Arizona State and Local Government Documents Collection

The initial step in the Master Plan Update for Tucson International Airport is the identification of a series of goals and objectives that will establish guidelines for the planning process. These goals and objectives reflect the input of the Tucson Airport Authority, the Long Range Planning Council, the Airport’s Planning Advisory Committee, and the Airport’s Consultants. The Goals and Objectives will ultimately form the framework for evaluating the recommended long-range development plan and ensuring that the on-going development of the airport is consistent with the airport’s overall strategic objectives.

This is the sixth update of the original Master Plan first drafted in 1974. While the Master Plan Update addresses traditional master planning elements, including updating the inventory, establishing future facility requirements and preparing an updated Airport Layout Plan, the study’s key focus areas relate to modernization of the airfield through strategic development, including relocation and expansion of the TIA’s parallel runway.

Over the past 15 years, the Phoenix-Mesa Gateway Airport has been in a continual planning and development program, responding to the dynamic air travel market in the Phoenix metropolitan area. A study was done to develop a phased, revenue generating land use and ground transportation plan for an approximate 660 acre parcel, with an adjoining 31 acre privately-owned parcel, both located in the Northeast Area of the Airport. This report presents the analysis, findings, and recommendations in support of those objectives.

This update of the Phoenix-Mesa Gateway Airport Master Plan has been undertaken to evaluate the airport's capabilities and role, to review forecasts of future aviation demand, and to plan for the timely development of new or expanded facilities that may be required to meet that demand. The ultimate goal of the master plan is to provide systematic guidelines for the airport's overall development, maintenance, and operation.

The purpose of the Phoenix-Mesa Gateway Airport Authority Strategic Business Plan is to develop a clear picture of the activities required during the planning period to fulfill our mission and meet our goals. This plan summarizes the short-term and long-term vision of the Airport Authority, identifies business factors that may affect the Airport, and identifies goals and strategies for achieving our mission.

In fiscal year 2011, Chino Valley Unified School District’s student achievement was similar to peer district and state averages, and its operational efficiencies were mixed with some costs higher and some costs lower than peer districts’ averages. The District’s per-pupil administrative costs were slightly higher than peer districts’ because the District employed more administrative positions per pupil. The District’s plant operations, food service, and transportation programs operated reasonably efficiently, with cost measures such as cost per square foot, cost per meal, and cost per mile that were similar to or lower than peer districts’ averages. However, the District needs to improve controls over access to critical information systems and strengthen controls over its fuel purchase cards.

In fiscal year 2011, Elfrida Elementary School District’s student AIMS scores for reading and writing were similar to the peer districts’ averages, and its math scores were lower. The District’s operational efficiencies compared favorably to peer district averages in most areas. All of the District’s nonclassroom areas operated with lower per pupil costs than peer districts’ averages and were reasonably efficient overall considering the District’s small size. However, the District’s transportation cost per mile was 59 percent higher than the peer districts’ average, partly because of slightly higher staffing levels. Providing transportation services cooperatively with neighboring districts could help bring costs closer to the peer district average. Further, the District needs to strengthen its accounting and computer controls.

In fiscal year 2011, Pearce Elementary School District’s student AIMS scores were similar to peer districts’ averages. Although per pupil costs were high in some operational areas, the District was reasonably efficient overall. Pearce ESD’s per pupil administration costs were similar to the peer districts’ average, and although its plant operations, food service, and transportation program operated with higher per pupil costs than peer districts, these areas operated in a reasonably efficient manner considering factors such as the age of the District’s buildings, number of meals served, and transportation miles driven. Although relatively efficient, the District should strengthen some of its accounting controls, including ensuring proper separation of duties for its payroll and purchasing processes and ensuring purchases are properly approved before they are made. The District should also strengthen some of its computer controls, such as the requirements for network passwords.

In fiscal year 2011, McNeal Elementary School District’s student AIMS scores were lower than or similar to peer districts’ averages. Although per pupil costs were high in some operational areas, the District was relatively efficient overall. McNeal ESD’s per pupil administrative costs were higher than the peer districts’ average, but only because the District served fewer students. The District’s food service program also had higher per pupil costs, but its cost per meal was similar to the peer districts’ average. However, the District subsidized its food service program with $23,000 that otherwise potentially could have been spent in the classroom. In addition, McNeal ESD’s plant operations and transportation program were both reasonably efficient, with lower costs per square foot and per mile, respectively. McNeal ESD paid a neighboring district to transport high school students living within McNeal ESD’s boundaries. As allowed by law, both districts received full funding for the route miles. Lastly, the District needs to strengthen some of its purchasing and computer controls.

In fiscal year 2011, Kingman Unified School District’s student achievement was similar to peer district averages, and it operated efficiently with lower costs than peer districts’, on average. The District operated its administration with lower per pupil costs because it employed fewer administrative staff per pupil than peer districts, on average. In addition, the District’s plant operations cost per square foot and food service cost per meal were lower than peer districts’ averages. The District’s transportation program cost per pupil was higher than the peer districts’ average, but the program was efficient, with lower per mile costs. However, the District should improve some of its administrative practices. In particular, the District should strengthen controls over its cash handling, culinary arts program, and computer network and systems.