west of
Interstate 10 to Silverbell, Sandario, Sanders, Tangerine Farms and Luckett Roads. Dove
Mountain Boulevard, La Cholla, Camino de Monona, and Thornydale Roads require
improvements to provide adequate future capacity east of I -10. Arterial road
improvements will receive careful cost - benefit evaluation to assure that the improvement
will help move traffic in a manner consistent with future land development.
1 ADOT and PAG transportation plans will continue to influence Marana's development.
Improved Interstate access will be needed based on population projections for Pima
County north of Ina Road. ADOT planning for the conversion of existing 2 -way frontage
' MARANA GENERAL PLAN �E Circulation Element
1
1
roads to one -way frontage roads has traffic circulation implications for future industrial
and office business parks and tourism uses within the I -10 Corridor. 1
Although funding is not fully identified at the local level in the Master Transportation
Plan Update, priority projects can be identified, assigned costs, and scheduled for
implementation as financial resources become available. Funding sources include public
agencies, local street budgets, and land developer contributions. One of the most
significant steps in planning economically efficient transportation improvements is the
early identification of ultimate right -of -way requirements for major streets and routes.
The characteristics and location of necessary right -of -way shall be analyzed and
appropriate implementation and acquisition strategies shall be developed during the
development of the Major Streets and Routes Plan.
Marana's aviation, rail, and trucking sectors have potential for growth. Expanded flight 1
and aircraft maintenance operations, both at the Marana Northwest Regional Airport and
Pinal Air Park, are supported in the Town's land development policies. Freight transfers,
by rail and truck, are also encouraged through maintaining interchange and railroad
siding access at appropriate locations.
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MARANA GENERAL PLAN -tE-4 Circulation Element
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E. Goals
1 As the Town grows in population and expands in land area, its transportation and
circulation needs must keep pace. Attractive and uncongested roads project the Town's
I desired circulation system. Marana residents have prioritized construction of a Town -
wide trail/multi- purpose path system as an important component.
I Goals, policies, and actions support the Town's future based on its vision of Community
Values, Orderly Growth, and Economic Opportunity. Policies in this Element encourage
sensible, planned, and economically viable circulation systems that reflect: 1) the
I changing transportation needs of a growing and diverse population; 2) the need for long-
term and multi -modal transportation solutions; 3) the significant relationship of
transportation and land use to air quality; 4) the cost - effective use of limited financial
I resources; and 5) the demand for a greater variety of travel options based on recreational
activities.
I Goals outline where the Town wants to grow; policies help decision - makers evaluate
public and private development proposals; and actions are specific steps the Town can
take to realize its goals. A summary table of Circulation Policies, Actions,
I Responsible Party, and Implementation time frame is included in Chapter III,
Implementation Plan.
1 Goal 1. Develop Long -Term Circulation Solutions.
Marana has many opportunities to direct its future development. A major component of
I land development is the transportation and circulation system. While roads are still the
cornerstone for moving people and goods, road building is now part of a larger program
designed to meet mobility needs in an efficient and cost - effective manner. Town
1 residents must be able to choose a number of options for shopping, commuting, and
recreational trips including mass transit, roadways, bike paths, sidewalks, and trails.
Town businesses need to have the option to select from truck, rail, or aviation to move
1 goods and provide services.
A Major Streets and Routes Plan identifying future roadway corridors for land
1 preservation and acquisition is essential to determine anticipated future costs. Phasing
and implementing the Master Streets Plan in accord with adopted Capital Improvement r j',
Program priorities is a key part of the Town's overall growth management program.
I
a. Policy: Implement multi -modal improvements and
I coordinate it with the Capital Improvements Program.
1) Action: Develop a multi -modal circulation plan.
1 2) Action: Identify, project, and prioritize street lo_)-
improvements into CIP.
1
0-
1 MARANA GENERAL PLAN E- Circulation Element
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1
1
3) Action: Develop a street inventory as part of the Major
Streets and Routes Plan that records existing conditions and
identifies future pedestrian/bike upgrades and future
maintenance needs with projected costs and start dates. 1
4) Action: Calculate land use demand projections to plan for
adequate roads, transit, and pedestrian needs. 1
5) Action: Update projections and costs for street widenings,
extensions, signalization, and intersection improvements. 1
6) Action: Update right -of -way and paving standards.
7) Action: Identify future right -of -way needs and develop an 1
acquisition plan.
8) Action: Develop future ride share lot and bus stop 1
locations.
b. Policy: Maintain the integrity of multi -modal phasing plan. 1
1) Action: Acquire identified rights -of -way through exactions
and development agreements.
111
2) Action: Design and build new and expanded transit
facilities. see Growth Areas Element
3) Action: Require new development to mitigate impacts on
arterial and collector roads.
4) Action: Approve high traffic uses where transit is available
and safety of pedestrians and vehicular traffic is not
compromised.
5) Action: Require traffic reports for large scale 1
developments such as master - planned communities,
specific plans, and development plan/tentative /final plat
projects over a certain size.
Goal 2. Establish Foundation for Full- Service Circulation Systems.
Marana's future transportation vision embraces much more than simply roadway
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building. It is intended to be comprehensive, integrating specialized routes such as
scenic drives, paseos, and river parks. This circulation network provides opportunities for
driving trips, recreational walking/hiking, and bicycle or horseback riding
This goal calls for a comprehensive, multi -modal circulation system to provide for travel 1
convenience, reduced transportation costs, greater mobility for all residents, pedestrian
MARANA GENERAL PLANE- Circulation Element
1
1
recreational opportunities, and improved air quality through the reduction of auto trips.
1 This goal provides the impetus for a wide range of in -town circulation options.
a. Policy: Seek opportunities for alternative modes of
1 transportation.
1) Action: Develop bus and van pool services and users.
I 2) Action: Encourage participation in ride share and
carpooling programs.
1 3) Action: Evaluate arterial streets to reduce traffic capacity
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where needed. Develop a plan that provides transportation
1 alternatives to relieve congestion.
4) Action: Develop transit service both within the Town and
I encourage carpooling to and from park and ride lots for
intercity travel.
I 5) Action: Coordinate Marana Public Transit service
schedules with neighboring jurisdictions and regional
service providers.
I 6) Action: Provide incentives to developers who offer
alternative modes of transport.
I 7) Action: Support aviation expansion by continuing
g
AvraValley Airport Master Plan driven efforts through the
I development and implementation of Marana's airport
master plan.
I 8) Action: Promote corporate aviation businesses and user
groups. Develop support features that cater to corporate
aviation.
9) Action: Provide bicycle, and pedestrian paths and linkages
as well as equestrian trails along wash areas. ��
FY
1 10) Action: Implement improvements for the historic Anza
b. Policy: Identify Identify the full range of funding sources for ='
I
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transportation project assistance.
I 1�
Action: Coordinate funding to take advantage of regional
transportation with other jurisdictions. ?__r " ° :;
1
MARANA GENERAL PLAN E-9 Circulation Element
1
1
2) Action: Use developer contributions to fund roadway
improvements required for their projects. see of Cost of
Development Element
3) Action: Research what funding sources are available for
1
airports.
4) Action: Identify impact fees for regional transportation 1
improvements.
c. Policy: Use local transportation network to enhance quality 1
of community life.
1) Action: Implement parks, trails and open space goals, per 1
the adopted: Park, Trail and Open Space System Master
Plan.
2) Action: Designate scenic roadways and paseos containing
1
multi - purpose paths and implement trail design guidelines.
3) Action: Develop and enforce design, and landscape
roadway standards.
4) Action: Require art to be an integral part of park and trail
design, paseos, private and public plazas, and civic and
roadway projects.
1
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1 MARANA GENERAL PLAN GE1! Circulation Element
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GROWTH AREAS ELEMENT
1 A. Introduction
Marana is in the unique and enviable position of being a new town." Incorporated in
1977 with just 1,512 residents and a land area of 10 square miles, Marana has
strategically programmed its development course. Marana's strategic approach, its
annexation policy, and its location within the Interstate 10 emerging regional growth
corridor has enabled the Town to grow to its current 115 square miles.
The descendants of early pioneer families still live in the Town's more rural, agricultural
areas. Newer residents, many from other states, have become residents in the master -
planned communities that Marana has encouraged over the past decade. The Town is now
1 home to approximately 17,000 residents.
Municipalities are required to identify new growth areas under the Growing Smarter
legislation passed by the Arizona legislature in 1998. The law mandates "a growth areas
element, specifically identifying those areas, if any, that are particularly suitable for
planned multi -modal transportation and infrastructure improvements designed to support
a planned concentration of a variety of uses, such as residential, office, commercial,
tourism, and industrial uses."
The law further requires policies and strategies that: 1) make transportation systems more
efficient, infrastructure more economical, and land development more rational; 2)
conserve significant natural resources and open space; and 3) promote timely and fiscally
1 sound public and private infrastructure construction through the use of funding
coordinated with development activity.
For the Town of Marana, growth area management encompasses preparedness as well as
efficiency in resource allocation. Marana is in position to make sound, cost - effective
decisions that will direct the next decades of growth into areas readily developable. The
1 key to managing new development wisely is to insure that transportation systems and
other public services and facilities are available when needed, and that significant open
space along with the natural and cultural resources that give the Town its special
character are protected. Marana is committed to investing in its future by planning its
future. The current trend for the Town is planned growth.
1 B. Existing Conditions
While agricultural fields and rural homesteads remain, the Town now contains areas of
1 urban development at densities greater than one dwelling unit per acre where sewer
capacity is available. New commercial activity is growing significantly, keeping in step
not only with new residential development but also with regional trade expansion. These
growth factors justify municipal service extensions to meet projected future customer
demands.
1
MARANA GENERAL PLAN A Growth Areas
1
1
The older, low- density neighborhoods in Marana that contain ranchette estates may soon
fall within the urbanizing boundary and have the opportunity to take advantage of
municipal utilities as they become available. Along with urban residential development,
Marana has promoted the expansion of commercial and industrial activities, especially
along the Interstate 10 corridor, around the Marana airport, and in selected areas that are
dispersed through the community to better serve neighborhoods with jobs, goods, and
services. 1
Alternative modes of transportation in Marana include a system of existing and planned
public trails. But Marana's steady population and economic growth also requires a
carefully planned mass transit system so that a growing, diversified community with a
substantial range in transportation needs and demands may be satisfied. To this end, it is
imperative that growth areas be identified so that transit centers and other necessary 1
supporting facilities may be planned for in the highest density areas. A balance of para-
transit oriented deviated fixed routes and door to door availability, with synchronized
fixed routes serving major population and business centers is the ultimate circulation 1
goal. Town citizens must have reliable alternative transportation to regional centers such
as the Northwest Medical Center, Foothills Mall, and downtown Tucson.
Significant natural open space, including mountain foothills and Sonoran vegetation,
surrounds the urbanized area (see the Environment Element). Much of Marana's land is
environmentally sensitive, and numerous areas contain cultural and historic resources.
These are features that give Marana a unique identity.
1
C. Current Plans
Marana's General Plan and the Northwest Marana Area Plan depict target areas for new
urban development over the next 20 -year period. The majority of the new growth is
anticipated to be in northwest Marana due to development constraints in other areas of 1
the community.
Five planning areas have been identified within the nearly 40,000 acres encompassed by 1
the Northwest Marana Area Plan, generally represented by the "Northwest Growth Area"
on the Exhibit 7. These planning areas are titled: Town Center; Urban Southeast;
Airport South; Rural Northwest; and Interstate East. Each of these areas has a distinct
character and presents unique land use and development opportunities that are specified
in more detail in the Northwest Marana Area Plan and in the Master Transportation Plan
Update. 1
The Avra Valley Airport Master Plan and the Northwest Marana Area Plan provide
comprehensive analysis of needs and alternatives for future development of the airport
and the surrounding area. As infrastructure is extended and the airport expands, these
plans recognize opportunities for commercial and industrial growth near the airport.
MARANA GENERAL PLAN GA 2 Growth Areas
1
1
1 The Marana Municipal Complex Master Plan defines current and future building needs of
the Town staff and the citizens they serve on twenty acres at the northwest corner of Lon
Adams and Barnett Roads. Along with offices and facilities for the Town government,
this plan recommends a "Town Square" concept with facilities and amenities for public
gatherings.
1 Public transit planning in Marana requires cooperation with PAG and Pima County Rural
Transit so that a transit system that provides regional accessibility, while reducing
environmental impacts, may be achieved. PAG has developed a long term Metropolitan
Transportation Plan that directs the development of phased subordinate plans which
detail transit implementation strategies. The Intermediate Range Regional Transit Plan
(IRRTP) developed by PAG identifies deficiencies in Marana Public Transit and offers
policy recommendations for improving those deficiencies; such as improved facilities and
better route coordination.
Pima County Rural Transit Services began meeting with stakeholders and residents of the
community in the spring of 2002 to drive the development of their Three Year Transit
Plan. This plan will identify specific route modifications, vehicle conditions and
requirements, and implementation alternatives based on input from the public workshops.
1
D. Future Treads
1 The Town Council has been very proactive in defining Marana's future growth
boundaries. Exhibit 1 in the Land Use Element shows the Town Annexation areas over
the years. Exhibit 2 shows the Town Council's adopted Ultimate Limits Map. This map
targets selected growth areas that project the logical expansion of Town growth based on
the Town's "sphere of influence."
1 Also, the Ultimate Limits Map boundaries were created to "square up" the Town's current
irregular boundaries. This annexation plan clarifies jurisdictional boundaries for everyone
1 and plans for the logical extension of municipal services.
Over the next decade, Marana is expected to become home to more than 40,000 people.
As the community grows, so will its public assets - property valuation, commercial
development, expanded job base, enhanced tourism, and recreational opportunities. This
development should be profitable so the Town can be assured an affordable future. Cost -
benefit analysis should be conducted when new areas are considered for incorporation
into the Town to assure for a positive cash flow within a reasonable time period.
Marana has identified three major growth areas that can expect significant future
development activity. Key features of the three areas-- Northwest, South Central, and
Northeast- -are listed below. Marana will concentrate its efforts on these three areas to
accommodate a variety of new development proposals. This focus will produce more
efficient transportation systems, economical infrastructure, and rational land
1
MARANA GENERAL PLAN Growth Areas
1
development. It will also conserve natural resources and open space, and foster the
coordination of fiscal resources with development activity.
Exhibit 7 shows the general outline of the projected growth areas, rather than specific
land parcel boundaries.
Northwest (Area 1)
1
This area has been targeted as the rime growth area in the g he next decade. The Northwest
Marana Area Plan provides detailed recommendations for land use, transportation, and
other growth factors. Key features include:
• Town Center Area, as identified in the Northwest Marana Area Plan
0 Urban villages
• Commercial and industrial development in the vicinity of the airport
• Commercial and industrial uses along the I -10 corridor 1
South Central (Area 2)
The South Central area will contain several master planned communities and residential
subdivisions, both existing and proposed. Commercial facilities to serve these
communities will be located along major transportation corridors. Key features of this
area include:
4 Master - planned communities, such as Continental Ranch and Continental Reserve 1
Build -out of Pima Farms and Pima Farms North Specific Plans
Corridor commercial activities along I -10, and Ina, Thornydale, and Orange
Grove Roads
Employment based industry
Northeast (Area 3) 1
This growth area has significant environmental amenities that also serve as constraints to
development. Area 3 will see future development that is carefully integrated into the
terrain in an environmentally sensitive manner.
Master - planned communities will generally be low - density and/or clustered development 1
responding to the environmentally sensitive land. A significant portion of the land will
be preserved as open space to preserve habitat and resources. Key features of this area
will include: 1
• Resort development
• Significant open space, trails, and recreational amenities 1
The Town recently annexed approximately 40 square miles of state trust land along its
northern boundary near the Pinal County line. Most of this land, located in the Tortolita
fan and foothills area, is environmentally sensitive and will be preserved as open space,
1 MARANA GENERAL PLAN
Growth Areas
1
1
and offer recreational opportunities. Significant population growth and new development
1 will be channeled away from this area into the more developable target growth areas.
Residential development, where appropriate, will be located in master planned areas or
consist of low density and cluster development integrated with significant open space.
As established in the Growing Smarter law, new g , ne growth should be accommodated in a
cost - effective and fiscally responsible manner, and new infrastructure should be provided
1 concurrently. Marana's Capital Improvements Program should reflect the specific needs
and timing for public improvements in each emerging and future growth area. It is a
1 premise of the Town that future growth will not occur at the expense of current Town
residents.
Particular importance needs to be given to transportation infrastructure in the key growth
areas. In order to reduce dependency on the automobile, growth areas should promote
alternative focus of transportation. Increased residential densities as well as appropriately
placed commercial and shopping areas are also important considerations. The mixed -use
marketplace and village cluster concepts that promote walking are models that can work
well in Marana's new and emerging growth areas.
1
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MARANA GENERAL PLAN A= Growth Areas
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E. Goals
1 Goals, policies and actions in the Growth Areas Plan Element directly address the State
legislative mandate for balancing growth with environmental and open space
I preservation. This overall goal of Growing Smarter legislation is also consistent with
Marana's vision for orderly growth. Orderly growth means planning for growth,
coordinating land use and transportation needs, focusing development into targeted areas,
I and providing needed infrastructure concurrently with development. This element of the
General Plan identifies three growth areas based on opportunities and constraints of the
land, public input, and good planning principles. These principles include support for
I self - contained neighborhoods, acceptance of an urbanizing boundary, and promotion of a
multi -model transportation system that connects neighborhoods with commercial activity
nodes.
I Policy direction in the he Growth Areas Element will direct new development to areas most
suited for future development. Goals are fundamental statements reflecting themes in the
Marana Vision. Policies are tools to help decision - makers evaluate development
proposals; and actions are proactive steps that the Town can take. A summary table of
1 Growth Areas Policies, Actions, Responsible Party, and Implementation time frame is
included in Chapter III, Implementation Plan.
Goal 1: Establish Emerging and Future Growth Areas.
I a. Policy: Encourage growth in the three areas identified by the
I Town as target growth areas.
1) Action: Expedite approval and permitting processes for
development proposals in target growth areas.
I 2) Action:
Assure that infrastructure is provided concurrently
with new development.
I b. Policy: Assure that at there is flexibility with Town's planning and
development procedures to define and refine growth areas based
1 on updated information.
1) Action: Create and/or amend plans to respond to new
1 information regarding environmental opportunities and __'
constraints.
1 2) Action: Protect areas with sensitive environmental features
and historic resources through land use designations such 41-j
as open space reserve, low or very low density residential, _
J
1
and clustered development.
0
1 ,S
MARANA GENERAL PLAN ` ,SA 4 Growth Areas
1
c- Policy: Recognize and promote the Town's unique economic and
market opportunities -
1) Action: Promote growth in areas that have excess
infrastructure capacity. 1
2) Action: Encourage commercial and tourist- oriented
development that will benefit from high visibility along the - 1
I -10 corridor.
3) Action: Support development proposals that respond to 1
Marana's special attributes: its location in the Sonoran
Desert and its rural, western atmosphere.
Goal 2: Implement the Growth Strategies Identified in the Northwest Marana
Area Plan.
The Northwest Marana Area Plan outlines five growth areas where development will
occur over the next twenty years. These areas include Marana's most developable land.
Development should respond to and promote the unique character and identity in each of
the areas. For example, Airport South will become a focus for commerce and industry
tied to expansion of the Marana Northwest Regional Airport while the Town Center will
develop into Marana's administrative and institutional focal point. 1
a. Policy: Identify and promote key areas in northwest Marana that
provide planned growth opportunity areas. 1
1) Action: Prepare maps for each area indicating the general
location of proposed land uses, including village clusters
and marketplaces.
2) Action: Involve Town residents and members of the local 1
development community in planning for new growth areas.
3) Action: Apply the design guidelines in the plan to public 1
and private construction proposals in each area.
b. Policy: Separate existing and new development areas in the 1
Capital Improvement Program (CIP) and establish a phasing
program that meets the Town's fiscal resources.
1) Action: Refine the five -year CIP to assure that
improvements are timed to take place in designated growth
areas in a cost - efficient and orderly manner. 1
2) Action: Review phasing of improvements in areas with
existing and excess capacity to assure that growth is
directed to areas that can accommodate it.
MARANA GENERAL PLAN GA-1 Growth Areas
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3) Action: Review development proposals for needed public
I services and infrastructure. Require developer to make fair
share contributions.
I 4) Action: Provide or upgrade public infrastructure to existing
neighborhoods to meet appropriate service levels.
' 1 Goal 3: Achieve Balanced Growth throughout the Community.
Balanced growth is a major factor in the Growing Smarter legislation. In addition to
planning for new residents and businesses, communities should also p reserve and protect
fiscal and natural resources. Balance can be defined in several ways and includes an
appropriate land use mix with both housing and jobs; a variety of commercial
I opportunities to meet community needs; a choice of transportation systems; urban
development densities combined with open space and recreational amenities; and
preservation of the community's unique natural and cultural amenities as development
1 occurs_
a. Policy: Maintain balance by promoting development and
I . economic opportunities in tandem with open space preservation
and recreational areas.
I 1) Action: Identify sites for neighborhood and village clusters
of higher residential development, surrounded by lower
intensity residential uses and /or open space.
2) Action: Reserve the I -10 Corridor for more intense
commercial and industrial development.
I 3) Action: Develop a plan for preservation of open space to
protect wildlife corridors and environmentally significant
1 areas, potential trail connections, and cultural and scenic
resources.
I 4) Action: Assure that all utilities and utility extensions,
including fiber optics, are reviewed as part of the i ;
development process. t0 ) :
1 b. Policy: Continue investment t m existing neighborhoods
I te
1) Action: Inventory developed areas to determine the need �
for new or upgraded public infrastructure.
I 2) Action: Build a phasing plan into the CIP for
neighborhood conservation and restoration.
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1 3) Action: Provide developer incentives for infill projects_ 7 -
111 MARANA GENERAL PLAN GA 11 Growth Areas
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PUBLIC FACILITIES AND SERVICES ELEMENT
' A. Introduction
t The Public Facilities and Services Element of the Marana General Plan is the Town's
primary commitment to implementing its plan for future land uses and the driving force
behind Orderly Growth. The availability of municipal services will enable Marana to
' meet its future population expectations, accelerate growth in desired areas of the
community, and constrain development where growth is not desired. Developer provided
infrastructure, coordinated with the Town's efforts, is also an important component of this
1 Element.
A General Plan element addressing public facilities and services was a requirement prior
to the Growing Smarter legislation. As a rule, public facility planning in a developing
community like Marana should be directed to meet three important criteria: 1) service
standards that are adequate and equitable for all parts of the community; 2) service to
1 new developments that is cost - beneficial to the Town's citizens; and 3) financing that
maximizes the long -term value of local government assets. Carefully planned and
implemented facility expansions and service extensions can maximize the return on
investments by the Town, the private sector, and other levels of government.
' As Marana matures, new functions, public and private facilities, and income producers
add new dimensions to the community. Once public facilities and services are
established, a broadened revenue base can support these and other desired investments.
Until this balance is reached, where facilities and services meet citizens' needs, the Town
is in a position of playing catch -up.
' B. Existing Conditions
Today, the service level provided by Marana's public facilities is varied. Facilities
needed to support the original rural community have evolved to service large master -
planned developments and newly annexed land that was previously served by Pima
County_ Town infrastructure is a mix of components that vary in quality, differ in
' capacity, and may involve multiple service jurisdictions. Some facilities are newer,
installed by the Town or by developers after incorporation in 1977; others are older and
require major maintenance, expansion, or replacement.
1 Recently developed areas of the community are designed and constructed with relatively
complete urban services. Older neighborhoods, less dense and more rural in character,
are usually served by water, waste disposal, and street systems designed for their level of
need, and will not accommodate future growth without infrastructure improvements.
Public safety functions such as police protection have expanded in step with the growing
' population. In some areas within the community, fire and emergency medical services are
offered by contract providers.
To address the needs of infrastructure for new growth, Marana has begun creating
functional plans that address a specific public service or facility (see the following
MARANA GENERAL PLAN .PF 1. Public Facilities and Services
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Current Plans section.). Development standards need to be continuously created and /or
updated to meet the needs of new and existing residential neighborhoods, commerce ,
parks, and industrial uses. With the help of these plans and standards, Town engineers, in
cooperation with regional agencies, can determine future public works requirements for
transportation, water, wastewater, and major drainage facilities. Locations of selected
publicly owned or publicly operated facilities and service providers are illustrated on
Exhibit 8.
C. Current Plans
Marana has adopted several functional plans that relate to the needs for public facilities 1
and services. The plans that are most important for this Element are the Wastewater
Master Plan, the Floodplain Master Plan, the Water Master Plan, the Transportation
Master Plan Update, and the Park, Trail, and Open Space System Master Plan. Each of
these plans provides information on existing facilities, assesses current and projected
needs, and makes recommendations for future public and private actions.
In addition, the Town's Capital Improvement Plan (CIP) defines the projects that will be '
funded over the next five years. The CIP is updated annually to address the community's
most urgent needs. Marana's CIP proposes fast track infrastructure improvement
schedules that demonstrate the Town's intention to keep up with its rapid growth rate.
Other plans include the Northwest Marana Area Plan that provides detailed information
regarding services and facilities needed in the area that can expect most of the Town's
future growth. The Marana Municipal Complex Master Plan addresses the Town's
current and future building needs to adequately perform governmental functions.
Marana's administrative offices are inadequate and are located throughout the
community. Office space for staff, areas for court functions, public meetings, parking,
outdoor storage yard areas, and other space needs are delineated in the plan. The new
Town Center will be the heart of the community, with project completion anticipated in
the next two to three years.
Educational facilities are important to a
p family oriented community such as Marana. The
Marana Unified School District currently administers 17 schools, accommodating 12,200
students. The District includes two high schools, a number of middle schools, and
numerous elementary schools of which 5 are award winning "A +" schools and three are
"National Blue Ribbon" schools. The District is engaged in long -range planning to meet
future needs.
Urban parks presently provide 85 acres of recreational area. This system will also need to
be expanded to maintain an appropriate ratio of park acreage to population (see the
Recreation and Open Space Element for more detail). There is one public library in
Marana that is part of the Pima County Regional Library System. The library is located
on Lon Adams Road in northwest Marana. This library is approximately 3,000 square
feet in size and has a collection of over 11,000 books, journals, tapes, videos, etc. As the
population grows, this facility, too, will need to keep pace with increasing demand. 1
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MARANA GENERAL PLAN ,l?F Public Facilities and Services
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1 An estimated 15% of the Town's population is currently served by the Marana Municipal
Water utility. The balance of the Town's water users are customers of franchised private
water companies, Tucson Water, or have private wells. The Town plans expansion of the
1 Marana water utility to serve current Tucson Water customers within the Town limits.
There are 288 homes and businesses in the Town Center that are served by public sewer.
1 However, approximately 16% of the Town's households use septic systems. As new
development occurs, the Town, where possible, is transitioning to sewer use.
A large portion of the Town lies within the 100 -year floodplain of the Santa Cruz River.
Bank protection has been constructed along portions of the wash to allow development of
the Continental Ranch community as well as future development in Northwest Marana.
Flood control plans include Pima County Flood Control District initiatives to continue the
bank protection with substantial financial contributions from private landowners along
the river.
1 The Tortolita Fan area in northeast Marana is subject to major sheet flow problems from
storm runoff north of Tangerine Road and east of Interstate 10. This issue is of growing
concern for both the Town and Pima County at the current rate of development in this
area. In order to address the safety and access issue along Tangerine Road, design plans
for new roadway improvements are underway. Also, in an effort to alleviate traffic
congestion in the Northwest region, Marana has proposed a plan to extend Dove
Mountain Boulevard to the proposed Twin Peaks Road interchange at Interstate 10. This
proposed road extension is not in the design phase yet.
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MARANA GENERAL PLAN PF Public Facilities and Services
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1 D. Future Trends
1 Proposed improvements to public facilities and services will be determined and phased to
coincide with development needs. Over the next 20 years, Marana anticipates over
60,000 additional residents, 5,000 to 10,000 new jobs, and thousands of tourist visitors.
I To respond to these increasing demands, new and improved facilities and services will
require planning, design, and construction. Approximately ten miles of local streets and
I an equal length of new or improved travel lanes on arterial /collector roadways will be
required annually for a period of at least a decade (see Circulation Element for more
information). Similar extensions of water and wastewater utility lines, plus street -to-
I structure connections, also will be essential to meet demand. Utility companies will be
kept busy distributing miles of electric, telephone, fiber optics, and cable lines. Other
contracted services such as fire and emergency medical protection will see significant
I expansion.
As many as 16 new elementary schools, four additional middle schools and one or two
I high schools may be required, along with expansions of existing schools. Branch
libraries, new parks and playgrounds, and a community -wide pathway- trails system will
be needed (see Recreation Element for more detail). The Town's administrative offices
I will be consolidated in a new civic center development that provides space for staff
offices, conferencing, the justice system, public safety facilities, and recreation (see
Marana Municipal Complex Master Plan). Additional locations will be needed for the
I Town's maintenance equipment, storage facilities, utility sub - stations, water (see Water
Resources Element for additional information) and wastewater treatment plants, landfills,
and other growth- oriented needs.
I Wastewater treatment planning is especially effected by population projections. The
Pima County Wastewater Management Department's 208 Consistency Report, completed
I in 1988 for the Marana Study Area, recommends expansion of a regional treatment
facility at the northwest end of the Town. This existing facility was designed to serve a
projected population of 21,325 in the year 2010. New population forecasts are now
1 projecting 40,000 people by the year 2010. Sewage treatment facilities required to meet
this projection will need to be expanded by nearly half a million gallons per day. Marana
and Pima County together will need to seek ways to augment the Pima County
1 Wastewater system to provide capacity that meets future demand. Public works for
drainage must also be coordinated so that both the Town's new urban development areas
and rural areas are protected from flooding impacts of the Santa Cruz River, Tortolita Fan
1 area, and other sheet flow problem areas. Clearly, the expansion of Marana's public
facilities and services will be a dominant future trend. Please refer to the Cost of
1 Development Element for information regarding the Town's approach to meeting the
needs of growth.
The Marana Arts Council (MAC) establishes and maintains awareness and appreciation
I of the diverse traditional and cultural arts in our community. MAC accomplishes these
goals by vowing a strong commitment to, and by participating in, a variety of
1 community -based arts events and educational programs for all age groups. The Council is
instrumental in preserving and promoting the arts and providing cultural planning within
I MARANA GENERAL PLAN 31 Public Facilities and Services
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the community. MAC will continue to offer various edu
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cational opportunities and
experiences as well as administrative and technical support of artists and art agencies
with respect to Town of Marana public art efforts. The Council works with Town policy
makers in determining public art needs and opportunities. This partnership, in
cooperation with input from citizens, will drive the creation of a theme and
implementation strategy for Marana public art facilities.
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MARANA GENERAL PLAN'
Public Facilities and Services
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E. Goals
1 Goals, policies, and actions within this Plan Element focus on identifying, prioritizing,
and providing essential public services in a cost - effective and timely manner. Marana
I has many infrastructure needs to keep up with its unprecedented growth. Some of these
may continue to be supplied by other providers, such as Pima County and the Pima
Association of Governments, on a cost - shared basis. Other infrastructure improvements
1 will require municipal or private investment.
The public works challenge is to keep priorities within the limits of available financial
I resources (see Growth Areas Element). Existing facilities need to be kept safe and
operational at the same time that expansion needs to be addressed. Site selection and
reservation of funds for new facilities should be determined in advance of demand
I whenever possible. Private developers will be required to supply the necessary
infrastructure for their projects.
I Goals for Public Facilities and Services are fundamental statements that reflect the three
themes of the Marana Vision: Community Values, Orderly Growth, and Economic
Opportunity. Policies are tools to help decision - makers evaluate development proposals.
1 Lastly, actions are those proactive steps that the Town can take to move toward its
preferred development and conservation scenario. A summary table of Public Facilities
and Services Policies, Actions, Responsible Party, and Implementation time frame is
1 included in Chapter III, Implementation Plan.
Goal 1. Plan for Future Service and Facility Needs.
1 New facilities and services needed to meet Marana's anticipated growth should be
identified in advance of demand. Municipal systems and facilities should be designed to
1 meet ultimate capacity in order to avoid retrofitting and replacement costs. Some
privatized services and facilities may be encouraged and coordinated by the Town.
1 a. Policy: Determine infrastructure and services needed to meet
future growth projections.
1 1) Action: Evaluate population and economic development
forecasts to assess future demand. 0
1 2) Action: Determine existing and ultimate capacity needs of
infrastructure in growth areas.
I 3) Action: Determine the Town's responsibility and capital
costs for providing infrastructure to projected growth areas.
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1 MARANA GENERAL PLAN :PF Public Facilities and Services
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b. Policy: Prioritize capital investment and operational budgets for
existing and new public services and facilities.
1) Action: Identify facilities that need upgrading or expansion
and phase improvements based on revenue availability.
2) Action: Evaluate, update, and monitor CIP progress with
I
extensive citizen involvement.
3) Action: Seek economies of scale for appropriate public
I
facilities and services.
Goal 2. Develop Municipal Water and Wastewater Utilities.
Available capacity for water and wastewater 1
services is fundamental to Marana's ability
to attract targeted industrial and commercial development as well as to sustain the local
housing market. Standards of the current Water Master Plan should be met to retain
Marana's assured water supply status. Water resource management techniques, including
re -use and conservation programs, need to be established and enforced. Plans for
1
wastewater treatment should be updated to meet future demands.
a. Policy: Maintain an assured water supply to accommodate future '
growth.
1) Action: Protect the quality of potable water by monitoring
system wells and infrastructure.
2) Action: Promote water conservation by developing wise
use programs for public /private irrigation.
3) Action: Educate homeowners about low -flow showerheads
and other water saving devices techniques through water I
bill inserts.
4) Action: Discourage water - intensive business and industrial I
uses by requiring estimated annual water consumption on
development applications.
1
5) Action: Develop graduated water fees to discourage
excessive water use by homeowners and businesses.
1
b. Policy: Unify private /public water companies serving the Town
into one Town -wide, cost - effective water system.
1
1) Action: Hold regular meetings with all private water
companies serving Marana residents to discuss future '
capacity and infrastructure needs.
MARANA GENERAL PLAN PF j0 Public Facilities and Services
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2) Action: Offer to buy water systems from willing owners.
I 3) Action: Expedite development applications that can easily
incorporate water service infrastructure into the Town's
I municipal system as opposed to applications requiring
separate, non - dedicated water supply and distribution
systems.
I c. Policy: Encourage alternatives for expanding wastewater
treatment and re -use.
I 1) Action: Establish wastewater recharge and/or re -use
incentives such as providing credits for cornmercial and
1 industrial users that participate.
2) Action: Work with Pima County to determine the
1 feasibility of a regional wastewater treatment plant for the
northwest area of Marana.
I 3) Action: Implement creative wastewater treatment
alternatives and compare these various alternatives, for
wastewater treatment implementation based on their
1 construction and operational cost - effectiveness. Include
wetland construction as one of the.
1 Goal 3. Establish Strategic Partnerships between the Town, Private Agencies,
and Land Owners.
1 Joint venturing with developers and with other jurisdictions can assist Marana's ability to
provide infrastructure in advance of planned growth. Private utility providers are also
key participants in plans to open new areas of the community for development, such as
1 the northwest area of the Town. Creative financing, including cost sharing with
developers, can provide facilities and services that attract employers and expand the tax
I base for the benefit of the community.
: Determine appropriate ublic facili rojects for "�
Y public facility projects �;
a. Policy:
1 i j
cooperative public /private participation and financing.
1) Action: Research opportunities for shared funding of
I infrastructure, such as water service and wastewater
treatment, with other government jurisdictions and
agencies.
1 2) Action: Identify needs and incentives for private
investment in infrastructure.
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MARANA GENERAL PLAN #?F 11 Public Facilities and Services
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3) Action: Promote developer - financed facilities and services
by fast - tracking development applications.
4) Action: Require private investment in parks and
recreational amenities.
5) Action: Encourage hospitality industry to invest. Proceed
with the design of the Town's civic center and convention
facilities with input from the hospitality industry.
6) Action: Encourage developer contributions that provide
overall benefits to Town such as the Continental Ranch
Benefit Area. The Continental Ranch area is designed to
mitigate regional transportation issues that benefit the
Town transportation mitigation measures.
7) Action: Establish developer - provided oversized
improvements to meet ultimate growth needs with payback
arrangements to the original provider. 1
8) Action: Evaluate Community Facilities Districts as a
means to help pay for needed infrastructure in growth 1
areas. see Cost of f Development Element
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MARANA GENERAL PLAN P 12 Public Facilities and Services
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COST OF DEVELOPMENT
A. Introduction
The Town of Marana is progressive in determining ways to finance the infrastructure
needed for quality, planned growth. As a rural community that is rapidly urbanizing,
Marana must address the timing and cost of providing infrastructure for the continuous
development that is taking place. Well- planned and constructed roadway systems, parks,
utilities, public facilities and services are essential to its current and future residents.
New State legislation mandates communities respond to the challenges of new growth by
preparing a Cost of Development Element as part of their General Plans. The State
requires that new land development be efficient, rational, and affordable. This Element
addresses how the Town of Marana will pay for growth.
Marana is committed to the principle that new growth needs to pay for itself. The Town
makes it clear through policies and development regulations that developers are expected
to pay their fair share toward public facilities, utilities, and infrastructure improvements
that will support their new development. In addition to the many new residential
developments that have emerged, Marana is looking for commercial and industrial
growth in order to become a self - sufficient, economically balanced community that can
provide job opportunities, services, and recreation to its citizens.
B. Existin g Conditions
Until recently, little infrastructure was needed to serve Marana's small population. In
many recently annexed areas, infrastructure is either non- existent or needs significant
upgrading to accommodate future growth. Infrastructure design is guided by studies such
as Marana's Water Master Plan and Transportation Plan. Developers building within
Marana's boundaries today are required to finance the design and construction of new or
improved streets, sewer, and water lines to meet the needs of their projects. The Town, in
1 turn, provides a variety of services in support of the overall growth of the Town.
Marana is responsible for supplying the community with:
• Police service
0 Water service (in some areas)
O Drainage facilities
O Public streets
Public parks and trails
O Other public facilities such as Town Hall
Utility infrastructure, other than water in the Marana water service area, is operated by
either other governmental entities such as Pima County Wastewater Management, or by
utilities regulated by the Arizona Corporation Commission.
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MARANA GENERAL PLAN
CD -1 Cost of Development
447 7'4.4
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In spite of the large amount of vacant land, constraints to development in Marana are
affected by environmental and cultural factors. Flood control improvements, difficult
terrain, and mitigation for cultural amenities and environmentally sensitive species will
add to development costs and limit the amount of developable land.
In order to be cost effective and to cause disruption no more than
p nonce, the Town
supports initially over - sizing construction of infrastructure to serve all future
development in the area. The initial developer pays the costs necessary to upgrade sewer,
water, and streets to accommodate ultimate capacities that may be greater than actual
project needs. Subsequent developers pay a fair share of the previously constructed
infrastructure that now accommodates their development as well. This developer funding
cycle is continuous. Funds received from future developers benefiting from previously
oversized infrastructure are used to retire infrastructure debt or fund additional regional
upgrades.
Infrastructure to support development is funded in a variety of ways, including:
developer exactions
4 construction sales tax (% of which is dedicated to transportation)
impact fees for interchange improvements
bonds (general obligation and revenue)
fair -share developer fees 1
shared funding between public and private resources
governmental grants
appropriated taxes
- communities facilities districts
In addition to construction costs, operations and maintenance costs must be considered. 1
Over time, these ongoing costs often exceed the initial construction. Sustainable,
recurring revenue sources are the preferred funding sources for operational and
maintenance expenses.
C. Current Plans
Since the adoption of the Town of Marana General Plan in 1997, the Town has
appropriated funds to produce many planning studies including specific, functional, and
area plans. These plans provide guidance and an inventory from which the Town can
evaluate needs, project priorities, costs, and potential funding sources. The Capital
Improvement Plan (CIP) is the guiding document for prioritizing infrastructure projects
and for assessing the cost of development. The CIP is updated annually and is approved
as a part of the annual budget process. The CIP presents a 5 -year projection of capital
improvement projects for the Town.
Specific plans have been developed for master lanned communities p unifies and address the
needs, costs, and timing of improvements for individual developments. Functional plans
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MARANA GENERAL PLAN 24 Cost of Development
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address particular infrastructure services such as transportation, parks, and water and
consider the design, capacity, and associated costs to construct these services.
The Northwest Marana Area Plan provides detailed guidance for the timing and costs of
development in this area projected for rapid growth. A high priority goal for the Town is
to establish a central Civic Center Area for Marana. The municipal complex is planned
to be the "heart of the Town." It will be sited adjacent to the existing Town Hall. Plans
to establish the complex will be ongoing over the next five years. This municipal
complex will consolidate the now- scattered Town agencies, departments, and services
and will be a key factor in the Town's vision to unify the community. The proposed
municipal complex falls under the guidance and regulation of the Northwest Marana Area
Plan and has been strategically located within the area expected to absorb the majority of
Marana's future growth.
D. Future Trends
Financing municipal facilities and services of future development in Marana may involve
more benefit- specific impact fees and shared- user -fee financing packages. Town
officials may look into future tax appropriations for the proposed Town Hall, street
improvements, and park facilities. A percentage of fees from activities and events may
be budgeted for new parks and other recreation improvements.
In areas being opened to growth, the Town recognizes that "ultimate capacity"
construction greatly adds value to the area being developed, and minimizes the need for
future reconstruction of infrastructure and the associated public inconveniences. In
consideration of both factors, the Town is prepared to entertain the use of various public
financing methods to facilitate the early, and equitably paid, "ultimate capacity"
infrastructure.
The Town has recently adopted the Santa Cruz River Corridor Plan and is working on the
planning and design for the portion of the Central Arizona Project (CAP) Trail Plan that
is within Marana's boundaries. Funding sources will be needed for implementation.
Other studies that will affect the Santa Cruz River and adjacent infrastructure include the
Tres Rios del Norte feasibility study, a future Army Corps of Engineers project proposed
along the Santa Cruz River that is sponsored by the Town of Marana, Pima County and
the City of Tucson. This project is currently in the planning phase and is an example of
the regional cooperation and cost sharing that can take place to provide infrastructure,
services, restoration, and recreational amenities.
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MARANA GENERAL PLAN Cost of Development
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1 E. Goals
I Goals, policies, and actions within the Cost of Development Element address service and
facility requirements for new development, public infrastructure coordination, and cost
responsibilities. Most of the policies and actions in this Element directly support orderly
I growth. They encourage sensible, planned, and financially responsible growth decisions.
Cost of Development goals are united by a key aspiration: to minimize public services
and facilities costs to the Town by working proactively with private developers and
1 regional public agencies for cost effective and efficient public services. Such actions will
protect and support Marana's vision for orderly, sustainable growth, community values,
and economic well being.
I Development in Marana is guided by fair -share principles. Goals olic
Y Goals, policies, and actions
support development but emphasize reasonable and cost - effective measures to provide
I balanced growth. Marana seeks to support development through timely infrastructure
improvements that are constructed for build -out capacities. It expects each developer to
pay its fair -share of the costs and is willing to explore creative public financing methods.
I Goals in this Element reflect the themes in the Marana Vision, particularly Orderly
Growth and Economic Opportunity. Policies are tools to help decision - makers evaluate
1 development proposals. Finally, actions are those proactive steps the Town can take to
move forward toward its preferred development and conservation scenario. A summary
1 table of Cost of Development Policies, Actions, Responsible Party, and Implementation
time frame is included in Chapter III, Implementation Plan.
Goal 1. Develop a methodology for assessing the needs and costs of new
1 services and facilities required to serve new development.
The Town must prepare a methodology to determine the cost of new infrastructure and
1 service needs for a future population based on a uniform level of service across the
community. The methodology takes into consideration the location of the new
1 development as it relates to General Plan policies, and any existing infrastructure
capacity, conditions, and future needs.
1 a. Policy: Determine the services that will be provided by the Town
and those that will be provided by the developer. r w;
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1 1) Action: Establish Level of Service (LOS) standards for
each service and facility.
2) Action: Determine an equitable method of assigning costs
I for services and facilities to development.
1 3) Action: Evaluate planned development on the basis of
impacts on existing infrastructure.
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I MARANA GENERAL PLAN CD Cost of Development
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b. Policy: Assure that development agreements clearly specify
private and public sector costs and responsibilities for new
facilities and services. Public sector costs with respect to new
development are those expenses that typically aren't accounted
for under "fair share" policies.
Goal 2. Encourage master planned developments to assure an integrated,
phased approach to infrastructure development.
The Town encourages development of master planned communities. It requires
developers to document how infrastructure will be financed, phased, and built to assure
the Town and future residents that service will keep pace with completion of new homes.
a. Policy: Support development proposals that are self - sufficient in 1
providing their infrastructure needs, especially provisions to
assure that the master developer will provide for spine roads and
other essential infrastructure.
1) Action: Require clear and detailed phasing plans as part of
master plans and specific plans so that build -out is
concurrent with infrastructure construction.
2) Action: Withhold future building permits where
developers fail to install needed infrastructure in a timely
manner. 1
3) Action: Require posting of infrastructure bond to cover
costs for each phase of a project. 1
b. Policy: Create an efficient and cost- effective development
pattern. 1
1) Action: Encourage commercial and industrial uses
throughout the community in order to disperse employment
opportunities and minimize transportation costs.
2) Action: Support rezoning applications that conform to
General Plan policies of dispersed commercial and
employment land uses.
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MARANA GENERAL PLAN 4136
Cost of Development
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Goal 3. Provide services and facilities for new development in the most cost-
III effective, equitable manner.
Fiscal stewardship has guided Marana since its incorporation. More than ever, the Town
I must assure that infrastructure demands are met without exhausting its resources. In
some cases over sizing a facility to meet future demand may be the most cost - effective
I approach_
a. Policy: Assure that the ultimate capacity needed for each facility
I or service is planned and provided for through the development
process.
I 1) Action: Determine ultimate sizes of infrastructure needed
for planned build -out.
I 2) Action: Encourage over - sizing of utilities to meet ultimate
planned build -out needs.
I 3) Action: Coordinate the necessary activities required in
order to construct infrastructure improvements and
development concurrently.
1 b. Policy: Conduct a comprehensive economic analysis of the life-
cycle costs and benefits of providing specific services and
I facilities for new and future development.
1) Action: Create a database that shows construction costs,
I long -term operations and maintenance costs, and identifies
the revenue resources for them.
I 2) Action: Conduct long -teen cost - benefit analyses and
identify revenue sources before any privatized service is
considered for public support.
1 c. Policy: Minimize capital expenditures as well as operation and
maintenance costs. - i,
1 1) Action: Develop methodologies that will assess long -term
maintenance and operation costs for the facilities and =?
I services required for ultimate build -out.
2) Action: Design low maintenance infrastructure that
provides the lowest, life-cycle costs.
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3) Action: Require developers to bare the cost associated
I with converting existing irrigation canals to underground 0_,
facilities.
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MARANA GENERAL PLAN CID-7 Cost of Development
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Goal 4. Identify financing resources that will recover the costs of public
facilities and services needed for new development.
Where local funding options are limited, the Town will explore state and federal
programs to help provide new funding for projects that exceed developer contributions
due to their larger service area.
a. Policy: Consider all state and federal legal mechanisms to fund 1
the needs of new development.
b. Policy: Develop a methodology for determining the fair -share 1
costs for infrastructure provided to a new development.
1) Action: Assure that a development is charged only for its 1
proportionate share of the Town benefits. Cost recovery
methods such as impact fees should only be utilized to the
extent that a rational nexus exists between the needed
infrastructure and the proposed development.
2) Action: Amend the Marana Land Development Code to 1
require the developer to provide an Implementation Plan as
a condition of rezoning. This Plan will identify all the
necessary infrastructure elements and/or a cost recovery
schedule for the previously constructed infrastructure that
will be utilized by this project as a condition of rezoning. 1
Goal 5. Encourage regional cooperation in providing inter - jurisdictional
services and facilities that serve the general public.
The Town of Marana has cooperated with a number umber of other public agencies in the
region. It is important to continue this relationship in seeking funds for new public
services and facilities and in assuring that development is done in an efficient and cost -
effective, and beneficial for the whole region.
a. Policy: Coordinate consistency in planning, design, and
construction standards for public facilities among the region's
jurisdictions. 1
b. Policy: Support communications and information sharing among
the region's elected officials to avoid regional duplication of
facilities or services.
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ENVIRONMENT ELEMENT
A. Introduction
The Environment Element follows the Growing Smarter legislative mandate in analyzing
anticipated impacts of growth on air, water, and natural resources. More detail is given
for air quality in the Circulation Element. Water quality is discussed in the new Water
Resources Element, and Recreation and Land Use are covered in separate elements.
The State has challenged each community in Arizona through Growing Smarter to reach
a balance between accommodating new growth and conserving natural resources. The
Town of Marana is positioned to meet the challenge of preserving its natural environment
by directing new growth appropriately. It is recognized in the Town's vision that
conservation of open space and environmental features is closely linked with economic
development and community sustainability.
Sustainability is the protection, conservation, and wise use of a community's resources,
including air, water, energy, vegetation, and wildlife. To sustain resources means to use
them so that the resource is not "drawn down" so quickly that it cannot be replenished.
Water is an example of a key resource in Arizona that must be managed in a sustainable
manner. An important aspect of sustainability is reuse - this applies to all types of
resources, including recycling materials and use of alternative energy.
The Marana General
Plan considers land resources in two ways: those land areas suitable
for development, and those that are biologically or resource sensitive. The Land Use and
the Growth Areas Elements identify areas where new development can reasonably and
appropriately be encouraged. The Environment Element addresses natural resource
protection. Natural resources include important habitat areas rich in native vegetation
and wildlife diversity as well as land subject to naturally occurring constraints such as
flooding, soil erosion, and slopes in excess of 15 percent.
In addition to land resources, the Environment Element addresses other environmental
issues including air and water quality, energy conservation, land reclamation, and re-
vegetation of disturbed areas.
B. Existing Conditions
The Town of Marana, occupying approximately 115 square miles, has an irregularly
shaped boundary. The natural features of the Town include the low alluvial floodplain
associated with the Santa Cruz River, extensive flat agricultural fields west of I -10,
bajadas and drainages associated with the Tortolita Fan east of the Interstate leading up to
the Tortolita Mountains. There are areas where slopes in excess of 15 percent are found.
These areas pose difficulties for development. The drainage from the Tortolita Fan area
flows downstream toward the Santa Cruz River and helps to recharge groundwater.
The Santa Cruz River is a significant environmental feature and runs in a northwesterly
path through the Town for roughly 17 miles. The width of the River is constricted in
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MARANA GENERAL PLAN N -�. Environment
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places by bank protection and flood control measures. In some portions of its upper
reaches there is natural floodplain and the River is several hundred feet in width.
Significant riparian vegetation, associated with effluent from the two wastewater
treatment plants operated by Pima County, dots its banks. The effluent provides year
round stream flow through Marana and supports a number of migratory bird species and
other wildlife in addition to several riparian vegetative communities.
A regional watercourse, the Santa Cruz River has had an important impact on Town
development. There are a number of sand and gravel operations and borrow pits marking
the river channel. In addition, five old landfills have been identified within or along its
banks. A number of significant prehistoric and historic sites are present along the banks
of the River. Finally, the Santa Cruz acts as a natural wildlife movement corridor and
much of its riparian vegetation is supported from the treated effluent that originates from
the two Pima County wastewater treatment facilities, Ina and Roger Roads.
This section addresses three components of the Environment Element - air, water, and
natural resources.
1. Air Quality 1
Air quality is a regional issue. All five of the municipalities in the region,
Marana, the Cities of Tucson and South Tucson, Oro Valley, and Sahuarita, along
with Pima County and local Indian Tribes, are engaged in efforts to address the
impact on air quality caused by increasing regional urbanization. The primary
concern for air quality is health. While numerous medical problems are
associated with air pollution, air quality has a significant relationship on tourism
and economic development as well. Residents and visitors to the region expect
clean air, blue skies, and clear mountain views in the Sonoran Desert. 1
Responsible for air quality monitoring, the Pima County Department of
Environmental Quality looks closely at three types of air pollution- carbon
monoxide, ozone, and particulate material. Degradation of air quality is due to
increased pollutants from vehicles as well as dust and particulates from un-
vegetated, graded areas. 1
The Portland Cement Plant, although not within the Marana Town limits,
contributes to air pollution in the area. A portion of Marana is within the Rillito-
PMTiO area. This management area supports intensive land uses and is federally
designated as a non - attainment area. Because of increased degradation of air
quality, this area may soon be designated as an air quality maintenance area. As 1
retired agricultural fields and other vacant, degraded areas are developed, airborne
dust and other particulate materials will be reduced. However, vehicular pollution
may increase in these areas as the uses are transitioned. 1
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MARANA GENERAL PLAN EN -2 Environment
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2. Water Quality
There are a number of water issues facing the Town. Water quality is good and
groundwater levels for the Town are generally rising. While there are known
1 areas of groundwater contamination that are being monitored, according the Santa
Cruz River Corridor Plan some pollution is up- gradient from the municipal
boundaries. An area of elevated groundwater nitrates is also being monitored.
Water rights are distributed between various governmental entities and quasi -
governmental districts, including municipal water providers, irrigation centers and
1 the Central Arizona Project (CAP) aqueduct. As the River Corridor Study points
out, Marana holds only limited quantities of water rights and Marana holds very
limited effluent ownership rights as well. The bulk of the ownership is divided
among the federal government, Pima County, the City of Tucson, and the
Metropolitan Domestic Water Improvement District.
3. Natural Resources
Marana is host to significant land area within the Sonoran Desert, including
substantial acreage classified as sensitive habitat east of the Interstate. As a result
of recent annexation of State land in the Tortolita Fan, a significant amount of
land is suitable for the endangered Cactus Ferruginous Pygmy Owl. Much of this
land is within the area known as the Tortolita Fan. The fan is characterized by
significant native vegetation, areas of sheet flooding, and a number of minor
drainageways. Due to the classification of these areas as environmentally
sensitive, the Town has proactively moved to find other areas to direct new
growth and development.
1 Land resources west and south of the Interstate are less impacted by
environmental features and are preferred for the new development that Marana
expects over the next 20 year planning period. These areas are discussed in the
Land Use and the Growth Areas Elements of the General Plan.
Other resources include scattered prehistoric archeological sites associated with
the floodplain of the Santa Cruz River as well as in the Tortolita terraces and fans
and along I -10. Historic resources include the Juan Bautista de Anza trail and
campsites that also follow the Santa Cruz River.
C. Current Plans
1 Marana has a number of studies that address some of the environmental conditions of the
Town, including a series of floodplain and drainage plans and studies, the Water Master
Plan, the Park, Trail, Open Space System Master Plan, and The Santa Cruz River
Corridor Plan. In addition, the Town has a Revised Native Plant Ordinance and
Landscaping Regulations and Hillside Development Regulations as part of its Land
Development Code. The Pima Association of Governments (PAG) is responsible for
regional air quality planning.
MARANA GENERAL PLAN Environment
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1. Air Quality
Because of the threat to public health, all levels of government are heavily
involved in air quality planning. The federal EPA requires that under the Clean
Air Act, urban growth must be mitigated so that basic air quality standards are
reached and maintained. The State of Arizona is involved with vehicle emission
control as well as seasonal use of oxygenated fuels.
At the regional level, PAG is responsible for coordinating transportation
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improvements and programs to improve air quality and reduce vehicle miles
traveled. PAG air quality programs include the Travel Reduction and Rideshare
plans, the freeway management system, inter jurisdictional traffic signalization,
and intelligent transportation systems. PAG updates the regional five -year
Transportation Improvement Program (TIP) annually to coordinate funded
projects for all member jurisdictions. The TIP includes all highways, transit
systems, aviation, ridesharing, pedestrian programs, and bicycle planning.
The 20 -year Long Range Transportation Plan for the region is also updated
regularly to assure that local projects are integrated into the entire Tucson Basin
region. PAG studies conclude that the greater Tucson metropolitan region does
not have critical air quality issues; it continues to monitor air quantity levels of
carbon monoxide, ozone, and particulate matter to maintain high public standards
of safe air quality.
At the local level, the Town of Marana has been proactive and is a leader in the
region with its recent adoption of air quality ordinances. The Town Council has
adopted two new ordinances to protect air quality and reduce air pollution. The
Regulation of Transport of Aggregate Materials requires that all hauling vehicles
be covered with tarps to keep materials from falling out during transport. The
other is directed primarily toward surface sand and gravel operations and requires
that these operations install tire washers to spray trucks as they leave these sites. 1
Many of the goals within the Circulation Element positively affect air quality.
Promoting alternative modes of transportation and park- and -ride lots at all of
Marana's 1 - 10 interchanges is part of the transportation implementation plan.
Marana is committed to connecting a paved system of bicycle /pedestrian trails
into the region's River Corridor system. Other proposals that positively but 1
indirectly affect air quality are found in the Land Use and Circulation Elements.
2. Water Quality 1
The adopted Santa Cruz River Corridor Plan also contains a number of
recommendations that spell out how other aspects of Marana's environment will
be protected in the future.
In terms of protecting water resources, a number of infrastructure improvements
are programmed. The Town anticipates that Pima County will expand its
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MARANA GENERAL PLAN EN-4 Environment
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Wastewater Treatment Facility to reach a capacity of three million gallons per
1 day. Also projected is the construction of a new facility along Tangerine Road,
west of 1 -10, with a capacity of eight million gallons per day. Future water
resource plans call for separate pipeline or canal systems to convey renewable
I water resources (untreated, potable, untreated CAP, treated and reclaimed
effluent, and irrigation well water). The new Water Resources Element covers
this discussion in more detail.
I Other infrastructure may improvements include landfill facilities, electric
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generation/co- generation plants, potable water treatment plant and CAP reliability
1 reservoir, and groundwater recharge facilities.
3. Natural Resources
The Town is g a comprehensive ar re in hensive Multi le Species Conservation Plan for
P P P Multiple
acquisition of a Section 10 permit under the Endangered Species Act. Geared
I toward preserving wildlife habitat, this plan addresses potential environmental
impacts from new development.
1 To provide for linear continuity, Marana is working to secure land to make
appropriate trails and linkages along the Santa Cruz River. These include hiking
I and equestrian trails, permanently protected open space, greenbelts,
archaeological resources, community gardens, and wildlife habitat. This linear
connection will be designed in conjunction with utility corridor development.
1 D. Future Trends
Development pressure facing the Town resulted in the preparation of significant planning
I studies. These studies have identified areas preferred for future development that are not
substantially affected by environmental issues. The Town's intent is to focus
I development in the northwest central corridor and northwest.
A substantial amount of land area to the north and east of I -10 is affected due to
environmental constraints including flooding, erosion, and wildlife habitat. It is
I anticipated that this land will be planned for open space, scenic resource, water recharge,
and conservation purposes. This set aside of land will help to achieve the balance of
I growth and resource protection called for in the Growing Smarter legislation. The Town
is developing a multi- species habitat conservation planning document in conjunction with
Pima County's Sonoran Desert Conservation Plan resource planning and research efforts.
I The document will be specifically tailored to Marana's unique habitat areas and will
provide rational uniform regulation of development impacts on natural resources and the
management of those resources.
1 Other natural resources include all materials that can be recycled. Reuse and recycling
are considered a foundation of a sustainable community. Programs to encourage
I recycling of materials rather than throwing them in public landfills have a direct impact
on appropriate land utilization. Although host to significant land area, Marana is seeking
1 MARANA GENERAL PLAN Environment
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to recycle materials to minimize landfills and reuse land previously used for mining and
extraction. Finally, alternative energy sources, including solar, are resources that can be
developed to help offset the need to utilize scarce and non - replenishable resources.
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MARANA GENERAL PLAN ENS Environment
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III E. Goals
Preservation of environmental quality is essential for Marana to meet the challenges of its
future. Goals, policies, and actions in this Plan Element explicitly address the myriad
I ways the Town will protect and conserve environmental features while supporting
orderly growth and sustainable development. New development can be planned and built
I in ways sensitive to the natural terrain and still satisfy market needs. This "balancing act"
will help maintain quality of life for Marana residents, assuring that Marana will remain a
desirable place to live. Environmental quality is the key to the Town's economic well
I being. Air, water, and open space are important not only for residents and tourists but the
business community as well.
Development in Marana is guided by policy direction in the General Plan, as well as by
more detailed functional plans such as the Santa Cruz River Corridor Plan. Goals reflect
the three themes in the Marana Vision: Community Values, Orderly Growth, and
I Economic Opportunity. Policies are tools to help decision- makers evaluate development
proposals. Finally, actions are those proactive steps the Town can take to move forward
toward its preferred development and conservation scenario. A summary table of
I Environmental Policies, Actions, Responsible Party, and Implementation time
frame is included in Chapter III, Implementation Plan.
I Goal 1. Protect and conserve natural resources
Marana is fortunate to have significant natural resources, including open space, clean air,
1 scenic views, abundant native vegetation and wildlife, adequate groundwater supplies,
significant prehistoric and historic sites, and potential for solar energy. These resources
are part of the reason that Marana is attractive and will continue to develop and grow in
I population and visitors. To maintain its quality of life and community vision of a
healthful place to live, its natural resources, including air, water, and land need to be
protected.
I a. Policy: Protect regional air quality.
I 1) Action: Continue to work with the Pima Association of
Governments to identify and remediate sources of air
pollution in Marana's sphere of influence. �
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2) Action: Encourage alternative modes of transportation to
reduce vehicle miles traveled.
I 3) Action: Implement development standards to minimize the
amount of land that is graded prior to construction actually \ �
occurring.
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4) Action: Insure that native vegetation removed by new
development is replaced in compliance with the Native
Plant and Landscaping Ordinance in order to eliminate bare
and graded areas.
5) Action: Continue to monitor and implement the Native
Plant and Landscaping Ordinance to avoid dust pollution.
Require landscape bond to revegetate.
b. Policy: Protect water quality and quantity.
1) Action: Continue to monitor for areas of contamination in
the Santa Cruz River and coordinate with other
governmental jurisdictions to fund remediation and monitor
known areas of contamination outside the Town's
jurisdiction and potential areas upstream. 1
2) Action: Implement programs to stop wildcat dumping.
3) Action: Develop a program to reuse "gray water" for the 1
Town's public irrigation and landscaping.
c. Policy: Protect areas of significant biological resource value 1
1) Action: Develop a multi - species habitat conservation plan
that specifically addresses the environmental concerns of
the community and the region at large. Interim steps should
be identified and implemented that protect areas that may
support valued biological resources.
2) Action: Purchase or secure conservation easements for
land parcels of high biological resource that will not
otherwise be protected from development.
3) Action: Coordinate with Arizona Game and Fish and the 1
U.S Fish and Wildlife Service concerning endangered
species listings that affect growth potential of Marana.
4) Action: Incorporate biological reserves as part of Marana's
overall open space planning efforts.
5) Action: Draft and update new ordinances to protect the
environment as necessary, including more stringent road
design standards that consider wildlife impact.
6) Action: Develop inventory of wildlife species found in
Marana's environs; use this information in publications
about the Town promoting its visitor attractions.
MARANA GENERAL PLAN EN-8 Environment
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1 7) Action: Restore degraded vegetation along drainageways
that provide wildlife movement corridors.
1 8) Action: Promote naturalistic alternatives to bank
channeiization where life/safety is not compromised to
allow water courses to recharge groundwater, support
wildlife, and provide natural open space.
9) Action: Continue to promote wildlife mitigation set aside
I programs where development impacts significant habitat.
d. Policy: Protect Topographic, Geological and Astronomical
Resources
1 1) Action:
Assess sloped areas for significant geological
I resources and establish means for their protection.
2) Action: Enforce and update Marana 's Outdoor Lighting
Code.
3) Action: Preserve significant riparian areas along
drainageways for protection.
e. Policy: Provide Viewshed Protection
I 1) Action: Deteimuine significant scenic viewsheds that
require protection from new development.
I 2) Action: Develop standards for innovative grading practices
that will protect scenic views and sloped areas and screen
access roads and driveways of new development.
I Goal 2. Promote conservation and efficient use of resources
I Marana's quality of life needs to be sustained for many generations to come. This can be
accomplished by recognizing that many resources can be reused and recycled without
negatively affecting the quality of life of Town residents. In some cases this means
I establishing new programs to educate residents about the consequences of not reusing example, the increasing need to find additional landfill space to
accommodate discarded materials. In some cases building materials made from recycled
1 materials work as well as new products; examples are "rastra" blocks made from
styrofoam and high grade carpeting made from recycled plastic bottles. The Town can R r
become a successful participant and leader in the "green community" movement. This __
1 approach can have spin -offs in marketing the Town's many amenities for economic _ '
development as well as tourism.
1 a. Policy: Promote Marana as a "green community"
MARANA GENERAL PLAN EN Environment
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1) Action: Encourage "green community" standards for all
applicable public projects.
2) Action: Establish community education and outreach to
inform residents of the need to recycle and reuse.
3) Action: Promote incentives to increase neighborhood
participation in curbside recycling.
4) Action: Use recycled materials and low technology
materials where appropriate in new public facilities
construction.
5) Action: Explore feasibility of using solar energy sources 1
for winter heating in public facilities.
6) Action: Develop passive solar standards for new 1
residential construction to reduce summer heat gain.
7) Action: Provide economic incentives through reduction of
building permit fees for the utilization of alternative energy
and water systems.
8) Action: Re- establish, restore, and re- vegetate former
agricultural land.
9) Action: Establish front yard landscaping and street trees
program modeled after "Clean and Beautiful" programs.
10) Action: Implement permaculture and runoff harvesting.
11) Action: Review green building materials for use in 1
residential construction.
b. Policy: Require native plant salvage, mitigation, and restoration 1
plans in new development
1) Action: Continue to monitor and update effectiveness of
the Native Plant and Landscaping Ordinance.
2) Action: Work with development community to promote
1
plant salvage and restoration.
3) Action: Consider program to allow Town residents to
salvage plants designated for removal.
1
MARANA GENERAL PLAN EN Environment
1
1
Goal 3. Reclaim, restore or redevelop land no longer viable for materials
extraction or agriculture.
Land is recognized as a valuable resource in its prime state. "Used" land is also of value
although it may need work to reclaim it for aesthetic, scenic, or other productive use.
f Land along the Santa Cruz River is particularly valuable in light of the Town's efforts to
develop a recreation, trail, and enhanced wildlife corridor along its reach. There are a
number of materials excavation sites along the Santa Cruz no longer productive for
resource extraction. Some of these areas now hold water and provide amenities for
wildlife. Other sites may need to be re- contoured or re- seeded so as to promote new
vegetative cover along the river banks. In some cases agricultural land may no longer be
economically viable due to changing market conditions for crop production or due to soil
degradation. These areas should be identified and monitored and where possible, treated
so that they can be reused in the future.
a. Policy: Reclaim land and restore to its natural habitat.
1) Action: Identify and map areas in the Santa Cruz River
Corridor no longer productive for their former use.
Develop plans and regulations as needed to reclaim and
reuse these parcels.
2) Action: Assess former agricultural lands subject to
pollution for possible reclamation.
3) Action: Require monetary assurance bonds for reclamation
prior to establishing new excavation and extraction areas.
Require new excavation to develop requirements for
reclamation plans and assurance agreements prior to new
excavation and extraction.
b. Policy: Determine gaps in wildlife corridor movement areas
between the Tortolita Mountains and Santa Cruz River. Restore
wildlife corridor connections through retired agricultural lands .
and reclaimed lands.
MARANA GENERAL PLAN
EN-11 Environment
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1
RECREATION AND OPEN SPACE ELEMENT
A. Introduction
Arizona's Growing Smarter legislation requires a planning element showing a
comprehensive system of areas and public sites for recreation including natural
reservations, parks, playgrounds and playfields, open space, and bicycle routes. The
Town of Marana Park, Trail, and Open Space System Master Plan, adopted in 2000,
provides a framework for park acquisition and development and serves as the basis for
the Recreation and Open Space Element in the Marana General Plan. The Marana Trail
System Master Plan, adopted in September of 2000, further details standards for the
development of the Town's trail system.
In anticipation of continuing significant growth, the planning area of the Park, Trail, and
Open Space Master Plan extends significantly beyond current Town boundaries and
matches that of the General Plan. The extended sphere of influence depicted in both
plans allows the Town to identify future recreational needs and resources as Marana's
boundaries expand, and plan effective strategies to meet recreational goals.
Marana has an abundance of opportunities for recreation, some already in place and
others waiting for identification and development. The Town's location within the
Sonoran Desert offers unique natural sites and vistas appreciated by residents and visitors
alike. Because it is a relatively new community with most of its development still ahead,
the Town plans to incorporate recreational amenities as it grows.
Major natural watercourses that wind through Marana offer prime sites for river parks
that will provide equestrian, biking and hiking opportunities. The Town envisions an
interconnected trail system throughout the community that will link to river trails and
extend to the surrounding preserves. The Central Arizona Project (CAP) canal provides
linear pathway through the Town that will provide a connection from the Tortolita
Mountains to the Tucson Mountains.
Nationally recognized natural open space and recreational areas nearly surround the
p P y
Town. Just to the southwest of Marana's current boundaries, Saguaro National Park
1 offers a prime recreational resource offering scenic drives, trails, passive recreation, and
unsurpassed views. The Ironwood Forest National Monument, comprised of 135,000
1 acres, was designated in June 2000 and is located west and northwest of Marana.
Significant Pima County recreational areas are found just west of the Town.
While not always available to the general public, private land also contributes to open
space in Marana. Golf courses offer recreational opportunities, open space and vistas.
Agricultural fields also provide open space and allow views of the nearby mountains.
Areas with development constraints are likely to be developed at very low residential
densities, preserving a large amount of natural open space that will be viewed and
appreciated by residents and visitors. Hillside development regulations adopted by
Marana will also limit development densities and contribute to open space.
MARANA GENERAL PLAN
1;104 Recreation and Open Space
1
1
Most recently, Marana has annexed approximately 37 square miles of Arizona State Trust
land in the vicinity of the Tortolita Mountains. Most of this property is environmentally
sensitive land and can provide natural open space for wildlife as well as for Marana
citizens.
B. Existing Conditions
- The inventory conducted for the Park, Trail and Open Space System Master Plan in 1998
identified two golf courses, one District Park, and one neighborhood park within current
Town of Marana boundaries (see Exhibit 9). These facilities provide opportunities for
active recreational pursuits. The plan also identifies the facilities still needed for the
existing and future recreational program and provides standards to meet these needs.
Within the larger boundary of the planning area, a much larger number of parks, school 1
sites and other recreational facilities were inventoried in the Park Master Plan.
Components of the existing system of parks and outdoor recreational facilities include the
Marana Town Park, 430 acres including Pima County owned and operated parks, 478
acres undeveloped Pima County park sites, 340 acres public use facilities associated with
school campuses, and numerous private recreational facilities. Many of these sites are or
will be within the Town's boundaries as future annexation occurs. A proposed park
system identifies locations for future District Parks, Neighborhood Parks, Private
Recreation Areas, Special Purpose Parks, and Joint -Use Facilities.
1
The existing trail system consists of trails that were identified by the 1996 Eastern Pima
County Regional Trail System Master Plan, adopted by the Marana Town Council in
1997. Marana's Trail System Master Plan supplements the Pima County plan by
identifying community needs and a long -range plan for acquisition and development of
trails and protection of open space.
The status of the trails identified in these lans is quite v
p q aped: a few are along dedicated
public rights -of -way while others that were historically used may be located outside of
existing easements and rights -of -way. The status of connector and local trails along with
trail access is also varied in terms of legal public use. Efforts are on -going between the
Pima County Parks Department and the Town of Marana to secure appropriate trail use
agreements, and an Inter - Governmental Agreement (IGA) between the two jurisdictions
will assist the planning and development of trails.
As new subdivisions and specific plans are proposed and reviewed by the Town,
opportunities for local neighborhood trail identification and development are increasing.
However, few neighborhood trails have been established to date.
1
Many important wildlife corridors cross through Marana, including the floodway of the
Santa Cruz River. This river corridor will see the development of two new trails: from
Cortaro Road to Twin Peaks Road, and from Twin Peaks to Los Morteros. These trails,
funded by two $500,000 grants from the Arizona Department of Transportation (ADOT),
and the Anza Trail will be implemented by ADOT.
1
MARANA GENERAL PLAN O3
Recreation and Open Space
1
1
The recent annexation of State Trust Land provides an opportunity to protect a significant
1 amount of open space. A 99 -year lease for a portion of this land will allow the Town to
manage 2400 acres within the area known as the Tortolita Preserve, with the objective of
assuring preservation of habitat. This protected open space will also provide mitigation
1 for development that occurs in conjunction with a new resort hotel.
Given the long occupation of the Marana region, historic and pre- historic resources are
1 scattered throughout the area. Archaeological resources are often found along the natural
waterways and can contribute to recreational and educational experiences. Many of these
1 resources deserve protection and interpretation and can play a major role in providing
open space for the community.
I C. Current Plans
Along with the Park, Trail, and Open -Space System Master Plan, several additional
I documents are relevant to recreational planning in Marana.
The Northwest Marana Area Plan was adopted in 2000 to provide direction for the area
I expected to receive the majority of the Town's future development. The plan addresses
park and recreational facility needs for this area based on population at buildout. Goals
in this plan encourage preservation of the rural, agricultural, and natural environment;
1 integration of open space and multi - purpose corridors; and development of appropriate
and sufficient park and recreational facilities.
I The Santa Cruz River Corridor Plan was adopted in 2001 by the Town and covers
approximately 17 miles of river corridor located within the Town. Recommendations
include development of two primary trails following the river corridor that will provide
I uninterrupted trail connections for the full length of the corridor, one for biking and
pedestrian use, the other for equestrians. Parking and staging areas along with trail
access points are key elements. The study recognizes significant archaeological sites
I along the route from the Hohokam and pre - Hohokam archaic periods. A second heritage
theme in this study encompasses the Anza National Historic Trail along with two Anza
campsites in the study area. A third theme focuses on the 20th century history of Marana
I and relates to recent cultural, farming, ranching and equestrian history. The study
advocates celebration and interpretation of each of these themes.
I The CAP Aqueduct Trail Plan defines portions of the trail that are within Marana's
boundaries. Although funding sources will be needed for their implementation, Marana
staff is working on trail planning and design. Recreational amenities are also included in
I the Tres Rios del Norte project, a proposed Corps of Engineers effort along the Santa
Cruz River.
1
1
I MARANA GENERAL PLAN A0-3 Recreation and Open Space
f h
1
1
The Trail System Master Plan is part of the Town of Marana Park, Trail and Open Space
System Master Plan. The Trail Plan provides a framework for trail acquisition and
development within the Town's General Plan boundary through the year 2020. The Plan
includes goals for the acquisition of land and development of new municipal trails, the
construction of private neighborhood trails within new residential developments, the
establishment of a community trails system, and the protection of significant natural ural open
space areas.
The Marana Master Transportation Plan, adopted in March 2001, includes bicycle
pedestrian facilities that can provide recreational facilities as well as transportation
routes. Existing bicycle lanes and sidewalks are currently scattered and often
ften
discontinuous due to low development densities and long careful planning and design that will g travel distances. The plan
appropriate connections are made. It also recommends promote
survey determine l bicy le and
pedestrian needs and the development of a Marana Master Trails and Pathways Plan.
The Marana Northwest Regional Airport Master Plan, developed in 1999, provides 1
policy for the continued support of the numerous recreational aviation events that take
place at the airport. The skydiving center hosts a number of annual competitions and
exhibitions as well as training sessions. Air shows attract participants and spectators, and
hot air balloon ascents are regularly launched from the airport site.
D. Future Trends
1
Projected population increases will require an expansion of parkland to meet existing and
future recreational needs. Much of Marana's growth will include younger families with
needs for playfields, multi - purpose courts, swimming pools, grass for play and picnic
areas, and other recreational opportunities. Active retirement communities will require
similar amenities. The Parks Master Plan specifies park acreage needed for future
population growth and includes standards for a variety of recreational facilities.
The Town needs to develop recreational facilities to meet current deficits as well as
future needs. In particular, recreational sites for special interest groups, such as a Special
Olympics, should be addressed, as well as facilities for special sports such as a
1
skateboard park. Unique parks, such as a botanical garden, can be considered and
planned as a part of the Town's future. The use of airport facilities for aviation - related
recreation can continue and possibly expand as warranted. 1
Water related recreational activities could be tied to facilities for recharge or the delivery
of CAP water. Future opportunities for recreation will be provided by a 160 -acre water
1
retention facility belonging to the federal Bureau of Reclamation. In conjunction with the
use of CAP water, this facility is required in order to assure a reliable water supply. A
recreation component is mandated as an integral part of facility plan. The storage facility
1
is budgeted but the site has not yet been selected.
I
MARANA GENERAL PLAN 03 .4 Recreation and Open Space
4
1
Marana has been proactive and already owns sites for some future recreational park
I development, and has identified areas associated with school campuses that are
candidates for joint -use facilities. National Recreation and Park Association guidelines
have been used to define specific future recreational facility needs. Because the Town's
I planning area extends beyond current boundaries, Marana has adequate information to
take the actions necessary to meet the needs of its future citizens.
I The Town requires developers to plan site recreation and open space into their
development. Marana also requires developers to contribute either financially or through
construction of on -site or off -site recreation facilities. This enhances the desirability of
I these areas to prospective residents and promotes integrated family - oriented
neighborhoods. Town staff will continue to require park donations in the future and
create partnerships with developers to achieve park and recreation goals.
I As suggested by the several lans and studies mentioned in the "Current Plans" e
p section of
this element, a number of proposed large -scale projects can add significantly to open
1 space, trails, and recreational opportunities for Marana. The active support of the Town's
citizens for these projects, as well as securing funding resources, will be critical for their
development. Legal public access to mountain parks and natural open space areas
1 surrounding the community will need to be secured. Special use facilities, such as an
arena, an equestrian complex, and a special events area will be needed to accommodate
III citizen requests.
An interconnected trail
system is a prime goal of the Town, tying the major rivers to the
I Tucson and Tortolita mountain ranges and to residential areas. The spine of the Marana
trail system will be the Santa Cruz River Park, with regional trails provided along the
CAP canal, the Rillito River, the Canada del Oro Wash, and Wild Burro Wash.
I Neighborhood trails, bikeways and pedestrian corridors will be needed to provide safe
connections between community facilities, to accommodate alternate transportation
modes, and to connect to the Santa Cruz River Park and regional trails. To the greatest
I extent possible, these facilities should be considered integral elements of all new
subdivisions, neighborhoods, and specific plan developments. Legal public use of
existing trails shown on the Pima County Trail System Master Plan should be established
I to ensure continued public use.
As Marana grows in population, the amount of land in an undeveloped, natural condition
I will, of course, decrease. Visual resources, biological resources, and places to enjoy
hiking and open space will gradually be depleted unless plans are developed and
implemented to protect these recreational resources. As annexation occurs, the Town
I will perform habitat conservation studies to determine land of high resource value that
would be recommended for acquisition, mitigation, and/or conservation. The Town is
open to considering creative ways to partner with developers and other agencies to
1 protect habitat through land banking or by mitigating the impacts of development.
1
1 MARANA GENERAL PLAN RO-5 Recreation and Open Space
1
1
In particular, areas with high resource value such as desert mountain ranges, unique
biological communities, riparian areas and wildlife corridors, and historic sites should be
identified and included in the Marana Natural Open Space system. Portions of this
system have been mapped in the Parks, Trail and Open Space Master Plan and additional
significant areas should be included. Many of these areas are referenced in greater detail
in the Land Use, Environment, and the Public Facilities and Services Elements of this
General Plan update.
Finally, as directed by the Council, the Town needs to continue reviewing and revising
specific plans that are not up to date regarding habitat protection to match the current
environmental requirements and to reflect the values of Marana's citizens.
1
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MARANA GENERAL PLAN tO.8 Recreation and Open Space
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E. Goals
I As expressed in Marana's Vision, open space and recreation are
p p amenities greatly
appreciated by Marana's citizens. While development is anticipated, protected open
1 space and wildlife corridors are equally valued. A connected system of open space and
wildlife corridors to balance the impact of development is a major objective for Marana's
future, as well as the foundation of Growing Smarter legislation. Goals, policies, and
1 actions in this Plan Element have been developed to assure that plentiful open space and
recreational areas will continue to be available.
1 Passive and active recreational opportunities, open space, and trails can make a major
contribution to a high quality of life for Marana's residents. Wildlife corridors and open
space will form an interconnected system when protective measures are in place. A trail
I system can tie neighborhoods together with major watercourses and mountain preserves.
Already identified by the Town's citizens as important values to be enhanced and
I protected, mountain vistas, natural open space, archaeological and cultural amenities and
the rural lifestyle will be future assets if steps are taken now to protect these amenities.
Recreation and Open Space goals reflect the three themes in the Marana Vision:
I Community Values; Orderly Growth; and Economic Opportunity. Policies are tools to
help decision - makers evaluate development proposals. Finally, actions are those
I proactive steps the Town can take to move forward toward its preferred open space and
recreation future scenario. A summary table of Recreation and Open Space Policies,
Actions, Responsible Party, and Implementation time frame is included in Chapter III,
I Implementation Plan.
Goal 1. Protect and preserve natural open spaces.
1 The large natural open space areas that surround Marana are rimaril managed b
P Y g by
federal, state, or county agencies. The Town is well located to take advantage of these
I areas for recreation and to enjoy their scenic resources. However, it is important to
protect the assets of these areas by providing a buffer that assures that development will
_ not infringe upon nor diminish natural open space resources.
1 a. Policy: Protect viewsheds of natural e
Y open space significant
natural features for enjoyment by Marana citizens and visitors. r
1 1) Action: Identify views and define types of viewsheds to
preserve.
1 2) Action: Develop design guidelines to protect views of
4
national parks, monuments, and mountain ranges.
IMP
1
3) Action: Provide scenic view overlook areas along
roadways and in designated recreation areas.
i�
1
1 MARANA � GENERAL PLAN J .110-9 Recreation and Open Space
1
1
4) Action: Continue to administer regulations to protect
hillside development.
b. Policy: Protect unique biological habitat areas within natural
open space ecological areas and riparian corridors.
1) Action: Create guidelines and mitigation standards for any
development within one mile of Saguaro National Park,
Ironwood Forest National Monument, and Tortolita
Mountain.
2) Action: Prepare an Environmental Study for recently
annexed State Trust Land that retains the natural open
space resources of the area.
3) Action: Utilize bank protection methods that maximize
protection of natural resources along watercourses.
4) Action: Assess newly annexed areas for environmental
resources and develop plans to protect their attributes.
5) Action: Implement Arizona Game and Fish and U.S. Fish
and Game directives for protecting habitat.
6) Action: Require new and adopted undeveloped Specific
Plans update and reflect current environmental concerns.
7) Action: Prepare to be proactive in the development of a
habitat conservation plan.
c. Policy: Encourage innovative methods of protection and
acquisition of biological resource areas.
1) Action: Utilize scenic and special purpose easements,
purchase or transfer of development rights, and tax
incentives to protect scenic and natural open space.
2) Action: Promote site design techniques such as cluster 1
development, transfer of development rights (TDR) and
land banking to protect natural open space.
d. Policy: Support throughout the community continuous open
Y en p
space linkages and wildlife corridors.
1) Action: Identify and map continuous
open space and
P
wildlife corridors.
MARANA GENERAL PLAN RO•1 Recreation and Open Space
I
1
2) Action: Protect the viability of wildlife corridors which
1 pass through development areas using innovative site
design.
I Goal 2. Plan and develop a Marana Trails and Pathways Plan that connects
regional trails with local trails, neighborhoods, and recreational
amenities.
I Many historic and traditional trails are within and near Marana's boundaries.
Several
projects initiated by other government agencies are underway that will include important
1 trail development. As the Town continues to grow, existing and potential trail routes may
become inaccessible. Many trails do not have legal status to be used by the general
public. Linkages are sometimes missing for continuous trail routes. Opportunities exist
1 for Marana to create an exemplary trail system.
a. Policy: Utilize the Marana Trail System Master Plan to
1 implement a continuous trail system throughout the community
linking neighborhoods, river corridors, and natural preserves.
1 1) Action: Utilize the Pima County Regional Trail System
map as a guide for Marana trails.
1 2) Action: Coordinate trail planning, linkages, and
development with neighboring jurisdictions.
1 3) Action: Continue to implement the IGA with Pima County
for trail planning and development.
1 4) Action: Continue to review and update the Trail map to
determine viable trail links.
1 5) Action: Determine the legal status of trails and work to
secure legal public access for all trail links in the Marana
Trail System.
I 6) Action: Utilize linear
features such as dramageways, ., _�
abandoned rail routes, and utility easements for trail
1 corridors whenever possible.
..
7) Action: Continue to recognize and update pdate standards for
I planning, design, and management of trails. 2_
b. Policy: Establish major trail corridors along watercourses with -
1 multiple -use trails and other improvements.
1) Action: Work with regional jurisdictions to identify #"--, 1
1 resources for funding trail development. Support projects
I MARANA r GENERAL PLAN Rd-11 Recreation and Open Space
1
1
initiated by federal, state, and county entities to design and
develop trails. 1
2) Action: Establish river parks along floodways.
3) Action: Establish a primary trail along the CAP canal.
1
c. Policy: Design and develop conne-ctor and local trails to provide 1
user access to the primary and river park trail system.
1) Action: Secure appropriate trail use agreements for public 1
use of utility easements and other identified routes.
2) Action: Continue to require trail easements when new 1
development is proposed and reviewed.
3) Action: Require neighborhood trail development within 1
individual residential developments.
4) Action: Require trail connections from residential areas to 1
schools, parks and other community facilities.
d. Policy: Support interpretation of historic trails, archaeological 1
sites, and cultural events along regional trails.
1) Action: Provide interpretation of historic events along trail 1
routes for the education and enjoyment of the public.
2) Action: Encourage educational fieldwork at historic sites 1
for public observation and participation.
3) Action: Work with ADOT to interpret the route and 1
campsites of the Juan Bautista de Anza Trail along the
Santa Cruz River with guidance from the National Park
Service. 1
Goat 3. Provide a system of developed parks and recreational facilities
distributed throughout the community. 1
Marana has already taken an important step toward meeting future recreational needs by
developing and adopting a Park, Trail, and Open Space Master Plan and a Trail System 1
Master Plan. As the community grows, implementation of these plans and the facilities
they recommend will result in recreational opportunities that reflect the preferences of the
Town's citizens. 1
a. Policy: Acknowledge and work to implement the
recommendations in the Marana Park, Trail and Open Space 1
Master Plan.
��
I
MARANA GENERAL PLAN R l is - Recreation and Open Space
1
1
b. Policy: Utilize public and private funding to meet the
I recreational needs of future residents.
1) Action: Work to provide not less than 6.0 acres of
I developed parkland for each 1000 residents.
2) Action: Develop District Parks, Neighborhood Parks, and
I Private Recreation Areas to meet defined park standards.
c. Policy: Support the development of recreational facilities in new
I residential areas.
1) Action: Require private recreation areas in all new medium
I or high- density residential developments containing fifty or
more dwelling units.
I 2) Action: Require developers to contribute land for parks
and funds for their development.
I 3) Action: Provide for neighborhood park maintenance by
homeowner association agreements.
d. Policy: Encourage joint -use agreements for recreational facilities
constructed on school campuses and made available for public
use.
1 1) Action: Identify opportunities for joint -use facilities as
new schools are constructed within Marana's planning area.
1 2) Action: Develop agreements for joint funding of
construction and/or maintenance of these facilities by the
Town and local School Districts.
1
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1 MARANA GENERAL PLAN RO Recreation and Open Space
1
1
e. Policy: Identify opportunities for special purpose parks and
facilities.
1) Action: Develop plans for a special events facility to
accommodate groups such as the Future Farmers of
America (FFA) or the Special Olympics.
2) Action: Develop plans for unique park facilities such as a -
botanical garden or a reservoir for water related
recreational activities. Develop plans for special sports
facilities such as an equestrian complex or rodeo complex.
3) Action: Continue to utilize Marana airport facilities to
promote safe recreational aviation activities for participants
and spectators.
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MARANA GENERAL PLAN ' Recreation and Open Space
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WATER RESOURCES ELEMENT
A. Introduction
To provide a stronger link between future land development and scarce water resources,
the State of Arizona now requires that cities and towns adopt a Water Resources Element
as part of their General Plans. Marana goals and policies are directed toward orderly land
development and wise water use and conservation. The water distribution system follows
Marana's policies for orderly growth, planned developments, and ultimate sizing for
infrasu buot ifrasuctmovm ad in greater
1 detail under cture the Public ut. Faciliti er an n d Servtrices urea i d Cost pr e of Deveents lopment re di discussed
Elements in this
General Plan document.
The Town envisions that potable water for all residents is supplied by a single,
comprehensive, municipal entity, such as the Marana Municipal Water System.
Currently, Marana's potable water is served by a number of agencies. This is the Town
of Marana Municipal Water System (TOMMWS), a number of private and public water
companies and cooperatives, and individual private wells.
For this Element, it is helpful to define a few water terms that will be referred to
throughout the text. They are as follows:
' Reclaimed Water: Reclaimed water is the product of an advanced treatment
process that cleans wastewater and eliminates bacteria.
1 Effluent: Water that has been collected in a sanitary sewer for subsequent
treatment in a facility that is regulated pursuant to A.R.S. 49 -361 and 49 -362.
e Recharge facility: A facility permitted by the State of Arizona under A.R.S. 45-
811.01 that is designed and constructed to store water underground. This may
include percolation beds, wells or river beds to which treated effluent or other
water is added and allowed to percolate into the aquifer.
v Irrigation Grand - fathered Right (IGR): is the right to use groundwater to irrigate
specific acres of land that were irrigated with groundwater between 1975 and
1980. These water rights may not be sold apart from the associated land,
therefore, if the irrigated land is sold, the Irrigation Grand - fathered Right is
transferred with the land title.
Type I Rights: The Type I Non - Irrigation Grand - fathered Right (Type I Right) is
a right to use groundwater for non - irrigation purposes. It transfers the IGR water
use from farmland irrigation to non - agricultural water use. Once an Irrigation
' Grand - fathered Right has been converted to a Type I Right, the retired farmland
may only revert under very limiting circumstances. Type I Rights remain
appurtenant to the farmland on which the original irrigation right was based.
1
MARANA GENERAL PLAN -WR 1 Water Resources
11
4 Type 1I Rights: The Type II Non - Irrigation Grand - fathered Right (Type II Right)
is another right to pump groundwater from a non - exempt well for non - irrigation I
purposes. The right is based on historical pumping of groundwater for a non -
irrigation use and equals the maximum amount pumped in any one year between
1975 and 1980. Unlike Type I and Irrigation Grand - fathered Rights, Type II
Rights can be sold separately from the land or well. The owner of a Type II Right
may, with Arizona Department of Water Resources approval, withdraw
groundwater from a new location within the same AMA. It is possible to lease a
portion of a Type II Right; but if the right is sold, it cannot be split. Instead, the
entire right must be sold. 1
B. Existing Conditions
To protect its groundwater, Marana monitors the water quality and quantity of the Santa 1
Cruz River. Marana is working with Pima County Flood Control District on
environmental management and restoration of a portion of the Santa Cruz River within
the Town limits. Water quality protection measures for the Santa Cruz River include: 1)
careful land -use planning; 2) remediation and minimization of the impacts of past,
existing, and future uses; and 3) monitoring the quality of water released into the River to
prevent degradation. 111
Water Supply 1
The primary source for the Town of Marana's potable water supply is groundwater.
Tucson Water, TOMMWS, and private owners contribute to Marana's potable water
supply within the Water Master Plan area. TOMMWS is currently negotiating with the
City of Tucson to buy a portion of their system. The Town of Marana has a 100 -year,
ADWR designated and certified, assured water supply. The Town currently recharges its
CAP water through the Cortaro -Marana Irrigation District (CMID) groundwater savings
facility. But the Town plans to eventually use the Avra Valley Recharge Project (AVRP)
and the Lower Santa Cruz Recharge Project (LSCRP). These recharge activities 1
contribute to the Town's ability to maintain its assured water supply designation, which
requires the Town to directly use renewable water supplies or recharge to offset the
groundwater use. 1
The capacity of all existing potable water wells, including Tucson Water's wells within
the Town planning area, can provide approximately 9.2 million gallons of water per day 1
or 10,400 acre feet of water per year. This water supply can support almost 60,000 people
based on the Town's per capita water use of 126 gallons of water per day. The Town's
population as of 2000 was 13,550; Marana's long -term storage credits account totals
4563.7 acre feet. This is projected to increase to 25,000 acre feet during the next 20
years. The Town of Marana, based on the most current population projections and growth
scenarios, has the required water capacity to serve its residents over the next twenty years
and beyond.
1
MARANA GENERAL PLAN INR
Water Resources
1
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Irrigation wells for agriculture are owned by the CMID /Cortaro Water Users Association
(CWUA). As agriculture is retired, the CMID /CWUA wells may be reconditioned and
brought to potable standards. CAP water and effluent are available but used little today
for agricultural irrigation. In the future, these sources may provide irrigation for
agriculture.
1 Water Quality
Overall, the quality of groundwater in the Marana Water Master Plan area is good,
suitable for most uses, and meets most drinking water standards. Measures are taken to
protect the aquifer from contaminants. All potable water is evaluated on a continuous
1 basis and is treated or blended to drinking water standards prior to distribution. The most
frequently reported groundwater contaminant in the Marana area is nitrate resulting from
use of fertilizers for agriculture production and septic systems. The most current testing
1 does not indicate that agricultural chemicals, other than nitrates and nitrites, have leeched
into the aquifer. As agricultural fields have been turned into new subdivisions and other
land uses, testing shows that nitrate levels have decreased.
Marana's roundwater supply is tested and pp y d regulated by Arizona Department of
Environmental Quality /Pima County Department of Environmental Quality and the
annual consumer confidence report. Water quality is monitored on a continuous basis for
public protection, health, and safety.
1 The Town of Marana is a member of Water CASA (Water Conservation Alliance of
Southern Arizona). Water CASA is an umbrella organization for smaller water providers
1 to implement water conservation techniques. All members unite in a cooperative
education process and as a group encourage the use of gray water for landscape use.
Water Recharge
There are now two water recharge facilities ihes in Marana and another one is planned to meet
future demands. There is one percent capacity, as reserved by inter - governmental
agreement, in the lower Santa Cruz CAP and, through the Cortaro -Marana trust, capacity
could become available through the high plains recharge project. BKW and CMID
1 Groundwater Savings Facilities, as well as effluent recharge in the Santa Cruz also
currently function as recharge methods.
C. Current Plans
TOMMWS adopted the Town of Marana Water Master Plan in 1999. This Plan
' evaluates the Town's presently available water supply, current demand, and projected
need in 20 years. Based on the Pima Association of Government's (PAG) population
projections, TOMMWS will serve water for approximately 150,000 people in the year
1 2020. This assumes a consumption of about 21 million gallons per day or 23,500 acre
feet per year. To provide water to 150,000 citizens and retain our assured water supply
MARANA GENERAL PLAN 1,1R Water Resources
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status with the Arizona Department of Water Resources, the Town will purchase specific
CAP subcontracts that provide "excess" water quantities to their municipality or tribe.
When purchased, these contracts will increase the Town's CAP allotment significantly.
These contracts combined with growing and more efficient water reuse and recharge
programs will provide the necessary water supply for the projected population levels over
the next 20 years.
The Water Master Plan also explores water quantity and quality. Northwest Marana is
the community's target growth area and is proposed for new water infrastructure
improvements. As development occurs in the Northwest, water infrastructure is to be
constructed concurrently with new development and, as warranted, road improvements.
Another related plan reflects the master long -range planning study for the Marana service
area. This Plan is the Marana 208 Area Wide Water Quality Management Plan Update.
The Plan, administered by Pima County Wastewater Management and completed in
2000, discusses upgrades to the existing Marana Wastewater Treatment Plant (some of
which are currently under design and construction) and the conveyance alternatives for
reclaimed water and effluent.
D. Future Trends
New infrastructure improvements, such as line extensions, and upgrades, potable water
treatment plants, CAP reliability reservoir, and groundwater recharge facilities will be
addressed in the Town's CIP plan. The Town's future growth has been projected over a
20 -year period. These projections are based on growth patterns, economic conditions, and
regulatory requirements that would be needed to support 125,000 people.
In cooperation with other water providers, future water resource plans call for separate
pipeline or canal systems to convey alternative water sources. Different types of water
sources may include potable, untreated CAP, treated effluent, treated CAP, reclaimed
effluent, irrigation well water, and harvested runoff. Any future recharge facility will be 1
managed in cooperation with the Arizona Department of Water Resources and ideally, be
a coordinated water campus facility.
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MARANA GENERAL PLAN WR-4 Water Resources
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E. Goals
I
Development in Marana is guided by those goals, policies, and actions outlined in the
I General Plan, as well as those in more detailed functional plans such as the Marana
Water Master Plan. Water Resource goals reflect the three themes of Marana's Vision:
Community Values, Orderly Growth, and Economic Opportunity. Policies included
I under this Element encourage sensible, planned water conservation decisions. Actions
serve to: 1) minimize costs by appropriately sizing water infrastructure; 2) encourage
residents to conserve water resources; and 3) transition agriculture, golf courses, and
I other large industrial and commercial users to use CAP water, reclaimed water, and
effluent. The Town is looking to the future in implementing effluent or reclaimed water
use exclusively for agricultural, landscaping, and other large irrigation projects.
1 Goals provide the foundation and vision for Marana's Water Resources future. Policies
are tools to help decision - makers evaluate development proposals. Actions are those
I proactive steps the Town can take to move forward with water conservation and aquifer
protection. Actions encourage developers and Town citizens to look for guidance from
state -of -the -art technology and conservation and management resources. A summary
I table of Water Resources Policies, Actions, Responsible Party, and Implementation
time frame is included in Chapter III, Implementation Plan.
I Goal 1 Support regional cooperation and communicate regularly with other
jurisdictions on sustainable use of potable and non - potable water
resources.
1 All jurisdictions on the regional level are aware of the importance of water conservation
and aquifer protection. Water availability, water quality, the location of and participants
I in specific projects, and the infrastructure required for recharged effluent are regional
issues. Cooperation on a regional level is important to the health, welfare, and safety of
the entire community. Sharing ideas, research, concepts, and regional plans for potable
I and non - potable water use and reuse, as well as plans for recharge facilities can help to
move everyone toward conservation of water resources. At the local level, Marana seeks
to be the water service provider for residents within Town limits.
I a. Policy: Implement water on and aquifer q p let ter conservatid uifer rotection
,
education programs.
1) Action: Work with Tucson Water, Metro Water, Flowing
Wells Irrigation District, Oro Valley, SAWUA (Southern
1 Arizona Water Users Association), PAG, Tucson AMA � �
(Active Management Area), Water CASA, and any other 4,
agencies that have successful public outreach programs in
1 place.
2) Action: Continue to meet and exceed the water quality Li
1 requirements of the Clean Water Act and all other � `
regulatory requirements.
I MARANA GENERAL PLAN WR -5 Water Resources
1
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3) Action: Share resources and facilities as appropriate.
4) Action: Support conservation legislation from other
agencies and jurisdictions such as Pima County's 208 Area
Wide Water Quality Management Plan, Watercourse and
Riparian Habitat Protection and Mitigation Requirements
Ordinance, and Floodplain and Erosion Hazard
Management Ordinance.
5) Action: Assess the cumulative impacts of development
within the Town and the region as a whole.
b. Policy: Support new infrastructure and facilities that improve
regional public water service distribution.
111
1) Action: Construct water storage, recharge, and wastewater
treatment facilities for the Town in cooperation with
regional utilities in order to benefit the community at large
as well Marana residents. Consider combining all water
related services under a single municipal agency.
2) Action: Acquire Tucson Water's well sites and existing
water distribution and storage infrastructure within the
Town limits for Marana's own public water system.
c. Policy: Involve other jurisdictions in water planning issues. 1
1) Action: Participate on water resource management
committees and on legislation for water planning issues. 111
2) Action: Coordinate water availability, distribution,
pressure, quantity, and quality issues with area fire district
safety requirements.
Goal 2. Promote on -going groundwater conservation within the Town. '
Wise use of water resources is key to a sustainable future for Marana_ While the Town
accepts new growth and development as an important part of its future, that future is
assured only if the water resource is protected and conserved. Maintaining open space
and sensitive habitat will assure that groundwater can be recharged and replenished.
a. Policy: Educate the ublic on recharge and environmental
g ironmental
enhancement activities.
1) Action: Disseminate public information on personal
conservation techniques.
MARANA GENERAL PLAN WR4 Water Resources
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2) Action: Determine a percentage of water fees that support
1 Town conservation programs.
3) Action: Continue to update the adopted Marana Water
1 Master Plan.
b. Policy: Encourage land use decisions that protect and maintain
I environmentally sensitive habitat areas.
1) Action: Establish cooperative management plans with
1 landowners and other stakeholder parties near these areas to
ensure appropriate conservation practices.
1 2) Action: Support restoration of wetlands and biological
diversity in appropriate areas.
1 3) Action: Discourage septic systems in areas adjacent to
priority watercourses and sensitive habitat areas.
1 4) Action: Research aquatic habitat for the reintroduction of
native fish.
1 5) Action: Restore and establish native riparian vegetation that
can survive once recharge operations cease.
I 6) Action: Identify and monitor wildlife and vegetative
resources associated with an effluent dominated stream.
I 7) Action: Study wildlife habitat opportunities as associated
with recharge facilities.
1 c. Policy: Encourage use of alternative water sources.
_:
1) Action: Implement CAP for potable water use or for
1 recharge and recovery, whichever is the most economically
feasible.
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I 2) Action: Treat, reuse, and recycle non - potable water to
potable standards with the establishment of a water campus
facility.
1 3) Action: Develop a Town compensation program for
minimizing groundwater use. Methods include non - potable
I water utilization for landscaping and water harvesting.'
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I MARANA GENERAL PLAN 1NR 7 Water Resources
1
d. Policy: Develop a monitoring program.
1) Action: Track existing and implement additional
conservation techniques that measure water use and
continue to monitor and maintain aquifer.
2) Action: Implement new, experimental water conserving
techniques and monitoring programs in new development
areas. Developer may potentially earn water refund credits
against various permitting fees for implementing the
program.
3) Action: Encourage developer to hydrologically model new
subdivisions for water volume and pressure.
4) Action: Encourage developer to install two meters in pilot
area homes to measure indoor and outdoor water use
separately. Current two -meter system plans apply to
specific blocks within the Gladden Farms and Continental
Reserve subdivisions.
Goal 3. Protect and enhance the community's water quality.
Recognizing that cleanup and mitigation measures are costly, Town focuses son
implementing regulations and mitigation measures to protect the aquifer source from
contamination. The Town will also evaluate alternative water sources in a concerted
effort to conserve and protect groundwater quality.
a. Policy: Require that all hazardous wastes be properly disposed. ,
1) Action: Coordinate disposal programs with Pima County
Hazardous Waste Department.
2) Action: Educate citizens on hazardous waste items and on
their disposal.
3) Action: Maintain a quarterly testing schedule for nitrates
from potable water sources.
4) Action: Regularly check with the Arizona Department of
Environmental Quality (ADEQ), Pima County Wastewater,
and ADWR for water quality readings of the effluent
discharge into the Santa Cruz River.
5) Action: Regulate land -uses to protect g roundwater from
contaminated runoff.
MARANA GENERAL PLAN WR
Water Resources
1
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I 6) Action: Implement pilot effluent recharge projects through
cooperation with the Cortaro Marana Irrigation District,
Cortaro Water Users Association and other effluent owners.
1 b. Policy: Continue to monitor existing contaminated areas for
seepage into public groundwater source.
I 1) Action: Check with Arizona Department of Environmental
Quality's (ADEQ) and PCDEQ records.
1 2) Action: Check Central Arizona Project (CAP), Avra
Valley Recharge Project, and the Lower Santa Cruz River
I Recharge Project quarterly reports for their water recharge
monitoring and quality records.
1 Goal 4. Encourage water reuse and recycling.
Marana plans to implement facilities and methods for reusing and recycling water within
I the community. Reclaimed water and effluent use distribution systems are being
promoted, planned, and funded. Eventually, these water sources will be readily available
and can be used when all required infrastructure, treatment facilities, and distribution
I systems are in place. A major Town goal is to implement reclaimed water and effluent
systems for broad based irrigation use.
I a. Policy: Require that reclaimed water and effluent be used to
irrigate turf and extensively planted areas, public and private, for
large plazas, golf courses, housing developments, sports and
I recreational parks as well as other applicable uses.
1) Action: Initiate Land Use, Development Code, and Plan
I amendments as appropriate.
2) Action: The Town will require developer owned IGR's to
I be converted to Type 1 rights or transfer developer owned
Type II non - irrigation rights to the Town.
I 3) Action: Build water treatment plants to refine non - potable
into potable water.
I 4) Action: Build wastewater treatment plants and distribution
systems for reclaimed water and effluent irrigation. r
1 5) Action: Encourage developer purchase of recharge credits
to meet replenishment obligations.
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I 6) Action: Encourage agriculture to use CAP water for
I MARANA GENERAL PLAN tR=J Water Resources
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ECONOMIC DEVELOPMENT ELEMENT
A. Introduction
The Economic Development Element focuses on Marana's long -term fiscal stability.
This element recommends opportunity areas where jobs, an expanded sales tax base, and
increased family incomes sustain the local economy. Public investment policy is meant to
speed development in these areas, where business success for the private sector and
positive revenue flow for local government are most suited for growth.
Economic growth is a necessity for Marana to enable the Town to afford the civic
improvements necessary to accomplish the future vision of its residents. The General
Plan recognizes that residential build -out relies, to a great extent, upon a concurrently
expanding job base. This job base is anticipated to be widely diversified and to include a
variety of commercial and industrial opportunities.
' The development pattern proposed in the Land Use Element locates shopping, school
sites, and employment, when appropriate, within master planned developments.
Generally, land use ratios in these planned developments would be seventy percent
housing, twenty percent streets, and ten percent set aside for economic development - the
latter being twice the normal average for suburban areas. In addition, selected sites
peripheral to housing development may be set aside for specific industrial campuses. The
Town's vision for future economic development emphasizes high technology industries
that will provide employment opportunities located on these campuses.
Although Marana has a considerable area within which to grow, General Plan
recommendations include the early conservation of open space. Rather than seen as a
removal of land from revenue production, careful scenic and recreational use
1 designations will enhance the Town's economic base, serving to promote the community
as an attractive place to do business as well as an exceptional place to live.
B. Existing Conditions
The Town's leaders recognize the importance of creating and maintaining a strong fiscal
base. Revenues for financing community growth are derived from retail sales tax (largely
from businesses in the Ina and Orange Grove retail corridors), user fees, and state
revenue sharing. Tax base increases and private developer funding are necessary to
1 finance infrastructure for new economic growth.
Marana's current economic status represents a combination of historic agricultural
1 business and retail tax from businesses acquired through annexation. Adding to this
revenue base are the recently developed commerce parks and hospitality establishments.
The Town is becoming increasingly diversified through the addition of commercial
1 business employment, destination tourism facilities, mechanized warehousing, industrial
fabrication, and engineering facilities. Resort- residential enclaves accommodate
shopping, dining, and limited employment such as offices or hospitality services.
MARANA GENERAL PLAN 4,D-1 Economic Development
1
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Marana has experienced p positive results from an aggressive economic development
policy. The Town has targeted expedited business development on sites with established
infrastructure.
C. Current Plans
Master- planned community plans and recorded subdivision plats represent more than
thirty thousand additional dwelling units in the Town (see Exhibit 5). A completed sewer
lift station has been completed to facilitate residential and commercial build out in the
Continental Ranch area. In the northeast, the Dove Mountain area will accommodate
numerous housing starts over the next few years. Dove Mountain will also host a new
destination resort, golf courses, restaurants, and retail businesses to support the new
residential growth. Additional hotels, restaurants, and retail businesses will be located
throughout the southern area of the Town.
Many private landowners own thousands of formerly agricultural acres waiting for future
residential, commercial and industrial development. The planned development of these
lands will be guided by General Plan principles. Residential development, multi -modal
access, mixed civic /institutional uses, and employment bases will all be given
consideration. Although commercial development is desirable for its tax generation
features, zoning approvals for a variety of other uses will be considered based on demand
rather than speculation. Design, appropriate land use, a mix of activities, tenant 1
commitments, and construction timing are among the Town's commercial zoning criteria.
Marana has initiated a series of functional master plans to facilitate and coordinate the
infrastructure needed anticipated economic growth. Several of these plans have already
been adopted to support General Plan policy, including the Santa Cruz River Corridor
Plan, the Park, Trail, and Open Space Master Plan, and the Public Facilities Plan. The 1
Town's engineers are working toward strategic expansions of the municipal water system
guided by recommendations in the Water Master Plan. The Wastewater Master Plan
focuses on the locations for a treatment plant and a water distribution system. Regional
commitments for wastewater service capacity are being assessed for their adequacy to
serve the future needs of Marana.
Guided by the Marana Transportation Plan Update, street and trail improvements are
being programmed as part of a comprehensive approach to encouraging economic growth
where and when most feasible. The Park, Trail, and Open Space Master Plan offers a
framework for park and open space acquisition. The Avra Valley Airport Master Plan is
a general guide for Marana's economic airport development; the Northwest Marana Area
Plan provides more specific goals and policies for economic growth in the airport area.
This document includes a comprehensive analysis of airport needs and alternatives for
future development of the airport.
Finally, the Northwest Marana Area Plan provides detailed direction for development in
the area most likely to experience early and significant growth. All of these plans support
and guide the Town's economic development scenario.
1 MARANA GENERAL PLAN ED Z Economic Development
1
D. Future Trends
1 Future economic development trends in Marana will offer significant opportunity and
high returns from commercial growth. With the completion of Interstate 10 interchange
improvements and additions, commerce park development along this corridor is
expected. Business expansions and relocations along this transportation corridor will
receive substantial benefit from visibility and accessibility. Several businesses have
already approached Marana with an eye on acquiring property adjacent to this interstate
and rail corridor prior to completion of infrastructure. Based on these initial inquiries, the
Marana anticipates that some major industrial campuses will be developed near the
1 northern limits of the Town. Once this industrial development begins, satellite
commercial service businesses are expected to follow.
1 Marana's close proximity to the general Tucson area, with over 800,000 residents and a
large number of visitors, offers a population base sufficiently large to support a variety of
recreational businesses. Recently, several marketing firms evaluated communities in the
1 Tucson area and recommended Marana as a community to host major recreation, sport,
and concert facilities.
1 In support of a progressive business community, the Town now has Marana Northwest
Regional Airport (formerly Avra Valley Airport). The Town purchased this airport to
serve as a catalyst for major commercial and industrial development both within and
peripheral to the airport boundaries. The expansion of this aviation facility has been
encumbered by the lack of a fire suppression system. Without a mechanism for fire
protection, proposals for development and expansion of the airport have been routinely
rejected. In response to the fire safety issue, Marana is in the process of completing the
airport's fire suppression requirements and has constructed two 24 -inch diameter water
wells on -site. Each well has the water capacity to supply the required fire - suppresion
flow for the entire airport. With water assurance provided by the extra well, industrial
development of the airport can begin in earnest within the 700 -acre facility. The land
adjacent to the airport is state trust land. This is targeted for purchase by the Town to be
considered for major commercial and industrial development.
In addition to its focus for business development, the airport will work symbiotically with
the Town's destination resorts. It is anticipated that the airport will serve as an ideal
location for executives and others to fly in for recreation, golfing, or business meetings to
' be held in Marana's future resorts without having the inconvenience of flying into
Tucson International Airport and then relying on ground transportation to these resorts.
The development of Marana's resort industry is crucial in providing the Town's business
community with a diversified consumer base. Dude ranches, bed and breakfasts', and
high end/picturesque resorts attract a variety of people all representing different needs
and all willing to invest their tourist dollars into the Town's economy. The Town will
actively accommodate tourism demand through continued support of resort development.
1
MARANA GENERAL PLAN ED-3 Economic Development
1
1
The following economic development sectors illustrate areas '
P s that could experience
significant future growth:
Agribusiness. Generally retained in rural, farming or ranching uses, g ses, this sector could
support western theme establishments, riding academies and guest ranches for tourists as
well as shopping opportunities for residents. Continued agricultural productivity is
regarded as an essential, continuing component of the Town's economy.
1
Marana Heritage Center. The Town's traditional core may accommodate expanded
travelers' services with hotels and restaurants. Heritage events and Southwest
architecture integrate specialty shops into public plazas for activities shared by the
Agribusiness sector.
Central Commerce Parks. Freeway interchange improvements with integrated frontage 1
roads provide opportunity for light manufacturing, warehousing, and offices in campus
settings. High visibility from I -10 offers excellent corporate logo display. Depending on
improvements by the Arizona Department of Transportation to Tangerine Road, and
constraints determined by the constant redefining of critical habitats in the area the I -10
corridor is anticipated to support substantial economic development. 1
Future Activity Center. Convention space, performing arts, local government offices 1
and meeting halls may be developed, together with private sector offices, shops,
restaurants and hotels.
Dove Mountain. Rugged topography creates a scenic backdrop for a major destination 1
resort. Boutiques and, perhaps, a restaurant village would serve residents of this upper -
end neighborhood as well as resort guests.
1
Airport Industrial Zone. The Northwest Regional Airport provides a basis for a 1
diverse economic breeding ground that will potentially house numerous industrial
businesses. Currently, large tracts of land adjacent to the airport are available and future
sites are expected to be added as the area grows in extent and complexity.
•
1
MARANA GENERAL PLAN & 04 Economic Development
1
1
South Commerce Park. High Tech industries are especially encouraged here for their
many contributions to the community. Light industry could support several new small
businesses. Commercial recreation facilities would attract visitors and hotel guests from
the Ina/Orange Grove corridors. Sculpted hills in the pits remaining from gravel
extraction could create a dramatic desert golf course setting. The high -tech look sets the
tone for additional business park development in this locale. Prime freeway frontage may
be reserved for corporate "signature" structures housing regional or home office
organizations.
1
South Silverbell. As Continental Ranch quickly reaches residential build -out, the
community is expected to boom with neighborhood commercial activity. Selective and
compatible development will ensure quality economic development in the area.
1
Ina /Orange Grove Commercial Corridor. The Town's prime retail area has expansion
room. Hotel and medium - density residential construction help to strengthen this
marketplace. This area may especially cater to visitors coming for baseball's winter and
spring training games.
1
1
1
1
1
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MARANA
NA GENERAL PLAN ED-5 Economic Development
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1 E. Goals
I The primary goals for Marana's economic development focus on supporting business
development and providing the housing and jobs necessary to sustain Marana's predicted
growth. Over the past ten years, Marana has experienced a higher population growth rate
I than any other city or town in Arizona. This population expansion is expected to
continue as southern Arizona attracts new residents and businesses. Marana will capture
a significant portion of this growth as the result of its setting in the beautiful Sonoran
1 Desert and desirable geographic location along the I -10 corridor.
To achieve the necessary balance in its job base, Marana will focus on a wide diversity of
1 economic development projects in identified areas. Attractive, livable residential
communities will provide housing alternatives. Commercial development and services
will locate along transportation corridors. Marana's airport can offer convenience to
I private aircrafts ferrying in tourists and executives. Industrial development will be
targeted for both the area peripheral to the airport and within its confines.
1 Another of the Town's goals is to identify and protect the numerous archeological sites
containing the vestiges of a civilization that resided in Marana up to 1000 years ago. For
I almost a century, Marana has been the focus of many archeological discoveries.
Economic Development goals support all three Vision themes, although Economic
I Opportunity is most directly addressed. Policies in this Plan Element identify tools to
help decision - makers encourage business development while protecting valuable natural
and cultural resources. Actions are specific, proactive steps the Town will take to meet
I its economic development policy objectives. A summary table of Economic
Development Policies, Actions, Responsible Party, and Implementation time frame is
included in Chapter III, Implementation Plan.
1 Goal 1. Balance Residential Development with Employment Opportunities
I Learning from other growth- oriented communities, Marana seeks to establish a well -
rounded economy based on a balance between housing development and employment
opportunity. As a growing number of new families and active retirees reside in the
I Town, there should be ample choices for them to shop, find well - paying jobs, and to
spend their leisure time in close proximity to their homes. Accordingly, the Economic
Development Element focuses on attracting industry and commerce.
1 Marana needs to be selective in the industrial development it invites. Certain sectors, ...
4
particularly where agribusiness and mining industry continues, may be earmarked for
I heavier manufacturing and other land uses. However, development codes should
discourage locating environmentally negative or unsightly uses where they would detract
from the Town's image and character. Agriculture and mining can best continue as
I
I significant contributors to the Town's economy if they are given a protected status in the
Town's Future Development Plan. Mining operations should develop re -use plans - =rte
(possibly including recreational lakes or water features) for scarred land areas once
1 profitable extraction has been completed.
I MARANA GENERAL PLAN ID-9
Economic Development
1
1
a. Policy: Support job and skill - training programs targeted to new
employers.
1
1) Action: Cooperate with employers' workforce
requirements.
2) Action: Utilize "people resources," such as retired persons,
as part of the labor force. •
3) Action: Encourage commerce parks and shopping centers
in preferred locations as designated on the Future
Development Plan and zoning maps.
4) Action: Offer planning development provisions or overlay
1
district regulations as incentives to attract corporate
investment into the community.
5) Action: Respond to capacity requirements of targeted
industries.
6) Action: Complete a convenient circulation network for
linking Marana's neighborhoods with employment sites and
shopping areas.
1
b. Policy: Promote industrial activities.
1) Action: Reserve sites for industrial activity on the Future
Development Plan map.
2) Action: Permit heavy industry and warehousing in
appropriate locations.
3) Action: Require restoration and land re -use plans for
extraction sites.
Goal 2. Expand the Business Development Market.
The Town intends to serve a broad array of markets, including thousands of visitors and
persons living throughout the Tucson region. Activities taken by the Town to promote
development should target specified market niches rather than using a scatter - satellite
approach.
a. Policy: Develop a marketing plan that is geared toward attracting
appropriate commercial and industrial development. 1
1) Action: Plan for and phase in needed infrastructure
according to revenue stream and targeted development 1
goals.
MARANA GENERAL PLAN ED 1't Economic Development
1
2) Action: Enact progressive development standards geared
I toward business and industrial development.
3) Action: Promote a business friendly attitude while
I maintaining Marana's rural image and character.
b. Policy: Encourage commercial users to locate in centers that are
scaled appropriately to their surroundings_
I 1) Action: Revise the Land Development Code to establish
criteria for high - quality development.
I 2) Action: Accommodate business expansion with
appropriate review and a minimum of permit processing
1 time.
3) Action: Assist small business expansion.
I 4) Action: Recruit corporate relocation into Marana.
I 5) Action: Design commerce park criteria for industrial and
business users with joint facilities and amenities.
I 6) Action: Maximize freeway access for businesses and
industry.
I Goal 3. Attract Tourism
Tourism can become a mainstay of Marana's economy. However, the desire to capture
I retail sales tax dollars should not be undertaken at the expense of community image and
character. Visitors will be more attracted to the Town for its distinctive qualities as a
refreshing, rural oasis between congested metropolitan areas than by a replication of
I franchise establishments and souvenir shops that spring up around most freeway
interchanges. Founders' Day and the community's many other events and traditions
exemplify the hospitable spirit local citizens wish to protect.
a. Policy: Encourage the expansion of the Town's hospitality
businesses.
1 1) Action: Develop incentives for new hotels, restaurants, and
P ,
companies offering travelers' facilities and services.
I 2) Action: Continue expedited development assistance for
tourist- oriented development.
I 3) Action: Continue to maintain Marana's competitive tax - ;
advantage over other Pima County municipalities.
I
I MARANA GENERAL PLAN ED -1 Economic Development
1
1
b. Policy: Promote special events, such as: farm days, rodeos, or a
"balloon glow ". 1
1) Action: Encourage theme park development and
commercial recreation facilities.
I
2) Action: Promote Marana's location as the "Gateway to
Saguaro National Park" on entrance signs at highway
I
interchanges.
Goal 4. Conserve and Promote Natural and Cultural Resources. 1
Marana's natural and archaeological treasures, such as the Tortolita Fan area and the
Santa Cruz River corridor, should be recognized for their value (both economic and 1
intrinsic) as preserved assets. Land resources include farms, range lands, and scenic
vistas. Local enterprise should continue the wise use of air, water, and land resources.
a. Policy: Preserve and enhance the natural features in and around I
the community.
1) Action: Market Marana to potential new businesses as a I
town that appreciates the attributes of its natural
environment.
I
2) Action: Protect views of and access to natural areas and
features. 1
b. Policy: Promote the rich and diverse heritage of the community.
1) Action: Highlight cultural and historic features in Town
publications and economic development efforts.
2) Action: Protect archeological resources that encourage I
visitor perception of the Town as a unique historical asset.
3) Action: Organize events that celebrate Marana's heritage. I
4) Action: Seek out organizations and/or university
I
researchers to conduct historical resource studies.
5) Action: Develop a system of public signage marking
points of historical interest within the Town.
1
1
1 MARANA GENERAL PLAN E.D.4 Economic Development
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CHAPTER 111: lMPLEMENTATJO
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GENERAL PLAN e -
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CHAPTER III
IMPLEMENTATION PLAN
To be a meaningful and dynamic guide for Marana's future, the policies in the General
' Plan must be linked to credible and realistic actions, and the Plan document must include
a process for Plan monitoring and updating. This chapter describes overall
Implementation Plan functions, and highlights on- going, short -term, mid -term, and long-
, range overall strategies, as well as specific actions to implement Plan Element policies
described in Chapter II. Action Plan timing is proposed in terms of years, but the timing
of actions should be adjusted regularly to fit actual population thresholds and service
' demands, since these are more realistic benchmarks than simple chronology. The annual
review process and amendment procedures are consistent with both the Town's vision for
proactive growth and State of Arizona Growing Smarter legislation.
IMPLEMENTATION PLAN BASIC FUNCTIONS
There are four main aspects to Implementation Plan basic functions: I) using the General
Plan, 2) progressive strategies and Plan Element actions, 3) growth guidance, and 4)
monitoring the General Plan.
' A. General Plan Use
' The General Plan is designed to be useful at various levels - for citizens, staff, and
decision- makers. Ideally, the General Plan will be used as a standard reference for
assessing development proposals and municipal investments. Future projects, whether
private or public, will be measured against General Plan goals and policies. They will be
expected to make positive contributions to General Plan goals and to mitigate negative
impacts on the community or surrounding neighborhood.
If the General Plan is to be a dynamic plan for the Town's future, the test of its
effectiveness will be taken each time a developer looks to the Plan for key principles and
' design guidance. Because the Plan must also be flexible enough to respond to changing
conditions, without sacrificing the Plan's integrity, the procedure for its amendment must
be deliberate and purposeful. The Arizona State Legislature, through its Growing
' Smarter Plus provisions, has provided guidelines for the content of a general plan
(required Plan Elements), its adoption, and amendment procedure. The amendment
process described in this chapter complies with those provisions.
' B. Progressive Strategies and Plan Element Actions (Action Plan
g ( )
There are two types of actions listed in the Action Plan. The first group lists overall
progressive strategies that are essential for effective municipal management and General
Plan Implementation. These strategies tend to be interdisciplinary and interdepartmental
( "crossing" Plan Element and departmental lines) and focus on overall fiscal,
infrastructure, and resource management. The projected time frame for these strategies is
summarized as On- Going, Short-Term, Mid -Term, and Long -Range Actions. Basic
tools, such as quarterly administrative requirements and on -going planning for the Capital
MARANA GENERAL PLAN -i Chapter 111: implementation
1
1
Improvement Program (CIP), are listed as on -going actions. Short-term actions include
Code revisions and other immediate, non - recurring actions. Mid -term actions highlight
infrastructure and public utility needs to meet the Town's growing population and land
base. Long -term actions emphasize public and private improvements and services that
promote functional and economic viability and enhance community image and identity. 111
The other group of actions focuses more specifically on individual Plan Element Actions.
For ease of monitoring the goals, policies and recommended actions listed in Chapter II
under each Plan Element, a summary table is included in the Action Plan section of this
chapter.
C. Growth Guidance 1
Several new Plan Elements were developed in response to Growing Smarter legislation as 1
part of the 2002 General Plan Update process. Several of these new elements,
particularly Environment, Growth Areas, and Cost of Development, focus on ways to
guide growth and economic development in ways that sustain natural resource protection
and enhance community character. Sustainable growth begins by indicating areas that
should be preserved in a natural state or devoted to less intensive land uses. Expanding
boundaries for urbanization should observe logical growth paths where system extensions
can be achieved economically.
Infrastructure financing mechanisms are meant to spread public investment throughout
the Town and to recognize the needs of built -up areas as well as demands from new
growth sectors. The General Plan acknowledges that renewal and maintenance of
existing neighborhoods is an essential corollary to growth.
D. Plan Monitoring
Marana's citizens, municipal leadership, and staff share responsibilities for maintaining
the General Plan's effectiveness. The Plan should be updated at least every 10 years.
Regular progress review should be undertaken on at least an annual basis. The major
update and annual review should involve broad community representation.
Standards for measuring General Plan performance should be established as part of the
annual progress review. The procedure for amending the General Plan will comply with
State Growing Smarter Plus provisions, as well as the Town's vision for proactive
planning and development, and are outlined later in this section.
1
1
1
MARANA GENERAL PLAN .JM Chapter 111: Implementation
1
ACTION PLAN
The Action Plan includes overall progressive strategies and recommended Plan Element
actions. On -going actions (for progressive strategies) include essential municipal
management functions, particularly those associated with CIP development and review.
Short-term actions are particular programs or activities within a two -year horizon. Mid-
term actions assume continuing population growth and highlight key infrastructure
improvements. Long -range actions emphasize community self - sufficiency and are
designed with Marana's future in mind as a medium -sized municipality.
Progressive Strategies
A. On -going Actions
1. Capital Improvement Program. Evaluate the adopted 5 -year CIP to assure
that expenditures are in accordance with the General Plan's identified
' Growth Areas and proposed infrastructure investments. Actions related to
and supportive of CIP annual review include:
' Circulation Improvements. Transportation policies and actions in
both the General Plan and Master Transportation Plan Update
(2001), and related infrastructure needs, will be integrated into the
CIP planning process.
Flood Control, Drainage, Water Utilities. Utility infrastructure
improvements will be assessed, in coordination with Pima County,
the City of Tucson, and other utility providers, and will be
integrated into the CIP planning process.
Land Absorption Adjustments. Analysis of land absorption and the
P J Y rp
ratio of residential to non- residential uses will be part of the CIP
process. Job creation and sales tax revenue performance should be
measured to determine the annual absorption targets.
' 2. Annexation Policy. The Town Council has formally adopted an Ultimate
Limits Map. This Map and the Town's annexation policy reflect the desire
' to "square off' Town boundaries to facilitate provision of municipal
services. In addition, annexation of environmentally sensitive lands is
evaluated within the larger context of creating public preserves and
mitigation areas to balance development growth areas. Review and
evaluation of annexations will be on- going.
3. Neighborhood Participation. Obtain community comments regarding
buffering and density and design standards on an on -going basis.
Community participation will engender fairness and a balanced view of
development that respects existing neighborhoods while promoting
appropriate in -fill development.
MARANA GENERAL PLAN
4M-3 Chapter 111: Implementation
1
1
4. Opportunity Site Identification. Select the most promising locations for
public facilities and private investment, especially employment - generating I
uses. Properties that currently have access, utility services, and high
visibility would be among the most likely candidates for priority
designation. Working closely with the Chamber of Commerce, the Town
can build a strong team for attracting business and maintaining
environmental quality.
1
PROGRESSIVE STRATEGIES ACTION PLAN SUMMARY: On-Going Actions
g 1
Action Year Responsibility Estimated Intended Result
Cost*
CIP Update On -going Public Works $20 -40K Management
tools
Annual Review On -going Planning Dept. $5 -10K Planning/
of GP Management
tools
Annexation On -going Planning $30 -50K Planning/ &
III
Policy Management
tools
Neighborhood On -going Planning & Minimal Coordination 1
Participation. Community with Code
Opportunity On -going Planning Dept. $10 -20K Promote
1
Sites employment,
etc.
* may include in -house services
B. Short -Terns Actions (up to 2 years)- Plans, Programs, Management Tools I
Short-term actions focus on specific plans, programs, or activities of a non - recurring
1
nature. These may include the development or updating of particular area or functional
plans, such as the Municipal Complex & Town Center Master Plan, or revisions to the
Land Development Code. The following provides examples of several short -term 1
activities.
1. Area and Functional Plans. Evaluate and update as necessary, area and 1
functional plans, such as the Northwest Marana Area Plan, the Santa Cruz
River Corridor Plan, and the Park, Trail, and Open Space System Master
Plan. Staff will integrate annual review of the General Plan with these
other planning efforts_ Town staff will also prepare additional functional
1 MARANA GENERAL PLAN AIllt. Chapter 11I: Implementation
1
1
or area plans in the future to address specific areas and issues in detail.
I Examples include the Northeast Marana Area Plan and a Habitat
Conservation Plan; the latter plan may also be developed as part of mid-
term actions for open space and sensitive lands protection.
I 2. Code Revisions. Revise development regulations and related Code
provisions, as necessary.
PROGRESSIVE STRATEGIES ACTION PLAN SUMMARY: Short -Term
I Actions
Action Year Responsibility Estimated Intended
Cost* Result
1 Master Streets 2 Public Works $60 -90K Planning/
& Routes Management.
tools
1
Code Revisions 1 & 2 PlanningDept. /Public $40 -60K Planning tools
Works
I Public Arts 1 Marana Arts $30 -40K Management
Criteria Council/ & Public
Parks/Planning Process
I Subdivision & 1 & 2 Engineering /Dev.
Services $25-40K Management)
Street Standards Coordination
with Code
I Municipal 1 Public $30-50K Community
Complex & Works/Planning vision/
Town Center Management
I Master Plan
Northeast 1 & 2 Planning $80 -100K Planning/
Marana Area Management
1 Plan Tool
* may include in -house services
I C. Mid -Term Actions (5 -10 years)- Infrastructure and Public Utility Needs
I Mid -term actions recommended for General Plan implementation assume that on -going
and short -term actions have been successful. The Town's population will continue to
grow during the mid -term period, and more ambitious infrastructure plans and
1 improvements will be critical during this period in order to meet General Plan goals and
policies, particularly in the area of transportation, public services, open space acquisition,
and environmental protection. The following examples and table suggest the scope of
I mid -term actions.
1. Municipal Utility Extension. In addition to annual CIP review, in -depth
1 evaluation and subsequent actions will focus on extension of water
MARANA GENERAL PLAN 4M-5 Chapter III: Implementation
1
utilities, such as on -going private water company purchases. Coordination
with Pima County Wastewater and Flood Control District regarding local I
monetary contributions, if any, must be considered in utility extensions or
future bank protection.
1 2. Full - Service Circulation. General Plan and Master
Transportation Plan
Update infrastructure policies will be implemented to bring Marana closer
to full, multi -modal circulation. Construction will begin on viable ,
segments of Marana's limited access loop roadway, interchanges and
improvements, path/trail linkages to connect neighborhoods, and Anza.
Trail segments along the Santa Cruz River. I
3. Open Land Reservations and Sensitive Lands Protection. Lands will be
acquired through outright purchase or purchase of easements or I
development rights to protect open space, visual resources, and riparian
and habitat areas. Contributions from developer "partners" may augment
Town funds to take advantage of the the 1996 State Legislature creating
the Arizona Preserve Initiative (API), which provides for the classification
and lease or sale of state trust lands for conservation purposes. The
Growing Smarter Grants programs, administered by Arizona State Parks 1
with monies from the state Land Conservation Fund, were established
through this act. State Trust Land acquisition grants provide $20 million 1
per year for eleven years, beginning in state fiscal year 2001. The goal of
these grants is "to conserve open spaces in or near urban areas and other
areas experiencing high growth pressures." Conservation may occur
through permanent or temporary acquisitions, such as leases of up to 50
years in length, purchases of a parcel's development rights, or "fee simple"
purchase of a parcel. Grants may be made by the Arizona State Parks
Board for up to 50% of the appraised value of a land parcel.
1
PROGRESSIVE STRATEGIES ACTION PLAN SUMMARY: Mid-Term Acti
ons
III
Action Year Responsibility Estimated Intended Result
Cost*
Utility System 5 -7 Public Works User fees Extend
1
urbanization
Full Circulation 5 -8 Public Works Exactions Trails /paths,
Planning $500K transit, etc.
Open Land Res. 6 -10 Planning & Exactions Public Reserves
& Prot. Rec. Depts. $1M+
* may include in -house services
1
1 MARANA GENERAL PLAN M 6; Chapter 11I: Implementation
1
1
C. Long -Range Actions (10 -20 years)- Functional and Economic Viability
I Long -range actions will be based on the success of on -going and short-term actions and
mid -term initiatives. The following actions will enhance municipal enterprise and
1 community image.
1. Marano Loop Segments. Completion of viable segments of the Marana
I loop roadway will support Circulation, Land Use, and Economic
Development goals.
I 2. Town Enterprise Accounts. By the year 2010 and beyond, Marana will be
more self - sustaining and will undertake more extensive enterprise
ownership, ranging from recreational facilities to transportation systems.
I 3. Centers Completion. Marana, as a growing municipality, will look toward
building community focal points and enhancing community image and
1 identity. Examples could include further development of the Town
Center, and additional community activity centers for entertainment,
shopping, employment and education.
I 4. Open Land Reservations and Sensitive Lands Protection. Efforts will
continue to acquire and protect open land reserves, scenic and visual
1 resources, and riparian and habitat areas.
I PROGRESSIVE STRATEGIES ACTION PLAN SUMMARY:
Long -Range Actions
I Action Year Responsibility Estimated Intended Result
Cost*
Marana Loop 12 Public Works N/A Scenic drive
I link completion
Enterprise 1012 Council, N/A New revenue
Accts. citizens resources
I Centers 15 Planning, $50K + study Redirection of
Complete Public works urban form
Open Land Res. 10 -15 Planning & N/A Public Reserves
I & Protection Rec. Depts.
* may include in -house services
1
1
1
I
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GENERAL PLAN MONITORING
1 Successful implementation depends on a variety of actions by the Town Council,
Planning and Zoning Commission, staff, and citizens, ranging from codified procedures
for amending the Plan and providing public notice to less formal opportunities for public
participation in General Plan updates and other planning activities.
A. Monitoring Performance
The first step in monitoring General Plan performance is to maintain accurate information
on the Town's growth and development, as measured against the overall vision, goals and
policies of the General Plan. The annual review process, evaluation of minor and major
amendments, and on -going staff actions to implement the Plan depend on up -to -date,
standardized information.
1. Information. The Town will update and review overall community
statistics on a regular basis. Population growth, demographics,
employment, land absorption, and household income data are among the
information that should be available as comparative benchmarks. Ideally,
1 data profiles should be updated on a quarterly basis.
2. Annual Review. The Planning Department will conduct an annual review
and provide a report to the Town Council and Planning and Zoning
Commission describing progress toward meeting Plan Element goals and
policies. Actions that have been accomplished (or for which substantial
gains have been recorded) should be acknowledged, replaced with others
that address similar policies, or supplemented with follow -up actions.
Actions that have received little or no attention should be highlighted for
1 immediate attention or be reevaluated for continued applicability, based on
staff resources. Progress in geographic sectors, or with any identified
functional plans, should be monitored to reveal whether appropriate levels
1 of planning activity and staff resources are being expended.
3. General Plan Amendments. The Town recognizes that to be a dynamic
1 guide for future growth and development, the General Plan will need to be
amended periodically. These amendments may be initiated by the Town
Council or Commission, as a result of the annual review process, or by
1 private applicants.
Major Amendment: According to State Growing Smarter Plus provisions
(ARS 9- 461.06C and G), if the proposed amendment is a major
amendment, it must be approved by at least a two- thirds majority of the
Town Council, with such action taken at a single public hearing during the
calendar year the proposal is made. A major amendment cannot be
enacted as an emergency measure and is subject to public referendum.
1 Prior to public hearing, the proposed major amendment must be
transmitted to adjacent jurisdictions and other review entities and the
e , f
MARANA GENERAL PLAN N1- Chapter 111• Implementation
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general public, following the same statutory requirements covered by
initial Plan adoption. (See Appendix A, Public Participation Plan, for the 1
notice and review procedures).
A major amendment to the General Plan is defined as any change that 1
would represent a "substantial alteration" in the land use mixture or
balance as established in the existing General Plan Land Use Element.
Major amendments are considered on an annual basis by the Mayor and 111
Council and require a two - thirds - majority approval. State law prohibits
major amendments to the Town's General Plan from being enacted as
emergency measures. Major amendments are subject to public
referendum. The following criteria will be used to determine if a proposed
amendment would result in a "substantial alteration ":
(1) A change in any land use designation exceeding 80 acres (not
including Master Planning Areas);
(2) A two -step change in residential land use intensity/density (e.g. a
proposal that creates HDR densities on land designated LDR, or
vice versa);
(3) Any proposal that results in a significant alteration, or diversion
from an area of the adopted Circulation Plan including, but not
limited to, a change in functional classification.
Minor Amendment: If the proposed change is considered a minor 1
amendment, it can be processed concurrently with a rezoning request and
approved at public hearing by a simple majority of the Town Council. A
minor amendment is any proposal that does not meet the criteria for a
111
major amendment as defined above. Municipal development codes should
continue to provide for an expedited process for minor amendments.
B. Refining and Updating with Public Involvement 1
The second step in effective General Plan implementation is responsiveness to emerging
trends and opportunities, as identified by key stakeholders and the general public. Major
landowners, civic organizations, and other stakeholders are urged to work with the Town
in designing new activity centers and masterplanned neighborhoods, and in identifying
important issues affecting future use or protection of natural resources. Planning
activities and civic events that can engage the interest and enthusiasm of Marana's
citizens can promote public involvement in General Plan updates and annual review.
This provides public opportunity to revisit and re- evaluate Marana's vision and goals.
Such grassroots activity can also nurture civic pride and a sense of community
cohesiveness. The public's role in the General Plan adoption and implementation process
is described in further detail in the Public Participation Plan (See Appendix A).
MARANA GENERAL PLAN 0144
Chapter 111: Implementation
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CONCLUSION
1 The General Plan provides a flexible and reliable guide for the community's future.
Given pressures for rapid urbanization, the Plan prepares the Town to be proactive.
Elected representatives and the Town's administrative officials, supported by a majority
of the community's people, are projecting a positive attitude for Marana's future that
balances economic growth and development with environmental protection. The Plan
underscores the shared belief that progressive planning will lead to a balanced,
sustainable community. The Implementation Plan described in this chapter demonstrates
a commitment to achieving the Town's vision.
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MARANA GENERAL PLAN IM -,'5 Chapter 111: Implementation
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APPENDIX A
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THE TOWN OF MARANA GENERAL PLAN
UPDATE
PUBLIC PARTICIPATION PLAN
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Adopted:
October 16, 2001
by Resolution No.:
2001 -127
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Prepared by:
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33 North Stone Avenue
Suite 1500
Tucson, AZ 85701 -1413
Phone: 520.623.7980
Fax: 520 - 884.5278
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The Town of Marana General Plan Update Public Participation Plan
1
Introduction
The State of Arizona's Growing Smarter legislation has established new requirements for
towns, cities and counties to better evaluate and subsequently respond to growth issues.
The framework of this legislation includes the following precepts: the addition of new
growth related planning elements to the comprehensive or general plan; enhanced public
participation and notification procedures; the requirement for a supermajority vote by the
legislative body (Town of Marana Mayor and Council) to adopt or approve major
amendments to the plan; and final community approval of the plan through voter
ratification.
1 The Town of Marana General Plan was recently adopted in 1997 and must be updated by
December 31, 2002 to comply with Growing Smarter legislation. The to -be- adopted
general plan, including any amendments, will be effective for ten years. In order to guide
the adoption of this updated plan and subsequent updates and major amendments, the
Town of Marana must adopt written procedures for public involvement.
According to the Arizona Revised Statutes (A.R.S.) 9- 641.06 (B), "the procedures shall
provide for:
(a) The broad dissemination of proposals and alternatives;
(b) The opportunity for written comments;
(c) Public hearings after effective notice;
(d) Open discussions, communications programs and information services; and
(e) Consideration of public comments.
Purpose
The purpose of the Public Participation Plan (PPP) as stated in the Growing Smarter
legislation is "to provide effective, early and continuous public participation in the
development and major amendment of general plans from all geographic, ethnic and
economic areas of the municipality." Throughout the public participation process, the
Town will evaluate the effectiveness of public participation outreach and input. Key
ways to measure the PPP will focus on the following questions:
1 1. Is the general public willing to attend open houses and participate in focus groups
and other activities that are part of the planning process?
2. Does this public represent the Town of Marana's demographic cross - section?
3. Do meeting techniques elicit input and recommendations in both written and
verbal forms?
1 4. Do Town staff and elected officials incorporate public input into the review,
adoption, and amendment process?
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Public Input
Public input is the cornerstone of comprehensive and general planning. The
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Marana's Public Participation Plan identifies diverse opportunities for eliciting
suggestions, recommendations, and official citizen input. Consistent with statutary
requirements of Growing Smarter legislation, the Town's Public Participation Plan seeks
broad -based input from public officials and agencies, affected jurisdictions, civic,
educational, and professional organizations, property and business owners and the
general public.
Since the current General Plan is based on a relatively recent public participation effort 1
that resulted in a clear articulation of community values and vision, the public input
process that will guide the update of the General Plan will provide opportunities to take
part in this community involvement process, as shown in Figure 1: Public
Participation Plan (PPP) Process.
Advisory Committee
An Advisory Committee (or committees--whether a Citizens Advisory Committee,
Technical Advisory Committee, or combination of both) is one of the more structured
ways to assure periodic review of General Plan data and materials. Because an advisory
committee was part of the 1997 General Plan process, it is recommended that the
Advisory Committee for the General Plan Update will tap this "core" membership and
identify additional constituencies and stakeholder groups who are able to participate. As
envisioned in this process, the establishment of an Advisory Committee would be the 1
responsibility of the Town Manager with input from the Mayor and Council. hi order to
facilitate expeditious and timely review and input, the Advisory Committee will be an ad
hoc committee. This committee would meet as needed during the General Plan update 1
process.
Focus Groups 1
Focus Groups that represent diverse stakeholders and constituencies within the Town of
Marana will participate in the planning process on a regular basis. The Town staff and
elected officials will have the primary responsibility of identifying new groups,
organizations, and citizen perspectives. Because the Town has an "open door policy" and
encourages one -on -one dialogue with its citizens, Town elected officials and staff will
provide regular opportunities for input and official comment on the General Plan from
these groups. These opportunities can range from informal conversations with interested
citizens to more structured work sessions or presentations to stakeholder groups. An
effective means for public information to established groups is a "speakers bureau." The
"speakers bureau" could involve assigning one or more planning staff to respond to
information requests from individuals or groups.
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Because Marana is growing, both in terms of its jurisdictional boundaries and population
base, the following list of stakeholder groups and constituencies is a dynamic list that will
be revised and enhanced by the Town in the future.
Identified stakeholder groups include civic organizations, neighborhood groups, and
advocacy groups:
1. Public or quasi- public groups, such as the Marana Unified School District, the
Cortaro - Marana Irrigation District and the Northwest Fire District
2. Service Groups, such as the Rotary Club and Lions Club
3. Neighborhood and Homeowner Associations
4. Minority Advocacy Groups, such as the Pascua Yaqui Tribe
5. Marana Chamber of Commerce
6. Marana Business Advisory Committee
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7. Human Services Providers
8. Special ial Nee
p ds Populations, such as organizations/groups that serve disabled or
other special populations; youth or senior citizen clubs 1
9. Environmental advocacy groups, such as the Sierra Club, Arizona Native Plant
Society, and Audubon Society
10. Recreational advocacy groups for equestrians, such as the Pima Trails 1
Association, or ORV and bicycling and hiking groups
11. Arts organizations, including the Marana Arts Commission
12. Agricultural groups and interests 1
Community Open House (Workshop)
The schedule for the update process includes three opportunities for community -wide
open houses or workshops located in different segments of the community. These events
would complement the one -on -one or more informal small group outreach and input
described above, and would be timed to coincide with major General Plan
milestones /decision points in the planning process. Rather than a conventional public
meeting format (with citizens in the audience and elected officials or "presenters" at a
podium), the community open houses would encourage more dynamic and "hands on"
interaction among participants. Public participation techniques to encourage interaction
and meaningful input include:
L staffed display stations for particular plan elements
2. flexible formats and venues
3. multi -media materials (various graphic presentations)
4. comprehensive, informative, and readable handout materials
5. citizen comment forms that solicit substantive input and recommendations
6. timely meeting summary materials and follow -up to all open house attendees
Public Hearings
The Town of Marana will hold a minimum of two public hearings before recommending
and adopting any updates or major amendments to the Town's General Plan. One public
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The Town of Marana General Plan Update Public Participation Plan
I hearing will be held before the Planning nd Zoning Commission, the other before Mayor
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and Council.
I The Town of Marana will notice the ublic of time and place a minimum p mmum of 15 and not
I more than 30 calendar days prior to the date of the public hearing. Public notice will be
published in the Daily Territorial. The notice will include a summary or agenda of the
General Plan update or major amendment and will give locations where information is
I available for public reference.
Notification of public hearings will be listed on the Town of Marana website and posted
I in the Town of Marana public service buildings, including community libraries and
especially in locations where Town development services are provided. Notice will be
provided to all adjacent or involved local jurisdictions and agencies, including the City of
I Tucson, Town of Oro Valley, Pima County, Pinal County, Pima Association of
Governments (PAG), and the following state agencies: Arizona Depaitntent of
Transportation (ADOT) and Arizona Department of Commerce. All stakeholder groups,
1 steering committees, homeowners associations and neighborhood groups that are
registered with the Town of Marana will receive notice of the public hearings. Any
citizens requesting information in writing will have public hearing notice information
II mailed, faxed, or emailed to them as well.
Public comment may be submitted to the Town in writing, by e -mail, phone recordings,
l or in- person at the public hearings. All comments will be distributed to Planning staff,
Planning and Zoning Commission members, and to Mayor and Council for their review
and consideration.
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Staff Role
I Town staff will have the primary role of information providers to focus groups and
stakeholders, as well as moderators at open houses and public meetings. In addition, staff
will assure that all citizen comments are forwarded in a timely manner to elected officials
I for their consideration.
Agency Coordination
1 The Town will work with other agencies to insure planning efforts are coordinated within
the region. The Town's planning staff will transmit a draft copy of the general plan or
major amendment to outside agencies and both Town of Marana Planning and Zoning
1 Commission and Mayor and Council per A.R.S 9- 461.06(C). Other jurisdictions and
agencies will include Pima County, Pinal County, City of Tucson, Oro Valley, Pima
I Association of Governments, Arizona Department of Commerce and any municipality
"...that is contiguous to the corporate limits of the municipality or its area of
extraterritorial jurisdiction." The planning agency will also provide a copy to any
person or "entity that requests in writing to receive a review copy of the proposal".
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The Town of Marana General Plan Update Public Participation Plan
General Public Outreach, Information Distribution and Public Notification
Public Outreach
Public outreach will include all of the activities for promoting public input as described 1'
earlier in this document. In addition, prior to the Planning and Zoning public hearing, an
Executive Summary of the General Plan Update in a brochure format will be prepared
and distributed. Public Service Announcements (PSAs) and other media coverage will be
prepared for newspapers as well as for broadcast media. All notices and publicity for the
variety of public meetings and hearing will published in newspapers of general
circulation.
General Public Notification
Prior to public hearings, a minimum of three public meetings or open houses will be held
to generate public input on the proposed General Plan update or major amendment. 1
Notification
Notification for these public meetings will be published in the Daily Territorial. Public
meetings will be listed on the Town of Marana website and posted in the Town of
Marana public buildings, neighborhood and community centers, and other available 1
locations. Notice will be provided to all adjacent or involved local jurisdictions and
agencies, such as the City of Tucson, Town of Oro Valley, Pima County, Pinal County,
Pima Association of Governments (PAG), and the following state agencies: Arizona
Department of Transportation (ADOT), Arizona Department of Commerce and Arizona
State Land Department. All stakeholder groups, steering committees, homeowners
associations, and neighborhood groups that are registered with the Town of Marana will
receive notice of the public meetings. Public citizens requesting information in writing
will have public meeting information mailed, faxed, or emailed to them as well.
Adoption /Readoption of the General Plan or Major Amendment
Adoption and Amendment Process
The adoption and amendment process of the Town of Marana General Plan will comply
with A.R.S 9- 461.06. The Planning and Zoning Commission and the Mayor and Council
must each hold at least one public hearing prior to adoption/readoption or major
amendment of the General Plan. Legislation also requires a supermajority vote by the
Mayor and Council for the document to be adopted/readopted or amended in a major
way. A.R.S 9- 461.06 (G) defines "major amendment" as "substantial alteration of the
municipality's land use mixture or balance as established in the municipality's existing
general plan land use element. This subsection further states that the general plan will
provide criteria to determine what is "substantial alteration" and what is not.
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I The Town of Marana General Plan Update Public Participation Plan
General Plan Ratification Vote
I Once the General Plan is adopted, the Mayor and Council will submit the Plan to the
citizens of Marana for ratification. Such an election will be held pursuant to A.R.S. 16-
1 204. Should the voters not approve the proposed plan, the current general plan will
remain in effect until the voters ratify a new plan.
I Before the election, the Town of Marana will provide a copy of the entire document and a
summary in a brochure -type format for public review, in addition to providing a "general
description" of the plan in the municipal election pamphlet. Hard copies of the document
I will be available at the Town of Marana Development Services Center, 3696 W. Orange
Grove Road (and/or its current location) and the Marana Town Hall, 13251 N. Lon
Adams Road. The document will also be displayed on the Town's website. The
I brochure will be distributed as mentioned previously.
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APPENDIX B
1
LAND USE DECISION KEYS
Town development services' staff, in discussions with interested citizens or applicants on development
related issues, frequently refer to some of the following common planning terminology. Applications or
interpretations of General Plan land use policy may are expressed in this "land use keys" section of the
document. These may be added to or modified from time to time and are outlined for the convenience of
General Plan users as a reference tool.
General
Guides to basic General Plan premises include growth management, respect for community rural
character, sustainable neighborhoods, and existing neighborhoods;
• Urbanizing boundary limits may be adjusted to conform to development or similar land -use
designations of adjacent jurisdictions.
■ Neighborhood cluster development assumes housing and 1 of size variety, within General Plan
density parameters. Planned residential developments shall provide amenities and public
facilities such as opens space, recreation, and school site reservations commensurate with their
anticipated population. Larger cluster development {generally 80 acres or larger) may be
considered for reasonably -sized and —sited retail or commercial service establishments.
• Specific Plan applications may encompass a variety of uses and densities deemed appropriate for
a development area. Surrounding uses, environment, various s ite limitations and opportunities
form the basis for the design concepts provided in the Specific Plans. There is no minimum
acreage required for Specific Plans, however creative and efficient concepts and design are
1 expected.
• Existing neighborhood character shall be respected by new development in the following ways:
1) rezonings for residential use within one - quarter mile of existing, inhabited residences
averaging .5 d.u. /acre or less shall not exceed 1 d.u. /acre on the average, unless greater density is
required for municipal service extension economy; 2) new development adjacent to existing
residences shall be comparable in area and lot size dimensions; 3) natural barriers, major
roadways, or open space buffers may be considered as transitions to increased housing densities;
and 4) where facility capacity (particularly roadways) is sufficient, prevailing residential patterns
inside the urbanizing boundary should not dictate a reduction from otherwise acceptable density
as designated by the Plan.
■ Future Land Use Plan designations are not zoning designations. Differences in land uses, of ten
acres or less in area, may be approved by the Planning Director without a General Plan
amendment. This may also be true for substantially Larger areas within neighborhood cluster or
Specific Plans where mixed use is encouraged.
Public
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• Town Center p lanning i s underway a nd is a p riority for the Marana Town c itizens a nd Town
Council.
• Municipal facilities, may include complementary functions such as business franchises in parks,
shared public /private office space, and many other joint use prospects.
Residential 1
Additional keys for reviewing residential development proposals are:
Very Low: Maximum residential density of 1 dwelling per 2 acres. Unique site characteristics such as
slopes exceeding 15% or large stands of r are desert vegetation s hall d ictate s ite design.
Prospective property owners shall be aware that in most instances infrastructure in these
areas are weak or non - existent.
Low: Three dwellings or less per gross acre. Small increments of clustered lots (not less than
6,000 square feet in area) may be considered on a situational basis. Transition/buffering
standards should be observed.
Medium: Dwelling densities in areas designated medium to high on the Future Development Plan
map should average between 3.1 and 8 units per gross acre. Adjacent lot size and
transition/buffering guides should be observed where applicable. As in lower density
areas, Medium Density Residential encourages somewhat higher densities as appropriate
(e.g., town homes, garden apartments). 1
High: Densities averaging greater than 8.1 dwellings per acre are depicted on the Future
Development Plan graphic. Multi- family units are allowed under the Corridor Commerce 1
and High Density Residential classifications and may be developed, upon Town approval,
in mixed use or master plan areas such as Interstate or Community Development Zones and
neighborhood clusters. 1
• Housing style variety is encouraged. Individual subdivisions shall provide a range of lot sizes,
rooflines, and one and two -story homes.
Housing affordability is important for the Town because of its interest n Brest m attracting large -
employment b ases. T he Town e ncourages t he home b uilding i ndustry t o focus o n p roviding
quality and compact family homes in locations proximate to jobs or Interstate access.
Commercial
Marana has great geographical positioning for business, commerce, and industry. Future land use plans
utilize its strategic multi -modal (interstate, airport, railroad) location to expand the business and
employment community. Marana's future is a self - sustaining community that meets the needs of its
citizens by supporting employment, housing, public services and facilities, and commercial services. The
Town is planning for commerce in the following ways:
• Gateway commerce sites are designated adjacent to interchanges or along freeway frontage roads.
Generally, they should consider parking and traffic access for multiple users, contribute
community amenities, and maintain consistent architectural design standards.
• Businesses, such as a regional shopping mall with support uses (e.g., restaurant, service), shall
require internal roadway circulation.
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• Community shopping, should discourage premature, single -use development in favor of
integrated, neighborhood service and shopping matched to residential needs.
Retail: Successful establishments, including support commercial services are
g PP essential to attain a
predictable revenue flow into the Town. Rezonings shall be non - speculative but proposed
I retail uses based on current demands should be developed anticipating future growth.
• High- ticket shopper destinations (such as an auto mall, discount stores, home improvement
I stores, and other "big box" uses) are grouped, with separately defined off - street parking, loading,
and landscape perimeter setbacks.
I ' Shopping centers, preferably master planned, must conform in scale and design with the
surrounding area. Limited access points, including a preferred boulevard entry/exit are
encouraged. Free - standing commercial pads should be restricted to sites with an anchor user of
I 50,000 square feet or greater.
• Neighborhood retail and services shall accommodate the immediate market area and may be
I appropriately placed in low density residential areas.
Office: An improved balance of jobs for the Marana workforce depends in part on establishing
managerial, administrative, and clerical office employee positions in business or commerce
I parks. Smaller individual office uses may be appropriate as at ransitional use between
more intense activity and residential neighborhoods.
1 • Business /Office employment may be developed more intensely as a component of Corridor
Commerce and IndustriaU Campus land use designations. Signature mid -rise buildings might be
considered for corporate or regional headquarters for those businesses that benefit from freeway
I exposure and access. Campus -type settings are preferred. Interstate - visible signage should be
limited to corporate logos or Commerce Center name identification and will need to meet
Marana's sign code standards.
.1 • General administrative offices with multiple tenants may be considered in mixed -use commerce
parks or shopping plazas (including possible upper level units). Small office complexes or free-
standing, residential scale offices may be considered as a commerciaUresidential buffering use.
• Professional offices may be appropriate in neighborhood center locations, as buffers to retail use,
or in multi- tenant buildings. Medical offices and laboratories compatible with existing
1 performance standards are also appropriate.
Tourism: Revenues from visitors' expenditures is an increasingly important share of local economy.
I The Town encourages tourist- serving land uses when 1) there is little impact on residents;
2) the tourism industry provides job opportunities; or 3) they create a variety of
activities/services that Local people may also enjoy.
1 • Hospitality industry s ites require " easy -on e asy -off' I nterstate t raffic a ccess. Clustering t hese
businesses along the interstate for example at Ina Road, is the ideal planning approach that
Marana wants to pursue.
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• Traveler services, like hospitality uses, should be available at various locations along Interstate
10. Future interchanges will provide an opportunity for designated tourist business nodes.
• The "Old West" commercial theme may be considered a part of the destination resorts', guest
ranches decor appeal, and may be encouraged to be expressed in the Town Center or heritage
core.
• Visitor attractions of all types are encouraged in high access locations. Recreation, exhibits, sales
(crafts, farmers market, antiques), may be accepted as appropriate, properly- planned uses that are
accessory uses to tourism.
Industrial 1
Interstate Development Zones are the primary locations for industrial development. Compatible industry
providing strong traffic control measures, no hazardous materials, no undue environmental impacts, and
that it is aesthetically pleasing may integrate with business, residential, recreational, and open space uses.
• Manufacturing and industrial industries of various types have a place in Marana, contingent upon,
that they do not pose a threat to public health or safety nor place excessive demand on available
water supply. Heavy industry may best be located on large sites along the interstate frontage
roads, providing that they are screened as much as practicable from Interstate -10 view. Light
manufacturing, fabrication or research/product development activities may be incorporated into
commerce parks with compatible uses.
• Warehousing, also freeway proximate, would require loading dock orientation away from
freeway and non - industrial users view. Truck parking and outdoor storage (Le., pallets, forklifts)
of any kind shall likewise, be screened from visibility. I�
• Commerce Park development, similar to Continental Ranch uses, should project a positive ■
workplace image. Site planning and construction requirements may be more exacting —
recreation space, landscaping, no metal or plain block principal buildings; but, as a trade -off for
higher quality, developers may be allowed greater building bulk or height, shared parking credit
and flexible setbacks.
• Aesthetics and Design Standards are required for all industrial development. These details may 1
be tailored to the type of use and its location. New uses, at a minimum, may require
architecturally - designed structures or landscaped screening. Established industries, may be
asked to voluntarily improve their aesthetic image or be required to do so to a reasonable degree
upon expansion or modification of their facilities.
• Open industrial land uses, ranging from mining to outdoor fabrication, shall be required to submit 1
appearance enhancement, buffering, and re -use plans as conditions of development approval.
Environment
Marana is committed to protecting its valuable natural resources. Through the goals and policies
set by this document, it looks to achieve biological linkages throughout the community and create
the feel and sense of open space in the community that exists today. 1
• Open space reservations for public use are expected to be managed by local government;
however, private developers may contribute land or funds through a maintenance trust agreement
to commensurate with the demand generated by resident or employer populations. Selection of
priority lands and leadership in acquisition is regarded as a Town responsibility.
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• Conservation and wise use of land resources is Marana's heritage and legacy. The Town is
proactive in achieving a balance to protect environmentally - sensitive, including floodplains,
while encouraging and facilitating development in areas suitable for growth.
1 • Biologic reserves in the Tortolita fan area and Tortolita Mountain foothills will allow the Town to
preserve endangered species, promote trail linkages, protect archaeologic artifacts and scenic
views, and provide for groundwater recharge and replenishment.
• Reuse and reclamation of lands no longer viable for agriculture and mining activities is a key part
of Marana's development program. Part of the Town's role in managing growth is to promote the
reuse of these lands for new development, including new subdivisions, commercial activities, and
utility corridors as may be appropriate.
• The `green community" is an important focus for the Town. This includes residential recycling
programs, energy and resource efficiency in new public and private construction, installing
sidewalks and street trees, and use of alternative modes of transportation.
• Path/trail linkages accessible to the public are required features in any proposed development.
Planned Mixed Use
Detailed master planning is required for demand - driven, mixed -use developments. Highly speculative
developments, for which there are no users are discouraged. Predominant land uses should accommodate
a compatible balance of other types of land uses to achieve sustainable neighborhoods and activity
centers. For example:
• Residential -mix development would include various architectural styles and elevations, home
sizes, and leisure time and recreational amenities as appropriate for the intended resident
demographics. P ublic p arks, reserved s chools s ites, p roposed 1 ocations for c hurches; a nd, for
planned residential on a quarter section or more, appropriately - scaled retail, service, office, or
other forms of employment opportunities may be integrated into the mixed development
community. N on- residential u ses w ould b e e ncouraged t o s hare facilities (such a s p arking o r
recreation) and, ideally, would serve as nodes for the neighborhood network..
• Commercial developments require efficient access and a variety of uses. The smallest
retail /service sites may be integrated into neighborhoods, but moderately -sized (ten acres or
larger) developments will require arterial intersection location. Arterial intersections with
collector roads may be sufficient depending on proposed traffic improvements. In the later case,
preference is for a single commercial corner at two corners of the intersection.
Largest retail and office centers would be located at arterial intersections or freeway interchanges
with peripheral road connection. With the exception of specially- designated major arterial
intersection locations, any multi - parcel commercial centers exceeding forty acres shall be sited in
close proximity to I -10.
• Large -scale industrial mixed -use employment centers would generally be located along interstate
frontage roads. Single -use business campuses may be considered more appropriate in other
locations.
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APPENDIX C
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GLOSSARY
Many planning, technical, and governmental terms and acronyms are defined in the Glossary for user
convenience. For example, definitions for standard planning and development terms such as
"arterial ", "b uffering ", "functional plans ", and " urban form" and acronyms such as ADOT, PAG,
ISTEA are alphabetically listed; terms that begin numerically precede the alphabetical listing.
100 -Year floodplain - the area adjoining a river, stream, or watercourse covered by water in the event
of a 100 -year flood
208 Consistency Report — study for wastewater treatment management, with subsequent amendments,
which analyzes sewer treatment demand and required capacity in terms of population forecasts. The
Marana Study Area is served by the Pima County Wastewater Management Department.
Absorption - the process of converting vacant, agricultural or underutilized real estate to developed
land uses with structures and other improvements. The General Plan contains forecasts for the rate of
land absorption to various types of development (such as housing, commerce, industry, institutions) as
well as areas dedicated for open space and recreational purposes.
ADEQ (Arizona Department of Environmental Quality) - the Arizona Department of Environmental
Quality's purpose is to protect human health and the environment by enforcing standards of quality for
Arizona's air, land and water. The Depattnient's Air Quality Division issues permits to regulate
industrial air pollution sources, regulates vehicle emissions, monitors and assesses the ambient air, and
develops air quality improvement strategies. The Department's Waste Programs Division implements
programs to minimize waste generation, identifies and corrects improper waste management practices,
and oversees the clean -up (remediation) of hazardous waste sites. The Depattutent's Water Quality
Division regulates drinking water and waste water systems, monitors and assesses waters of the state,
and provides hydrologic analysis to support hazardous site remediation.
1 ADOT (Arizona Department of Transportation) — the State agency responsible for planning,
engineering, improving and maintaining major transportation facilities, particularly highways.
Improvements to Interstate 10, such as new interchanges, and Tangerine Road are examples of ADOT
jurisdiction affecting Marana's General Plan. The agency also exercises oversight and assistance to
other transportation facilities including aviation operations at Pinal Air Park and the Avra Valley
Airport.
ADWR (Arizona Department of Water Resources) - the Arizona Department of Water Resources
works to secure long -term dependable water supplies for Arizona's communities_ The Department:
administers and enforces Arizona' s groundwater code, and surface water rights laws (except
those related to water quality); negotiates with external political entities to protect Arizona's
Colorado River water supply; oversees the use of surface and groundwater resources under state
jurisdiction, and represents Arizona in discussions of water rights with the federal government_ In
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addition, the Department explores methods of augmenting water supplies to meet future demands,
and develops policies that promote conservation and equitable distribution of water.
Anza Trail - a segment of an international trails system extending along the Santa Cruz River, named
for Juan Bautista de Anza. The General Plan calls for improvements to Marana's portion of the Anza
trail, possibly in coordination with flood control construction.
Arizona Corporation Commission - the Arizona Corporation Commission was created by the Arizona 1
Constitution. Only 7 states have constitutionally formed Commissions. Arizona is one of only 13 states
with elected Commissioners. In most states, the Commission is known as the Public Service
Commission or the Public Utility Commission. However, in Arizona the Commission has regulatory
responsibility for incorporating, Securities, Railroad and Pipeline Safety, as well as Utilities.
Arterial - a major Town roadway; usually a "mile" street, that is, located along one mile, section line 1
grid. Ina, Orange Grove, Cortaro Farms, Sanders and Silverbell are examples of Marana arterials.
Typically, these thoroughfares have 150 -200 foot rights -of -way.
Buffering - land planning techniques that are employed to reduce negative impacts, such as traffic
g P fc
noise, or to improve compatibility with surrounding development for sensitive land uses, particularly
single - family residences. Buffering measured may include: separation distance or setbacks,
landscaping, walls, fences, earth berms or a combination of these techniques to protect property
enjoyment and privacy.
Centers — designated locations serving as community focal points with a mixture of land uses and
activities including shopping, employment, housing, institutional and recreational space. In addition to
typical shopping centers (e.g., Marana's village center zoning), the General Plan calls for commerce 1
centers in community Development Zones (see definitions below); a traditional, pedestrian- oriented
community core in the Crescent Concept (see definition); and a future, centrally - located Civic Center.
CIP (Capital Improvement Program) - a prioritized schedule for municipal investments, frequently
covering a period of five years and updated annually to maintain a continuing forecast for expenditures
matched to expected resources. The Town intends to apply CIP principles as a tool for implementing 1
the General Plan and monitoring its progress.
"Clean and Beautiful" Programs - a state -wide nonprofit organization which conducts environmental
volunteer programs in waste reduction and recycling, land stewardship, urban forestry, and
beautification.
Clean Water Act - growing public awareness and concern for controlling water pollution led to
enactment of the Federal Water Pollution Control Act Amendments of 1972. As amended in 1977, this
law became commonly known as the Clean Water Act. The Act established the basic structure for
regulating discharges of pollutants into the waters of the United States. It gave EPA the authority to
implement pollution control programs such as setting wastewater standards for industry. The Clean
Water Act also continued requirements to set water quality standards for all contaminants in surface
waters
Clustered development - site design that favors compact lots within close proximity while preserving
open space. This style utilizes infrastructure and resources more efficiently and provides more
recreational opportunities for the community as a whole.
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CMID/ CWUA - historically significant water districts originally formed to support agriculture in
Northwest Marana. Today they maintain several wells throughout the community and work closely with
the Town's Water D epartment to ensure clean, safe, and efficient delivery of fresh water.
Collector - a "fe eder" roadway that provides access between local arterial streets for efficient
vehicular traffic flow. Usually, rights -of -way are approximately 100 feet wide, although "super -
collectors" may be designed to greater widths.
Developer exactions - the dedication and/ or construction of public or common facilities required of
development.
Development impact fees - assessments on properties at the time of development to allocate fair share
P p p p s are
costs for extending infrastructure systems and municipal services. Consideration of these "pay -as you
go" charges is recommended by the General Plan as a possible method for financing community
growth.
Development Review Board - an advisory body, comprised of local residents with expertise or interest
in community design/quality, appointed by Town Council to review development proposals for
consistency with defined Marana character themes. The DRB is recommended as a means for
encouraging compatible, attractive land uses.
Economies of Scale - these occur when mass producing a good results in lower average cost.
Economies of scale occur within a firm (internal) or within an industry (external). External Economies
of Scale are economies made outside the firm as a result of its location and occur when: a local skilled
labor force is available, specialist local back -up forms can supply parts or services, an area has a good
1 transport network, or an area has an excellent reputation for producing a particular good.
Effluent - is liquid waste leaving its source. There are various effluent codes or regulations that control
the level of specific chemicals and general characteristics of waste discharged from various sources.
Elements (See: Chapter II: Plan Elements).
Endangered Species Act - The Endangered Species Act provides a program for the conservation of
threatened and endangered plants and animals and the habitats in which they are found. The U.S. Fish
and Wildlife Service maintains the list of 632 endangered species (326 are plants) and 190 threatened
species (78 are plants).
Enterprise accounts - revenue - producing municipal activities that help to pay for the costs of
community growth. Examples include: utilities, such as municipal water service; or user fees for
recreation (e.g., golf course, swimming pool), public transit and the like.
Floodplain and Erosion Hazard Management Ordinance - Town of Marana Land Development
Code - Title 21, provides definitions, boundaries, permitted uses, and development standards for areas
influenced by flood plains under the premise that the best use of these areas is for the maintenance of
natural hydrologic and hydraulic processes, groundwater recharge, aesthetics, natural opens space,
recreation areas, and wildlife habitat.
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Functional plans (also, functional masterplans) - needs analysis, planning and phased implementation
for specified Town service or facility programs. Among the functional plans advocated for study, 0
adoption and CIP implementation are: Streets Master Phasing Plan, Alternative Transportation Modes
Master Plan, Master Trails and Pathways Plan, Open Space /Recreation Plan, municipal water service
planning, coordination with regional wastewater and drainage programs, and others as needed. 1
Future Development Plan -- a proposed, composite scenario for the Town's continuing, orderly
growth. Development opportunities and constraints are depicted, together with major specific plan
areas, to illustrate likely future development patterns. The Future Development Plan incorporates
features that were considered most desirable by citizens who participated in the General Plan process.
Green Community - sustainable community development through resource conservation, pollution
prevention, and the adoption of ecologically sound practices.
Growing Smarter Act (1998) - the Growing Smarter Act consists of comprehensive municipal, county
and state land department land use planning and zoning reforms, provides for the acquisition and
preservation of open spaces and establishes a program for continuing study and consideration of
II
pertinent issues relating to public land use policies, all in order to further the best interests of our
citizens by protecting our natural heritage and wisely managing the growth of our communities.
Growing Smarter Plus Act - Adopted as state law May 18, 2000; Growing Smarter and Growing
Smarter Plus are closely intertwined, as the Plus legislation included amendments to the original Act.
Therefore, unless otherwise stated, the references to Growing Smarter, the Act, or the Growing
Smarter project include both the original Growing Smarter Act and the Growing Smarter Plus
legislation.
Hohokam - descendants of early hunter - gatherer and original settlers of agricultural villages in the I
Marana area. These pottery- making people populated the vicinity for more than a thousand years
(A.D. 250- 1350), after which the culture disappeared. Principal areas of archaeological significance
are illustrated in the General Plan.
IGA - see Intergovernmental agreement
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Implementation Action Plan - a section of the General Plan document that collects, establishes
priorities and suggests order -of- magnitude costs (where available) for recommendations necessary to
achieve the Town's development goals. Basic performance targets are addressed for each of the Plan a
Elements (see definition). The section arranges action initiatives by short -, mid- and long -term time
frames.
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Infrastructure - facilities and systems necessary t
Y y o support community development including roads,
bridges, sidewalks, paths, trails; drainage structures or systems; water, wastewater, electric, gas,
telephone, cable and other utilities. Services provided by these facilities may be operated solely or
jointly by the Town or other public agencies, investor -owned utility companies or private associations.
Standards set by the Town or other regulatory bodies specify required type, design capacity and quality
of these facilities which may be installed under the auspices either of private developers or public
bodies.
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Inter Governmental Agreement - a contractual partnership between two or more jurisdictions,
municipalities, or government agencies typically to utilize resources of a common interest in which
some level of cost sharing is performed by the involved parties.
Irrigation Grand - Fathered Right - is the right to use groundwater to irrigate specific acres of land
that have been irrigated with groundwater between 1975 and 1980. These water rights may not be sold
apart from the associated land, therefore, if the land is sold, the Irrigation Grand Fathered Right is
transferred with the land title.
ISTEA (Intermodal Surface Transportation Efficiency Act) - a funding program established by the
Federal government and administered in Arizona by the State through PAG (see definition) for this
region. Municipalities may apply for grants under this renewable program to assist in the design and
construction of transportation- related projects. Awards have been provided to Arizona communities for
facilities ranging from park- and -ride lots to pathway system improvements.
Land Development Code - a user - friendly, single source document for referencing the jurisdiction's
regulations, guidelines, policies and expectations regarding the improvement and use of real estate. A
unified Code of this type is recommended for Marana to including zoning, subdivision, site plan
review, engineering standards and related provisions.
Long Range Transportation Plan -the Town's visionary document for future, improved traffic
circulation, prepared by consultants in 2001. Among other features the Plan illustrates additional
interchange connections with Interstate 10 and outlines the proposed Marana Loop segments.
LOS (Level of Service) -- classification system for streets;streets are rated on an A -F scale. A LOS of
"A" implies well maintained roads with minimal congestion among other qualities. A LOS of "F"
1 implies elevated traffic levels, maximum idle times, and/ or poorly maintained streets.
Marana 208 Area Wide Water Quality Management Plan Update - This consistency report
1 evaluates wastewater management alternatives for the Marana area. The alternatives were a single,
regional wastewater treatment facility and localized, on -site treatment facilities. The regional alternative
was recommended, and the selected treatment process was a non - discharging stabilization/evaporation
pond with potential effluent reuse. Land use maps and overviews of hydrology, geology and
groundwater quality are included in the report.
Marana Loop - a proposed ring of major arterial (see definition) roadways linking Marana's
geographical quadrants. Portions of the Loop, such as the southerly interchange crossing of 1 -10 and
improvement of or additions to existing roadways are of highest priority.
Marana Transportation Plan Update - investigates existing g utg conditions an all transportation facilities
within the Town including roadways, bicycle facilities, pedestrian facilities and transit systems.
Deficiencies in the current operations for these modes are identified and recommendations are presented
to address existing and future limitations.
Masterplan - a comprehensive description, in graphics and text, of proposed development on a specific
site. A mixture of land use types and development intensities is typically included in a masterplan of
development. (See also: functional plan)
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Master Streets Plan - a functional plan (see definition) providing detailed specifications, such as
rights -of -way widths, land capacities and projected traffic volumes, for the Town's existing and future
roadway system. The document would contain specifications including expected construction timing
and cost estimates.
Mini -farms - groupings of rural residence uses on relatively small (i.e., 5 -10 acre) arcels actively
Y
maintained as specialty -crop farms or horse properties. A broad band of this country -style living
accommodations is envisioned in northwest Marana' s Crescent Concept (see definition) to separate and
provide transition between homes and businesses in the traditional village core and larger working
farms and ranches in the Crescent's oute r periphery.
Multi -modal - relates to circulation systems that incorporate facilities for varying forms of
transportation. Roadways that provide dedicated bicycle paths along the shoulder would be a "multi -
modal" example.
Multiple Species Conservation Plan - regional study undertaken by Pima County to determine the
preferred habitats and ecology of native plants and animals throughout the county. The plan is intended 1
to provide primary support for the broader county initiative; Sonoran Desert Conservation Plan
Native Plant Protection Ordinance - Article 17 -2 of the Town of Marana Land Development Code;
provides regulations for the preservation, protection, transplanting, and replacement of existing
designated native plants including cacti, succulents, trees, and shrubs.
Non - attainment area - PAG/ Air Quality division classification for those areas that fail to meet
minimum standards for air quality. Degradation of air quality in the Tucson Basin is a primary concern
because of increasing dust levels that negatively influence quality of life. 1
Northwest Marana Area Plan - provides specific development standards, policies, and expectations
through landscaping, architectural and community design, circulation, and land use criteria. Northwest
Marana is commonly thought of those areas west of the Interstate and north of Twin Peaks Road. The
Plan's primary c oncern is the integration of historically agrarian uses with a growing Town Core.
PAG -see Pima Association of Governments
Paseos - _functionally designed walking paths that are intended to provide its users with relaxing strolls. 1
PCDEQ - in many respects this more localized version of the State DEQ acts very much like its big
brother in terms of environmental monitoring and regulation. The PCDEQ provides critical input into
the review process of any new development in the Town. In Pima County, the DEQ regulates septic
system permits which becomes very important for certain areas in Marana.
Pima Association of Governments - a council of local governments within Pima County that addresses 1
regional issues, particularly dealing with growth planning, intergovernmental relations, and
transportation systems (e.g., PAGTPO, Transportation Planning Office; PAGMTP, Master
Transportation Plan).
Park, Trail and Open Space System Master Plan - provides a long -range plan for the acquisition of
land for new municipal parks, the development of new municipal parks, the construction of private
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recreation areas within new residential developments, the establishment of a community trail system,
and the protection of significant natural open space areas.
Permaculture - principles focusing on thoughtful designs for small -scale intensive systems which are
labor efficient and which use biological resources instead of fossil fuels_ Designs stress ecological
connections and closed energy and material loops. The core of permaculture is design and the working
relationships and connections between all things. Each component in a system performs multiple
functions, and each function is supported by many elements. Key to efficient design is observation and
replication of natural ecosystems, where designers maximize diversity with polycultures, stress efficient
energy planning for houses and settlement, using and accelerating natural plant succession, and
increasing the highly productive "edge- zones" within the system.
Plan Elements - basic sub -matter components of
J p the General Plan. Arizona planning statutes per
Growing Smarter require every municipal general plan to include a Land Use, Circulation, Recreation,
Economic Development, Public Facilities, Water Resources, Environment, Cost of Development, and
Growth Areas Element. For consistency and comparative purposes, each of the Marana Plan Element is
organized in a similar format.
Ranchette estates - mirror the larger estates of Marana's agrarian granan past, today's Ranchettes are larger
single family residential properties that also contain limited animal facilities like corrals and paddocks.
Recharge facility - may be engineered water holding areas such as percolation p anon beds, wells, or river
beds where treated effluent water is stored and released into groundwater through a regulated filtering
1 system.
Reclaimed water - has received at least secondary treatment and basic disinfection and is reused after
flowing out of a domestic wastewater treatment facility.
Ri llito PMT10 - is a classification given to an area within Rillito because it has failed certain air
quality measures such as opacity level and particulate matter composition. The primary emission
sources are industrial related, however other sources have been identified as culprits in this designation.
Residential development, unstabilized river banks, agriculture, unpaved local roads and unstabilized
road shoulders also contribute.
Santa Cruz River Corridor Plan - extensive study of the Santa Cruz River, including development
policies for the area with respect to recreation and industry. The study ultimately provides
recommendations that consider physical constraints, regulatory constraints, and social constraints.
SAWARA - The Southern Arizona Water Resources Association fosters public awareness of water
resources management in southern Arizona through education, community outreach, and regional
coalition building.
Sheet Flow - during extended rainfall, soil becomes saturated and the rain accumulates into small
depressions. As the capacity of theses depressions are exceeded, the first phase of run -off begins. This
phase is commonly referred to as "sheet flow".
State Land Trust - land holdings dedicated by the United States to the State of Arizona for the benefit
of its educational system. There are extensive State Trust lands in the Town of Marana, ranging in size
typically, from a quarter section to several contiguous sections of land. The purpose of these lands is to
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be sold for appropriate development with the proceeds serving Arizona's public schools; however,
recently- adopted State policy allows communities to reserve such lands for future acquisition within one
mile of municipal boundaries.
TDR - see Transfer of Development Rights 1
TOMMWS - fresh water delivery for the Town is mainly provided through this cooperative between a
_number of private and public water companies as well as many individual well owners throughout the
town.
Transfer of Development Rights - (TDR) programs use market forces to simultaneously promote 1
conservation in high value natural, agricultural, and open space areas while encouraging smart growth
in developed and developing sections of a community. Successful TDR programs have been in place
since 1980, . and have protected tens of thousands of acres of farmland and open space throughout the
country.
Transit Oriented - as communities grow, their populations diversify and the need to provide
transportation for this diverse community grows as well. This necessity is even more obvious as the
denser areas of development reach build out. The Town currently utilizes a select number of Bus routes
provided by SunTran.
Tucson AMA - The Tucson Active Management Area (AMA) covers 3,866 square miles in
southeastern Arizona. The Tucson AMA is one of five AMAs in the state which were established
pursuant to the 1980 Groundwater Management Code. The Tucson AMA has a statutory goal of
achieving safe -yield by 2025. Safe -yield means that the amount of groundwater pumped from the
aquifer on an average annual basis must not exceed the amount that is naturally or artificially
recharged. The safe -yield goal is a basin -wide balance. This means that water level declines in
one portion of the AMA can be offset by recharging water in another part of the AMA.
Type I converted rights - is a right to use ground -water for non - irrigation purposes. It transfers the
IGR water use from farmland irrigation to non - agricultural water use. Once an Irrigation Grand -
fathered Right has been converted to a Type I Right, the retired farmland can never be irrigated to
grow crops again.
Type II converted rights - is also a right to pump ground -water from an IGR for non - irrigation
purposes. Unlike Type 1, however, Type 2 rights can be sold separately from the land or well. Type 2
rights may be leased but if the right is sold it cannot be split.
Urbanizing boundary - a proposed line describing the outer limits for economical municipal service
extensions in the foreseeable future. Although exceptions may be considered for masterplans with
innovative, feasible urban services solutions, land beyond the urbanizing boundary would best be
retained in agriculture, open land use or residences on lots of an acre or larger.
Water CASA - formed in 1997, the Water Conservation Alliance of Southern Arizona provides a
means for member water providers to augment their individual conservation programs and to improve
the region's overall water conservation efforts. Water CASA's membership includes Avra Water Co-
op, Community Water Company of Green Valley, Flowing Wells Irrigation District, Town of Marana
Water Department, Metro Water District, Oro Valley Water Utility, Pima County Wastewater.
Management, and the U.S. Bureau of Reclamation.
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1 Watercourse & Riparian Habitat Protection and Mitigation Requirements Ordinance - On
July 19, 1994, the Pima County Board of Supervisors adopted the Watercourse and Riparian habitat
I Protection and Mitigation Requirements Ordinance. The intent of this ordinance is to protect valuable
riparian habitat areas and natural watercourses from the pressures of urban growth. In 1998 the Board
requested all existing environmental regulation be strengthened. The Riparian Ordinance was amended
I so that mitigation requirements applied to all properties, not just those entering the rezoning or
subdivision process. The Ordinance was structured to encourage the avoidance of riparian habitat areas
but does not prohibit development within those areas. If a developer or property owner demonstrates
I avoidance of the riparian habitat is not possible then mitigation of habitat areas is required. Onsite
mitigation to provide continuity of habitat is preferred, but offsite mitigation and mitigation banking
options are available as alternative approaches.
Wet utilities — domestic water and sewer services, including wells, irrigation and separate - systems for
recycling treated effluent. Flood control /drainage structures are sometimes considered a "utility" for
neighborhood or community planning purposes.
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