september 7, 2010 · 2018. 10. 4. · september 7, 2010 (public hearing and approval of plan) park...

APACHE JUNCTION

2010 GENERAL PLAN

September 7, 2010

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TABLE OF CONTENTS:

CHAPTER 1: INTRODUCTION AND OVERVIEW ………………………… 5

CHAPTER 2: COMMUNITY PARTICIPATION …………………………….. 11

CHAPTER 3: COMMUNITY DEMOGRAPHICS …………………………… 14

CHAPTER 4: LAND USE ELEMENT ………………………………………… 23

CHAPTER 5: CIRCULATION ELEMENT ……………………………………. 35

CHAPTER 6: GROWTH AREA ELEMENT …………………………………. 44

CHAPTER 7: ENVIRONMENTAL PLANNING ELEMENT………………… 51

CHAPTER 8: COST OF DEVELOPMENT ELEMENT……………………… 59

CHAPTER 9: PARKS, RECREATION, AND OPEN SPACE ELEMENT…. 64

CHAPTER 10: WATER RESOURCES ELEMENT ………………………… 81

CHAPTER 11: PUBLIC SERVICES AND FACILITIES ELEMENT ……….. 89

CHAPTER 12: HOUSING ELEMENT ……………………………………… 99

CHAPTER 13: ECONOMIC DEVELOPMENT ELEMENT……………….. 110

CHAPTER 14: ENERGY ELEMENT………………………………………… 119

CHAPTER 15: AMENDING THE GENERAL PLAN……………………….. 123

CHAPTER 16: IMPLEMENTATION PROGRAM ………………………….. 129

GLOSSARY …………………………………………………………………….. 133

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LIST OF MAPS:

MAP 1-1: REGIONAL LOCATION MAP ............................................... 10

MAP 4-1: LAND USE PLAN MAP...................................................... 31

MAP 4-2: PLANNING AREA MAP ……………………………………………………. 32

MAP 4-3: LAND OWNERSHIP MAP ………………………………………………… 33

MAP 4-4: CHARACTER DISTRICT MAP ……………………………………………… 34

MAP 5-1: STREET CLASSIFICATION SYSTEM MAP ………………………………… 41

MAP 5-2: EQUESTRIAN AND BIKE CONCEPT MAP ………………………………. 42

MAP 5-3: SIDEWALK SYSTEM MAP ………………………………………………… 43

MAP 6-1: GROWTH AREA MAP ……………………………………………………… 49

MAP 6-2: DOWNTOWN REDEVELOPMENT CONCEPT PLAN …………………… 50

MAP 7-1: NATURAL RESOURCE MAP ………………………………………………. 58

MAP 9-1: EXISTING AND FUTURE PARKS AND OPEN SPACE MAP ……………. 70

MAP 10-1: WATER SERVICE AREA MAP…………………………………………… 83

MAP 11-1: FIRE DISTRICT SERVICE AREA BOUNDARY MAP …………………… 95

MAP 11-2: PUBLIC FACILITIES MAP ……………………………………………… 96

MAP 11-3: SEWERAGE DISTRICT MAP ……………………………………………. 97

MAP 11-4: APACHE JUNCTION UNIFIED SCHOOL DISTRICT MAP …………… 98

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ACKNOWLEDGEMENTS:

The preparation of the 2010 General Plan was made possible by the citizens, business owners, landowners, federal, state and local agencies, and stakeholders working collaboratively with the Apache Junction City Council, Planning and Zoning Commission, Parks and Recreation Commission, and staff. The City would like to extend its appreciation to all for their active participation, thoughtful input, and commitment to ensuring a secure and proud future.

APPROVALS:

The Apache Junction City Council approved the 2010 General Plan on September 7, 2010.

The Apache Junction voters approved the 2010 General Plan at the March 8, 2011, election.

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CHAPTER 1: Introduction and Overview

What is a General Plan?

The term “General Plan” describes a general, comprehensive, long-range statement of goals, and related policies to guide future growth and development within a community. The General Plan is comprehensive because it seeks to coordinate all of the interrelated systems and properties within the City of Apache Junction (“City” or “Apache Junction”). While the plan guides the physical development, it also deals indirectly with social and political issues.

A General Plan is: A General Plan is not:

• More than a land use map • A rigid, static document • A statement of policy • A zoning ordinance • An expression of community intentions • A detailed development plan • A guide to decision making • A Capital Improvement Plan • A presentation of long-term perspectives • A tool to promote special interests • A way to improve quality of life • A legal mandate.

Why Does Apache Junction Need a General Plan?

All jurisdictions are required by A.R.S. § 9-461.05 to have a General Plan to guide future land use and development in their community. The plan elements included in the General Plan are determined by the size of the jurisdiction. Apache Junction, like all Arizona jurisdictions with populations between 10,000 and 50,000 persons, is required to include the following elements in its plan: land use, circulation, open space, environmental, growth areas, cost of development, and water element. Because the City has substantial growth potential, the plan also includes some of the elements required by state law for jurisdictions with populations of more than 50,000 persons. These elements include public services and facilities, housing, energy, and economic development.

Purpose of the 2010 General Plan

The 2010 General Plan, which is an amendment to the 1999 General Plan, serves as an expression of development policies to guide development decisions. It spells out public expectations and preferences for the future. Through a series of public forums and work sessions, Apache Junction residents have set goals and objectives for the following eleven

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Planning Elements, as authorized by the Growing Smarter Act, and more specifically ARS § 9-461.05.

Land Use

Circulation

Water Resources

Growth Area

Environmental Planning

Cost of Development

Open Space

Public Services and Facilities

Housing

Economic Development

Energy

Apache Junction Planning History

The City of Apache Junction recognizes the importance of community planning. Map 1-1 illustrates the location of Apache Junction within the Phoenix metropolitan area. Soon after municipal incorporation in 1978, dedicated local residents drafted the first General Plan. It was later amended in 1987 and then again in 1999. Following a decade of change to the community, and pursuant to state law requirements, it again became necessary to update the plan by reaching out to the citizens for a fresh look at the future of the community. This document is organized to list broad, general goals for civic improvements and to recommend actions for achieving these goals through citizen involvement in the current and future planning processes.

The Planning Area for the City of Apache Junction is comprised of the following two components (see Map 4-2 for Planning Area illustration).

Area Within the City Limits: 34.8 square miles

Area of Influence Beyond the City Limits: 60 square miles (approximate)

General Plan Organization

The 2010 General Plan is designed for use by all city residents, businesses, property owners, developers, staff, and elected and appointed officials. The document is divided into chapters that address Community Participation; Land Use; Circulation/Transportation; Growth Areas; Environmental Planning; Park, Recreation, and Open Space; Water Resources; Public Services and Facilities; Housing; Energy; Economic Development; and Implementation Strategies. The chapters addressing plan elements include, among other things, goals, objectives, and policies to guide future decision-making. The terms “goal,” “objective,”“policy”, and “strategy” are described as follows:

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Goal: A desired end or target that, if pursued over the long-term, will contribute to the attainment of the community vision. Objective: A desired short-term end that, if accomplished in conjunction with other objectives, causes a goal to be achieved. Policy: A specific statement that guides decision-making to implement the general plan. Strategy: The means by which a goal or objective will be accomplished.

Vision Statement

The people of Apache Junction envision their future community as a distinctive place that is unique in its friendliness, attractive and livable to its residents, and welcoming to its visitors. An attractive City image will result from planned improvements such as a unified downtown activity center, transportation improvements, water conservation, wildlife habitats and other natural resources. A citizen-driven plan calls for a balance of elements that emphasizes outdoor living enjoyment and the ability for all people to live, work and play in a wholesome, vital and secure environment.

The General Plan Process

The following outlines the chronology of public meetings regarding the 2010 General Plan:

Planning & Zoning Commission Meetings:

June 9, 2009

June 23, 2009

July 14, 2009

July 28, 2009

August 11, 2009 (Discussion on Chapters 1-4)

August 25, 2009 (Discussion on Chapters 5 and 6)

September 8, 2009 (Discussion on Chapters 7 and 8)

October 13, 2009 (Discussion on Chapters 10 and 14)

January 12, 2010 (Discussion on Chapters 11 and 12)

January 26, 2010 (Discussion on Chapters 9 and 13)

March 9, 2010 (Discussion on Chapter 15)

July 13, 2010 (Discussion on General Plan maps)

August 10, 2010 (1st public hearing)

August 24, 2010 (2nd public hearing; recommended approval of plan)

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City Council Meetings:

June 16, 2009

July 6, 2009

August 18, 2009

September 14, 2009 (Briefing on Chapters 1-5)

November 1, 2009 (Briefing on Chapters 6, 7, 8, and 14)

February 1, 2010 (Chapters 11, 12, and 13)

March 1, 2010 (Briefing on Chapter 9)

April 19, 2010 (Briefing on Chapter 15)

August 17, 2010 (Briefing of draft plan)

September 7, 2010 (Public hearing and approval of plan)

Park Commission Meetings:

September 2, 2009

October 7, 2009

November 4, 2009

February 3, 2010

March 3, 2010

June 3, 2010

August 4, 2010 (Approved Chapter 9))

Open Houses

April 29, 2010 (6pm to 8:30pm)

May 6, 2010 (6pm to 8:30pm)

Relationship to Other Documents

The Plan is the long-range policy document that serves as a “blueprint” for growth, development, and preservation in Apache Junction. There are other documents that guide implementation of the Plan including the Apache Junction zoning ordinance, subdivision regulations, zoning map and capital improvement plans. This planning effort involved the efforts and coordination of federal, state, local, and regional agencies, as well as other private organizations. As the Plan is implemented, this coordination will continue.

With the adoption of the 2010 General Plan, the following documents are incorporated by reference and considered implementation tools of this plan:

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The City of Apache Junction City Code.

The City of Apache Junction 2004 Small Area Transportation Plan.

The City of Apache Junction 2010 Downtown Redevp. and Implementation Strategy

The City of Apache Junction Downtown Infill Incentive District Plan.

The City of Apache Junction 2002 Master Stormwater Management Plan.

The City of Apache Junction 2003 Street Circulation and Access Study.

What is the General Plan Impact?

The 2010 General Plan does not change existing zoning. In other words, if property is currently zoned and not in conformance with the adopted plan, the property may be developed according to the in-place zoning. While proposed zoning must conform to the adopted plan, the plan is not set in concrete. State law requires general plans to define major amendments to a general plan and how they are processed. A two-thirds vote of the City Council is required to approve a major amendment to the General Plan and state law limits presentation of major amendments to a single public hearing before Council during the calendar year the proposal for the amendment is made.

The 2010 General Plan affects every resident and business in Apache Junction because it provides guidance to the public and private entities about the types and locations of public facilities, private development, and infrastructure residents and businesses desire. Since the general plan elements are related to one another and should be considered collectively in the decision-making process, select excerpted statements should not be taken out of context.

Smart Growth Principles

The following listing represents the ten nationally accepted Smart Growth principles. The 2010 Apache Junction General Plan addresses these principles as part of the goals, objectives, and strategies for each of the plan elements:

1. Create Range of Housing Opportunities and Choices.

2. Create Walkable Neighborhoods.

3. Create Range of Housing Opportunities and Choices.

4. Foster Distinctive, Attractive Communities with a Strong Sense of Place.

5. Make Development Decisions Predictable, Fair and Cost Effective.

6. Mix Land Uses.

7. Preserve Open Space, Farmland, Natural Beauty and Critical Environmental Areas.

8. Provide a Variety of Transportation Choices.

9. Strengthen and Direct Development Towards Existing Communities.

10. Take Advantage of Compact Building Design.

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CHAPTER 2: Community Participation Arizona law requires written procedures be adopted to provide effective, early, and continuous public participation in the development and major amendment of the 2010 General Plan from all geographic, ethnic, and economic areas of the City of Apache Junction. The plan’s public involvement goals are to:

Obtain broad-based citizen participation in the planning process.

Provide information to the citizens and general public throughout the process.

Understand the residents’ attitudes and opinions regarding the direction of Apache Junction’s growth and development, key issues facing Apache Junction, and their hopes for Apache Junction’s future.

Keep the 2010 General Plan process accessible and understandable to citizens of Apache Junction.

Promote intergovernmental and interagency cooperation and collaboration.

Meet the requirements of Growing Smarter as amended through the Arizona Revised Statutes.

Keep the plan in the public eye throughout the process and establish programs to increase understanding of the plan recommendations.

To accomplish these goals, the following strategies and specific actions shall be implemented by the City during creation of the 2010 General Plan: STRATEGY 1: ENCOURAGE CITIZEN INVOLVEMENT AND ENCOURAGE BROAD-BASED PARTICIPATION IN THE DEVELOPMENT OF THE 2010 GENERAL PLAN.

Action 1: The City’s Planning & Zoning Commission and City Council shall meet regularly to provide guidance to City staff in the development of the 2010 General Plan. The Planning & Zoning Commission will participate in at least two public hearings and make a recommendation to the City Council regarding the proposed 2010 General Plan.

STRATEGY 2: INVOLVE STAKEHOLDERS INCLUDING CITIZENS, LANDOWNERS, NON-LANDOWNERS, BUSINESS REPRESENTATIVES, MINORITY GROUPS AND NEIGHBORING JURISDICTIONS, DISTRICTS AND OTHER ENTITIES IN THE DEVELOPMENT OF THE 2010 GENERAL PLAN.

Action 1: Stakeholders, including neighborhood organizations, major employers, civic groups, major landowners and developers shall be encouraged to attend all 2010 General Plan public meetings.

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Action 2: Regular briefings shall be given to elected and appointed officials in order to keep them informed of actions concerning the development of the 2010 General Plan.

STRATEGY 3: KEEP THE 2010 GENERAL PLAN IN THE PUBLIC EYE THROUGHOUT THE PROCESS AND ESTABLISH PROGRAMS TO INCREASE PUBLIC UNDERSTANDING OF THE PLAN RECOMMENDATIONS.

Action 1: City staff shall establish relations with the local media and work with the City Public Information Officer to provide regular media releases regarding the progress of the 2010 General Plan. Action 2: City staff shall conduct at least 2 community-wide outreach meetings to inform the public of the planning process, and encourage public participation in the development of the 2010 General Plan.

Action 3: City staff shall establish additional means to maximize public involvement, which may include, but are not limited to:

Individual or group interviews

Information provided by the City’s web site

Surveys

Presentations to stakeholders’ groups

Information postings in public places

Action 4: The Development Services Department staff and/or its designee shall administer, manage, and conduct the public outreach meetings, interviews, surveys, and stakeholder presentations. Comments received from the general public shall be considered in development of the 2010 General Plan.

Action 5: Have no less than three public hearings prior to formal adoption of the 2010 General Plan.

STRATEGY 4: REACH OUT TO OTHER GOVERNMENTAL AGENCIES AND OTHER ENTITIES.

Action 1: City staff shall consult, advise, and provide for official comment by the school districts, community college, public utility companies, and civic, educational, professional, and other organizations to secure maximum input.

Action 2: At least sixty (60) days before the 2010 General Plan is considered for formal adoption by the City Council, or at least fifteen (15) days before a requested General

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Plan Amendment is considered by the City, copies of the final draft shall be provided to agencies and other local governments set forth in the statute for review and comment including Pinal County, Maricopa County, adjacent jurisdictions, Central Arizona Association of Governments, Maricopa Association of Governments, Arizona Department of Commerce, State Land Department, as well as other regional, state, and federal agencies, and any person or entity that requests in writing to receive a draft copy of the proposal or staff recommendation.

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CHAPTER 3: Community Demographics

Resident Population Demographics The following table illustrates the historical population characteristics of the City of Apache Junction, Pinal County, and State of Arizona:

TABLE 3-1: CITY OF APACHE JUNCTION CENSUS YEAR POPULATION % CHANGE

TABLE 3-2: PINAL COUNTY CENSUS YEAR POPULATION % CHANGE

TABLE 3-3: STATE OF ARIZONA CENSUS YEAR POPULATION % CHANGE

Source: Decennial U.S. Census and Central Arizona Association of Governments (2008)

1980 9,935 -

1990 18,100 82.1%

2000 31,814 75.7%

2008 (est.) 37,327 16.1%

1980 90,918 32.6%

1990 116,379 28%

2000 179,727 54.4%

2008 (est.) 327,301 82.1%

1980 2,718,425 53.1%

1990 3,665,228 34.8%

2000 5,130,632 39.9%

2008 (est.) 6,500,180 26.6%

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The following table illustrates the population characteristics of ethnicity in the City of Apache Junction, Pinal County and State of Arizona:

TABLE 3-4: ETHNICITY

ETHNIC GROUP APACHE JUNCTION PINAL COUNTY STATE OF ARIZONA

White Persons 92.7% 70.4% 75.5%

Black Persons 0.6% 2.8%% 3.1%

American Indian Persons 1.0% 7.8% 5.0%

Asian Persons 0.5% 0.6% 1.8%

Pacific Islander Persons 0.1% 0.1% 0.1%

Hispanic/Latino Persons 8.8% 29.9% 25.3% Source: 2000 U.S. Census

The following table illustrates population characteristics of age in the City of Apache Junction, Pinal County and State of Arizona:

TABLE 3-5: AGE CHARACTERISTICS

AGE GROUP APACHE JUNCTION PINAL COUNTY STATE OF ARIZONA

Persons Under 5 Years Old 6.3% 6.7% 7.5%

Persons Under 18 Years Old 20.5% 25.1% 26.6%

Persons 65 Years and Older 25.3% 16.2% 13.0%

Source: 2000 U.S. Census

The following table illustrates population projections for the City of Apache Junction, Pinal County and State of Arizona:

TABLE 3-6: POPULATION PROJECTIONS

2010 2015 2020 2025 2030

City of Apache Junction 37,507 52,149 67,045 81,877 96,437

Pinal County 364,587 486,363 609,720 732,282 852,463

State of Arizona 6,999,810 7,915,629 8,779,567 9,588,745 10,347,543

Source: Central Arizona Association of Governments (2007)

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Housing Demographics

TABLE 3-7: TOTAL HOUSING UNITS

CENSUS YEAR APACHE JUNCTION PINAL COUNTY STATE OF ARIZONA

1980 6,837 34,080 1,110,558

1990 12,760 52,732 1,659,430

2000 22,781 81,154 2,189,189 Source: U.S. Census

TABLE 3-8: MEDIAN HOUSING VALUE


1980 $41,300 $34,400 $54,800

1990 $57,700 $53,200 $80,100

2000 $98,400 $93,900 $121,300 Source: U.S. Census

TABLE 3-9: PERSONS PER HOUSEHOLD


1980 2.33 3.08 2.79

1990 2.31 2.83 2.62

2000 2.29 2.68 2.64 Source: U.S. Census

TABLE 3-10: HOME OWNERSHIP RATE


1980 98.6% 70.4% 68.3%

1990 55.6% 53.4% 52.9%

2000 82.1% 77.4% 68.0% Source: U.S. Census

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TABLE 3-11: HOUSING TYPE

CENSUS YEAR APACHE JUNCTION PINAL COUNTY STATE OF ARIZONA # Units % # Units % # Units %

Single-Family Detached 6,047 26.6 37,742 46.5 1,244,172 56.8

Plex (2-4 units/bldg) 1,146 5.0 4,567 5.6 238,552 10.9

Multi-Family (5+ units/bldg) 1,203 5.3 4,399 5.4 376,503 17.2

Mobile Home 11,398 50.0 30,100 37.1 302,575 13.8

Other (e.g. RV’s) 2,987 13.1 4,346 5.4 27,387 1.3

TOTALS: 22,781 100% 31,154 100% 2,189,189 100%


TABLE 3-12: PERSONS BELOW POVERTY LEVEL

NO. OF PERSONS %

Apache Junction 3,617 11.6 %

Pinal County 27,816 16.9 %

State of Arizona 698,669 13.9 % Source: 2000 U.S. Census

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The following table illustrates Apache Junction building permit activity from 2002 through 2009:

TABLE 3-13: APACHE JUNCTION BUILDING PERMITS

Building Permit Totals By Year

Permit Type 2002 2003 2004 2005 2006 2007 2008 2009

Accessory Structure 40 36 48 74 149 70 48 42

Awning 73 79 85 88 80 55 56 60

Screen Room 8 14 13 15 4 6 1 5

Commercial 19 13 20 20 36 38 142 11

Decks 1 0 4 4 3 26 1 6

Demolition 3 3 5 11 22 21 18 14

Foundation Only 3 1 1 1 1 2 0

Grading/Excavation 23 28 17 22 25 13 4 5

Industrial 0 0 0 1 0 0 1

Habitable Room 109 89 100 116 135 116 89 79

Multi-Family Residential 7 7 1 28 31 8 0

Manufactured Home 123 175 152 265 258 112 86 39

Factory Built Building 1 5 3 2 2 3 1 1

Other 53 54 83 72 61 42 29 25

Park Model 61 44 75 91 109 87 66 70

Public 3 1 0 0 0 0 0

Single Family Residential 243 170 85 126 219 137 37 36

Sign 32 15 30 31 26 19 26 17

Swimming Pool 51 50 36 79 71 38 12 14

Tenant Improvement 22 19 15 24 18 13 15 10

Unknown 1 0 0 2 2 14 3 19

Total 876 803 773 1072 1252 820 635 453

Source: Apache Junction Department of Development Services

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Economic Demographics

The following tables illustrate employment, income, and educational characteristics for the City of Apache Junction, Pinal County, and the State of Arizona:

TABLE 3-14: EMPLOYMENT CHARACTERISTICS

APACHE JUNCTION 2004 2005 2006 2007 2008

Labor Force 14,300 13,541 13,421 13,674 14,058

Employment 13,706 13,018 12,964 13,245 13,387

Unemployment Rate 4.2 3.9 3.4 3.1 4.8

PINAL COUNTY

Labor Force 81,729 86,888 102,215 111,640 115,632

Employment 76,861 82,068 97,211 106,596 107,742


STATE OF ARIZONA

Labor Force 2,788,964 2,866,720 2,971,211 3,036,011 3,132,667

Employment 2,650,277 2,733,551 2,849,057 2,920,242 2,960,199


Source: Arizona Department of Economic Security/Arizona Workforce Informer (2008)

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TABLE 3-15: EMPLOYMENT BY OCCUPATION (Number of Employees)

Apache Junction No. %

Pinal County No. %

State of Arizona No. %

Management and Professional 2,384 18.9 13,523 22.1 730,001 32.7

Sales and Office 3,383 26.8 14,937 24.4 636,970 28.5

Services 2,696 21.4 13,432 21.9 362,547 16.2

Farming, Forestry, and Fishing 22 0.2 1,674 2.7 13,893 0.6

Construction, Extraction, Maintenance 2,151 17.1 8,727 14.2 245,578 11.0

Production and Transportation 1,977 15.7 8,998 14.7 244,015 10.9


TABLE 3-16: EMPLOYMENT BY INDUSTRY (Number of Employees)

Apache Junction No. %

Pinal County No. %

State of Arizona No. %

Agricultural and Mining 85 0.7 3,841 6.3 32,676 1.5

Construction 1,556 12.3 5,760 9.4 193,464 8.7

Manufacturing 1,728 13.7 7,479 12.2 228,590 10.2

Wholesale Trade 366 2.9 1,375 2.2 73,441 3.3

Retail Trade 1,754 13.9 6,758 11.0 273,864 12.3

Transportation, Warehousing, & Utilities 622 4.9 2,478 4.0 111,186 5.0

Information 349 2.8 1,252 2.0 62,577 2.8

Finance, Insurance, and Real Estate 659 5.2 2,589 4.2 175,311 7.9

Professional, Scientific, and Management 1,028 8.2 4,103 6.7 229,660 10.3

Educational and Healthcare 1,681 13.3 10,113 16.5 402,183 18.0

Arts, Ent., Recreation, and Food Service 1,477 11.7 6,732 11.0 225,129 10.1

Public Administration 662 5.2 6,150 10.0 121,618 5.4

Other Services 646 5.1 2,661 4.3 103,305 4.6


TABLE 3-17: MEDIAN HOUSEHOLD INCOME


1980 11,740 14,478 16,448

1990 19,686 21,301 27,540

2000 33,170 35,856 40,558 Source: U.S. Census

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TABLE 3-18: APACHE JUNCTION MAJOR EMPLOYERS (2008)

Employer FTE

Apache Junction Unified School District 750

Wal-Mart 311

City of Apache Junction 313

Superstition Mountain Mental Health 185

A.J. Medical Center 167

U.S. Postal Service 85

Fry’s Food and Drug 69

Safeway Food and Drug 63

Apache Junction Fire District 90

Central Arizona College 63

The Good Apple 15

Source: City of Apache Junction Economic Development Office (2008)

TABLE 3-19: EDUCATION LEVEL

APACHE JUNCTION PINAL COUNTY STATE OF ARIZONA # of persons % # of persons % # of persons %

Less than High School 5,007 22.0 32,513 27.3 619,547 19

High School Graduate 8,188 36.1 36,255 30.4 791,904 24.3

Some College 6,094 26.9 29,418 24.7 859,165 26.4

Associate Degree 1,353 6.0 6,739 5.7 219,356 6.7

Bachelors Degree + 2,048 9.0 14,177 11.9 766,212 23.6 Source: 2000 U.S. Census

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Build-Out Scenario

The following table illustrates the theoretical maximum housing units and population build-out projection in accordance with the 2010 Land Use Plan Map:

TABLE 3-20: BUILD-OUT PROJECTION

Gross Acres Total Units Total Population

Low Density Residential 5,600 3,600 8,200

Medium Density Residential 3,500 14,000 32,000

High Density Residential 400 5,100 11,700

Portalis Residential 7,700 39,000 88,100

Totals 17,200 61,700 140,000

Source: Apache Junction Development Services Dept.

Build-Out Projection Assumptions

• Calculations are based on net acreage, which is assumed to be 80 percent of gross acreage. • Average/mid-range Land Use Plan Map densities are assumed for the medium and high density

residential land use categories. Densities of 1.25 acre minimum lots are assumed for the low density residential categories.

• 0 .20 is used as the commercial floor area ratio (i.e., total building space / total land area).

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CHAPTER 4: Land Use Element

INTRODUCTION

The Land Use Element is the City’s blueprint for growth. Its purpose is to guide the City in making land use changes to achieve a balanced community. This element contains goals, policies, and objectives that provide direction on how the City will develop into the future. Map 4-1, the Land Use Plan Map, illustrates the anticipated distribution, basic use and intensity to which land in the City is proposed to be developed at build-out. Build-out is defined as the theoretical point at which the City is completely developed in accordance with the Future Land Use Plan Map. The build-out population for the 2010 City of Apache Junction incorporated area has been estimated at 140,000 people (see Table 3-20). The actual build-out date is impossible to target since development and growth are dependent upon cyclical market trends, private property ownership interests and potential annexations. The 2010 General Plan’s planning area is approximately 95 square miles, whereas the City’s incorporated land area as of August 1, 2010 is 34.8 square miles (see Planning Area Map 4-2). The planning area outside the City’s incorporated boundary is intended to represent land that the City of Apache Junction may consider annexing at some time in the future dependent on Arizona State Land Department approval. Consequently, it is important to plan the area even though the City does not yet have legal authority over the land. The City is hopeful that Pinal County and the State Land Department will favorably consider the 2010 Apache Junction General Plan when making decisions that might impact those lands that could be annexed at some point in the future. To assist in guiding growth and development consistent with the community’s vision, the following land use categories have been designated on the Land Use Plan Map. The densities reflected in these land use categories do not entitle a property owner to the maximum density. The actual densities allowed are based on the approved zoning district for the property and/or specific development agreements, if any, approved for the property.

Low Density Residential (1.25 acre minimum lots)

Medium Density Residential (maximum of 6 units/acre)

High Density Residential (maximum of 20 units/acre)

Master Planned Community (mixed use; 4-8 units/acre)

Downtown Mixed Use (office, retail, and residential)

Community Commercial (office & retail)

Light Industrial/Business Park

Public/Institutional

Open Space

Public Parks

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LAND USE CONDITIONS ISSUES AND OPPORTUNITIES

Residential Land Use

Apache Junction is transitioning from a community of scattered manufactured homes and recreational vehicle parks to a broader, more integrated variety of residential uses. The 2000 U.S. Census indicated that 50% of the City’s housing stock was manufactured housing (includes manufactured housing, trailers and park models), while the State of Arizona was 14% and Pinal County was 37%. In 1990, 60% of the City’s housing stock was manufactured housing. Table 3-11 reflects how the City’s distribution of housing stock stacks up against Pinal County and the State of Arizona. Table 12-7 reflects the results of a city-wide housing condition survey that was conducted in 2009-10. This plan provides goals, objectives, and strategies to reduce the amount of substandard housing units and create standards that limit future substandard housing. Commercial Land Use (Retail and Office)

The Land Use Plan Map (Map 4-1) illustrates the location of existing and planned commercial development. Master Planned Community

The 7,700 acres master planned community known as Portalis, which is generally located south of Baseline Road, is currently being planned for up to 39,000 units of future residential development, 6-8 million square feet of future commercial building development and 250+/- acres of light industrial/business park development. Light Industrial/Business Park Land Use

The Land Use Plan Map (Map 4-1) illustrates the location of existing and planned light industrial and business park development. Mixed Use

While most of the current land use in Apache Junction was developed under the traditional single-use concept, contemporary principles of planning suggest that mixed-use development (e.g., combinations of residential, commercial, industrial and recreational land uses), provides a popular, marketable, environmentally friendly, and economically viable alternative. To take advantage of this opportunity, the City has identified areas for mixed-use development.

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Public/Institutional Land Use

This land use includes governmental, school district and private utility properties that accommodate institutional facilities. The Land Use Map (Map 4-1) and Public Facilities Map (Map 11-2) illustrate the location of these sites. Open Space

The Land Use Map (Map 4-1), and Park, Recreation, and Open Space Map (Map 9-1) illustrates the location of open space areas.

CHARACTER AREAS

The City of Apache Junction planning area has several unique geographic areas that may be viewed distinctively from other parts of the city (see Map 4-4). The following identifies and explains these character areas:

RURAL AREA

The Rural Area contains the largest portion of the city’s zoned low density residential properties and is where most of the equine community makes their home, which includes ranch-style commercial horse boarding businesses dispersed throughout the area. Individual conventional and manufactured homes on 1.25-acre or larger lots are commonplace, especially east of Ironwood Drive. Some of the most attractive homes in the Phoenix valley are nestled close to the picturesque mountain foothills.

There are a handful of traditional subdivision neighborhoods in this area but most of the individual lots have been created by land splits over the years. There are also about a dozen manufactured home and/or recreational vehicle parks and a few commercial properties concentrated along N. Apache Trail/State Route (SR) 88.

This area also contains three of the city’s public schools, Prospector Park (the city’s largest park), the rodeo grounds, equestrian and hiking trails and other vast open spaces on State and federal land. Street and trail corridor connections provide access to tourist commercial and recreational attractions just beyond the City limits, including Usery Mountain Park to the northwest, and the ghost town, mountains and lakes to the east and northeast.

CENTRAL BUSINESS AREA

The Central Business Area accommodates a full range of retail, service, office, public and quasi-public establishments. West Apache Trail, Old West Highway (formerly US60), and North Apache Trail (State Route 88) all converge in the center of the city at Idaho Road. Much of the city’s commerce and traffic are centered in this area. The convergence of these roads in the

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heart of the City gave rise to the name “Apache Junction”. The commercial presence along these corridors harkens back to days before the incorporation of the City, when travelers would make their stop in Apache Junction before making their way to destinations beyond.

ESTABLISHED NEIGHBORHOODS AREA

The Established Neighborhoods Area refers to two older sections of the City; one located north of the Central Business Area and one south. Although some large lot and lot split properties can be found north of Superstition Boulevard and also east of Wickiup Road, the dominant characteristic of these two areas is that they contain most of the city’s permanent population. These residents reside in traditional subdivided medium density neighborhoods, older manufactured home/recreational vehicle parks, and many small scale multi-family complexes. These neighborhoods contain the oldest subdivisions dating back to the 1940’s, 50’s and 60’s, as well as some newer subdivisions. Many of the older subdivisions are manufactured home subdivisions, while almost all of the newer subdivisions are developed with conventional homes.

This area also includes dozens of seasonal manufactured home and recreational vehicle rental space parks and subdivisions, the majority of which cater to the thousands of winter visitors. The winter visitors can easily double the population of the City between the months of October through March. Therefore, these parts of the city are also home to the majority of the city’s part time population.

Additionally, this area contains many properties which were built and developed under the County jurisdiction with multiple dwelling units, mismatched lot sizes, reduced development standards, land-locked parcels, land use inconsistencies, and underdeveloped or partially dedicated streets. These types of properties do not conform to the City’s current standards and are referred to as non-conforming properties.

A variety of businesses and offices that serve the residents can be found in these neighborhoods along the major streets and intersections such as Ironwood Drive, Idaho Road, Superstition Boulevard, Broadway and Southern Avenues. The majority of the city’s churches, fire stations, medical offices, clinics and senior housing developments are also found in the Established Neighborhoods Area.

FREEWAY CORRIDOR AREA

The dominant characteristic of this area is obviously the Superstition Freeway/US60, which is a local and regional travel route to and from Apache Junction. Lands in proximity to the Freeway contain a wide mix of uses including commercial, industrial, a high school and middle school, recreational uses, and a mix of residential homes including single family, multi-family, manufactured homes and recreational vehicles.

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The Freeway Corridor Area includes most of the remaining unincorporated Pinal County islands in the Apache Junction Planning Area. The City has been incorporating these islands, mostly vacant land, on a case by case basis for many years. Within some of the properties that the city has annexed, new commercial, industrial and residential development opportunities still exist. The Freeway Corridor Area is also strategically located adjacent to several thousand acres of vacant State Trust Land within the City limits.

PORTALIS MASTER PLANNED COMMUNITY

The Portalis Master Planned Community, formerly known as “Lost Dutchman Heights”, includes 7,700 acres of land primarily owned and managed by the Arizona State Land Department (“ASLD”). The Portalis community is presently being planned and designed as a metropolitan destination where attractive residential, commercial, institutional, employment and recreational opportunities are connected via planned trails, road systems, and open space corridors.

FUTURE MASTER PLANNED COMMUNITIES AREA

The Future Master Planned Communities Area encompasses the most southern reaches of the Apache Junction planning area, from Elliot Avenue south to Germann Road. While located outside of the current city boundary, this 60 square mile land area is owned by ASLD and represents the future of Apache Junction.

LAND USE GOALS, OBJECTIVES, AND STRATEGIES

GOAL 1: RETAIN THE RURAL CHARACTER OF THE CITY

A. Objective: Preserve mountain views. 1) Policy: High rise buildings shall only be allowed in the Crossroads Area and within

appropriate areas of the Portalis master plan. 2) Policy: Protect scenic lines-of-sight (view sheds). 3) Policy: Preserve natural corridors.

B. Objective: Encourage open space in all new developments.

1) Policy: Provide a minimum of 20% open space in planned developments. 2) Policy: Provide landscaping themes to unify neighborhoods.

C. Objective: Plan lineal open space links throughout City (Multi-Use Trail System).

1) Policy: Provide appropriate bicycle, pedestrian and equestrian transportation options (see Chapter 5 - Circulation).

2) Policy: Establish shaded walking areas downtown. 3) Policy: Require new developments to provide multi-use trail(s).

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STRATEGIES

• Blend open space buffering with existing residential areas. • Use office complexes to buffer residential neighborhoods. • Encourage pathway linkage between existing and new residential neighborhoods and

employment centers.

Draft and implement a rural character plan for the low density rural area.

GOAL 2: MAINTAIN CONSISTENCY IN LAND USE DECISIONS

A. Objective: Participate in land management outside the City. 1) Policy: Work with surrounding communities. 2) Policy: Support locally beneficial State Land Department decisions.

B. Objective: Develop criteria for land use decision making.

1) Policy: Consistently apply requirements to all properties/proposals. 2) Policy: Increase code enforcement resources and expand proactive code

enforcement to include both lawn/trash/outside storage maintenance and building condition.

C. Objective: Integrate new development with existing facilities. 1) Policy: Protect desired existing uses from negative impacts. 2) Policy: Avoid “leap-frog” or sprawl development.

STRATEGIES

• Take leadership role in regional planning. • Conform to positive existing neighborhood characteristics. • Continue land development code revisions. • Provide compatibility transitions, open space buffers. • Encourage conventional site-built housing. • Monitor costs of growth.

Adopt the 2006 International Property Maintenance Code.

GOAL 3: PROVIDE A BALANCE OF USES THROUGHOUT THE COMMUNITY

A. Objective: Allow for the future development of regional shopping centers. 1) Policy: Attract leisure-time uses, such as a theater complex. 2) Policy: Entice family activities such as bowling, and video arcades.

B. Objective: Provide incentives for desired uses.

1) Policy: Implement incentive programs for businesses. 2) Policy: Analyze employment rate and respond accordingly.

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C. Objective: Attract employment uses to the U.S. 60 corridor. 1) Policy: Ensure proper parking and access. 2) Policy: Provide assistance for new business in the area.

D. Objective: Encourage expansion of the Central Arizona College (CAC).

1) Policy: Work with CAC officials to coordinate their expansion plans with the City’s evolving Downtown planning.

STRATEGIES

• Focus on large, accessible sites. • Attract shoppers from Pinal and Maricopa Counties. • Provide opportunities for high tech campus development. • Target commercial use to the U.S. 60 corridor, Apache Trail and Old West Highway. • Develop clean industrial use areas along U.S. 60.

Complete interchange artwork.

GOAL 4: REVITALIZE OLDER NEIGHBORHOODS AND THE DOWNTOWN.

A. Objective: Revitalize older neighborhoods. 1) Policy: Expand the mix of compatible uses. 2) Policy: Provide parks in residential neighborhoods. 3) Policy: Encourage remodeling and redevelopment loans.

B. Objective: Promote downtown development.

1) Policy: Maintain lower density east of North Apache Trail and north of Old West Highway.

2) Policy: Eliminate unsightly or dilapidated structures. 3) Policy: Provide high-density housing toward the City Center. 4) Policy: Establish functionally compatible uses (uses that are “good neighbors” to each

other).

STRATEGIES

• Encourage infill development with a variety of housing types. • Rehabilitate older housing structures. • Direct pedestrian-oriented multi-family housing to the downtown area. • Use capital improvement plans to expand public facilities. • Encourage locally-owned business in the redevelopment areas (see map in Appendix).

GOAL 5: ENCOURAGE AND PROMOTE SUSTAINABLE LAND USE DEVELOPMENT.

A. Objective: Create and administer a Green Building Program. 1) Policy: Encourage use of green building standards.

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2) Policy: Zoning regulations should include sustainable development standards.

B. Objective: Promote educational outreach of sustainable technologies and practices. 1) Policy: Utilize City resources to promote sustainable awareness.

STRATEGIES

• Review and update zoning regulations to include appropriate green development standards.

Create a voluntary green building program.

Use City’s web site to educate and inform the public.

Use City’s cable system to educate and inform the public.

Train appropriate City staff to understand and administer sustainable building/development programs.

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CHAPTER 5: Circulation Element

INTRODUCTION

The Circulation Element ties together land use and transportation planning to pro-actively ensure that as Apache Junction develops, vital transportation and circulation infrastructure will be available to support easy access to jobs, schools, recreation, and regional travel.

The Circulation Element presents an integrated transportation system that will support Apache Junction’s multimodal approach to circulation. These modes include vehicular travel, transit, pedestrian, equestrian, bicycle, and alternative transportation modes. By taking a balanced approach with a focus on safety, integration and congestion reduction, Apache Junction is planning for a 21st century transportation system.

CIRCULATION CONDITIONS, ISSUES AND OPPORTUNITIES

Street System

Many of Apache Junction’s streets were built prior to incorporation and to older standards. As the community develops and traffic on these streets increases, the City must consider systematic improvements to bring all streets up to a consistent standard. These improvements include adoption of planning and engineering policies that consider future land use and transportation demand. Map 5-1 illustrates the City’s Street Classification System for existing and proposed arterial, collector, and local streets. This map reflects the street system that should accommodate future development in accordance with this plan. The following defines the City’s roadway classifications:

Freeways: Freeways are divided highways with four or more travel lanes that are designed to carry large volumes of high-speed traffic and serve long, regional trips. Freeways have full access control, with entry and exit restricted to grade-separated traffic interchanges. All roadways classified as freeways are portions of the State and Federal Highway System and are under the jurisdiction of the Arizona Department of Transportation (“ADOT”).

Parkways: Parkways are high capacity surface streets with substantial access control and potential grade separations that are designed to accommodate regional travel over significant distances. A minimum of six through lanes is the typical width.

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Major Arterials: Major arterials are designed to move high volumes of traffic over substantial distances, but may also provide direct access to adjacent properties. Arterial streets are usually located on one-mile section lines and intersections are at-grade. Six through lanes is the normal width.

Minor Arterials: Minor arterials are similar to major arterials but with somewhat lower design requirements. Four through lanes is the normal width.

Collectors: Collector streets are designed to carry lower traffic volumes for shorter distances than arterials. Collector streets receive traffic from neighborhoods and distribute it to arterials and vice versa. They serve more of a land access function as opposed to providing mobility for long-distance traffic. Two to four through lanes is the typical width.

Local Streets: Local streets provide access directly to local property and are not designed to accommodate through traffic. Two lanes is the usual width.

Alternative Transportation

Since the City’s transportation system is largely developed for motorized vehicles, few facilities exist for alternative and non-motorized transportation. As the City continues to develop, these facilities should be provided to link planned communities and neighborhoods to each other, community facilities, and community destinations. The following forms of alternative and non-motorized transportation modes are examined and addressed in this plan:

Equestrian

The City of Apache Junction respects western heritage and seeks to encourage the preservation of western historic culture. Accordingly, continued accommodation of equestrian activities and equestrian trails is important. To avoid unsafe conflict between equestrian transportation activities and contemporary transportation demands, the City will need to develop appropriate design standards for equestrian and multi-use trails. These design standards should include equine friendly cross-walks and signals at appropriate locations. Map 5-2 illustrates the City’s proposed equestrian system plan for equestrian activity. In addition to horseback riding, the City should explore and develop plans for horse drawn cart transportation opportunities.

Pedestrian Transportation

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The most basic transportation option is walking. Walking is the most popular form of exercise in the United States and can be performed by people of all ages and income levels; however, it is not often considered as a means of travel. This is mainly because pedestrian facilities are generally an afterthought and not planned as an integral part of the transportation system. The City’s pedestrian network consists of sidewalks, paths, trails, and street crossings. Apache Junction has many areas that seem especially conducive to walking for recreation and transportation, particularly within the downtown area, neighborhoods, and along the washes that traverse the City. In the past, the City has not established policies or practices to encourage improvement of a pedestrian network. Pedestrian connectivity is lacking and must be given significant attention. Accordingly, Map 5-2 illustrates the City’s proposed sidewalk system plan for pedestrian activity.

Bicycle Transportation

Like pedestrians, bicyclists are often overlooked when considering transportation facilities. Bicycles take up little space on the road or when parked, are economical to operate, and provide a healthy recreational alternative. Additionally, cycling offers relatively higher speeds than walking, is ideal for short trips, and does not contribute to air or noise pollution. According to the United States Department of Transportation, one-quarter of all trips in this country are under one mile; about 40 percent of all the trips are two miles or shorter. For these reasons, cycling should be encouraged and be an integral part the Circulation Plan. Map 5-4 illustrates the City’s proposed bike route system plan for bicycle activity.

The Bike Route System Plan includes the following three types of bike path designations:

Bike lanes: A striped lane for one-way travel along a street or highway.

Paths: A right-of-way completely separated from any street or highway. Paths may serve multi-purpose needs and are sized to accommodate bicyclists, pedestrians, and horses on a case by case basis.

Bike Routes: An appropriately signed travel-way shared by bicycles and motor vehicles or pedestrian traffic.

Neighborhood Electric Vehicle

The neighborhood electric vehicle (“NEV”) is a small electric car or device designed for low-speed, local trips in neighborhoods and urban areas. These vehicles are designed for short trips on surface streets, tend to carry small loads, and generally accommodate two

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to four people. The popularity of NEVs is growing at an incredible rate. NEVs are similar to golf carts and some even double as golf carts, but they are street legal in most areas. NEVs serve those trips that consumers find too long for walking and bicycling but do not require the use of full-size automobiles. They have become popular in many places such as retirement communities, resort areas, campgrounds, and golf course communities. The City supports the use of properly operated electric vehicles as provided by the

following state restrictions (i.e., ARS §28-966):

1. A neighborhood electric vehicle shall not be operated at a speed of more than twenty-five miles per hour (25 MPH).

2. A neighborhood electric vehicle shall not be driven on a highway that has a posted speed limit of more than thirty-five miles per hour (35 MPH). This section does not prohibit a neighborhood electric vehicle from crossing a highway that has a posted speed limit of more than thirty-five miles per hour at an intersection.

3. A neighborhood electric vehicle shall have a notice of the operational restrictions

applying to the vehicle permanently attached to or painted on the vehicle in a location that is in clear view of the driver.

The need for NEVs to reach destinations by crossing major roads makes for potentially hazardous situations, and the use of NEVs to cross over into areas that are not signed or built to accommodate them may result in a serious safety hazard. To accommodate NEVs safely on existing roads designed for large vehicle and fast-moving traffic, infrastructure standards and designs will need to be addressed and possibly modified.

Transit

Future growth in accordance with the projections illustrated in Chapter 3, along with the likelihood that gas prices will continue to increase, suggests that the 2010 General Plan should anticipate and plan for expansion of future transit options. These future options could take the form of extended bus or light rail service from Valley Metro or some other form of specialized transit service.

CIRCULATION GOALS, OBJECTIVES, AND STRATEGIES

GOAL 1: IMPROVE CIRCULATION WITHIN THE CITY.

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A. Objective: Redesign Apache Trail to slow traffic. 1) Policy: Adapt existing sidewalks and commercial structures to be pedestrian friendly. 2) Policy: Separate business traffic from thru traffic. 3) Policy: Reduce traffic speed.

B. Objective: Provide alternative transportation opportunities

1) Policy: Provide low-cost transportation for those in need (elderly and youth). 2) Policy: Arrange rides to social and recreational services within the City. 3) Policy: Plan and implement a comprehensive Multi-Use trail system in the City. 4) Policy: Plan and implement an alternative transportation system plan in the City.

C. Objective: Design transportation infrastructure that can “grow” with the community

1) Policy: Reserve and acquire rights-of-way prior to or during development. 2) Policy: Adopt a Capital Improvements Plan (“CIP”) that includes a road improvement

phasing plan. 3) Policy: Locate high traffic-generating uses in areas where there are road

improvements in place or planned to accommodate the traffic increase.

D. Objective: Design and implement aesthetically pleasing “streetscape” requirements 1) Policy: Develop guidelines for landscaping major arterials and collector streets. 2) Policy: Continue on-going road maintenance with HURF monies.

STRATEGIES

• Consider narrowing Apache Trail, adding sidewalks, benches, shaded areas and landscaping.

Use “traffic calming” designs for streets.

Provide alternate “thru” routes for non-business trips.

Monitor recreational vehicle traffic. • Connect to regional transportation system(s). • Promote specialized transit service for youth and elderly. • Emphasize City-wide trail system. • Prioritize CIP development and implementation. • Improve balance of “thru” traffic on east-west arterials. • Provide additional access points to/from U.S. 60. • Implement traffic management techniques in new housing developments. • Create standard format for directional street signs. • Consider alternative paving materials to enhance appearance and pedestrian safety. • Provide bike lanes that are separated from vehicular traffic. • Expand roadway capacity only where it is necessary. • Put existing oversized roads on a “road diet” to allow bike and pedestrian routes.

GOAL 2: PLAN FOR REGIONAL TRANSPORTATION.

A. Objective: Seek bus service connections. 1) Policy: Pursue local extension of Phoenix/Mesa service.

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2) Policy: Target linkages to regional centers.

B. Objective: Plan for future eco-safe mass transit. 1) Policy: Coordinate with surrounding cities for regional transit. 2) Policy: Explore future transit in freeway medians. 3) Policy: Explore cost effective service to serve local needs.

STRATEGIES

• Plan for Park & Ride lots for commuters.

Participate in regional transportation planning.

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CHAPTER 6: Growth Area Element Arizona Growing Smarter legislation defines the Growth Area Element as: Identification of those areas suitable for planning multimodal transportation, infrastructure expansion, and improvements designed to support a variety of land uses. This mixed use planning shall also include policies and implementation strategies that:

Make automobile, transit and other modes of circulation more efficient, make infrastructure expansion more economical, and provide for a rational pattern of land development.

Conserve significant natural resources and open space in the growth area and coordinate the location to similar areas outside the growth area.

Coordinate development activity with public and private infrastructure construction.

The identification and definition of growth areas helps to focus the City’s resources on those parts of the City most appropriate for future development and sends a signal to the development community concerning the City’s priorities. Targeting growth in this manner will help to induce optimal development and ensure that public facilities can be located where they are best able to serve the population.

GROWTH CONDITIONS, ISSUES AND OPPORTUNITIES

Apache Junction is somewhat unique in that the majority of vacant developable land is owned by the Arizona State Land Trust and managed by the State Land Department. This land will only develop if and when the State Land Department decides to sell it. Until recently, intense market pressure to develop land has not reached the City of Apache Junction, and the State Land Department has not deemed it prudent to sell off large tracts of land for development. As a result, the City has not grown at the same rate as other metropolitan area communities. Recent planning, however, for the 7,700 acre master planned community known as Portalis suggests that the City may be ripe for development. The growth areas identified in this plan are defined as areas appropriate for employment, retail, residential, or mixed-use developments that are supported by transportation infrastructure and access. Areas appropriate for development have several common characteristics that are important to the success of a growth area, which include:

Convenient transportation access.

Available land and infrastructure to accommodate anticipated growth.

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Excellent access to labor or consumer markets. While the 2010 General Plan cannot dictate specific development types and timetables, the City may identify general locations for desired types of development. This Growth Element therefore identifies likely areas for development or revitalization. Being located in a designated growth area does not, however, mean automatic project approval. Any proposed development must be consistent with the general plan and, if necessary, proceed through a zoning process. Additionally, areas located outside of a Designated Growth Areas may develop in accordance with this General Plan and the property’s underlying zoning.

Designated Growth Areas

Apache Junction’s Designated Growth Areas are described below and illustrated in Map 6-1.

Downtown Redevelopment Area.

Old West Highway Corridor.

Highway 60 Corridor.

Master Planned Community.

Tourist Oriented Corridor.

Rural Residential. The Downtown Redevelopment Area includes the Downtown Core area, the Civic Center area, and the property frontage located along Apache Trail. This area represents the City’s historic commercial corridor and is ideally situated for market revitalization and repositioning. The City’s Downtown Strategic and Implementation Plan, which was completed in September 2010, identifies this area’s issues, opportunities, and constraints, and proposes an implementation plan for the future. Map 6-2 illustrates the concept downtown core area plan. The Old West Highway Corridor includes the property frontage along the Old West Highway. While this area has some limited development of underinvested land uses, it also includes a great deal of undeveloped land. The General Plan proposes that this area be developed as community commercial development. The Highway 60 Corridor includes the land located at the Highway 60 interchanges. Since the private market and State Land Department will likely have a strong interest in commercial development of these interchange nodes, the General Plan proposes community commercial for this area. The Master Planned Community area includes the 7,700 acres master planned community known as Portalis that is currently being planned for up to 39,000 units of future residential development, 6-8 million square feet of future commercial building development and 250+/-

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acres of light industrial/business park development. Additionally, the master planned community area includes the state owned land extending south of Portalis to approximately Germann Road. The Rural Residential area consists of land generally identified in the Land Use Plan Map as low density residential land use. The majority of this is currently undeveloped State Land Trust land that could be sold and developed in the future. If appropriate, the City could consider a Planned Community Zoning District rezoning for the larger properties of 640 contiguous acres or more. Given the unique nature of this area, there will likely be continued investment and reinvestment in the rural area residential properties. The Tourist Oriented Corridor consists of land generally located along Highway 88 (Apache Trail) in the northeast corner of the City. While this area was previously reserved for low density residential development, the City believes that it is ideally suited to take advantage of the tourist connection into the nearby Superstition Wilderness, Tonto National Forest and canyon lakes. Accordingly, the General Plan identifies this area as a tourist corridor that would allow development of naturally scaled commercial resort, recreation, and tourism activities.

GROWTH AREA GOALS, OBJECTIVES, AND STRATEGIES

GOAL 1: FOSTER THE CITY’S SUSTAINABILITY.

A. Objective: Provide sites for increased retail/shopping development. 1) Policy: Capture greater shares of the year-round and seasonal resident’s

expenditures. 2) Policy: Develop into a shopping destination for the region.

STRATEGIES

Designate and promote specific growth areas.

Increase retail sales revenue.

Attract shoppers from Pinal and Gila Counties through targeted marketing.

Highlight development-ready parcels at or near U.S. 60 interchange.

Emphasize creation of new jobs.

GOAL 2: EXERCISE GROWTH MANAGEMENT PRINCIPLES TO ATTRACT DEVELOPMENT.

A. Objective: Utilize existing municipal or private-provider services. 1) Policy: Promote Downtown and U.S. 60 Corridor for infill projects. 2) Policy: Encourage projects that conform with the General Plan. 3) Policy: Extend systems to Growth Areas with best cost-benefit potential.

B. Objective: Practice flexible development guidance policies.

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1) Policy: Indicate probable system extensions. 2) Policy: Work with, and provide incentives to, owners of prime sites. 3) Policy: Discourage proposals that underutilize property potential or are incompatible

with the General Plan. 4) Policy: Adjust infrastructure improvement schedules for substantial private sector

contributions.

GOAL 3: PLAN FOR AN APPROPRIATE GEOGRAPHIC MIX OF RESIDENTIAL AND

EMPLOYMENT USES IN THE DOWNTOWN.

A. Objective: Identify the Crossroads area as the “heart” of the City.

1) Policy: Identify the Crossroads area as the location for a mix of higher intensity employment uses, commercial uses, higher density residential uses, and other cultural and recreation uses.

2) Policy: Link the Crossroads area with vehicular, transit, equestrian, bicycle, and pedestrian modes that connect with the external circulation networks.

GOAL 4: INTENSIFY LAND USE WHERE INFRASTRUCTURE AND SERVICES ARE OR WILL BE

AVAILABLE.

A. Objective: Aggressively encourage infill opportunities for vacant parcels.

1) Policy: Create and adopt an infill policy to enhance the utility and revenue creation within its mature areas.

2) Policy: Evaluate the use of catalysts to implement the infill policy including, but not limited to, fee waivers, transfer of development rights, and development review and approval streamlining of desirable projects.

B. Objective: Evaluate potential underutilized areas where sensitive redevelopment or revitalization activities are warranted. 1) Policy: Identify criteria to evaluate areas where redevelopment planning would be

appropriate.

C. Objective: Coordinate future development with the City’s short- and long-range strategic infrastructure planning and financing.

1) Policy: Continue to implement and update the City’s Capital Improvements Program

to frequently evaluate its transportation, utility, and parks and recreation enhancements within identified growth areas.

2) Policy: Continue to prepare and update utilities master plans (i.e., water and

stormwater), and work closely with the Superstition Mountains Community Facility

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District and Arizona Water Company, to stage infrastructure needs and financial resources to serve growth areas.

3) Policy: Update the City’s fiscal impact model every two years to respond to changes

in the development and financial environment. 4) Policy: Work with developers to design and implement creative financing strategies

to offset the infrastructure costs for new growth.

GOAL 5: SUPPORT SUSTAINABLE GROWTH THAT ENSURES EFFECTIVE, EFFICIENT, AND

EQUITABLE PROVISION OF PUBLIC SERVICES, LAND, AND INFRASTRUCTURE.

A. Objective: Promote compact development where appropriate. B. Objective: Continue to regulate building intensity and population density according to

the standards and land use designations set forth by the general plan and the city’s municipal code.

C. Objective: Encourage community and stake holder collaboration.

D. Objective: Make development decisions predictable, fair and cost effective.

E. Objective: Support the integration of mixed land uses into communities.

F. Objective: Encourage a variety of transportation choices.

G. Objective: Encourage use of “green building practices” for developers/builders.

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MAP 6-2: DOWNTOWN REDEVELOPMENT CORE PLAN

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CHAPTER 7: Environmental Planning Element Protecting the unique environment within the planning area is one of the core components of the City’s vision. The natural environment is an important element of the community’s quality of life. The City takes its responsibility for the stewardship of the natural environment seriously, and strives to balance growth with effective environmental planning. Distinctive natural resources such as land, air, water, animal and plant habitats are integral to the community’s long-term sustainability. Map 7-1 illustrates important natural resource areas in the planning area. As the City continues to grow, it must make sure that development complements and enhances these natural resources.

Environmental Planning Conditions, Issues, and Opportunities

Sustainability may be defined as the ability to achieve continuing economic prosperity while protecting the natural environment and providing a high quality of life. The City cannot achieve community sustainability alone. The protection and conservation of natural resources rests with both government and the private sector. It requires a collaborative approach of public and private agencies, citizens, community groups, and landowners to implement a comprehensive sustainable strategy. Future development will provide ample opportunities for continued municipal progress toward greater environmental sustainability. Anticipated growth in residential and business land uses may require innovative responses to conserve and protect the environment. City officials, through informed decision-making, appropriate programming and resources, and implementation of the 2010 General Plan’s environmental goals, objectives, and strategies, can positively address environmental concerns.

ENVIRONMENTAL GOALS, OBJECTIVES, AND STRATEGIES

CITY OPERATIONS

Goal: The City of Apache Junction is one of the largest employers in the City and strives to become the leader in environmental resource management.

Objectives and Strategies:

Reduce the use of toxins, prevent pollution, reuse existing resources, control waste, and protect the natural areas and biodiversity through policies, programs, and budgeting impacting City operation and facilities.

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Develop a system to evaluate the long-term environmental costs of all municipal activities.

Develop educational and communication programs focused on environmental protection, resource preservation, and waste reduction.

Work with the Superstition Mountains Community Facilities District to help recharge and restore water to the groundwater sub-basin.

PUBLIC FACILITIES AND SERVICES

Goal: Investment in public infrastructure to meet the current and future community needs while protecting and enhancing community resources.


Incorporate green building design standards and principles in the design of City facilities to ensure water and energy conservation.

Develop environmental performance measures and targets to encourage innovation in environmental preservation and energy conservation.

Institute waste reduction, pollution prevention, and recycling as integral components of how the City conducts its day-to-day activities.

GREEN BUILDING PROGRAM

Goal: Encourage, promote, and support sustainable building practices that reduce the impact on environmental quality, resource use, and human health by integrating building materials and methods that improve environmental quality and economic vitality.


Adopt and implement a Sustainable Building Policy and implement a program to promote green building principles and practices.

Adopt an appropriate Green Building rating system as the design and measurement tool to determine what constitutes sustainable building standards.

Implement minimum Green Building standards for buildings over 5,000 gross square feet (excluding residential).

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Adopt and implement a Sustainable Infrastructure Initiative that explores innovative approaches to ensure that basic infrastructure is resource and energy efficient.

Recognize and support green industries.

AIR QUALITY

Goal: Protect air quality and the public health.


Enforce regulations that reduce particulate air pollutants.

Reduce emissions of greenhouse gases through programs and policies such as the possible conversion of the City’s vehicle fleet to clean alternative fuels.

Reduce emissions from residential and commercial uses through green building practices.

Focus economic development efforts on clean air industries.

Continue to participate with MAG, CAAG, and Pinal County to implement regional air quality planning and implementation.

Support federal, state and county efforts to reduce air pollution.

Encourage the establishment of trip reduction programs involving use of public transit, park-and-ride facilities, carpooling, vanpooling, telecommuting, walking and bicycling.

Strive to reduce the heat island effect by exploring innovative strategies such as increasing tree canopies and the amount of permeable surfaces that keep the ground cooler so it does not absorb heat.

WATER RESOURCES

Goal: Protect water quality, quantity, and the public health. Objectives and Strategies:

Require construction methods, such as building envelopes, minimal grading, and retention of natural vegetation to minimize the impact of development on riparian areas.

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Identify and encourage the clean up of leaking tank and underground storage tank sites, if any.

Continue to meet federal, state, and county water quality standards.

Promote conservation and stewardship of water resources.

Manage the quality and quantity of stormwater runoff to minimize public safety threats.

Implement goals and objectives within 2010 General Plan’s Water Element.

NATURAL ENVIRONMENT

Goal: Protect the planning area’s unique environmental assets and quality of life.


Develop programs and policies that will encourage property owners to leave areas of sensitive lands in their natural state.

Discourage “mass grading” of parcels by encouraging efficient site planning that clusters development within an envelope that retains a portion of the lot undisturbed.

Discourage new development within floodways, especially major drainage corridors.

Develop linear improvements such as roads and utility corridors, where appropriate, to run parallel to, not within, the regionally significant rivers and washes.

Design all road crossings of rivers and washes to minimize disturbance of the natural environment.

Emphasize non-structural flood control techniques where feasible. Choose and foster flood control methods that retain and maintain natural flooding and riparian vegetation while minimizing damage to private property.

Provide proper planning of utility corridors in order to mitigate environmental impacts on sensitive landscapes and natural resources.

Carefully integrate changes to drainage into a master drainage plan that recognizes existing drainage and wash patterns, discharge locations, and storm water flows.

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Encourage creative design for storm water harvesting and detention ponds to reduce increased storm water flows and provide an opportunity to channel storm rainwater to native Sonoran Desert plant material.

SOILS AND GEOLOGY

Goal: Minimize hazards related to unstable slopes, subsidence, floods, and soils with appropriate development standards and practices.


Where appropriate, require new development to conduct thorough soil and geotechnical testing and analysis. Review for potential hazard risk and identify acceptable mitigation strategies.

• Develop planning tools to minimize earth fissure and subsidence risks. Use data from

the Arizona Geological Survey or other known earth fissures maps to review development projects.

• Adopt specific construction standards to address known or potential earth fissures by

local amendment to the current International Building Code. • Ensure that conceptual planning, rezoning, and entitlement procedures contain

requirements to map and design around or mitigate known or potential earth fissures.

• Implement policies and special review procedures for any development within environmentally sensitive areas.

• Work closely with private landowners and developers to ensure the protection of the

natural environment and sensitive site planning.

WILDLIFE HABITAT

Goal: Conserve existing habitat, re-create habitat where it has been destroyed, and provide new habitats where appropriate.


Conserve wildlife corridors.

• Conserve corridors along significant ephemeral washes to preserve habitat with the greatest value for wildlife. Include the floodway, floodplain, and an appropriate upland buffer to allow a transition to urbanized areas.

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• Design road crossings of washes to minimize impacts on wildlife movement, where

feasible. • Avoid impacts on special status wildlife by conducting inventories and establishing

standard procedures for dealing with such species, if they occur.

• Promote planting and maintenance of indigenous vegetation along canals and in other public places to enhance use by native wildlife.

ENERGY EFFICIENCY

Goal: Reduce the need for energy resources including the production of energy that generates pollution.


Consider energy conservation when selecting building materials and construction practices.

Pursue the use of renewable energy sources (e.g., solar and wind) and encourage these sources to be incorporated into private and public developments.

Develop and implement an energy conservation policy plan.

As growth and development occurs, explore strategies to minimize the impacts of the urban heat island on the planning area, including the appropriate use of shade trees, building materials, and colors to reduce heat absorption in developments.

ARCHEOLOGICAL ASSETS

Goal: Preserve archeological assets.


Develop information center on BLM land, per Multi-Use Trail Master Plan.

Establish funding sources for an archeological inventory.

Develop preservation program in cooperation with the State Historical Preservation Office.

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Discourage public intrusion into sensitive study areas.

SOLID WASTE

Goal: Reduce the amount of solid waste.


Develop and implement a City-wide recycling program.

Educate the public on the benefits of recycling.

Encourage new developments to demonstrate sustainable waste disposal practices.

Approve a land-fill closure plan and closure date.

ILLEGAL DUMPING

Goal: Minimize illegal dumping.


Educate the public concerning their responsibility for correct solid waste disposal.

Locate and document significant illegal dumping sites; clean up and close the areas through owner notification, posting of “no dumping” signs, and berming or fencing to deny access.

DARK SKIES

Goal: Maintain dark skies in Apache Junction.


Create and maintain a dark skies ordinance that includes standards to encourage residential, commercial, and industrial property owners to install lighting only for safety, security, and utility purposes and that minimizes light pollution of neighboring properties.

Set an example by exhibiting sound outdoor lighting practices at City facilities.

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CHAPTER 8: Cost of Development Element This statutorily required element includes goals, objectives, and strategies that affirm new development pays its fair and proportionate share of the costs associated with infrastructure and public service needs. The Cost of Development Element includes the following components: 1. A component that identifies various mechanisms allowed by law that can be used to fund and finance additional public services necessary to serve development, such as bonding, special taxing districts, development fees, in lieu fees, facility construction, dedications, and service privatization. 2. A component that identifies polices to ensure that any mechanisms that are adopted by the municipality under this element result in a beneficial use to the development, bear a reasonable relationship to the burden imposed on the municipality to provide additional necessary public services to the development, and are otherwise imposed according to law.

Cost of Development Conditions, Issues, and Opportunities

Based on the projected number of dwelling units and population for the City at build-out, millions of dollars will be spent to install basic infrastructure to provide resident and business services to include the provision of water, drainage/flood control, and roadway facilities. In addition fire, emergency management services, police protection, recreation facilities, and the general government and public works operations will be expanded to respond to growth needs. The cost to bring infrastructure and services on line is only the beginning. Operating, maintaining, and renovating facilities will require significant long-term funding. Table 8-1 outlines municipal funding options available within Arizona. The City should continuously be examining additional funding sources and the development of unique governmental and non-governmental cooperative efforts in order to fund needed projects and services. The City should also be mindful of the Arizona constitution Article 7, Section 9, which prohibits the use of incentives that amount to a gift.

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TABLE 8-1: MUNICIPAL FUNDING OPTIONS

Option Description Apache Junction's Current Status

General Transaction/Sales Tax

Taxes paid on retail sales activities with the City. Can be used for most types of expenditures

Apache Junction levies 2.2 percent on all retail purchases in the City.

Dedicated Transaction/Sales Tax

Taxes paid on retail sales activities within the City. Revenues are dedicated for a specific purpose.

Not applicable.

Property Tax Tax based on the assessed valuation of property within the City. Can be used for most types of expenditures.

Apache Junction does not impose a municipal property tax on property owners within the city limits.

Intergovernmental Transfers

Revenues received from state and federal sources. Some funds are not encumbered and others must be used for specific purposes.

Apache Junction receives State Shared Revenues and Highway User Revenue Funds based on population.

Charges for Services Charged for the actual cost of providing services. May fund operating and capital expenditures.

Apache Junction charges fees for services such as Municipal Court, Planning, Engineering, Business Licenses, Parks and Recreation, and Library Fees.

Activity Related Taxes Includes hotel occupancy taxes, taxes on rental cars, and other specific purposes.

None, due to state limitations that restrict the use of these taxes to only Maricopa and Pima Counties.

Development Fees Fees imposed upon developers on a one-time basis to cover specific costs/impacts of the development.

Apache Junction administers a development fee program.

General Obligation Bonds Borrowing instruments that are backed by the full taxing authority of the City.

None.

Revenue Bonds Borrowing instruments that are backed and repaid by a current or future revenue source.

The City uses current revenues to retire debt.

Special/Improvement Districts

Specific areas that have a special financing mechanism (such as bonds to be repaid by local assessments) to fund infrastructure or services within the district.

Street light improvement district.

Development Agreements

Agreements between the city and property owner/developer that may require the installation of infrastructure or dedication of land as a condition of development.

Apache Junction has used this tool to ensure appropriate basic infrastructure is installed by the developer.

Cooperative Efforts

Financial, infrastructure development, and shared use agreements between public and/or private entities and the municipality.

This option has been used in the past.

Other Financing Methods

Consumer market type financing methods are available such as lease purchase agreements and traditional bank financing.

None.

Dedication

Contribution of property by a landowner to provide locations for amenities such as roads, schools, or parks.

This option has been used in the past.

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Community Facilities Districts

Typically created to install basic infrastructure such as water and wastewater facilities, with the costs repaid by property owners through assessments collected by municipal governments.

The City created the WUCFD and SMCFD #1 for the purpose of offering potable water and disposing of wastewater. However, these are separate legal entities.

The following diagram illustrates the City’s 2009-10 projected revenue sources. Since the City does not have a municipal property tax, planned revenue is subject to more volatile sources such as sales tax, construction fees, and user/development fees that follow the ebb and flow of the private market.

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COST OF DEVELOPMENT GOALS, OBJECTIVES, AND STRATEGIES

PUBLIC SERVICE LEVELS

Goal: Maintain or enhance public service levels. Objectives and Strategies:

Public services/facilities should be available concurrently with development demand.

Increase the capacity of the City’s assured water supply.

Better use of existing water supplies.

Expect large scale development to provide ground water recharge credits or recycling.

Discourage industrial processes and landscaping with high volume water use.

Consider privatizing some City functions when feasible and appropriate.

ECONOMIES OF SCALE

Goal: Achieve economies of scale with the provision of public facilities and services. Objectives and Strategies:

Create service efficiency through an expanded customer base.

Encourage larger residential planned developments.

Cluster densities within compact service areas, while providing meaningful open space areas.

Recognize that urban sprawl is NOT an economically feasible way for a city to grow.

Offer pay-back or partial cost recovery mechanisms for developer installation of oversized improvements, subject to the state constitution’s anti-gift clause.

CAPITAL IMPROVEMENTS PROGRAMMING

Goal: Employ capital improvements planning to guide development. Objectives and Strategies:

Continue to implement the City’s Capital Improvement Program annually.

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Use the annually updated Capital Improvements Plan to identify, quantify, and prioritize capital expenditures (including maintenance costs) and to serve as a basis for other financial planning tools.

Maximize the use of grants and subsidies to pay for capital projects and services.

Regularly update planning tools and ordinances such as the Development Fee Ordinance and Facilities Master Plans (general government, public works, water, wastewater, draining, transportation, airport, public safety, fire/emergency services, library, open space, parks and recreation) to reflect changes and escalating construction and maintenance costs.

Conduct periodic national and international peer city analysis to identify best practices for infrastructure development, maintenance, and financing.

DEVELOPMENT CONTRIBUTIONS

Goal: Ensure that new development pays its fair and proportional share of the cost of additional public facility and service needs that it generates.


Continue to recover, through development fees, the costs of police, roads, parks, and other municipal services and facilities associated with new development.

Regularly review the City’s development fee ordinance and update it as needed.

Consider expansion of Development Fees to cover additional areas if applicable and allowed by state law.

Adjust development fees as incentives for desired construction as allowed by state law.

Conduct periodic service fee evaluations to ensure fees are commensurate with the costs of providing services.

When practical and feasible, encourage the formation of community facilities, or improvement districts, to upgrade or construct City streets and sidewalks in developed or developing areas.

Conduct a periodic review with peer governments of the City’s tax and fee structure to ensure economic development competitiveness.

LAND USE DECISIONMAKING

Goal: Relate infrastructure investment and land use decisions to municipal economic sustainability. Objectives and Strategies:

Recognize long term municipal revenue implications of land use decisions.

Support desired levels of public services and fiscal stability by promoting revenue generating land uses.

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Conduct fiscal impact analysis for major developments or annexation proposals.

Develop accurate cost-benefit monitoring measures that can be easily utilized.

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CHAPTER 9: Parks, Recreation, and Open Space Element

INTRODUCTION:

The Parks, Recreation, and Open Space Element is a comprehensive representation of the City’s vision and goals for the future of the park, recreation and open space system. This planning element shall serve as an update to the 1999 Apache Junction Parks and Recreation Master Plan, and is intended to be the best reflection of the expressed preferences and needs of the community, as well as a guide for the future expansion, addition, and preservation of Apache Junction’s parks and recreation programs. The City of Apache Junction’s recreational and open space assets are managed by the Parks and Recreation Department, with review and recommendation from the seven member Parks and Recreation Commission appointed by the City Council. The total area of park facilities under the Commission’s direction is just over 2210 acres. These recreational assets range from the Sheep Drive Multi-Use Trail to the Multi-Generational Center located in the City Center Complex.

PURPOSE AND SCOPE:

This plan serves the following two purposes:

1. To determine if adequate facilities and programs are in place to serve the existing population; and

2. To project future improvements and programs that accommodates future growth.

This document serves as a guide for the community, decision makers, and staff far into the future. It provides the framework for the City to plan and coordinate expansion of existing facilities and a multi-use trail system throughout the community. Coordination with the State Land Department and the Bureau of Land Management will be an integral part of the plan’s success. In addition, continued coordination with Pinal County will, among other things, provide continuity with the County trail system. The Parks and Recreation Element’s goals, objectives, and strategies, along with the mapping of existing and future park sites and the trail system, are designed to build on the effort of previous park and recreation planning and identify Apache Junction as a place that emphasizes outdoor enjoyment, provides a variety of recreational activities, and connects different population groups and residential neighborhoods.

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PROCESS SUMMARY:

The following outlines the chronology of public meetings regarding the Parks, Recreation, and Open Space Element (Chapter 9) of the 2010 General Plan:

Planning & Zoning Commission Meetings:

January 26, 2010 (Discussion on Chapters 9)

July 13, 2010 (Discussion on General Plan maps)

August 10, 2010 (1st public hearing)

August 24, 2010 (2nd public hearing; recommended approval of plan)

City Council Meetings:

March 1, 2010 (Briefing on Chapter 9)

August 17, 2010 (Briefing of draft plan)

September 7, 2010 (Public hearing and approval of 2010 General Plan)

Park Commission Meetings:

September 2, 2009

October 7, 2009

November 4, 2009

February 3, 2010

March 3, 2010

June 3, 2010

August 4, 2010 (Approved Chapter 9)

Open Houses

April 29, 2010 (6pm to 8:30pm)

May 6, 2010 (6pm to 8:30pm)

VISION STATEMENT:

Citizens of Apache Junction envision a widely used and multi-functional park system accessible to all residents by a network of pedestrian, equestrian, and bicycle trails linking City Community and local Regional Parks. The City places an emphasis on the development of large community parks. By expanding on existing assets and recognizing new opportunities, the City visualizes a system which emphasizes its unique character, protects the environment, and provides safe places for family oriented leisure time.

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PARK AND RECREATION GUIDELINE (LEVEL OF SERVICE STANDARDS):

The City of Apache Junction has generally endorsed the nationally accepted standard ratio of six (6) developed park acres per 1,000 population. According to Apache Junction’s current population of approximately 37,000, the targeted amount of developed park land is 200 acres. While, the City is well ahead of this standard in terms of overall acreage reserved for parks and open space (i.e., 2,200 acres of parkland), actual developed park land totals approximately 118 acres. The Parks and Recreation Commission, however, is addressing ways to develop more of the community’s open space acreage for residents’ and visitors’ enjoyment.

PARK FUNDING:

Funding for parks and recreation projects comes from the City’s general fund, development fees, bond issues, grants, and gifts from local citizens and businesses. Presently, the majority of park and recreation funding is allocated on an annual basis through the City’s general fund. Future capital projects and funding sources are identified in the City’s Capital Improvement Plan.

EXISTING PARKS/TRAILS:

This section inventories existing park sites and facilities. Map 9-1 illustrates the location of existing and future parks, Maps 9-2, 9-3, and 9-4 illustrates the location of existing and future trails/sidewalks, and Table 9-1 identifies existing amenities and future improvements to the park sites and facilities. The following describes the classification of parks in the city. MINI PARKS Mini parks are generally small neighborhood areas less than 2 acres in size and set aside for a children’s play area (i.e., tot lot) or adult amenities that are compatible with surrounding residential uses. Mini parks in Apache Junction are generally found in planned residential subdivisions and maintained by the home owners association.

NEIGHBORHOOD PARKS Neighborhood parks are generally two to ten acres in area, and are often associated with elementary schools or in larger planned residential subdivisions constructed and maintained by home owners associations. These parks may include basketball courts, a multi-purpose field, and a playground. COMMUNITY PARKS

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The City of Apache Junction has elected to allocate most of its resources to this classification of park. The community is able to get the “biggest bang for its buck” through the principal of economy of scale. It is more cost effective for the department to develop and maintain a few larger parks than several small ones. Community parks are the largest, most comprehensive type of park within the parks system. These parks provide the broadest range and largest scale of activities including baseball fields, swimming pools, basketball or football fields, tennis courts, and indoor activities such as a gymnasium or racquetball courts. The following identifies and describes the City’s current community parks.

Prospector Park: This 265-acre facility is located on BLM land north of Lost Dutchman Boulevard on Idaho Road and provides two soccer fields, four softball fields, picnic ramadas with barbeque grills, a playground and open playfield, tennis, racquetball, volleyball and basketball courts, horseshoe pits, concessions and restrooms. While this park is extensively improved, there is ample room to add recreational features.

Superstition Shadows Park: This 23-acre site is located on AJSUD property between Desert Shadows Middle School and Apache Junction High School at 1091 W. Southern Avenue. The park provides a community aquatics center, volleyball court, play ground, tennis courts, picnic ramadas, concessions, restrooms, ball field, skate park and open playfield. Demand for this facility is high, especially in the summer months when the aquatics center draws large crowds.

Silly Mountain Park: This 200-acre park is located on BLM land at 5203 E. 36th Ave. just north of Highway 60 on Silly Mountain Road. The park provides hikers with over 3.5 miles of trails varying from easy to difficult to hike up and around Silly Mountain offering great views of the city as well as the valley. Additionally there is an ADA accessible interpretive trail which showcases a variety of native Sonoran Desert plants.

SPECIAL USE PARKS/FACILITIES

Special use parks are oriented toward a specific theme such as a golf course, botanical garden, or archaeological preserve. These park sizes may vary greatly, but their use would remain consistent throughout the park. The following identifies and describes the City’s current special use parks.

Multi-Generational Center: This nearly 37,000 square foot facility is located at 1035 N. Idaho Road just south of the City library. The facility offers a variety of

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recreational, fitness, educational and social opportunities for patrons ranging from children and youth to activities and programs for senior adults.

Rodeo Park: This 20-acre site is located on BLM land southeast of Prospector Park on Lost Dutchman Boulevard and is equipped with restrooms/concessions, a lighted arena and bleachers. The site is used for the annual Lost Dutchman Days Carnival and Rodeo, along with other year round events.

Veterans Memorial Park: This 2-acre park is located on the southwest corner of the City Hall Complex at 1001 North Idaho Road and provides a gazebo and open area used for outdoor meetings, parties, and weddings.

Little League Park: This 3-acre site is located on AJUSD property at 1700 West Broadway and provides two baseball fields and restrooms/concessions.

LINEAL PARKS/OPEN SPACE

Lineal parks are oriented towards hiking, biking, horseback riding and walking trails. The width and length of lineal parks is variable and based on the function and available space. Open space is also a vital part of the city’s park system serving to protect the rural character of the community, enhance right of ways, as well as preserving native desert and providing flood protection. The City’s 1993 Multi-Use Trail Master Plan was the first step in the development of a unified open space trails system plan and is intended to guide the future development of the trails system. The following identifies and describes the City’s current lineal parks.

Sheep Drive Trail System: This historically significant 1,628 acre multi-use trail surrounds the City to the north and east with a meandering system of trails for equestrian and hiking use, as well as natural environment for animals and animal observers.

City/County Retention Basin: This 3-acre area serves as a flood water retention site in addition to providing open space and recreational activities such as picnicking.

Ironwood Cove Retention Basin: This 1-acre site is located at the intersection of 12th Ave. and Palo Verde Drive and serves as a flood water retention area as well as open space for the neighborhood.

Arroyo Verde Open Space Area: This 11-acre site is located Northeast of Ironwood Dr. and 16th Avenue in the Arroyo Verde residential subdivision and provides a local trail system for the neighborhood in addition to flood protection and open space.

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Renaissance Point Open Space: Located at 20th Avenue and Palo Verde Drive in the Renaissance Point subdivision, this 8-acre area provides both a local trail for the neighborhood as well as flood protection and open space and a half basketball court.

Phelps Drive: This 3.7-acre right-of-way between Broadway Ave. and Apache Trail provides for open space as well as a walkway, sitting areas, landscaping, public art and lighting.

Royal Palm Road: This right-of-way between Old West Highway and Southern Ave. provides a total of 2.2 acres of open space within the center median of the roadway.

Focal Point: This 1.1 acre iconic downtown location is where Apache Trail intersects with Old West Highway.

REGIONAL PARKS

In addition to the City’s many park facilities, there are a few larger, regional parks located outside the City limits that are operated by the State of Arizona or United States Forest Service. The following identifies and describes these regional parks.

Lost Dutchman State Park: This 300-acre park is located on BLM property northeast of the City and borders the Tonto National Forest. The park is used primarily for hiking, picnicking, and overnight camping.

Usery Mountain Regional Park: This 3,648-acre park is located northwest of the intersection of McKellips Road and Meridian Drive at the western end of the Goldfield Mountains, adjacent to the Tonto National Forest, and offers a variety of activities such as hiking, biking, archery, camping, horseback riding, picnicking, star-gazing and model airplanes.

Tonto National Forest: This approximate 3 million-acre national forest is located north and east of the City and contains the Superstition and Goldfield Mountains, as well as six lakes that are used for recreational and hydrological purposes.

EXISTING AND FUTURE PARKS:

Map 9-1 illustrates the location of existing parks, future parks, and the multi-use trails. The trail system plan illustrates the Multi-Use Trails, which are defined as designated routes used by equestrians, bicycles, and hikers within designated city parks and open spaces. These trails are distinguished from Multi-Use Right of Way Trails, which are defined as designated routes used

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by equestrians, bicycles, and hikers within or adjacent to the public road right-of-way (see Maps 5-2 and 5-3 in the 2010 General Plan).

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PARKS, RECREATION, AND OPEN SPACE ELEMENT GOALS, OBJECTIVES, AND STRATEGIES:

The following identifies goals, objectives, and strategies to help guide future decision-making. The terms “goal,” “objective,” and “strategy” are described as follows:

Goal: A desired end or target that, if pursued over the long-term, will contribute to the attainment of the community vision. Objective: A desired short-term end that, if accomplished in conjunction with other objectives, causes a goal to be achieved. Strategy: A specific statement that guides decision-making.

PARKS/TRAILS/OPEN SPACE

Goal: Develop a system of parks, trails and open space to meet the recreational needs of Apache Junction residents and visitors.


Promote the parks, trails and open space system as a quality of life asset to attract new employers, residents and visitors to the community.

Encourage and facilitate public participation in planning and expanding the park system.

Evaluate the parks and open space development fee annually and adjust as needed based on impact from users. Consider implementing a new trails fee.

Identify and secure additional funding assistance from public agencies and private sources to expand the park system.

Include priority park system expansion projects and maintenance programs in the City’s annual budget and Capital Improvement Program.

Coordinate with developers to incorporate potential sites for parks, trails, open space and other recreational facilities in their development master plans.

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Continue to require residential developers to construct neighborhood parks and place operation and maintenance responsibilities on homeowner associations.

Coordinate with other public and private groups to promote joint acquisition, use and public/private participation in the development of new parks and recreational facilities.

Promote joint development and use of facilities by the City and schools serving the community.

Develop programs to further enhance the safety and security of the park system. Expansion of the park ranger function and creation of a “park watch” program are examples.

Goal: Continue to emphasize the development of large community parks, special use facilities and a linear network of trails as priorities of the park system.

Community Parks Objectives and Strategies:

Expand development of existing Prospector, Silly Mountain and Superstition Shadows Parks in accordance with master site plan.

Acquire, plan and develop additional community parks south of US 60.

Pursue obtaining “patent” from the Bureau of Land Management on Prospector, Silly Mountain Park, and perhaps Lost Dutchman State Park.

Special Use Facilities Objectives and Strategies:

Expand development of the Rodeo Park/Event center in accordance with master site plan and consider obtaining “patent” on the property.

Update the intergovernmental agreement with the Apache Junction School District to increase usability of community facilities and enhance the operations of the jointly developed Superstition Shadows Park and the Little League Baseball Complex.

Identify opportunities to light school athletic fields for increased community use.

Maintain an area in honor of war veterans as part of the City Hall Campus.

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Plan and construct an additional aquatics facility and consider incorporating “spray grounds” into existing and new sites.

Consider BMX facilities and off-leash areas (dog park).

Plan and construct and additional indoor recreational facility.

Determine feasibility of establishing an archaeological park on identified sites.

Plan and develop a sports complex as part of the Siphon Draw retention area.

Plan for transitioning existing landfill into a recreational resource.

Pursue acquisition of vacant county land (Idaho/SR88) to create a downtown event venue.

Plan and construct a Parks and Recreation Administration facility per the City Campus master plan.

Trails/Open Space Objectives and Strategies

Continue to develop Sheep Drive Trail in accordance with the master site plan and

incorporate historic trails (Apache Trail and Goldfield-Florence Wagon Road) in the

project.

Develop a city wide trails master plan for pedestrian, equestrian and bicycle use to

ensure local access and regional connectivity.

Implementation of the equestrian and bicycle system trail system plan should be

accomplished through meetings with the Park and Recreation Commission,

Planning and Zoning Commission, and City Council.

Planning for implementation of the trail system plan should be accomplished

through joint meetings with staff from the Public Works Department, Parks and

Recreation Department, and Development Services Department.

Utilize utility corridors, arroyos, canals and development requirements; create a

trail system south of US 60 which links to existing trails.

Plan and acquire open space as proposed by the 2004 Open Space Task Force.

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Strengthen development guidelines to increase the amount of open space in new developments.

Continue partnering efforts with local land management organizations in the preservation of open space.

Continue to enhance landscaping in public-right-of-ways beginning with the Apache Trail median.

RECREATION

Goal: Take leadership responsibility for executing a diverse, comprehensive recreation program to serve varied interests of Apache Junction.


Expand the numbers of community “special events” offered on weekends and holidays to provide affordable family activities close to home.

Increase the number of “special interest” and “leisure learning” activities in art, music, and dance.

Advance the adult and youth “sports” program to meet community needs.

Expand “after school” and “summer” programs to provide school aged children constructive activities in a safe environment.

Enhance “outdoor recreation” opportunities through program offerings and partnerships with outdoor recreation providers in the area.

Continue to develop the “aquatics” program emphasizing learn-to-swim lessons, water exercise classes, competitive opportunities and open swim times.

Maximize the use of the Multi-Generational Center through fitness opportunities, leisure education classes, special events and facility reservations.

Develop and promote programs that are inclusive in nature and continue to accommodate individuals with special needs.

Maximize the public use of facilities through improved marketing and customer oriented reservation process.

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Improve the program registration process by utilizing on-line and telephonic technology.

Goal: Promote partnering among private sponsors, public institution, non-profit agencies and community volunteers.

Encourage private sector participation in local recreation by developing sponsorship opportunities.

Support and assist youth serving non-profit organizations (e.g., Little League and 4H) to ensure their success in the community.

Encourage and foster community volunteerism by providing volunteer opportunities to youth and adults in the delivery of recreation services.

Facilitate public participation in planning and evaluating the recreation program and adjust to meet the changing needs.

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TABLE 9-1: EXISTING PARK FACILITIES

FACILITY LOCATION AMENITIES SIZE FUTURE PLANS SHEEP DRIVE TRAIL (MULTI-USE TRAIL) North & East City edges N. OF Lost Dutchman Blvd. & East of Goldfield Rd.

Undeveloped equestrian and hiking trails and open space

1628 Ac. Signage, landscaping, rest areas, trail enhancement

PROSPECTOR PARK 3015 N Idaho Rd.

Four soft ball fields, fourteen picnic ramadas, two restrooms, one concessions building, two multi-purpose fields, two playgrounds, four racquetball courts, two basketball courts, three tennis courts & three volleyball courts

265 Ac. Continue with approved master plan

SILLY MOUNTAIN PARK 5203 E. 36

th Ave. (North of Highway 60

on Silly Mountain Road)

Interpretive trail, hiking trails and open space


CITY HALL 300 E. Superstition Blvd.

Landscaping, sitting areas, open space & stables

31.1 Ac. Continue with approved master plan

SUPERSTITION SHADOWS PARK 1091 W Southern Ave.

2 swimming pools, 1 concessions building, 2 restrooms, plaza area, skate park, 6 tennis courts, baseball field, multi-purpose field, open play turf area, playground and 8 picnic ramadas


RODEO PARK 1590 E Lost Dutchman

Lighted arena, bleachers and restrooms/concessions building


LITTLE LEAGUE PARK 1700 W Broadway

Two ball fields, restrooms/concessions 3 Ac. Fully improved

CITY HALL COMPLEX PARK 1001 N. Idaho Rd.

Picnic ramada, three shuffleboard courts, two horseshoe courts, playground & open turf play area

2.5 Ac. Fully improved

VETERANS MEMORIAL PARK 1001 N Idaho Rd.

Gazebo, open turf play area, plaza 2 Ac. Security lighting, landscaping, benches

MULTI-GENERATIONAL RECREATION CENTER 1035 N Idaho Rd.

Gymnasium, dance room, game room, fitness area, indoor track, multi-purpose room, class rooms, kitchen, climbing wall, restrooms & senior center

Bldg. 36,850 square ft; Site 4.4 Ac.

Fully improved

CITY / COUNTY RETENTION BASIN Southeast corner of Idaho Rd. & Superstition Blvd.

Picnic tables 3 Ac. Fully improved

FOCAL POINT 240 W. Apache Trail (Northeast corner

Public art, landscaping and open space

1.1 Ac. Continue with approved master plan

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FACILITY LOCATION AMENITIES SIZE FUTURE PLANS PHELPS DRIVE Phelps Drive between Broadway and Apache Trail

Walkways, sitting areas, lighting landscaping, public art and drainage channel

3.7 Ac. Plaza area, public art and landscaping

ROYAL PALM ROAD Royal Palm Road between Old West Highway and Southern Avenue

Center median landscaped area 2.2 Ac. Additional landscaping

ARROYO VERDE OPEN SPACE AREA Arroyo Verde Subdivision (N.E. of Ironwood Dr. & 16

th Ave.)

Trails, open space 11 Ac. Fully improved

RENAISSANCE POINT OPEN SPACE Renaissance Point Subdivision (20

th

Ave. & Palo Verde Dr.)

Open turf area, basketball half court, trails

8 Ac. Fully improved

IRONWOOD COVE RETENTION BASIN Ironwood Cove Subdivision (12 Ave. & Palo Verde Dr.)

Open space 1 Ac. Fully improved

S.R. 88 TRAFFIC ISLANDS Intersection of S.R. 88 & Idaho Rd.

Landscaping, traffic control .6 Ac. Fully improved

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PARKS, RECREATION, AND OPEN SPACE IMPLEMENTATION PLAN

The Implementation Plan for the Park, Recreation, and Open Space Element establishes specific measures that will lead to plan achievement. The intent of the Implementation Plan is to organize implementation activities derived from the Goals, Objectives and Policies and prioritize them for timely completion. Table 9-2 reflects and implementation schedule that contains a series of implementation tasks that have been organized by time frame. TABLE 9-2: PARK AND RECREATION IMPLEMENTATION PLAN

Description

Short Term (1-5 Years)

Mid-Term (6-9 Years)

Long Term (10+ Years)

COMMUNITY PARKS Expand on facilities at Prospector Park per Master Plan.

Expand on facilities at Prospector Park per Master Plan.

Expand on facilities at Prospector Park per Master Plan.

Initiate Development of Silly Mountain Park.

Expand on facilities at Silly Mountain Park.

Expand on facilities at Silly Mountain Park.

Update the master plan for Superstition Shadows Park.

Complete improvements of Superstition Shadows Park per Master Plan.

Develop the master plan for the community park(s) within Portalis.

Implement the community park(s) according to the master plan.

Implement the community park(s) according to the master plan.

Develop a master plan for Siphon Draw Park

Develop the site in accordance with the master plan

Develop the site in accordance with the master plan

TRAILS & OPEN SPACE Update the Sheep Drive Trail Master Plan and incorporate historical trails.

Develop and manage trail system in accordance with Master Plan.

Continue to develop and expand trail system.

Strengthen development guidelines to increase open space.



Create a city wide non-motorized trails plan.

Implement and develop the non-motorized trail plan.

Implement and develop the non-motorized trail plan.

Advance the open space plan proposed North of US 60.



Pursue partnerships with local land management organizations to preserve open space.



Participate in Portalis & Superstition Vistas planning to ensure adequate open space and trails resources.

Advance the approved trails & open space plan.

Advance the approved trails & open space plan.

Develop master landscaping plans and maintenance responsibilities for Apache Trail Median and Focal Point.

Implement the plans and maintenance responsibilities.

Implement the plans and maintenance responsibilities.

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Description Short Term (1-5 Years)



SPECIAL USE FACILTIES

Initiate planning for second aquatic center.

Construct an additional aquatic center.

Plan for a third aquatic center.

Expand on facilities at Rodeo Park/Event Center per Master Plan.



Pursue acquisition of vacant county land (Idaho Rd. & Highway 88) for future recreational use.

Develop a master plan. Improve the site in accordance with the master plan.

Participate in Portalis & Superstition Vistas planning to ensure adequate special use facilities resources.

Advance the approved special use facilities plan.

Advance the approved special use facilities plan.

Identify the opportunities to increase the usability of school facilities for community use (i.e. lighting of ballfields).

Implement those opportunities identified.

Implement those opportunities identified.

SPECIAL USE FACILITIES

Plan for continued development of City Campus, including new Parks & Recreation administrative building.

Construct new administrative building.

Expand on facilities per Master Plan.

Address issues with archaeological sites and BLM leases.

Determine feasibility of archaeological park.

Plan for transitioning landfill to recreation opportunity.

Initiate development of landfill site.

Plan for the addition of a BMX facility.

Complete the addition of a BMX facility.

Complete the addition of off-leash facility at Prospector Park.

Initiate planning for second skate park.

Construct second skate park.

Initiate planning for second multi-generational facility.

Construct second multi-generational facility.

Initiate planning of sprayground/splashpad.

Construct sprayground/spashpad.

NEIGHBORHOOD/MINI-PARKS

Participate in Portalis & Superstition Vistas planning to ensure adequate neighborhood/mini-park resources.

Advance the approved neighborhood/mini-park plan.

Advance the approved neighborhood/mini-park plan.

Strengthen development guidelines to expand recreation opportunities in new developments.



Maintain the practice of neighborhood amenities being constructed by developers.



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Description Short Term (1-5 Years)



NEIGHBORHOOD/MINI-PARKS

Maintain the practice of neighborhood amenities being maintained by home owners associations.



FUNDING Evaluate the parks and open space development impact fees annually.

Evaluate the parks and open space development impact fees annually.

Evaluate the parks and open space development impact fees annually.

Identify and secure funding assistance from public/private sources to expand the park system



Coordinate with other public/private groups to promote joint acquisition and development of new recreational facilities.



Include priority park expansion projects in the City’s annual budget and Capital Improvement Program.



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CHAPTER 10: Water Resources Element

INTRODUCTION:

This Water Resources Element addresses the following in accordance with Arizona state law:

The legally and physically known available surface water, groundwater and effluent supplies.

The demand for water that will result from future growth projected in the general plan, added to existing uses.

An analysis of how the demand for future water will be supplied. The City of Apache Junction understands that planning for sufficient supplies of good quality water will enable and promote future development needs. This Water Resources Element addresses community goals and objectives to ensure adequate water supply, protect water quality, and promote reuse and conservation guidelines to enhance future water supplies.

ARIZONA WATER HISTORY AND LAW

In the 1970s, Arizona recognized that substantial groundwater depletion was occurring in the aquifers of Central and Southern Arizona. Overdraft of groundwater in some areas resulted in significant lowering of groundwater levels, surface subsidence, water quality problems due to intrusion of poor quality water into the aquifer, and/or loss of aquifer storage space. In response, the Arizona Groundwater Code was enacted in 1980 to address the long-term management of groundwater supplies in the state. Adoption of the Code created the Arizona Department of Water Resources (“ADWR”) that oversees the use of surface water and groundwater and works to develop the policies to ensure long-term water supplies for the people of Arizona. Enactment of the Code additionally created several Active Management Areas (“AMAs”) within the state, each of which must develop a plan to achieve goals for water management set by the state and to ensure a 100-year supply of water within it. The ADWR has adopted the Third Management Plan (“TMP”) and issued a second modification to the plan in April 2008. ADWR is working on developing the Fourth Management Plan; which is scheduled for adoption in 2010. The TMP is part of a series of five management plans that were mandated by the 1980 Groundwater Management Act. The TMP has regulatory requirements for municipalities, particularly in the area of water conservation. The next level of management plans will shift the focus from regulation towards collaborative, long-term water planning.

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Apache Junction water providers must comply with the Assured Water Supply (“AWS”) rules, which require that water providers prove a 100‐year supply of renewable water that is physically, continuously, and legally available, and must be of sufficient quality, before any additional development occurs. Under current corporate boundaries, Apache Junction is located entirely within the Phoenix AMA and participates in the Phoenix AMA plan. The management goal of the Phoenix AMA is to attain “safe-yield” by the year 2025. Achieving safe-yield, as defined in the Code, means “to achieve and thereafter maintain a long-term balance between the annual amount of groundwater withdrawn in an active management area and the annual amount of natural and artificial groundwater recharge in the active management area” (A.R.S. §45-561 (12)).

WATER RESOURCES CONDITIONS, ISSUES, AND OPPORTUNITIES

Terrain and Climate

The Apache Junction area is characterized by a broad, flat-lying alluvial plain cut by low stream terraces and floodplains located in and adjacent to the Salt River and other unnamed washes. The area is located within the Sonoran Desert Climatic Region of Arizona, which is characterized by hot summers and mild winters. Temperatures range from an average maximum of 105° F in July to an average minimum of 39° F in January. The recorded annual precipitation averages 7.2 inches, with the majority of the rainfall occurring during the summer months of July through September and the winter months of December through March. Typically little precipitation occurs during the spring and fall. Water Service

Water is provided to the City of Apache Junction by the Arizona Water Company (“AzWC”) and the Apache Junction Water Utilities Community Facilities District, which is commonly referred to as Apache Junction Water Company (“AJWC”). The service area for these two utilities is illustrated on Map 10-1. These two water service providers are regulated as large municipal providers, which is defined as serving more than 250 acre-feet (“AF”) of water per year. The AJWC meets the requirements of this program through its Designation of Assured Water Supply (“DAWS” or “Designation”), which is issued by ADWR. The AJWC is a member of the Central Arizona Groundwater Replenishment District; making their groundwater use consistent with the Phoenix AMA. The AzWC meets this requirement with Certificates of Assured Water from ADWR. The Apache Junction Water Company estimates that it currently provides water to a population of approximately 12,750 within the City of Apache Junction. The remainder of the City, approximately 25,500 people, is served by the AzWC.

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Water Resources

The water resources available to the City of Apache Junction include groundwater wells, Central Arizona Project (“CAP”) water and treated effluent. The following describes each of these resources:

1. Groundwater.

Arizona Water Company

The AzWC currently uses groundwater as their primary source. In 2001, AzWC completed a hydrologic study for their service area. Based on this study, the ADWR determined that 19,255 acre feet could be pumped annually by AzWC, and that current AzWC-committed demand was only 8,346 acre feet per year.

Apache Junction Water Company

ADWR’s 2010, designation of assured water supply for AJWC determined that 2,769 acre feet of groundwater could be pumped annually by AJWC, and that the current demand is 1,886 acre feet per year.

2. Central Arizona Project

Both water companies have the following CAP allocations for use.

Arizona Water Company

The AzWC has a current allotment of 6,000 acre feet per year (“AFY”) of CAP allocation and currently uses both treated and untreated CAP water. Treated water is supplied to AzWC through the City of Mesa water system. Apache Junction Water Company

The total amount of CAP surface water available to AJWC is 2,919 acre feet per year. This CAP water will be treated by the City of Mesa per an existing agreement and is delivered through an interconnect facility. Although 2,919 acre-feet of CAP water is available to AJWC, ADWR’s 2010 Designation of Assured Water Supply has determined that only 1,232 acre feet per year is physically, continuously, and legally available for 100 years. AJWC’s recently adopted 5-year Capital Improvement Plan includes building a water treatment plant with a capacity to treat 1,232 acre feet of CAP water.

AJWC currently has approximately 30,000 acre feet of existing long-term storage credits and continues purchasing additional credits to offset groundwater pumping.

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An annual volume of 391.26 acre feet of long term storage credits will be included as a part of the 100-year assured water supply.

The AJWC began using its CAP allocation in January 2010. Up to 2,919 AFY of this CAP allocation can be treated by the City of Mesa pursuant to a 2006 agreement. This agreement also contains a provision for AJWC to purchase an additional 3,000 acre-feet of treated water from a new or expanded Mesa facility in the future.

3. Effluent

Wastewater treatment in the City of Apache Junction is provided by the Superstition Mountains Community Facilities District (“SMCFD”). The SMCFD Wastewater Treatment Facility is reported to currently have approximately 3.07 acre feet /day of treated effluent available. Treated effluent is being recharged and approximately 1200 acre feet of recharge credits are purchased by AJWC, pursuant to a 2006 agreement. Effluent Recharge Credits can also be applied to future overdraft of groundwater use, if needed to meet future demands as expansion occurs.

Water Quantity

An assessment of available water supply for future demand depends on the estimated population growth. The 2010 General Plan projects that the majority of future growth in the City will occur to the south, which is primarily within the AJWC service area. The following paragraphs describe the relationship between future water supply and demand in the AJWC service area.

1. 2025 AJWC and ADWR Projection:

ADWR’s 2010, designation of assured water supply for AJWC’s service area states that the 100-year annual supply volume of 3,995.16 acre feet exceeds calendar year 2025 demand volume of 3,562.04 acre feet per year (note: water demand estimated by ADWR and AJWC was based on a projection of residential development that is reasonably expected to be approved through calendar year 2025). Therefore, AJWC has a designation of assured water through December 31, 2025, or until demands exceed 3,562.04 acre feet per year, whichever is earlier.

2. Buildout Projection:

AJWC has calculated that 5,688 AFY of surface and groundwater resources will actually be available subject to future contract agreements with the City of Mesa for water treatment and resulting treatment infrastructure improvements (see table below). While this additional supply is greater than current water demand and ADWR’s 2010 designation of 3,995.16, it will not be enough to satisfy the City’s future build-out

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population estimated at 140,000. Therefore, additional water sources will need to be secured at some point in the future to accommodate build-out growth.

2,769 acre-feet per year of groundwater 2,919 acre-feet per year of CAP surface water 5,688 Total Acre-Feet per Year of Water Resources

As the water demand and service area expands, renewable water supplies such as additional CAP water, aquifer storage and recovery wells, groundwater recharge facilities, water conservation, rainwater harvesting, and effluent re-use should become the focus for water supplies for future development. Detailed projections of AJWC supply and demand data are available in the AJWC Water Master Plan.

Water Quality

The water companies must provide a safe water supply that meets all current Environmental Protection Agency (“EPA”) Safe Drinking Water Maximum Contaminant Levels (“MCLs”). A review of the records from both water companies indicates that the water distributed by both the AJWC and the AzWC meets the current EPA MCLs. Although all regulated organic and inorganic compounds are tested regularly for water systems, the following parameters are most commonly critical in Arizona water systems in this area. The current MCLs for these parameters are presented below:

Nitrate (NO3) 10.0 milligrams per liter (“mg/l”) Fluoride (F) 4 mg/l Total Dissolved Solids (“TDS”) 500 mg/l Arsenic (“As”) 0.010 mg/l

The drinking water standards for nitrate, fluoride and arsenic are enforceable by regulatory agencies. TDS is not regulated for drinking water use, and primarily impacts the taste and appearance of the water. The groundwater quality in the Apache Junction area tends to be elevated in arsenic and slightly elevated in TDS. Arsenic is a naturally occurring element in the soil, relatively common in Arizona. AJWC and AzWC blend and treat water to meet the current MCL for arsenic. The increase of treated CAP (surface) water in the AJWC system will have a positive impact on water quality. Surface water improves aesthetics, taste, and odor, however introduces new challenges with disinfection by-product formation. Water is routinely sampled and tested to insure compliance with all safe drinking water standards.

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Viability of Effluent Reuse

Effluent production is directly in proportion to the serviced population. Treated effluent is typically used to irrigate landscaped areas, golf courses, and recreation fields and also used for industrial processing. SMCFD provides the opportunity for effluent reuse of future development. Water Conservation

AJWC and AzWC water providers must meet the requirements of the Groundwater Code for water providers within active management areas. Both water providers are working to achieve this goal and should consider increasing their use of CAP water to reduce their reliance on groundwater.

The City of Apache Junction can work with AJWC to decrease the per capita water consumption as the majority of the new development in the area will be served by AJWC. It is unlikely that any significant water conservation can be achieved with existing development. However, the City can require that all new development provide water conservation measures. Since the AJWC has a Designation of Assured Water Supply, the continued development and utilization of renewable supplies will be required to meet future demands. The City will explore the development of guidelines for industrial use, irrigation, and land development to conserve water use, including the use of low water use landscaping, low use water fixtures, and water reuse.

WATER RESOURCES GOALS, OBJECTIVES, AND STRATEGIES WATER QUALITY AND QUANTITY

Develop and maintain physically and legally available water supplies of sufficient capacity and quality to satisfy demands of current and future water users.

Investigate creative partnerships for the supply and delivery of water to existing and new development in Apache Junction.

Participate in processes to develop alternative regulations to facilitate the acquisition, development and use of necessary water supplies.

Encourage the use of scientific/technical studies to reduce negative impacts of the development of new water sources on existing water facilities.

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Maintain a reliable water supply in order to enhance the security and economic sustainability of Apache Junction.

Develop a drought response plan that sets forth steps that must be taken in order to cope with periods of limited surface water supply due to drought and other unforeseen acts of nature, including enhanced public education and the enactment of temporary regulations.

Develop a regional approach to water resource utilization that promotes future growth and sustainability.

Address and evaluate improvements in water quality.

Evaluate the costs and benefits of merging the Arizona Water Company and Apache Junction Water Company into one municipal water service provider.

WATER CONSERVATION

Develop and/or participate in existing public education efforts regarding the incorporation of water harvesting, xeriscape and other water conservation measures into new developments, redevelopment areas and city projects.

Promote development that conserves water through the type of landscaping, provision of recharge, and use of renewable water supplies.

Conserve the use of both groundwater and renewable water supplies.

Require compliance with ADWR programs, rules and regulations for new developments and City projects.

Require compliance with water conservation guidelines set by the ADWR, for all users, including those outside of the AMAs.

Require use of native, naturalizing, drought tolerant and drought resistant landscaping for all new developments.

Require public facilities to use water conservation fixtures and equipment.

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CHAPTER 11: Public Services and Facilities Element

INTRODUCTION:

This planning element provides an overview of the various public safety, public works, public administration, public educational, and utility facilities within the Apache Junction planning area. It is crucial that the City has the necessary public facilities and services to support growth as well as adequate policies in place to determine what role the public sector plays in financing public services and facilities. Accordingly, the City’s goal is to ensure that adequate public facilities and services exist or will be provided concurrent with new development.

PUBLIC SERVICES AND FACILITIES ELEMENT CONDITIONS, ISSUES, AND

OPPORTUNITIES Fire Protection

The Apache Junction Fire District (“AJFD”) provides fire, emergency medical, and rescue services for a 62 square mile service area, which includes Apache Junction and adjacent portions of Pinal County as illustrated in Map 11-1. A five member non-partisan elected governing board is responsible for the overall operation of the AJFD. The following table outlines the present status of the department.

TABLE 11-1: AJFD STATISTICS (January 1, 2010)

4 stations: Number of Fire Stations

83,000 people: Number of year round population served

98 employees: Number of full time equivalent staff

18: Number of fire fighting vehicles

7,834 responses: Number of responses in 2007 The AJFD has developed a targeted six minute and thirty seconds or less response time for the first arriving unit to all fire suppression and emergency medical incidents. In order to achieve this response time, new fire stations will likely be added as development continues. The City of Apache Junction will work closely with the AJFD to identify the amount, location, and timing of future development.

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Police

The Apache Junction Police Department (“AJPD”) is a full service public safety agency, primarily carrying out police services within the jurisdiction of the City of Apache Junction. The agency enforces state laws and city ordinances as well as assisting in the enforcement of federal law as necessary and appropriate. AJPD operates local animal control and is responsible for the complete investigation of all felony, misdemeanor and petty crimes which occur within the city limits and partners with other public safety agencies to enhance effectiveness of enforcement activities in and around the city. This partnership includes organizations and individuals within the community that help reduce victimization through a variety of crime prevention and community education programs. AJPD provides 24 hour public safety services with 55 sworn officers and 44 civilian support staff assigned to the department. The location of the public safety building is illustrated on Map 11-2. Wastewater Treatment

The Superstition Mountains Community Facilities District No. 1 (“SMCFD”) provides regional wastewater collection and treatment within the City. In 1992 the City formed SMCFD, which operates as an independent governmental entity within the City limits. A 5 member non-partisan board that is appointed by the City Council governs SMCFD operations and finances. As a governmental entity, SMCFD’s Board passes resolutions that establish the policies and procedures of the District. Those resolutions have substantially the same purpose as the ordinances of a city, county, or other local governmental entity. Provisions relating to use of the wastewater system and user fees are contained in SMCFD’s Policies and Procedures. SMCFD does not receive any tax revenues as it is solely supported by user service charges, fees, and earned interest. SMCFD’s original and expanded service area is shown in Map 11-3. At present, SMCFD has 108 miles of sewer lines within the City serving an estimated population of 22,000. SMCFD holds multiple permits from the Arizona Department of Environmental Quality and the Arizona Department of Water Resources for the operation of its water reclamation facility on South Ironwood Drive at Guadalupe Avenue. This facility is located on 60 acres of land owned by the District and has a capacity of 2.14 million gallons per day. The tertiary treated reclaimed water effluent is mainly recharged back to the groundwater aquifer with a minor amount discharged to lower Siphon Draw. The recharged effluent accumulates as groundwater credits which SMCFD cooperatively sells to the Apache Junction Water Utilities Community Facilities District thus extending the available potable water supply needed for future growth of the City. SMCFD has completed Master Plans for both the expansion of the collection system and the water reclamation facility. As the City develops southward from Baseline Avenue, SMCFD will

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expand its water reclamation facility, initially to 4.0 million gallons per day and then in additional 4.0 million gallon per day blocks up to an ultimate build-out capacity of 16 million gallons per day. This will be large enough to accommodate all of the expected future population growth within the City down to its current southern boundary at the Elliot Road alignment. SMCFD policy is to eliminate all surface discharge of effluent. As population growth within the City moves southward of Baseline, SMCFD will ultimately see 80% of its reclaimed water being recharged and 20% transported by pipeline into the City for direct reuse by irrigation. As the City grows southward from Elliot Road, a second water reclamation facility will need to be built. Expansion of the City southward from Elliot Road down to Ray Road could generate up to an additional 12.0 million gallons per day of sewer flow. Each section of land added to the City beyond Ray Road could generate an estimated 0.715 million gallons per day of sewer flow at full build-out. Public Works

The City of Apache Junction Public Works Department (“PWD”) is responsible for the design, construction and maintenance of all City streets, medians, right-of-ways, City traffic signals, street lights, signs, city buildings, and the purchase and maintenance of all City vehicles. Map 11-2 illustrates the location of all public buildings/facilities. PWD is also responsible for floodplain management and for City-wide stormwater management planning, transportation, street circulation and access master planning studies. Recently adopted plans include the 2002 Master Stormwater Management Plan, the 2004 Small Area Transportation Plan, and the 2003 Street Circulation and Access Study. Other general PWD responsibilities include:

Right-of-Way (“ROW”) Encroachment Permitting

Capital Improvement Project and Development Project ROW Inspection

City Wide Traffic Volume Counts

City Street Light District Management

Capital and Development Project Plan Review

Design Contract Administration/Miscellaneous Internal Project Designs

Apache Junction Water District Support

Surplus Property Auctions

Utility Company Design/Construction Coordination

Geographic Information Systems (“GIS”) Data Development, Collection and Management

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Water

Water is provided to the City of Apache Junction by the Arizona Water Company (“AZWC”) and the Apache Junction Water Utilities Community Facilities District, which is commonly referred to as Apache Junction Water Company (“AJWC”). The service area for these two utilities is illustrated on Map 10-1. See Chapter 10 (Water Resources Element) for further discussion and analysis of existing and future water service in the City.

Public Education

The Apache Junction Unified School District No. 43 (“AJUSD”) provides K-12 educational services to the City and surrounding areas in Pinal County. A five-member elected non-partisan governing board is responsible for AJUSD operation. AJUSD consists of 4 elementary schools, 1 middle school, 1 high school, and 1 alternative school. The location of these schools is illustrated in Map 11-4. As the City’s population expands towards build-out, AJUSD’s educational facilities will necessarily need to expand to serve the larger population. To help anticipate future demand, the City of Apache Junction will work closely with AJUSD to identify the amount, location, and timing of future development.

The Central Arizona Community College’s (“CAC”) Superstition Mountain Campus in Apache Junction offers a wide variety of academic, career training and personal enrichment classes. The CAC is overseen by the Pinal County Community College Governing Board, a leadership group elected by voters to help guide the institution’s growth. The five-person board is comprised of county residents selected from specific geographic areas with a president annually chosen by the board members to lead the organization. CAC has identified the City of Apache Junction as a growth area and is beginning a phased expansion of their Superstition Mountain Campus that is planned for completion in 2030. The City will work closely with the CAC on their expansion plans.

PUBLIC FACILITIES SERVICES AND FACILITIES ELEMENT GOALS, OBJECTIVES, AND STRATEGIES ADEQUATE PUBLIC FACILITIES

Provide adequate public facilities and services concurrent with new development while maintaining or improving existing service levels for existing development.

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Continue to require new development to provide its fair share of required services and infrastructure in a timely manner (see Chapter 8 - Cost of Development Element).

Develop minimum acceptable standards for the provision of community services and infrastructure.

Seek adequate response times for police, fire, and emergency services.

Develop and expand police resources at a rate to keep pace with growth and to keep the community safe.

Develop and/or maintain community facilities that encourage and promote opportunities for the interaction and communication between citizens of all ages, cultures, and incomes.

STORMWATER MANAGEMENT

Implement the 2002 City of Apache Junction Stormwater Master Plan.

Continue to work with the Flood Control District of Maricopa County on stormwater management.

Continue to foster the joint use of retention basin facilities for both flood control and recreational activities.

PLANNING

Encourage new development to provide up-to-date technology, such as fiber optics and wireless internet connections, throughout the development.

Require the inclusion of Salt River Project and other public/private utility facilities and line routes on development plan submittals.

Evaluate the implications of allowing areas affected by existing or proposed overhead electrical facilities to organize improvement districts for facility undergrounding.

Provide adequate space to accommodate community utilities, services, and facilities as development occurs.

CULTURAL FACILITIES

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Ensure that the library system and multi-generational center continues its role as a major cultural resource for the community.

Continue to provide funding for the library through development fees.

Develop and support art programs and other cultural activities.

Support public and private partnerships to promote arts and culture.

Encourage the creation of a Local Arts Council.

EDUCATIONAL FACILITIES

Promote and support the expansion and enhancement of CAC’s Superstition Mountain Campus.

Actively coordinate with AJUSD, CAC, charter schools and private entities on the planning and construction of new and rehabilitated schools in concert with redevelopment, revitalization and development activities.

Request that developers of large residential projects meet with the respective school district and that the district provide the City with projected enrollment and timing impacts such that this information can be included in Planning Commission and City Council staff reports.

Promote sound site planning principles in locating safe, secure school sites.

Encourage the connection of schools to surrounding residences through sidewalks, bicycle paths and trail systems.

Create joint development opportunities to co‐locate schools and parks, as well as selected sites for swimming pools and satellite library facilities.

Renegotiate a new intergovernmental agreement for joint use of facilities due to expire in less than 2-years.

GOAL 3:

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MAP 11-4: APACHE JUNCTION UNIFIED SCHOOL DISTRICT MAP

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CHAPTER 12: Housing Element

Introduction

The Housing Element provides a recommended housing plan for the City of Apache Junction’s future and complements the residential component of the Land Use Element by providing guidelines and priorities relative to supporting new development with appropriate infrastructure expenditures, as well as stimulating revitalization of mature neighborhoods and rehabilitation of existing housing stock, while providing housing opportunities for all City residents.

Housing Conditions, Issues, and Opportunities

The following section addresses historical housing demographics, housing rehabilitation, housing affordability, housing condition, and future housing projections. Historical Housing Demographics:

The City’s historical development pattern has resulted in the distribution of housing types as illustrated in Table 12-1. The table reflects that the City has accommodated a greater percentage of mobile home/manufactured housing stock (50% of housing stock) than both Pinal County (37.1%) and the State of Arizona (13.8%), and that the City’s percentage of multi-family housing units (5.3%) is substantially less than the state average (17.2%).

TABLE 12-1: HOUSING TYPE (2000)

CENSUS YEAR APACHE JUNCTION PINAL COUNTY STATE OF ARIZONA # Units % # Units % # Units %

Single-Family Detached 6,047 26.6 37,742 46.5 1,244,172 56.8

Plex (2-4 units/bldg) 1,146 5.0 4,567 5.6 238,552 10.9

Multi-Family (5+ units/bldg) 1,203 5.3 4,399 5.4 376,503 17.2

Mobile Home/Manuf. Home 11,398 50.0 30,100 37.1 302,575 13.8

Other (e.g., RV’s) 2,987 13.1 4,346 5.4 27,387 1.3

TOTALS: 22,781 100% 31,154 100% 2,189,189 100%


The following tables compare and contrast Apache Junction’s historical housing demographics to both Pinal County and the State of Arizona. While Table 12-3 indicates that the average median housing value for Apache Junction in the year 2000 was 19% less than the State of Arizona, Table 12-5 shows that the City’s average home ownership rate was 21% greater than the State’s ownership rate. Home ownership is important because it reflects a more stable

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rather than transient residential character, and develops strong neighborhood and community pride. Table 12-4 (Persons Per Household) suggests that the average number of persons per household in Apache Junction is significantly less than the average in both Pinal County and the State of Arizona. As Apache Junction’s housing stock repositions itself away from a housing environment dominated by mobile homes/manufactured homes/retirement homes, to a conventional/year-round housing environment, the average household size should increase.

TABLE 12-2: TOTAL HOUSING UNITS


1980 6,837 34,080 1,110,558

1990 12,760 52,732 1,659,430

2000 22,781 81,154 2,189,189 Source: U.S. Census

TABLE 12-3: MEDIAN HOUSING VALUE


1980 $41,300 $34,400 $54,800

1990 $57,700 $53,200 $80,100

2000 $98,400 $93,900 $121,300 Source: U.S. Census

TABLE 12-4: PERSONS PER HOUSEHOLD


1980 2.33 3.08 2.79

1990 2.31 2.83 2.62

2000 2.29 2.68 2.64 Source: U.S. Census

TABLE 12-5: HOME OWNERSHIP RATE


1980 98.6% 70.4% 68.3%

1990 55.6% 53.4% 52.9%

2000 82.1% 77.4% 68.0% Source: U.S. Census

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The following table illustrates historical building permit activity for residential development.

TABLE 12-6: APACHE JUNCTION RESIDENTIAL BUILDING PERMITS

Building Permit Totals By Year

Permit Type 2002 2003 2004 2005 2006 2007 2008 2009

Multi-Family Residential 7 7 1 28 31 8 0 0

Manufactured Home 123 175 152 265 258 112 86 39

Factory Built Building 1 5 3 2 2 3 1 1

Park Model 61 44 75 91 109 87 66 70

Single-Family Residential 243 170 85 126 219 137 37 36

Total 435 401 316 512 619 347 190 146 Source: Apache Junction Department of Development Services

Housing Affordability:

The United States Department of Housing and Urban Development (“HUD”) definition of housing affordability is a household that pays no more than 30 percent of its annual income on

housing. Other public agencies define affordability in terms of a percentage of an area’s median family income. The following illustrates generally accepted categories of affordability categories and definitions:

Category % of Area Median Income

Moderate 80% - 120%

Low 50% - 79%

Very Low 30% - 49%

Extremely Low Below 30%

The term “workforce housing” has come to mean housing intended to bridge the gap facing those gainfully employed residents that may earn too much to qualify for housing subsidies (typically 80-120% of area median), but not enough to afford a home for purchase, or rent, within their means. For instance, a number of communities are concerned that housing costs

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preclude people working as teachers and public safety officials (firefighters and police officers/deputy sheriffs) from living where they serve. While definitions may vary, the City has historically supported affordable housing with its zoning standards that have allowed and enabled mobile and manufactured homes, habitat for humanity, guest houses, caretaker units, and generous housing densities. Habitat for Humanity has provided affordable housing opportunities through the construction of 18 affordable new solar powered homes. Affordable housing options for senior citizens are being provided by private assisted and independent living facilities as well as three subsidized or low rent apartment complexes. Finally, the City continues to accommodate mobile homes on properly zoned sites, and manufactured housing developments.

Maintaining affordability in the City is important since housing costs in Apache Junction have been increasing. An estimated thirty-one percent of the City’s households pay more than 30% of their monthly income towards housing costs. The 2007 Census estimate indicates the median rent for the City is $656 (a 21% increase from 2000) and the median single‐family home value is $131,700 (a 33.8% increase from 2000). While broad and significant changes in the world economy have significantly decreased these values since 2007, affordability challenges will persist through future periods of economic expansion.

Pinal County also encourages housing affordability through Section 8 housing and other public, subsidized, and low rent housing opportunities in the City. The County’s 2008 Pinal County Housing Needs Assessment study is discussed later in this chapter. The City of Apache Junction favors a willingness to accept new types of residential projects that respond to market changes. Permitting greater residential height and/or density in appropriate mixed use locations encourages more efficient, sustainable, and affordable housing styles. Planning policies, such as reducing costs of energy and commuting, also contribute to housing affordability. Creative approaches are needed for extending homeownership opportunities to households of all economic levels. Public policy and development standards that enable a reduction in residential purchase or rental costs without sacrificing housing quality should be examined. Workforce housing is especially important to the City's long-term financial well-being. Homes and rents need to be affordable in relation to wage scales earned by residents and their families.

Housing Rehabilitation:

Housing rehabilitation and redevelopment in older neighborhoods is an important goal for the City. The City’s grant funded housing rehabilitation program has been active since 1985 and provides for the rehabilitation of owner occupied housing units in order to eliminate health and safety hazards, benefit low to moderate income homeowners, and improve neighborhoods.

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In the future, a coordinated, strategic plan and approach to neighborhood revitalization will be important to stabilize older neighborhoods within the City. Housing Quality:

Maintaining a livable, safe and desirable housing stock is a high priority for the City. Based on a housing condition survey conducted in early 2010, the City’s housing stock condition is generally rated as fair. Table 12-7 and the following pie chart reflect the findings of this housing survey. The results of this housing condition survey demonstrate there is diverse distribution of single family detached homes, manufactured/mobile homes, and recreational vehicles which include park models (see Table 12-8). While the general condition of all housing primarily reflects a fair condition, single family detached homes demonstrated to be well within the excellent and good conditions. This far outweighs the overall fair to poor condition of the manufactured and mobile homes. Recreational vehicles were not determined for quality simply for quantity.

TABLE 12-7: HOUSING CONDITION

Excellent Good Fair Poor Replace

Single-Family Detached 3,622 2,308 572 170 26

Plex (2-4 units/bldg) 8 88 50 8

Multi-Family (5+ units/bldg) 10 29 21 7 2

Mobile Home/Manuf. Home 1,921 3,492 1,559 612

Other (visually undertain) 3,589 121 76

TOTALS: 3,640 4,346 7,724 1,865 716

Source: 2010 City of Apache Junction Housing Survey

TABLE 12-8: HOUSING DISTRIBUTION

CENSUS DATA SURVEY DATA # Units % # Units %

Single-Family Detached 6,047 26.6 6,698 31.7

Plex (2-4 units/bldg) 1,146 5.0 154 .7

Multi-Family (5+ units/bldg) 1,203 5.3 69 .3

Mobile Home/Manuf. Home 11,398 50.0 7,584 35.9

Other (RV’s or uncertain) 2,987 13.1 6,646 31.4

TOTALS: 22,781 100% 21,151 100%

Source: 2010 City of Apache Junction Housing Survey

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Future Housing Need:

The General Plan must ensure that land is available for development to accommodate future population growth. The projected build-out population is expected to be 140,000, which results in an estimated 59,000 total housing units at build-out. Tables 12-9 and 12-10 illustrate future housing and population projections in the City of Apache Junction Market Area. It appears that the land use designations identified in the Future Land Use Map demonstrates sufficient acreage to meet and significantly exceed the projected residential needs for the City’s future.

32%

30%

6%

31%

1%0%

0%

Housing Units by Type - Citywide

Single Family

Manufactured Home

Mobile Home

RV/Park Model

Multifamily

Apartment

Other

17%

21%

36%

9%

3% 14%

Housing Units by Quality - Citywide

Excellent

Good

Fair

Poor

Replace

Other

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TABLE 12-9: POPULATION PROJECTIONS

2010 2015 2020 2025 2030 Build-Out

City of Apache Junction 37,507 52,149 67,045 81,877 96,437 140,000

Pinal County 346,177

441,893

607,482

826,187

1,083,016

NA

Source: Applied Economics, CAAG Pinal Projections Study, Most Likely Scenario, 2009 and Apache Junction Development Services Department.

TABLE 12-10: HOUSING PROJECTIONS

2010 2015 2020 2025 2030 Build-Out

City of Apache Junction 20,000 22,673 29,150 35,599 41,929 61,700

Pinal County 326,845 420,493

583,351 793,672

1,040,991

NA

Source: Applied Economics, CAAG Pinal Projections Study, Most Likely Scenario, 2009 and Apache Junction Development Services Department.

Housing Diversity:

The Land Use Plan provides a wide range of residential land use categories and opportunities for residential development. These categories are supportive of a balanced mix of housing types.

Pinal County Housing Needs Assessment:

The 2008 Pinal County Housing Needs Assessment identifies the following significant housing conditions in Apache Junction:

Nearly 1/2 of housing units are manufactured housing units or mobile homes and another third are single-family homes.

Multi-family units accounted for a larger proportion of growth during the 2000 to 2006 housing boom than did other housing types.

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60% of units are vacant and the majority of these vacancies are seasonal. Vacancy rates are much lower in the cooler winter months and higher in the hotter summer months.

A homeownership rate of 83% in 2000, with the highest homeownership rates among householders age 65 and older and married couples with no dependent children. These were also the most common age ranges and family types.

The greatest proportion (39%) of the housing stock was built between 1990 and March 2000.

The median price asked for a housing unit in 2000 was $113,200 and in 2006 was $216,500.

Home purchase affordability declined an estimated 139% from 2000 to 2006.

19.5% of home purchase and refinance loans made between 2000 and 2004 were made by subprime lenders.

According to the Pinal County Assessment study, as Pinal County urbanizes, the economic well-being, as well as the health of the housing market in Pinal County is directly related to the economic well-being of the metropolitan areas. Most areas in Pinal County do not have sufficient employment opportunities to support the current population. More than 40% of the employed population commutes out of the County and a significant challenge moving forward is to expand local employment options and provide appropriate infrastructure and community services.

The Assessment study cites housing industry experts who are predicting that smaller homes on smaller lots closer to amenities and employment will be desired in the future. In fact, some experts assert that there is enough single family, large lot inventory already in place to satisfy all future demand for this type of product. According to the American Association of Retired Persons (“AARP”), 71% of older households want to live in walking distance of public transportation. The Assessment study goes on to say that the next generation of workers is looking for something different than their parents and grandparents. They are marrying and starting families later and are looking for places to live near activities and transportation options in a more urban setting. It is estimated that 57% of the “Echo Boom” generation (ages 24-34) prefer small lot housing. Approximately 53% of them consider an easy walk to stores an important determinant in making housing and neighborhood choices. The success and popularity of this type of housing development is already being realized in urban areas across the country including Metropolitan Phoenix.

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HOUSING GOALS, OBJECTIVES, AND STRATEGIES

HOUSING REHABILITATION, RESIDENTIAL DESIGN, AND HOUSING QUALITY

Goal: Maximize the maintenance of existing housing and the quality of future housing. Objectives and Strategies:

Encourage and promote safe housing, desirable neighborhoods, and buildings that are maintained and free from blight.

Assure that the design quality of all construction does not contribute to slum and blight.

Consider adoption of a neighborhood maintenance code that addresses minimum standards for maintaining structures, yards, driveways, and sidewalks visible from public streets and other properties.

Develop design guidelines and standards for new residential construction.

Establish design criteria for manufactured and modular homes that aesthetically integrate into traditional residential neighborhoods.

Encourage homebuilders to construct energy-efficient, "green" homes.

Create residential "enterprise zones" with educational outreach, code enforcement, revitalization assistance and maintenance of substandard homes.

Promote conservation of energy, water, and other natural resources as a cost-saving measure in existing residential development.

Support compact or cluster housing as a tool to preserve open space.

Encourage new housing units that are designed to respect the mass, scale, siting, and form of other buildings in a neighborhood or area.

Use buffering, screening, and design standards to mitigate impacts of higher-density residential development on neighboring lower-density residential development.

Examine density bonuses and reduced parking requirements for senior housing based on the limited impact of such housing on infrastructure.

Encourage design of subdivisions that protect environmentally sensitive areas or unique property characteristics.

Inform residents on City codes and encourage them to upgrade their homes to meet City codes.

Continue the use of federal, state, local, and other financial resources that will promote affordable housing and opportunities for the rehabilitation of the existing housing supply.

Consider a housing replacement program.

Consider creation of a systematic housing inspection program to identify substandard housing and/or code violations.

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Develop a process for identifying and tracking abandoned, vacant, and foreclosed property. Evaluate such property for use as affordable housing.

Ensure that infill housing is compatible with the surrounding neighborhood.

AFFORDABLE HOUSING

Goal: Maximize the efficiency and effectiveness of affordable housing programs [Note: the City accepts HUD’s definition of affordable housing, and the generally accepted categories of housing affordability described above in the housing affordability section of this element].


Consider incentives to encourage the development of affordable housing (i.e., reduced fees, zoning requirements and/or density bonuses).

Enable housing choices for individuals in all income categories.

Develop, adopt, and implement an affordable housing strategic plan.

Encourage the development of public‐private ventures developing low income housing with local, state and federal funds.

Utilize available federal, state, regional and local resources and programs to encourage first‐time homebuyers.

Promote the development of quality workforce housing.

Investigate the feasibility for requiring a percentage of affordable housing within large‐scale mixed‐use projects.

Encourage affordable housing to be integrated into existing development and neighborhoods to avoid economic segregation.

Annually analyze housing sales volume, median sales price, median rent, and rental vacancy rates to ensure that current housing policies, programs, and projects are appropriately targeted.

NEIGHBORHOOD PROGRAMS

Goal: Encourage and promote neighborhood organizations. Objectives and Strategies:

Investigate programs to abate deteriorating neighborhood conditions.

Continue to support and increase the number of Block Watch organizations.

Maintain and improve public spaces within neighborhoods.

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Consider implementing a “Neighborhoods at the Heart of Apache Junction” program, which offers financial and technical assistance to neighborhood organizations for improvement projects.

Offer incentives, such as awards, notice in local papers, and City recognition to homeowners, neighborhood associations, or individuals, for superior home maintenance or exceptional neighborhood projects.

HOUSING DIVERSITY

Goal: Support a mix of housing types and opportunities throughout the City to meet the diverse needs of residents.


Encourage the dispersion of housing types and values throughout the City.

Preserve large lot development in areas designated in the Future Land Use Plan Map (Map 4-1) as Low Density Residential land use.

Review demographic data and respond to housing‐type preference trends. The City’s housing stock and Zoning Code should be reviewed against this data to ensure desired housing‐types are provided and encouraged.

Pursue strategies which encourage a mix of housing types that foster sustainable living and neighborhoods.

Promote the development of high‐quality, multi‐story condominium and mixed‐use buildings within areas appropriate for urban living, employment, entertainment, and/or multi‐modal transportation.

Identify and analyze the housing needs of the special needs populations.

Identify appropriate areas for executive level housing in conjunction with the development of Economic Activity Centers.

Develop an inventory of existing housing product (by type, size, value) and monitor new developments to maintain balance.

Encourage very low density residential development in areas without water and sewer utilities.

Investigate programs and services to assist seniors to age in place.

FAIR HOUSING OPPORTUNITY

Goal: Ensure that no person seeking housing in Apache Junction is discriminated against on the basis of race, gender, marital or family status, age, physical disability, or religion.


Continue to implement a Fair Housing Program.

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Coordinate with appropriate federal, state and local housing providers to ensure that fair housing laws are enforced and the City is providing a diversity of housing choices.

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CHAPTER 13: Economic Development Element

INTRODUCTION:

What is Economic Development? – The December 2007 Economic Development Action Planning Team (“EDAPT”) defined it as: a systematic approach to understanding and achieving community economic aspirations, characterized as being a dynamic process that both shapes and responds to marketplace opportunities in a timely manner. It depends on a full and accurate “product knowledge,” professionally staffed that is adequately resourced with tools and consistent goals aligned to reflect community aspirations. Economic development raises the standard of living for residents, creates employment opportunities for enterprises, and increases the community’s quality of life. Achieving diverse types and intensities of business development and providing employment opportunities for City residents is an important concern and is vital to the long term fiscal viability and economic health of the City. Increasing the employment base and providing economic diversity is necessary to protect Apache Junction from shifts in the economy. The purpose of this chapter is to ensure that the planning area offers diverse business opportunities that expand the local economy and allow residents to have quality employment close to where they live. The Land Use Plan Map (Map 4-1) illustrates where existing and future businesses and employment are planned to be located.

ECONOMIC DEVELOPMENT CONDITIONS, ISSUES, AND OPPORTUNITIES

According to demographic projections, Apache Junction will continue to experience population growth (see Table 3-6) and employment opportunities need to be created to support this growing population. To date, the City does not generate enough jobs to accommodate Apache Junction’s workforce.

A key element of economic development is the focus on quality employment. It is not enough to create retail and service-type jobs. Though these jobs play an important role, they do not necessarily raise the overall standard of living within the community or substantially expand the economic base. The goal is to ensure a variety of jobs and a full range of skill levels and wages. The following are existing conditions and issues that must be addressed to provide quality employment and meet the City’s economic development objectives:

• Lack of a cohesive identity. • Major retail is focusing on developing along Highway 60, rather than downtown.

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• Absentee landowners. • Lack of activities or amenities that draw people to the area. • Lack of pedestrian orientation. • Empty stores. • Older and underinvested buildings and sites. • Poor condition of buildings and sites. • Lack of downtown residential density.

Business and Employment Projection

The 2010 Land Use Plan Map (Map 4-1) illustrates the area of existing and future business and employment activity. The following tables reflect employment and business projections based on the analysis of the Apache Junction market area. Table 13-1 reflects future employment projections, and Table 13-2 reflects future projection of business types.

TABLE 13-1: APACHE JUNCTION MARKET AREA EMPLOYMENT PROJECTON

2010 2015 2020 2025 2030

City of Apache Junction 10,052

15,964

22,462

28,599

36,391

Pinal County 63,116

108,229

169,877

235,777

324,454

Source: Applied Economics, CAAG Pinal Projections Study, Most Likely Scenario, 2009. Note: This market area includes Gold Canyon.

TABLE 13-2: APACHE JUNCTION MARKET AREA BUSINESS EMPLOYMENT PROJECTON

2010 2015 2020 2025 2030

Retail Employment 3,534

5,406

7,798

9,817

12,622

Industrial Employment 917

1,372

1,950 2,519

3,186

Office Employment 1,709 2,722 3,842 5,278 6,893

Source: Applied Economics, CAAG Pinal Projections Study, Most Likely Scenario, 2009. Note: This market area includes Gold Canyon.

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Targeted Industries

One of the outcomes of the eighteen month long "EDAPT" process has been the establishment of a targeted industries list for use in business expansion and recruitment efforts. A primary component of the City’s economic development plan is attracting industries that are consistent with the priorities of the City and its demographic profile. Industries on this list will help Apache Junction diversify the employment base and further enhance overall quality of life concerns previously expressed by citizens. Apache Junction, in partnership with it’s regional friends and allies at the Greater Phoenix

Economic Council (“GPEC”), has identified the following targeted industries for Apache

Junction:

Business service

Environmental technologies - research & manufacturing

Standard & advanced manufacturing

Regional & Corporate centers

Medical Institution (or associated satellite operations)

Mining support facilities

Resort/tourist-oriented development

Film-making (location shooting)

Expanded retail opportunities

This is not meant to exclude other industries not on this list, merely to identify priorities for investment of limited staff resources.

Employment Zones

The City has identified the following six employment zones, with the potential of two additional village center “mixed-use” zones, for purposes of attracting major businesses and generating employment opportunities.

Crossroads

Apache Trail

Portalis (up to three internal mixed-use zones)

US Hwy 60

Ironwood & Baseline

Old West Hwy

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Economic Development Advisory Board

As the City grows and additional professional talent comes to reside within the community, the City may wish to consider establishment of an Economic Development Advisory Board (“EDAB”) comprised of high profile business persons and the City’s Economic Development Division Director, for the purpose of developing economic development policies and strategies, and to provide guidance and support to the City Council. The EDAB would, among other things, create and update an annual business plan and make recommendations to the City Council regarding economic development activities.

Partnerships

The City realizes that the economic development effort relies upon critical partnerships and relationships. To this end, the Economic Development Division will develop and maintain relationships with the following entities:

Apache Junction Chamber of Commerce

Greater Phoenix Economic Council (“GPEC”)

Central AZ Council of Governments (“CAAG”)

Arizona Department of Commerce

Local Businesses

Utility Service Providers

Brokerage Community

Development Community

Apache Junction CDC/Main Street Program

Arizona State University

Central AZ College (“CAC”)

Apache Junction Unified School District (“AJUSD”)

Pinal County

Other ad hoc partnerships – as appropriate

Previous Economic Development Plans and Studies

The City has previously conducted a number of studies, reports, and planning exercises related to economic development activities. This information has been reviewed and considered in preparation of this General Plan element. The following list identifies and briefly explains these studies and reports:

Retail Leakage Study (May, 2008). This study examines retail trade area dollar leakage and opportunities by product category, sub-market (i.e. The Trail, and Hwy 60) and demographic segment.

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EDAPT Study (November, 2007). This plan examines “what we want to be as a city when we grow up”.

Downtown Infill Incentive District Plan (October 19, 2004). This plan creates and describes the City’s infill district and offers incentive guidelines which are intended to encourage commercial and retail development and redevelopment.

Downtown Strategy and Implementation Plan (September 2010). This plan provides a land use and economic development strategy and implementation plan for the future development and redevelopment of the downtown area.

ECONOMIC DEVELOPMENT GOALS, OBJECTIVES, AND STRATEGIES LAND USE PLANNING

Reserve adequate land area to accommodate future economic development.

Implement the 2010 Downtown Strategic and Implementation Plan.

Identify potential resort and tourist locations along north Highway 88 to capitalize on the City’s amenities and its natural beauty.

Protect the light industrial/business park employment designated areas within the Land Use Plan Map to ensure adequate land to accommodate current and future economic development opportunities.

Support mixed-use development within designated areas for quality retail and employment opportunities.

Identify and promote sites for regional retail development.

Identify and promote sites for light industrial and business park development.

Focus entertainment amenities within the Old West Highway, Crossroads areas.

Facilitate and support the continued development and maintaining of the Highway 60 automotive corridor.

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Identify, protect, and enhance the entryways into the City, designated growth areas, and character areas to express that the City of Apache Junction is a unique and special place compared to other Valley cities.

REGIONAL ECONOMIC DEVELOPMENT EFFORTS

Participate in regional economic development efforts.

Cooperate with other East Valley communities and Pinal County in promoting the benefits of doing business in the East Valley and Apache Junction.

Maintain the City’s membership in and continue to promote Apache Junction as a great place to do business through the Chamber of Commerce, Greater Phoenix Economic Council (GPEC), and International Council of Shopping Centers (ICSC).

Support and promote regional approaches to economic development and to ensure that the assets and needs of Apache Junction are promoted and protected.

Work with AJUSC, CAC, and regional economic education institutions to improve the quality of education and expansion of educational opportunities within the planning area.

Facilitate the partnership between business and education facilities to develop vocational training programs, apprenticeship programs, and entrepreneurial skills training.

Encourage the development of training programs for people currently employed so they may improve the skills they use in their current jobs or expand their skills into new disciplines.

TARGETING BUSINESSES

Encourage development that will contribute more in sales taxes than it cost to publically

serve.

Encourage businesses that provide captive markets for retail uses.

Encourage a diversity of employment and business types to provide protection against market fluctuations.

Increase efforts to attract companies and industries with above average wages.

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Accommodate a broad mix of jobs, while actively seeking a greater proportion of living wage quality jobs that will have greater benefits to community residents.

Implement business attraction strategies to encourage relocation and expansion of targeted industries.

Increase local revenue capture from sales and services to regional and out-of-state visitors while minimizing leakage from Apache Junction residents.

ECONOMIC DEVELOPMENT INCENTIVES

Provide appropriate incentives to attract and retain businesses.

Evaluate and update the City’s Economic Development Incentive Tool Kit.

Ensure incentives are targeted to growth industries, reinforce community investment priorities in key areas, are performance based, include provision for re-capture in the event of non-performance, and are contained by written agreement approved by City Council.

Provide community in-put to efforts seeking to evolve state–level policies that will enhance Arizona’s competitiveness regionally, nationally and globally.

Cooperate with Pinal County to manage its growth and development.

ECONOMIC DEVELOPMENT ATTRACTIONS

Identify and plan for events and activities that attract people to the community.

Encourage the promotion of arts, cultural, equestrian, and sporting activities in the City, which attract regional visitors and tourists.

Expand art festivals, fairs, and musical events within the City.

Plan for a variety of shopping, dining, restaurant, and amusement activities within the City.

ECONOMIC DEVELOPMENT RESOURCES AND ADMINISTRATION

Continue to fund and strengthen the City’s Economic Development Division and its activities.

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Create and administer a local Economic Development Advisory Board to assist with annual economic development programming, and to provide input, advice and recommendations to the City Council.

Actively seek additional state, federal and non-profit resource investment as circumstances permit.

JOBS AND HOUSING BALANCE

Improve the City’s balance of jobs to households.

Provide housing opportunities near shopping and employment sites through mixed-use development and increased residential densities.

Encourage a variety of quality housing options of varying price ranges to expand and enhance the city’s permanent housing stock and ensure it is available to a diverse residential and generational mix.

ENHANCE LOCAL BUSINESS ENVIRONMENT

Maintain and improve relationships with local businesses to encourage open communication regarding small business needs.

Develop resources, programs, and processes to encourage and support small business and entrepreneurship.

Work with the Chamber of Commerce and other economic development organizations to provide information and resources necessary for local business owners.

REDEVELOPMENT

Promote the development, redevelopment, and reinvestment of employment and business growth within the downtown area.

Examine redevelopment and adaptive reuse opportunities affecting properties within the downtown area.

Facilitate the development of community and cultural facilities and events in the downtown.

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Support expansion and reinvestment in existing businesses through public improvements, neighborhood revitalization, neighborhood planning, and planning assistance.

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CHAPTER 14: Energy Element

INTRODUCTION:

Utilizing available energy resources in the most efficient manner possible, while supporting the development of new and renewable energy sources, provides a long-term benefit to everyone. The issues of energy conservation, demand, and efficiency have been addressed throughout the 2010 General Plan. Achieving optimal energy efficiency at a local level cannot be achieved without consideration of the importance of local energy plans and ordinances. Energy, like water, roads and homes, is a vital infrastructure component to the City’s economy and way of life. To ensure long-term sustainability of new development in the City’s planning area, the principles of energy conservation need to be reflected in the City’s planning and design processes. Sustainability involves a combination of preserving non-renewable energy resources and incorporating state-of-the art environmental preservation features in land use plans and building designs. Apache Junction has a tremendous opportunity to be a leader in sustainability through prudent energy management. Unlike many areas where the majority of the built environment is decades old, the majority of Apache Junction’s built environment has yet to be constructed. Using energy efficient materials and planning techniques is much easier and cost effective for new construction than trying to retrofit older structures. For these reasons, it is the right time and place for a comprehensive energy approach to be created and implemented.

ENERGY ELEMENT CONDITIONS, ISSUES, AND OPPORTUNITIES

Currently, the provision of electrical and gas energy is supplied by Salt River Project (“SRP”) and Southwest Gas, respectfully. The City will continue to encourage these energy providers to bring forward environmentally sound practices to conserve and secure the energy requirements in Apache Junction. National organizations such as the United States Green Building Council (“USGBC”) have taken the lead in promoting energy conservation through design enhancements. USGBC is composed of organizations representing a broad spectrum of the building industry committed to construction that is environmentally responsible, profitable and healthy to occupy. The Leadership in Energy and Environmental Design (“LEED”) Green Building Rating System is a key program of the USGBC. Local adoption of a LEED Green Building Program is becoming common in Arizona. The City of Apache Junction currently has several projects underway that are consistent with energy conservation, and has adopted or is considering the following policies:

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Adoption of International Energy Conservation Code (“IECC”).

Energy efficiency in new vehicle purchases.

New City facilities and buildings designed to LEED standards.

The recruitment of companies providing green products or services such as solar energy.

Conversion of traffic signal lights to energy efficient solar powered and/or LED lights.

Adoption of a Green Building Program (see Environmental Element).

Employee vehicle trip reduction program.

ENERGY ELEMENT GOALS, OBJECTIVES, AND STRATEGIES CITY FACILITIES AND SERVICES

Provide a leadership role for the community in energy efficiency and environmental stewardship through the way in which it operates its public buildings, services and facilities.

Require LEED certified green buildings practices for new construction of public buildings and facilities.

Develop a Green Procurement Strategy for eco-labeled products and services, such as paint and office supplies.

Continue to advance environmental stewardship through low maintenance and water consumption design and planting, and the use of native planting and granite landscaping where appropriate and feasible within City parks and public spaces.

Convert a portion of the vehicle fleet over time to alternative fuels including gas/electric hybrids and biodiesel vehicles.

Convert City facilities to low energy lighting and install energy efficient electrical equipment when economically feasible.

MUNICIPAL INITIATIVES

Integrate energy efficiency measures (e.g., LEED, Green Globes) into standards and regulations for land use, zoning, site design, building, appliances and transportation facilities.

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Reduce local governmental barriers for the addition of renewable energy that may exist in the permitting process (e.g., reduce renewable permit fees, expedite permit reviews, provide renewable education for plan reviewers and inspectors), and by removing non-safety related codes and standards that may prohibit the installation of renewable energy.

Explore and develop incentives and educational green awareness programs for developers, builders and residents that identify the short, mid and long-term benefits of energy efficiency.

Give preference to development patterns that promote energy conservation and efficiency. Infill and redevelopment are good examples, as well as planning principles that make auto, transit and other multimodal circulation more efficient and infrastructure expansion more economical.

Encourage opportunities for appropriate City staff to become LEED-accredited.

Develop and implement an energy conservation policy plan that will document policies and incentives to promote greater use of renewable energy.

Establish a Green Building Program.

Encourage energy efficient retrofitting for private development.

Support the attraction of renewable energy providers through the City’s economic development strategy.

Provide energy conservation information on the City website with links to energy providers.

Consider introducing an awards program, which recognizes environmental stewardship and energy conservation by City businesses.

Consider adoption of Pinal County’s strategy that 20% of all homes in developments larger than 100 dwelling units meet ENERGY STAR rating as defined by the United States Environmental Protection Agency, or other energy efficiency standards.

Encourage site improvements to optimize energy consumption through solar orientation of lots, additional tree shading, and where feasible, narrowed street widths.

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Maintain and promote water conservation and programs to conserve energy.

Update zoning standards to avoid the development of heat islands through land use planning, open space preservation between developments, site design, and building materials and colors.

Demonstrate municipal leadership by developing or aiding in the development of an alternative energy project such as, but not limited to, large-scale solar application or similar project.

Pursue the use of renewable energy sources (e.g., solar and wind) and encourage these sources to be incorporated into private and public developments.

Encourage the development of a local hybrid refueling station.

PRIVATE UTILITIES

Work with energy providers to co-locate facilities such as transmission lines, pipelines, substations, and terminals.

Protect existing and projected transmission corridors from incompatible development.

Coordinate with energy providers in the implementation of the Growth Areas Element to ensure energy infrastructure is adequate to support growth and infrastructure development.

Coordinate future location of electric transmission lines and gas pipelines within existing corridors serving the City.

Work with providers to ensure all new power transmission lines less than 60 kV are provided underground throughout the City.

Continue to support energy efficient programs offered by the City’s gas and electric providers.

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CHAPTER 15: AMENDING THE GENERAL PLAN

Introduction

The planning process leading up to the adoption of a General Plan is a rigorous process involving many formal and informal public meetings and public hearings over a considerable period of time. These meetings were supplemented with individual interviews, surveys, and other methods that were used to determine the community’s goals and objectives regarding the development of the City of Apache Junction.

The General Plan, however, must continually be reexamined to respond to the changing social, economic, and demographic trends associated with dynamic growth within the City and region. Development pressures directly impact land use, traffic patterns, socio‐economic conditions, provision of City services, and a host of other factors which must be addressed so that the General Plan remains effective and relevant. Significant changes in any of these factors can trigger a need to amend the 2010 Apache Junction General Plan. Accordingly, future changes to the plan should be carefully considered to avoid invalidating the entire general plan development process and undermining community confidence. The following describes the process and criteria for general plan amendments.

Plan Amendment Process

Amendments to the general plan shall be classified as either major or minor amendments. In accordance with A.R.S.§9-461.06, changes to the General Plan are to be considered major amendments if the resulting change is a “substantial alteration of the municipality’s land use mixture or balance as established in the Land Use Element.” The following procedural requirements apply to major amendments. Major amendments to the 2010 General Plan shall comply with the following:

1. Will be processed starting January 1st of each year and shall be considered by the Council at its second regular meeting in September of each year.

2. May only be considered by the City Council at a single hearing during the calendar year the proposal is made. [Note: Minor amendments may be processed and considered at any time during the year].

3. Must receive a two-thirds majority vote of the City Council for approval.

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4. May be requested by private individuals and/or agencies in accordance with the procedures set forth in Arizona State Law.

5. Must comply with the same procedures used for the adoption of the General Plan.

6. May not be enacted as an emergency measure by the City of Apache Junction, but is

subject to referendum as provided by article IV, part 1, section 1, subsection (8), Constitution of Arizona, and title 19, chapter 1, article 4, except for general plans that are required to be submitted to the voters for ratification.

7. Must be approved by the governing body in the form of a resolution.

The general plan amendment process shall include, for both major and minor approvals, a review, analysis, findings, and recommendation for approval, denial, or modification by staff to the Planning and Zoning Commission and the City Council. No rezoning requiring a General Plan amendment shall be approved by the City Council until after the Council approves the major or minor general plan amendment.

Plan Amendment Notice

To ensure adequate scrutiny of proposals for major amendments to the general plan, state statutes mandate that local governments provide notice of the proposal a minimum of sixty (60) calendar days prior to providing notice of public hearing. Major amendments must also meet the public involvement criteria outlined in the state statutes that provide effective, early, and continuous public participation from all geographic, ethnic, and economic areas of the municipality (see Chapter 2).

60‐DAY NOTICE

A minimum of sixty (60) calendar days prior to providing notice of the first public hearing for a major plan amendment, the local government must transmit the proposal to the Planning and Zoning Commission and City Council and provide review copies to the following entities:

The planning agency of the county in which the municipality is located.

Each county or municipality that is contiguous to the corporate limits of the municipality or its area of extraterritorial jurisdiction.

The regional planning agency within which the municipality is located.

The Department of Commerce or any other state agency that is subsequently designated as the general planning agency for this state.

The Department of Water Resources for review and comment of the Water Resources Element.

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Any person or entity that requests in writing to receive a copy of the proposal.

NOTICE OF PUBLIC HEARING

For both Major and Minor amendments to the general plan, the City provides notice of public hearings before the Planning and Zoning Commission and City Council at least fifteen (15) but not more than thirty (30) calendar days prior to the hearing date by publication at least once in a newspaper of general circulation within the municipality.

PUBLIC HEARINGS AND ADOPTION

Major amendments to the General Plan require the following public hearings:

Planning and Zoning Commission: A minimum of two public hearings at different locations within the municipality to promote citizen participation. Action by the Planning and Zoning Commission shall then be transmitted to the City Council.

City Council: A minimum of one public hearing. Approval of a major amendment requires the affirmative vote of at least two‐thirds of the members of the City Council.

Minor amendments to the General Plan require the following public hearings:

Planning and Zoning Commission: A minimum of one public hearing. Action by the Planning and Zoning Commission shall then be transmitted to the City Council.

City Council: A minimum of one public hearing. Approval of a minor amendment requires a simple majority vote of the City Council.

Major Plan Amendments

Amendments to the 2010 Plan shall be considered major amendments if they substantially alter the community’s land-use mixture and balance in accordance with one or more of the following criteria:

1. Any Planning Area Boundary change of 100 or more contiguous acres.

2. Any proposed Land Use Plan Map change from a residential land use designation to a non-residential land use designation of 10 or more contiguous acres.

3. Any proposed Land Use Plan Map change from a commercial land use designation to a

business park/industrial land use designation of 10 or more contiguous acres.

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4. Any proposed Land Use Map change from a commercial, business park, or industrial land

use designation to a residential land use designation of 10 or more contiguous acres.

5. Any proposed Zoning Map change from a residential zoning district to a non-residential zoning district of 10 or more contiguous acres for property that is identified in the Land Use Plan as residential.

6. Any proposed Zoning Map change from a commercial zoning district to a business park/industrial zoning district of 10 or more contiguous acres for property that is identified in the Land Use Plan as commercial.

7. Any proposed Zoning Map change from a commercial, business park, or industrial zoning

district to a residential zoning district of 10 or more contiguous acres for property that is identified in the Land Use Plan as commercial or business park/industrial.

8. Any proposed Zoning Map change from a single-family residential zoning district to a

multiple-family residential zoning district of 10 or more contiguous acres for property that is identified in the Land Use Plan as very low density rural residential, low density residential, or medium density residential.

9. Any Zoning Code text and/or General Plan text changes that conflict with or alter the

intent of any General Plan goal, objective or policy as determined by the Development Services Director or designee.

Minor Plan Amendments

All other changes not expressly classified as a major plan amendment shall be classified and processed as minor plan amendments, except the following changes which are exempt from both the major and minor amendment process:

1. Any proposed zoning map change that complies with the Land Use Plan Map (see Map 4-1).

2. Any proposed General Plan and/or Zoning Code text change that does not conflict with or alter the intent of any General Plan goal, objective or policy as determined by the Development Services Director or designee.

3. Any proposed Zoning Map change from a higher density residential zoning district to a

lower density residential zoning district.

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4. Any proposed change to the Functional Roadway Classification Map that does not adversely impact all or a portion of the entire community, as determined by the Director of Public Works or designee.

5. Creation of any new zoning district classifications within the Zoning Code.

6. Any changes to the Chapter 16 implementation program.

General Plan Amendment Criteria

In considering a plan amendment resulting from a proposed Zoning Map change, Zoning Code text change, General Plan Future Land Use Map change, or General Plan text change, the following criteria shall be evaluated:

1. Whether the amendment proposes a land use designation that the Land Use Plan Map (see Map 4-1) does not adequately provide optional sites to accommodate.

2. Whether the amendment constitutes an overall improvement to the General Plan, will not solely benefit a particular landowner or owners at a particular point in time, and is consistent with the overall intent of the 2010 General Plan.

3. Whether the proposed amendment is justified by an error in the 2010 General Plan as

originally adopted.

4. Whether the proposed change is generally consistent with goals, objectives, and other elements of the 2010 General Plan.

5. Whether the proposed change is justified by a change in community conditions or

neighborhood characteristics since adoption of the Plan.

6. Whether the amendment will adversely impact a portion of, or the entire community by:

a. Significantly altering acceptable existing land use patterns, especially in

established neighborhoods. b. Significantly reducing the housing to jobs balance in the Planning Area. c. Substantially decreasing existing and future water supplies. d. Replacing employment with residential uses. e. Requiring additional and more expensive improvements to infrastructure

systems and/or proximity to municipal facilities and/or services than are needed

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to support the prevailing land uses and which, therefore, may impact the level of service for existing and proposed developments in other areas.

f. Increasing traffic (without mitigation measures) on existing roadways beyond the planned level of service, and that negatively impact existing and planned land uses.

g. Affecting the existing character (i.e., visual, physical and functional) of the immediate area.

h. Increasing the exposure of residents to aviation generated noise, safety and/or flight operations.

i. Materially diminishing the environmental quality of the air, water, land, or cultural resources.

j. Significantly altering recreational amenities such as open space, parks, and trails. It shall be the burden of the party requesting the major or minor amendment to prove that the proposed change meets the amendment criteria, constitutes an improvement to the 2010 General Plan, and complies with the goals and policies of the Plan.

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CHAPTER 16: IMPLEMENTATION PROGRAM

Introduction

The implementation program puts the 2010 General Plan goals, objectives, and policies in motion. More specifically, the implementation program establishes specific measures that will lead to plan achievement. The intent of the Implementation Program is to organize a priority listing of implementation activities derived from the Goals, Objectives and Policies within each planning element. Much of plan implementation occurs on a case-by-case basis through review of proposed rezonings, site plans, conditional uses, plats, public improvements, and public facilities. Implementation also occurs on a daily basis within the City administration through an ongoing system of analysis and study intended to reach rational conclusions about community needs and the best courses of city action within the framework established by 2010 General Plan. The following table contains a series of implementation tasks that have been organized by chapter, action, department responsibility, and short term (1-3 years), medium term (4-6 years), and long term (7+ years) priority. This table should be evaluated on an annual basis and updated to reflect changes in policy and/or resource capabilities.

General Plan Element

Implementation Action

Department Responsible For Implementation

Implementation Priority

Chapter 4 Land Use Element

Amend code to require new development to provide multi-use trails.

Public Works and Development Services Departments

Short Term

Expand pro-active code enforcement to include building condition.

Development Services Department

Short Term

Comprehensively update the zoning code and subdivision regulations.

Development Services Department.

Short Term

Adopt the 2006 International Property Maintenance Code.


Short Term

Draft and adopt a Rural Character Plan.


Short Term

Locate site for development of high tech campus

Economic Development Division and Development Services Department

Medium Term

Complete interchange artwork. Development Services Department

Medium Term

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Description




Chapter 5 Circulation

Approve multi-use trail system plan.

Parks and Recreation Department Medium Term

Implement multi-use trail system plan.

Parks and Recreation Department Short Term

Draft and adopt an alternative transportation system plan.

Public Works Department

Short Term

Include road phasing plan in CIP Public Works Department Short Term

Develop standards for landscaping major arterials and collector streets

Public Works Department Medium Term

Create and implement design standards for directional signs

Public Works Department and Economic Development Division

Medium Term

Create and implement Park and Ride Lot Plan

Public Works Department Medium Term

Chapter 6 Growth Area

Promote growth areas designated in the plan

Economic Development Division Short Term

Evaluate and adopt a plan for the use of incentives and catalysts within growth areas


Chapter 7 Environmental

Develop process to evaluate long-term environmental costs of all municipal activities

Long Term

Develop education and communication programs focused on environmental awareness

Medium Term

Adopt and implement a sustainable building policy

Development Services Medium Term

Implement green building standards for non-residential buildings > 5,000 sq. ft.

Development Services Long Term

Update landscape standards to better address heat island effect


Develop and implement a city wide recycling program.

Management Services Medium Term

Re-evaluate the City’s Dark Skies ordinance.


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Description




Chapter 8 Cost of Development

Review and update, if necessary, the development fee ordinance.


Re-evaluate administrative fees to reflect actual City expenses in providing City services.

Management Services Medium Term

Chapter 9 Parks, Recreation, and Open Space

See Chapter 9 Parks & Recreation See Chapter 9

Chapter 10 Water Resources

Develop a drought response plan. Apache Junction Water Company Long Term

Develop and participate in a public education effort for water conservation.

Management Services Long Term

Chapter 11 Public Services

Develop minimum service levels for provision of community services and infrastructure

All departments. Medium Term

Require private and public utility easements on site plans.


Implement the 2002 City Stormwater Master Plan.

Public Works Long Term

Evaluate the use of improvement districts for undergrounding overhead wires.


Chapter 12 Housing

Develop and implement an affordable housing strategic plan.


Annually analyze housing statistics to assure City housing policy is properly targeted.


Research programs to abate deteriorating neighborhood conditions.


Identify the housing needs of the special needs population.


Inventory existing and future housing stock.

Development Services Short Term

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Description




Chapter 13 Economic Development

Implement Downtown Strategic and Implementation Plan

Economic Development Division Medium Term

Identify potential resort and tourist locations along north Highway 88.


Identify and promote sites for regional retail development


Identify and promote sites for light industrial and business park development.


Implement business attraction strategies to encourage relocation and expansion of targeted industries.


Evaluate and update the City’s Economic Development Tool Kit.


Chapter 14 Energy

Require green building practices for new construction of public buildings and facilities.

Public Works Medium Term

Develop a green procurement strategy for office equipment and supplies.

Public Works and Management Long Term

Convert a portion of the City’s vehicle fleet to alternative fuels.


Convert City facilities low energy lighting.

Public Works Medium Term

Develop green incentives for green private development practices.


Develop and implement an energy conservation policy plan.

Management Services Long Term

Establish a green building program.


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GLOSSARY Acre-Feet The amount of water that is required to cover one acre to a depth of one foot. An acre foot equals 325,851 gallons. ADWR Arizona Department of Water Resources. Annexation To incorporate a land area into an existing district or municipality with a resulting change in the boundaries of the annexing jurisdiction. Bond An interest-bearing promise to pay a stipulated sum of money, with the principal amount due on a specific date. Funds raised through the sale of bonds can be used for various public purposes. Buffers An area of land separating two distinct land uses that acts to soften or mitigate the effects of one land use on the other. Capital Improvements Program (CIP) A program, administered by a city or county government and reviewed by its legislative body, which schedules permanent improvements, usually for a minimum of five years in the future, to fit the projected fiscal capability of the local jurisdiction. The program generally is reviewed annually for conformance to and consistency with the 2002 Plan. Commercial A land use classification that permits facilities for the buying and selling of commodities and services. Conservation The management of natural resources to prevent waste, destruction, or degradation. Dedication The turning over by an owner or developer of private land for public use, and the acceptance of land for such use by the governmental agency having jurisdiction over the public function for which it will be used. A city or county often makes dedications for roads, parks, school sites, or other public uses for approval of a development. Development The physical extension and/or construction of urban land uses. Development activities include: subdivision of land; construction or alteration of structures, roads, utilities, and other facilities; grading; and clearing of natural vegetative cover (with the exception of agricultural activities). Routine repair and maintenance activities are exempted.

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Dwelling Unit A room or group of rooms (including sleeping, eating, cooking, and sanitation facilities, but not more than one kitchen), which constitutes an independent housekeeping unit, occupied or intended for occupancy by one household on a long-term basis for residential purposes. Easement Usually the right to use property owned by another for specific purposes or to gain access to another property. For example, utility companies often have easements on the private property of individuals to be able to install and maintain utility facilities. Easement, Conservation A tool for acquiring open space with less than full-fee purchase, whereby a public agency buys only certain specific rights from the landowner. These may be positive rights (providing the public with the opportunity to hunt, fish, hike, or ride over the land), or they may be restrictive rights (limiting the uses which the land may be devoted to in the future). Flood, 100-Year The magnitude of a flood expected to occur on average every 100 years, based on historical data. The 100-year flood has a 1/100, or 1% chance of occurring in any given year. Flood Plain The relatively level land area on either side of the banks of a stream regularly subject to flooding. That part of the floodplain subject to a 1% chance of flooding in any given year is designated as an "area of special flood hazard" by the Federal Insurance Administration. Grade Ground level or the elevation at any given point. Groundwater Recharge The natural process of infiltration and percolation of water from land areas or streams, or by artificial means, through permeable soils into water-holding rocks that provide underground storage ("aquifers"). Historic/Historical An historic building or site is one that is noteworthy for its significance in local, state, or national history or culture, its architecture or design, or its works of art, memorabilia, or artifacts. Infill Development of vacant land (usually individual lots or left-over properties) within areas that are already largely developed. Infrastructure Public services and facilities, such as sewage disposal systems, water supply systems, other utility systems, and roads.

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Land Use The occupation or utilization of land or water area for any human activity or any purpose defined in the General Plan. Level of Service (LOS) Standard A standard used by government agencies to measure the quality or effectiveness of a municipal service, such as police, fire, or library, or the performance of a facility, such as a street or highway. Level of Service (Traffic) A scale that measures the amount of traffic that a roadway or intersection can accommodate, based on such factors as maneuverability, driver dissatisfaction, and delay.

(LOS) A – Level of Service A Indicates a relatively free flow of traffic, with little or no limitation on vehicle movement or speed. (LOS) B – Level of Service B Describes a steady flow of traffic, with only slight delays in vehicle movement and speed. All queues clear in a single signal cycle. (LOS) C – Level of Service C Denotes a reasonably steady, high-volume flow of traffic, with some limitations on movement and speed, and occasional backups on critical approaches. (LOS) D – Level of Service D Designates the level where traffic nears an unstable flow. Intersections still function, but short queues develop and cars may have to wait through one cycle during short peaks. (LOS) E – Level of Service E Represents traffic characterized by slow movement and frequent (although momentary) stoppages. This type of congestion is considered severe, but is not uncommon at peak traffic hours, with frequent stopping, long-standing queues, and blocked intersections. (LOS) F – Level of Service F Describes unsatisfactory stop-and-go traffic characterized by “traffic jams” and stoppages of long durations. Vehicles at signalized intersections usually have to wait through one of more signal changes, and “upstream” intersections may be blocked by the long queues.

Master Plan A plan for a large area that may address land use, landscaping, infrastructure, circulation, or services provision. Mixed-use

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Properties on which various uses, such as office, commercial, institutional, and residential are combined in a single building or on a single site in an integrated development project with significant functional interrelationships and a coherent physical design. A "single site" may include contiguous properties. Multi-Modal Trails Multi-modal trails are hard surface trails designed for all types of non-motorized transportation. Signs, crossings, vegetation, rest and staging areas developed in conjunction with these paths are also primarily designed for non-motorized recreation. Open Space Buffers Open Space Buffers are typically tracts of private land used to separate different land uses. These areas generally include landscaping and may include topographic variations to meet retention or screening needs. These areas provide buffer between land uses and also contribute to visual open space and character within the community. Open Space Any parcel or area of land or water that is improved or unimproved, and devoted to an open space use for the purposes of (1) the preservation of natural resources, (2) the managed production of resources, (3) outdoor recreation, or (4) public health and safety. Open spaces include functional open space, agriculture, retention/detention areas, floodways, and floodplains. Open space may be publicly or privately owned and maintained. Rezoning An amendment to the official zoning map and/or text of a zoning ordinance to effect a change in the nature, density, or intensity of uses allowed in a zoning district and/or on a designated parcel or land area. Right-of-way A strip of land occupied or intended to be occupied by certain transportation and public use facilities, such as roadways, railroads, and utility lines. Riparian Habitat Lands comprised of the vegetative and wildlife areas adjacent to perennial and intermittent streams. Subdivision The division of a tract of land into defined lots, either improved or unimproved, which can be separately conveyed by sale or lease, and which can be altered or developed. Sustainable Community A community that maintains economic opportunity while protecting and restoring the natural environment upon which future generations will depend. Trailhead The beginning point of a trail and includes parking, trail information, rubbish containers, water, and sanitary facilities.

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Wildlife Animals or plants existing in their natural habitat. Xeriscape A form of desert landscaping that conserves water by utilizing low-water plants and minimizing the use of turf (grass) for lawns. Zoning The division of a city or county by legislative regulations into areas, or zones, which specify allowable uses and required development standards for real property within these areas; a program that implements policies of the 2010 General Plan.