HomeMy WebLinkAbout10/27/2009 Special Council Meeting Agenda PacketSPECIAL COUNCIL MEETING
NOTICE AND AGENDA
11555 W. Civic Center Drive, Marana, Arizona 85653
Council Chambers, October 27, 2009, at or after 6:00 PM
Ed Honea, Mayor
Herb Kai, Vice Mayor
Russell Clanagan, Council Member
Patti Comerford, Council Member
Carol McGorray, Council Member
Jon Post, Council Member
Roxanne Ziegler, Council Member
ACTION MAY BE TAKEN BY THE COUNCIL ON ANY ITEM LISTED ON THIS AGENDA.
Revisions to the agenda can occur up to 24 hours prior to the meeting. Revised agenda items appear in
italics.
As a courtesy to othersiplease turn off or put in silent mode all pagers and cell phones.
Meeting Times
Welcome to this Marana Council meeting. Regular Council meetings are usually held the first and
third Tuesday of each month at 7:00 p.m. at the Marana Town Hall, although the date or time may
change, or Special Meetings may be called at other times and/or places. Contact Town Hall or watch
for posted agendas for other meetings. This agenda may be revised up to 24 hours prior to the meeting.
In such a case a new agenda will be posted in place of this agenda.
Speaking at Meetings
If you are interested in speaking to the Council during Call to the Public, Public Hearings, or other
agenda items, you must fill out a speaker card (located in the lobby outside the Council Chambers) and
deliver it to the Town Clerk prior to the convening of the meeting.
All persons attending the Council meeting, whether speaking to the Council or not, are expected to
observe the Council Rules, as well as the rules of politeness, propriety, decorum and good conduct.
Any person interfering with the meeting in any way, or acting rudely or loudly will be removed from
the meeting and will not be allowed to return.
Accessibility
To better serve the citizens of Marana and others attending our meetings, the Council Chambers are
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printed in Braille or large print, a signer for the hearing impaired, etc., will be accommodated. Such
Special Council Meeting -October 27, 2009 -Page 1 of 79
special services are available upon prior request to the Town Clerk at least 10 working days prior to
the Council meeting.
Agendas
Copies of the agenda are available the day of the meeting in the lobby outside the Council Chambers
or online at www,mararta.com,, by linking to the Town Clerk page under Agendas, Minutes and
Ordinances. For questions about the Council meetings, special services or procedures, please contact
the Town Clerk, at 382-1999, Monday through Friday from 8:00 a.m. to 5:00 p.m.
Posted no later than Monday, October 26, 2009, 6:00 PM, at the Marana Municipal Complex, the
Marana Operations Center and at www.marana.cam under Town Clerk, Agendas, Minutes and
Ordinances.
SPECIAL COUNCIL MEETING
CALL TO ORDER AND ROLL CALL
PLEDGE OF ALLEGIANCE/INVOCATION/MOMENT OF SILENCE
APPROVAL OF AGENDA
CALL TO THE PUBLIC
At this time any member of the public is allowed to address the Town Council on any issue not
already on tonight's agenda. The speaker may have up to three minutes to speak. Any persons
wishing to address the Council must complete a speaker card located outside the Council
Chambers and deliver it to the Town Clerk prior to the commencement of the meeting. Pursuant
to the Arizona Open Meeting Law, at the conclusion of Call to the Public, individual members of
the council may respond to criticism made by those who have addressed the Council, may ask
staff to review the matter, or may ask that the matter be placed on a future agenda.
PRESENTATIONS
P 1: Presentation: Relating to The Marana Heritage Project accomplishments to
date. (Tom Ellis)
P 2: Presentation: Relating to finance; an update of the Town's financial
status for the first quarter of the 2009-10 fiscal year. (Erik Montague)
P 3: Presentation: Relating to Utilities; presentation regarding the review process
for water rates and a proposed schedule for considering amendments to the Town of
Marana's current water rates. (Dorothy O'Brien)
P 4: Presentation: Relating to Utilities; presentation regarding the evolution and the
future of the Town of Marana Utilities Board and Utilities Commission (Frank
Cassidy)
ANNOUNCEMENTS/UPDATES
PROCLAMATIONS
Special Council Meeting -October 27, 2009 -Page 2 of 79
National Community Planning Month
MAYOR AND COUNCIL REPORTS: SUMMARY OF CURRENT EVENTS
MANAGER'S REPORT: SUMMARY OF CURRENT EVENTS
STAFF REPORTS
GENERAL ORDER OF BUSINESS
CONSENT AGENDA
The Consent Agenda contains items requiring action by the Council which are generally routine
items not requiring Council discussion. A single motion will approve all items on the Consent
agenda, including any resolutions or ordinances. A Council Member may remove any issue from
the Consent agenda, and that issue will be discussed and voted upon separately, immediately
following the Consent agenda.
COUNCIL ACTION
A 1: Resolution No. 2009-185: Relating to Community Development; authorizing
Town of Marana prioritization of projects under consideration for inclusion in a
future Pima County General Obligation Bond Special Election (T VanHook)
BOARDS, COMMISSIONS AND COMMITTEES
ITEMS FOR DISCUSSION/POSSIBLE ACTION
D 1: Presentation _Relating to Community Development; presentation and
discussion regarding a Neighborhood Services program and creating a sustainable
community. (Deb Thalasitis)
EXECUTIVE SESSIONS
E l: Executive Session pursuant to A.R.S. §38-431.03 (A)(3), Council may ask for discussion or
consultation for legal advice with the Town Attorney concerning any matter listed on this
agenda.
FUTURE AGENDA ITEMS
Notwithstanding the mayor's discretion of what items to place on the agenda, if three or more
council members request an item to be placed on the agenda, it must be placed upon the agenda
for the second regular town council meeting after the date of the request (Marana Town Code,
Title 2, Chapter 2-4, Section 2-4-2 B)
ADJOURNMENT
Special Council Meeting -October 27, 2009 -Page 3 of 79
11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653
COUNCIL CHAMBERS, October 27, 2009, 6:00:00 PM
To: Mayor and Council Item P 1
From: Tom Ellis ,Parks and Recreation Director
Strategic Plan Focus Area:
Heritage
Strategic Plan Focus Area -Additional Information:
One of the Town's Strategic Plan initiatives is to document and disseminate Marana's history.
The action strategies for this initiative include identifying and show-casing the contributions that
different people and ethnicities have made to the settlement and development of Marana. There
is also an action strategy that calls for inserting history and culture content on the Town's
Website. The Marano Heritage Project's mission is to inspire pride in Marana's cultural and
natural heritage by highlighting the regions past and future importance in Arizona history as the
community continues to pioneer innovative solutions in the face of rapid change.
Subject: Presentation: Relating to The Marano Heritage Project accomplishments to date.
Discussion:
During the past 18 months, under the leadership of Ora Mae Harn, Town Historian, Parks and
Recreation and Technology Services staff with assistance from WestWord Vision worked to
produce aplace-based heritage booklet and map that highlight the significant cultural sites in the
greater Marana area. As part of the Marana Heritage Project, the booklet and map compliment a
family of heritage economic development tools that promote Marana's distinctive character and
cultural/natural destinations. The presentation to the Town Council will feature the Marana
Character Booklet, the Cultural and Heritage Booklet, the map of Marana's Cultural and Heritage
Destinations, the steps taken to get this far and proposals for next steps.
ATTACHMENTS:
N an-se.:
^ MHP_Broch~re_10.2408,pdf
Description:
Marana Gharacter Brochure
Type:
Backup Material
Backup Material
^ MHP_Cultur-a...l.Booklet_Design_09 23 09,pdf Marana Guttural and Heritage Booklet Draft
Staff Recommendation:
Suggested Motion:
Special Council Meeting -October 27, 2009 -Page 4 of 79
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11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653
COUNCIL CHAMBERS, October 27, 2009, 6:00:00 PM
To: Mayor and Council Item P 2
From: Erik Montague ,Finance Director
Strategic Plan Focus Area:
Commerce, Community Building, Heritage, Progress and Innovation, Recreation
Subject: Presentation: Relating to finance; an update of the Town's financial status for the first
quarter of the 2009-10 fiscal year.
Discussion:
Staff will present a summary of the Town's financial status for the first quarter (July -September)
of the 2009-10 fiscal year.
Financial Impact:
Presentation only.
ATTACHMENTS:
'~ an~e: Description: T~=pe.:
No Attachments A~railable
Staff Recommendation:
None. Presentation only.
Suggested Motion:
None. Presentation only.
Special Council Meeting -October 27, 2009 -Page 61 of 79
11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653
COUNCII. CHAMBERS, October 27, 2009, 6:00:00 PM
To: Mayor and Council Item P 3
From: Dorothy O'Brien ,Utilities Director
Strategic Plan Focus Area:
Commerce
Subject: Presentation: Relating to Utilities; presentation regarding the review process for water
rates and a proposed schedule for considering amendments to the Town of
Marana's current water rates.
Discussion:
On January 27, 2009, the Utilities Department began a process which amended the water rates
and transitioned the department to aself-sufficient enterprise fund. This move is consistent with
the town's Strategic Plan and provides an additional level of financial accountability and
transparency for the Water Fund to issue its own revenue bonds separate from the General Fund.
Regular evaluation of the information within the rate model allows staff to determine if changes
in building or water usage lends to amending water rates to ensure adequate coverage for pledged
bonds.
During the rate discussions in January, the department committed to performing an annual
evaluation of the Water Fund's finances and bringing back to council adjustments that may be
required to continue to operate as an enterprise fund. The Utilities and Finance Departments
have cooperatively evaluated the current water revenues, rates, planned system repairs and
upgrades and the debt coverage needed to ensure appropriate revenues are available. This
evaluation has included the following:
. Current revenues versus anticipated revenue
. Repair and replacement of infrastructure requirements
. Continued evaluation of what can be performed by staff versus outsourcing
repairs/replacements
. Scheduled replacement of vehicles
. Changes in growth reflected by received building permits
. Evaluation of water usage by classification
. Departmental planning for optimization of expenses
. Updating the Capital Improvement Plan
Tonight's presentation will provide an overview of the rate review process and a proposed
schedule for reviewing and considering amendments to the current water rates.
ATTACHMENTS:
Special Council Meeting -October 27, 2009 -Page 62 of 79
ae: De.scriptios~: Type:
Na P,ttachments Auailable
Staff Recommendation:
Suggested Motion:
Special Council Meeting -October 27, 2009 -Page 63 of 79
11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653
COUNCIL CHAMBERS, October 27, 2009, 6:00:00 PM
To: Mayor and Council Item P 4
From: Frank Cassidy ,Town Attorney
Strategic Plan Focus Area:
Community Building
Subject: Presentation: Relating to Utilities; presentation regarding the evolution and the future
of the Town of Marana Utilities Board and Utilities Commission
Discussion:
The Utilities Commission, referred to in Title 14 of the Marana Town Code as the "Water Utility
Advisory Committee," is a Citizen's Advisory Committee to the Utilities Department and the
Town Council, reviewing and providing feedback on utilities capital improvement programs,
budget, revenue, system master plans, and various other issues relating to utilities. It is composed
of seven members, two of whom are residential customers, one of whom is a commercial
customer, one of whom represents agricultural interests, and three of whom represent areas of the
town at large. As with all Citizen Advisory Commissions, a member of the Town Council acts as
an ex-officio non-voting member of the Utilities Commission.
The Utilities Board was created in 2005 by the adoption of Ordinance No. 2005.20 to facilitate
the town's application for and management of a Parker-Davis power allocation from the United
States Western Area Power Authority. The Utilities Board consists of seven membersthe Utilities
Director, acouncil-appointed wastewater representative, the Operations Director, the Finance
Director, an Assistant Manager designated by the Town Manager, acouncil-appointed town
resident, and one member of the council appointed by the council.
Since the inception of the Utilities Board, few meetings have been held because it has been
difficult to establish a quorum of the Board. In addition, Title 16 does not clearly define the
exact function of the Utilities Board. These two issues have made it difficult for the Board to
identify a work program and to accomplish the objectives set forth in such a program. On the
other hand, the Utilities Commission has continued to meet regularly to carryout its functions.
Tonight's presentation will provide an overview of the two bodies, the advantages and
disadvantages to having each of the bodies, and proposals for moving forward.
ATTACHMENTS:
Nan1e: Descriptio~~: Type:
No A:tachrrrents Avai9able
Special Council Meeting -October 27, 2009 -Page 64 of 79
Staff Recommendation:
Suggested Motion:
Special Council Meeting -October 27, 2009 -Page 65 of 79
COMMUNITY PLANNING MONTH
WHEREAS change is constant and affects all cities, towns, suburbs, counties, rural
areas, and other places; and
WHEREAS community planning and plans can help manage this change in a
way that provides better choices for how people work and live; and
WHEREAS community planning provides an opportunity for all residents to be
meaningfully involved in making choices that determine the future of their
community; and
WHEREAS the full benefits of planning requires public officials and citizens who
understand, support, and demand excellence in planning an plan
implementation; and
WHEREAS the month of October is designated as National Community Planning
Month throughout the United States of America and its territories; and
WHEREAS The American Planning Association and its professional institute, the
American Institute of Certified Planners, endorse National Community Planning
Month as an opportunity to highlight the contributions sound planning and plan
implementation make to the quality of our settlements and environment; and
WHEREAS the celebration of National Community Planning Month gives us the
opportunity to publicly recognize the participation and dedication of the
members of planning commissions and other citizen planners who have
contributed their time and expertise to the improvement of the Town of Marana;
and
WHEREAS we recognize the many valuable contributions made by professional
community and regional planners of the Town of Marana and extend our
heartfelt thanks for the continued commitment to the public service by these
professionals;
NOW, THEREFORE, BE IT RESOLVED THAT, the month of October 2009 is hereby
designated Community Planning Month in the Town of Marana in conjunction
with the celebration of National Community Planning Month
Dated this 27th day of October, 2009.
~~ ~
Mayor Ed Honea
ATTEST:
Specia~OC@IyrieC..,g B°ronson;~own ~~erk79
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11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653
COUNCIL CHAMBERS, October 27, 2009, 6:00:00 PM
To: Mayor and Council Item A 1
From: T VanHook ,Community Development Director
Strategic Plan Focus Area:
Commerce, Community Building, Heritage, Recreation
Subject: Resolution No. 2009-185: Relating to Community Development; authorizing Town of
Marana prioritization of projects under consideration for inclusion in a future Pima
County General Obligation Bond Special Election
Discussion:
In the fall of 2006 the Town of Marana submitted twelve (12) projects to the Pima County Bond
Advisory Committee to be considered for inclusion in the Pima County General Obligation Bond
Election proposed for November 2008. Projects submitted at that time were ranked by
importance based on current and anticipated community needs and in accordance with priorities
outlined in the Town's General Plan.
Just as economic factors, unanticipated changes in regional growth pattern, and shifting
community needs influenced the Bond Committee's decision not to recommend inclusion of a
bond initiative in the 2008 or 2009 election cycles, these factors have also made it necessary for
Marana to reevaluate the projects it has proposed for inclusion in a future bond package.
Staff were asked to evaluate the 12 projects submitted by the town and those submitted
by county staff and other jurisdictions to provide Mayor and Council with a recommendation on
priorities for a possible 2010 election.
In a letter addressed to Chairperson Larry Hecker, Mayor Honea to respectfully requested that the
Pima County Bond Advisory Committee consider the town's revised project worksheets,
budgets, and priority rankings as the committee works toward finalizing a recommendation to the
Board of Supervisors.
Recommendations has been made for each of the project areas established by the Bond
Committee: (1) Historic Preservation; (2) Community Facilities; (3) Health Facilities; (4)
Affordable Housing; (5) Parks and Recreation; and (6) Public Works. The attached resolution
confirms the list of priority projects to be sent to the Pima County Bond Committee for
consideration. Staff comments are provided below:
Community Facilities
The Town is requesting consideration of two projects in this category and has prioritized the
Picture Rocks Community Center Expansion project for its regional significance.
Special Council Meeting -October 27, 2009 -Page 67 of 79
Health Facilities
The Marana Health Center request is the only medical facility under consideration in the
northwest region.
Affordable Housing
1. Affordable Housing: The Town has requested a specific set aside for projects within its
jurisdictional boundaries allowing it to move forward on existing a future projects. This set aside
will allow the Town to offer improved housing lots to non-profit partners for the development of
affordable housing at a cost that is not prohibitive and contributes to the overall success of the
project.
2. Neighborhood Housing Stock Retention: Designated funding for both housing and
infrastructure repair will be used in conjunction with other funding streams to bring aging
neighborhoods and housing stock into alignment with contemporary standards including the
development of neighborhood parks, sidewalk improvements, or other infrastructure needs
designed to bring older neighborhoods the amenities enjoyed by newer developments.
Historic Preservation and Parks and Recreation
The Town of Marana ranked these proposed Parks and Recreation projects based on their
importance for the northwest region. The Town of Marana Strategic Plan encourages the
completion of the river park system to connect regional facilities. The Town and Pima County
have worked together diligently to provide access to the Tortolita Mountain Park and the Chalk
Mine Trailhead is an integral part of that effort. All jurisdictions in northwest Pima County agree
that the need for playing fields can only be met by large regional facilities. Developing the
Bureau of Reclamation Sports Complex compliments the planned tournament facilities at Rillito
and Roger Road to provide a international tournament destination in northwest Pima County.The
Marana Cultural and Heritage Park serves as the northern gateway to the river park system and
the future Santa Cruz Natural Heritage Area.
Public Works
1. Cruz River: Rillito and CDO confluence: This project is the most important to the entire
metropolitan Pima County region in terms of flood control safety. There is currently a sand and
gravel pit between the Rillito and CDO entry points to the Santa Cruz River. The flood control
project submitted to the bond committee would bank-protect this area of the Santa Cruz River to
protect against a failure of the pit wall and tie to bank protection on the Rillito and CDO. A
failure of the pit wall based upon drainage studies would cause a headcut to overtake I-10, the
UPRR railroad and the Kinder Morgan pipeline and fiber optic lines. In cannot be overstated the
detrimental effect the failure of this infrastructure would have on the region. This work is being
contemplated in the Tres Rios feasibility study whereby Army Corps of Engineers funding could
be leveraged to assist this project.
2. Barnett Channel: This project creates a conduit for Tortolita Fan runoff to be carried to the
Santa Cruz River that will help eliminate sheet flooding of Northwest Marana. The Tortolita Fan
watershed affecting this area is approximately 165 square miles located in unincorporated Pima
County and Marana. Recent drainage studies have shown that the more intense sheet flooding
west of I-10 occurs north of Barnett Road. The Barnett channel would intercept floodwaters
before they get north of Barnett Road and protect this area.
3. Canada del Oro Wash floodplain and open space Acquisition: By acquiring land and creating
overbank storage, Oro Valley, unincorporated Pima County and Marana will benefit from the
reduced flows. This will reduce the costs of floodplain management and infrastructure costs for
such items as the Overton and La Cholla bridge crossings.
4. Lower Santa Cruz Levee extension: The dramatic difference between the floods of 1983/1993
and 2006 displayed the effectiveness of the flood control districts' soil cement bank protection
Special Council Meeting -October 27, 2009 -Page 68 of 79
and levee program. This was no more evident than west of the current end of the Lower Santa
Cruz Levee at Sanders Road in Marana. Areas of Marana west of Sanders Road were flooded in
2006 including the colonic subdivision of Berry Acres. Extension of the Lower Santa Cruz Levee
should be undertaken to Marana Road to protect this colonic area of Town.
ATTACHMENTS:
Nance: L}e~c.~'jl~tic~t~: Type:
^ 2010 Bond Council
Recommendations 10-2009. Bond Project Resolution Resolution
Resolution.doc
^ Re-Prioritization 10-06-
09.x1s Resolution Exhibit ,4 Exhibit
Staff Recommendation:
Council's pleasure
Suggested Motion:
I move Resolution No. 2009-185 authorizing Town of Marana prioritization of projects under
consideration for inclusion in a future Pima County General Obligation Bond Special Election.
Special Council Meeting -October 27, 2009 -Page 69 of 79
MARANA RESOLUTION N0.2009-185
RELATING TO COMMUNITY DEVELOPMENT; AUTHORIZING TOWN OF MARANA
PRIORITIZATION OF PROJECTS UNDER CONSIDERATION FOR INCLUSION IN A
FUTURE PIMA COUNTY GENERAL OBLIGATION BOND SPECIAL ELECTION
WHEREAS, the Pima County Bond Committee has recommended that the Board of
Supervisors approve a Special Bond Election in 2010 asking the voters to authorize a General
Obligation Bond program; and
WHEREAS, the Pima County Bond Committee is evaluating submissions by Pima
County Departments and the incorporated jurisdictions within Pima County in order to
recommend a package of projects for inclusion in the Special Bond Election; and
WHEREAS, the Town of Marana has submitted projects for inclusion in the General
Obligation Bond program and has ranked regional projects in accordance with priorities
established in the Strategic Plan approved on February 3, 2009.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE
TOWN OF MARANA, ARIZONA, that the Council approves the projects submitted for
inclusion in the proposed Special Bond Election (attached as Exhibit A) and requests that the
Pima County Bond Committee take the Town's priority projects into consideration for inclusion
in the recommended package of projects.
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL, OF THE TOWN OF
MARANA, ARIZONA, this 27th day of October, 2009.
Mayor Ed Honea
ATTEST:
APPROVED AS TO FORM:
Jocelyn C. Bronson, Town Clerk Frank Cassidy, Town Attorney
Special Council Meeting -October 27, 2009 -Page 70 of 79
Town of Marana
October 6, 2009
Ranking Project ID Project
Historic Preservation
1 HP102 Anza National Historic Trail
2 HP112 Marana Church Rehabilitation
Community Facilities
1 PR211 Southern Marana Multi-Generational Communi Center
2 FM102 Picture Rocks Communi Center Expansion
3 FM39 North Marana Libra &Multi-Generational Communit Center
Affordable Housing
1 CD4 Affordable Housin (Marana)
2 CD5 Nei hborhood Housin Stock Retention Fund
Health Facilities
1 FM84 Marana Health Center Ex ansion
arks and Recreatio
1 PR119 CDO River Park Corridor Acquisitions
2 PR153 Chalk Mine Trailhead for Tortolita Mountain Park -Phase I
3 PR210 Bureau of Reclamation S orts Park
4 PR213 Marana Cultural & Herita a Park
Public Works
1 FC58 Santa Cruz River: Rilito and CDO Confluence
2 FC8 Barnett Linear Channel
3 FC52 CDO Wash Floodplain and O en Space Acquisition
4 FC9 Lower Santa Cruz River Lev
Please remove these projects from consideration.
FC10 Twin Peaks Draina e
FC11 Camino Martin Draina e
Special Council Meeting -October 27, 2009 -Page 71 of 79
11555 W. CIVIC CENTER DRIVE, MARANA, ARIZONA 85653
COUNCIL CHAMBERS, October 27, 2009, 6:00:00 PM
To: Mayor and Council Item D 0
From: Deb Thalasitis ,Assistant Town Manager
Strategic Plan Focus Area:
Community Building, Progress and Innovation
Subject: Presentation: Relating to Community Development; presentation and discussion
regarding a Neighborhood Services program and creating a sustainable community.
Discussion:
The Town of Marana's Strategic Plan is based on the premise that a successful future is driven by
establishing a vision and a foundation for building a sustainable community. But what exactly
does that mean? Sustainable communities engage in certain processes and activities that produce
results that lead to aself-renewing cycle of development and enhancement. These endeavors can
be grouped into four key attributes undertaken by the community to form a framework for
community sustainability. These are: Visioning, Enabling, Renewal and Civic Engagement.
The purpose of tonight's presentation is to lay the groundwork for a discussion on enhancing the
Civic Engagement attribute within the Town of Marana through the formation of a
Neighborhood Services function. Currently the town has a number of departments engaged in
activities related to outreach and communication with residents and neighborhoods. A
Neighborhood Services function can serve as a point of coordination/information for Marana's
diverse neighborhoods, and looking forward, a program that cements ongoing relationships
between the Town and its neighborhoods. Most importantly, it provides a place and a face for
one-stop shopping for Marana residents and neighborhoods.
The attached White Paper on Community sustainability provides additional details on this effort.
Staff will discuss a series of recommendations for moving this initiative forward at the
conclusion of tonight's presentation.
ATTACHMENTS:
Nan1e: Description: T~rpe:
^ Final White Paper
Gommuni#y Sustanability.pdf White Paper Qn Community sustainability Backup Materiai
Staff Recommendation:
Authorize staff to proceed with the recommendations to initiate a Neighborhood Services
Special Council Meeting -October 27, 2009 -Page 72 of 79
program including items discussed in the White Paper and during the presentation.
Suggested Motion:
I move to direct the staff to proceed the steps necessary to initiate a Neighborhood Services
program.
Special Council Meeting -October 27, 2009 -Page 73 of 79
WHITE PAPER
COMMUNITY;SUSTAINABILITY:. -.... -..:
Town of Marana
Initiation of Neighborhood Services Process to Enhance Civic Engagement
Background The Town of 1Vlarana's Strategic Plan is based on the premise that a
successful future is driven by establishing a vision and a foundation for building a sustainable
community. But what exactly does that mean? We believe that sustainable communities engage
in certain processes and activities that produce results that lead to aself-renewing cycle of
development and enhancement: These endeavors: can.be grouped into four key attributes
undertaken by the community to form a framework for community sustainability.
~:~~
~- }
Visioning Enabling
Framework for
Community
Sustainability ` ~ "
,,
Engagement ~ Renewal
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. ,+j;.,. .. .
In simple terms, the Town of Marana is already actively engaged in work that is found in
each one of these key attributes, some to a greater degree than others:
..
'_, _.
Visioning -Planning activities such as Strategic Plan; General Plan, Economic Development
Roadmap, Parks Master Plan, Zip Code Realignment
Enabling -Infrastructure improvements/additions such as Twin Peaks Interchange, Camino de
Manana, Water/Wastewater acquisition, park development, open-space acquisition
Renewal -Activities related to economic,developmen~ sand redevelopment
r
Civic Engagement -Tools and activities related to improving/preserving neighborhoods, citizen
outreach, public information, identification of community expectations, volunteerism, etc.
Whcitoe Pa er a Page 1
spe~ao7Ytrriune~'Z~st°alna~7~all~oo9 -Page 74 of 79 --
-_.-.~~~~- __Qctober 20, 2009
,.~;
Together, the activities in each of these key attributes moves a community along a continuum
from one end that expends resources for intervention (reactionary), to one that directs resources
through engagement (proactive). The end result of fully employing each of these four key
attributes is long-term stability through ongoing renewa~;;.orsustainability.. - -
The purpose of this white paper is to lay the groundwork for a discussion on enhancing
the Civic Engagement attribute within the Town of Marana through the formation of a
Neighborhood Services function. Currently the town has a number of departments engaged in
activities related to outreach and communication with residents and neighborhoods. A
Neighborhood Services function can serve as a point of coordination/information for Marana's
diverse neighborhoods, and looking forward, a program that cements ongoing relationships
between the town and its neighborhoods. Most importantly,itprovides aplace and-a face for
one-stop shopping for Marana residents and neighborhoods.: .
While there are any number of options for implementing a neighborhood services
function, this White Paper explores the option of integrating this work into the Community
Development Department to provide a template to consider some of the issues that would need to
be addressed to implement this function within the town. As this discussion moves forward, the
town will need to be mindful of the separate authorities and responsibilities granted to formal
Homeowner's Associations (HOAs). While HOAs can serve as communication venues for the
town to share information with residents, it is not the intention of this effort for the town to
undertake or assume any of the responsibilities of ari HO'A`, Alternatively, a "Neighborhood
Association," maybe formed and recognized as part of the town's neighborhood service
outreach efforts, but such associations are not considered formal HOAs with the legal authority
granted to an HOA for activities such as operating common facilities, collecting dues,
maintaining common areas and enforcing deed, covenant and other restrictions.
Strategic Pdan, The Town of Marana's strategic plan, adopted in February, 2009
includes Community Building as one of its five, focu~tlareasjand states: -~
"Create a safe community with ~a strong sense of place, where diverse
people are motivated to be involved and feel connected, needed and appreciated."
There are a number of initiatives within this focus area that fall under the responsibilities of
several town departments. A department with a core responsibility of outreach to neighborhoods
would support this Strategic Plan focus area,and could facilitate communication and coordination
;;. ;~.: ; ~;,;,,iu,: ,,,.,~,: ,,
with residents as well as serve in a partnership ro~e~iwitli ot~i~r town departnients~as they carry out
their neighborhood responsibilities. In addition, ,a department with neighborhood outreach and
education as one of its functions could also serve~as facilitator to deal with ongoing relationships
and neighborhood concerns that are more immediate in nature.. One of the perceived barriers to
creating community in Marana is the three distinct areas`or neighborhoods that make up the town
(Continental Ranch/Reserve; Dove Mountain; North Marana). Establishing an active
Neighborhood Services program can help unite these areas through information sharing,
workshops, programs and outreach efforts.
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Spe~I Cour~~lVl ee ' Octob r 7 2009 -Page 75 of 79
~ommunt~y ~'Z~statna~iilaty
Page 2
October 20, 2009
Department Focus/Core Activities. If a decision is made to merge Neighborhood
Services and Community Development, the newly formed Department of Neighborhood and
Community Services would have two principle ob1ectxves
Neighborhood Outreach -build partnerships with residents, 'neighborhoods and town
departments to organize and improve neighborhoods and promote a sense of community by
collaborative problem-solving, empowering residents and encouraging citizen participation.
Community Development -administer funds and programs that promote the' improvement of
quality of low for low- to moderate income families.
The department will undertake the following core activities within its mission:
• EDUCATION/OUTREACH
• NEIGHBORHOOD REVITALIZATION
• RESIDENT EMPOWERMENT
• PARTNERSHIPS
• COMMUNITY DEVELOPMENT
Department Programs. Below.. is a list, of..programs;that, might;be,considered. within each
of the five core activities of the new Department of Neighborhood and Community
Services. The programs are organized by time horizon for implementation:
Immediate/Ongoing, Mid-term/2-3 years, and Long-term/Strategic
• Denotes existing town program currently coordinated or administered by this
department ._.....,.,.~ :.:. :;,..;.,,...._.
o Denotes existing town program to be moved to this~department ~~- -- -~ ~-
- Denotes new program or process, or greater: involvement/partnering by this,-, ~ ~ r ~~ ~ ~ ~ ~._• ~ ; ± ~.
department with other town departments as communication lead to neighborhoods
EDUCATION/OUTREACH .
Immediate/Ongoing
o Provide/coordinate technical and informational services
..... ,
- Facilitate neighborhood meetings (ongoing schedule arid-special-interest)- -"
o Promote "notify me", social media and town newsletter with neighborhoods
• Contribute to Marana's town newsletter
o Coordinate CREW (partner with the Town Clerk)
Mid-term/2-3 vears
- Develop option for town sponsorship of neighborhood web pages and/or list-serve
- Work with Technology Services and,other~de~artment~i~o=~deyelop aNeighborhood
Information System (Glendale = GIS based, neighborhood databases and maps)
- Develop neighborhood educational programs on topics such as historic preservation,
beautification, gardening including xeriscape, town services
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Long-term/Strategic
- Establish process for periodic community surveys and coordinate community survey process,
tools, methods
NEIGHBORHOOD REVITALIZATION
Immediate/On oina - _ -
• Coordinate GAIN or similar programs with the Martina Police Department
o Coordinate "clean-up" days for neighborhoods with Development Services and Public
Services
• Housing Rehabilitation/Revitalization (manage programs that benefit low-income residents
and their neighborhoods)
Mid-term12-5 years
- Code enforcement -evaluate moving function to this department
- Sign ordinance enforcement -evaluate moving function to this department
Long-term/Strategic
- Identify financing options and funding tools for neighborhood revitalization
- Participate with other town departments in identifying and scoping capital improvement
projects for neighborhood revitalization
RESIDENT EMPOWERMENT
Immediate/Ongoing € } ~ ~ € ~ ;< ~~: ~' ~'!' ~ t [ ~ ~ ~ ' _ ` `°,
o Develop and coordinate Founder's Day Branding Iron Celebration with Council Liaison
o Initiate a "Neighbor of the Year Award" -part of Branding Iron presentation
Mid-term/2-4 years
- Establish and staff a Neighborhood Advisory Commission function
~:;;_~i1 'tit,~i~t:_(if~IbldiliS lit,ti it~:;~tr ;:, ,,:_..:.::..
Long-term/Strategic _----__._ ._.._ _,
- Establish a mediation program for resolving neighborhood disputes; identifying potential
partners such as the University of Arizona as program providers (i.e. mediation
training/program through law school or other venue)
PARTNERSHIPS
Immediate/On oing ;:, ~~„ , ii,r l~cu„t 1~t,-+} nisi +~'~ ~l ~:: ~ ~,,
- Establish and coordinate neighborhood service team ~ivST) fo include all relevant town
fLlllctlonS
- Coordinate response to neighborhood issues with NST
- "Registered" neighborhoods (neighborhood registration process/database)
-Neighborhood Associations '. ` ` ` ~ ' ~ - - ` ` `
- HOAs
- Affiliate groups
o Code enforcement -coordinate with Development Services and NST
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ape~a~c~~,un~ee~,,~st°ain°a~i~zlii~009 -Page 77 of 79 ~ OCtOIJCY 2O, 2009
o Sign ordinance enforcement -coordinate with Development Services and NST
o Coordinate Citizen Request Tracker (CRT) or similar product; follow with NST members as
needed ....;: .; :. :;.,.. .........:....
• Transit route coordination with PAG; transit contracf administration; communication with
residents/businesses; coordination with Development Services Multi-Modal efforts
~ Staff support on behalf of the town to the Pima County Bond Commission; coordinate reports
and information flow consider moving this function to Intergovernmental Administrator
Mid-term/2-5 years
o Establish a comprehensive "Marana Volunteers" program; coordinate with existing volunteer
programs in Parks and Recreation and Police(~IPS) ": ~~ ~`
Long-term/Strategic
o Maintain relationships/coordination for future community recreation/library facility
o Coordination/facilitation of affordable housing development
COMbZUNITY DEVELOPMENT
Immediate/Ongoing _ _ _..._. __--_,-- ._ __.. __.. __ _ ,. _ -...
• Manage housing rehabilitation assistance programs .~;,,,;,,, ~,, ~ ~ _ ~ .
• Coordinate Community Grant Program (discretionary fiinding program); retool beginning FY
2010
• Coordinate the Housing Advisory Commission
• Evaluate the feasibility and timing for developing and maintaining an affordable housing
development and identify timing horizon {immediate, mid-term, long-term)
• Coordinate employee housing as~ista~c~ ~.~g$~~.U.tt1uJ(ntLc;tiue::s ~t:.~u~.~t :_ .....-:_:...
• Coordinate the Town of Marana's application for, and administration of, Federal, state and
local grants, including Federal stimulus funding
o Implement Town of Marana grant management process involving all departments
o Assist.the Finance Department with full implementation of Tyler-Mums Grants Module
Mid-term/2-5 years
• Continue to identify and apply for grant funding to support town programs and services while
ensuring that both costs and.benefits:of grant~funding axe.identified----------- ----
Long-term/Strategic
- Develop a town funded neighborhood grant program -invest in resident-initiated projects
designed to enhance the quality of life in neighborhoods; applications on an annual basis.
CIP budget allocated for grant proposals of a community-wide benefit. Maximum. award to
association or HOA. Define eligible projects -must benefit entire neighborhood
Recommendations. The following are~~orpg~ext-steps-to-be considered-in the -
implementation of a Neighborhood: Services. function and die potential consolidation with the
Community Development Department.
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Spe I ncil fiA f ciob 2 2009 - Page.78 of 79
`~o~~'nunz~,y~~ZS~aznae6z~~y October 20, 2009
- ~_
1. Convene senior management including the Town Manager's Office and General Managers to
discuss/consider this proposal.
2. Consider the "incubation" concept where this effort would initially be managed directly out
of the Town Manager's Office, moving the Community Development Department as a direct
report to the Assistant Town Manager.
3. Evaluate staffmg needs to implement this effort in the. short-term to include creation of a
WRAP assignment, including temporary consideration of assigning a Planner I level position
to this department. Consider what role the Assistanf to'the Town Manager and/or interns
may play in support of this department.
4. Work with appropriate staff and the Human Resources Department to finalize the short-,
mid- and long-term core activities and programs of housing this function.
S. Identify possible functions/team members for NST.
6. Conduct site visits with neighboring jurisdictions who have neighborhood services
departments and/or host a neighborhood services roundtable to learn from other jurisdictions,
_: .. ,_
possibly with the assistance of the Alliance for Innovation:
7. Schedule and present staff recommendations to the Town Council if recommendation is to
move forward.
8. Make necessary budget adjustments, with complete adjustments finalized for the FY 2011,
budget.
Conclusion. Currently the Town of Mazana provides neighborhood services on an as-
neededbasis most notably through a variety,.functions~~ Depiartments`involved in providing
services to neighborhoods and`residents mcTude ~tam~ng,1/ngmeering, City Clerk;
Community Development, Public Works, Parks ari`d~}Recreation; Police, and the Town
Manager's Off ce. While the town prides itself on the Level of customer service and
responsiveness to residents, a coordinated neighborhood services/neighborhoodnutreach
function could take customer service and citizen empowerment to a higher level, by ensuring
necessary connections and communication to the public and within town staff. Furthermore,
a coordinated program would elevate the planning needed to ensure future revitalization of
older neighborhoods and provide a commor~,thread ~o tie all neighborhoods together from
.. ..., i:-.:ir~;~a ~u~` ~~.;a-1cai~,l ~-ai~ia;r~4ii~-~~~Fii _..
north Marana to Continental Rancli'to. Dove 1V10untam: T~e notion of coordination and
cohesiveness among Mazana's neighborhoods was a reoccurring theme during the
development of Mazana's Strategic Plan. The connection of Mazana's neighborhoods will be
greatly facilitated by construction of the Twin Peaks I-10 Interchange and completion of
Dove Mountain Boulevard. Taking the tinie'now to-make a programmatic change to a more
coordinated neighborhood outreach and response business model compliments this physical
construction activity. Further, the slow-down in development activities due to current
economic conditions provides a needed break to allow the town to position itself to better
serve neighborhoods and residents when building and growth resume.
The town has looked to a number of its neighbors to learn from cities who are recognized
for their innovation and leadership in municipal programs. Chandler, Mesa, Glendale and
Tempe all have thriving and vibrant neighborhood outreach/services functions. Now is an
ideal time in Mazana's development as a cominuuty to set the stage for the future,
particularly in the area of a coordinated and managed approach to customer service and
citizen outreach.
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spe~ab~~,~~gt~~s~~~,~~oos - Page ~s of ~s ., , .. October 20, 2009