HomeMy WebLinkAboutResolution 2010-022 adopting the marana economic roadmap strategic planMARANA RESOLUTION N0.2010-22
RELATING TO ECONOMIC DEVELOPMENT; APPROVING AND ADOPTING THE
MARANA ECONOMIC ROADMAP STRATEGIC PLAN
WHEREAS a group of regional stakeholders has engaged in a ten-month process of in-
depth work to identify priorities for the Town of Marana to attract investment, create jobs, and
develop a more sustainable local economy; and
WHEREAS the Marana Economic Roadmap specifically identifies target industries that
the Town of Marana should work to attract, economic activity centers where those industries
should locate, and focus areas that describe policies and procedures the Town of Marana should
undertake to achieve its economic development goals; and
WHEREAS the Town Council finds that adoption of the Marana Economic Roadmap as
set forth in this resolution is in the best interests of the Town and its residents.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE
TOWN OF MARANA, ARIZONA, AS FOLLOWS:
SECTION 1. The Marana Economic Roadmap, attached to and incorporated by this
reference in this resolution as Exhibit A, is hereby approved and adopted.
SECTION 2. The Town Manager and staff are hereby directed and authorized to
undertake all other and further tasks required or beneficial to carry out the terms,
obligations, and objectives of the aforementioned Marana Economic Roadmap.
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF
MARANA, ARIZONA, this 2nd day of March, 2010.
ATTEST:
celyn C. ronson, Town Clerk
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Mayor d Honea
APPROVED AS TO FORM:
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TABLE OF CONTENTS
I. Introduction .............................................................................................................................1
A. The Planning Process ......................................................................................................................4
B. Plan Overview .................................................................................................................................4
C. Marana's Economic Vision and Economic Development Definition .........................................5
II. Target Industry Opportunities .................................................................................................b
A. Initial Targets ...................................................................................................................................6
B. Emerging Opportunities .................................................................................................................7
III. Economic Activity Centers .....................................................................................................9
A. Activity Center Locations ............................................................................................................. 10
B. Integration of Target Industries and Activity Centers ........................................................... 15
IV. Roadmap Focus Areas ........................................................................................................17
V. Marana's Economic Roadmap Action Plan ..........................................................................19
Focus Area 1: Business Attraction, Retention and Expansion ..................................................... 19
Focus Area 2: Resource/Business Support .................................................................................... 20
Focus Area 3: Workforce Development ....................................................................................... 21
Focus Area 4: Tourism and Visitor Experience ............................................................................. 22
Focus Area 5: Community and Infrastructure Development ...................................................... 22
V. Implementation ....................................................................................................................24
A. Implementation Check List ........................................................................................................... 24
B. Implementation Partnerships ....................................................................................................... 25
C. Roadmap Updates ...................................................................................................................... 28
Acknowledgements ......................................................................................................................................... 29
INTRODUCTION
The Town of Marano and its leadership are committed to building a sustainable community and
high-performing organization. To achieve this objective, a strategic, proactive approach has been
implemented to address all facets of the community. In fall 2008, the Town Council and
management staff completed a visioning and strategic planning process that resulted in the
Marana Strategic Plan. This Plan identifies five Focus Areas where the Town's efforts and
resources should be directed.
The Strategic Plan recognizes the importance of and provides policy direction for Marana to take
steps to build a diverse and thriving local and regional economy that will create career-oriented
jobs and community wealth.
The creation of this document, the Marana Economic Roadmap (hereinafter referred to as
Roadmap), is one of the Initiatives within the Marana Strategic Plan Commerce Center Focus Area.
However, the Strategic Plan's other four Focus Areas are directly related to the Roadmap and
play an integral role in the success of its implementation
Marana Strategic Plan Focus Area: Commerce Center
Goal: Build upon the unique combination of assets to attract and maintain career-oriented
commerce.
The Roadmap was an identified initiative within this Focus Area. The objective is to
....
•• •• develop Marana as a world-class commerce and business center that creates a
•• •• range of high quality employment opportunities. The Roadmap is intended to
COMMERCE provide the strategy to achieve this objective.
Marana Strategic Plan Focus Area: Community Building
Goal: Create a safe community with a strong sense of place where diverse people are motivated
to be involved and feel connected, needed and appreciated.
Business and investment are attracted to communities with sound infrastructure and
~ • ` reliable, high-quality services coupled with an engaged citizenry. Economic growth
is also dependent on health care, a range of housing choices, and the community's
COMMUNITY cohesiveness, issues that are all addressed in this Focus Area of the Marana
BU1LDiIVG Strategic Plan.
Marana Strategic Plan Focus Area: Progress 8~ Innovation
Goal: Foster an open atmosphere that embraces change, creativity, innovation and calculated
risk.
Marano Economic Roadmap -March 2, 201 0
Marano strives for continual quality improvement through creativity and innovation.
Today's business climate demands the same from the private sector. Businesses will
be looking for communities that align with this atmosphere of progress and
PROGRESS innovation to address rapid change.
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Marano Strategic Plan Focus Area: Heritage that Ties the Past to the Future
Goal: To maintain a sense of community character by linking the past, present and future.
The Roadmap recognizes that economic success is dependent on maintaining the
uniqueness and quality of life of a community. Marano has a rich and diverse
history that, if showcased properly, can position it to become a visitor destination
that will attract business growth and development. Marana's heritage will also
HERITAGE continue to be a point of pride and unifying community force.
Marano Strategic Plan Focus Area: Recreation Capital of Arizona
Goal: Showcase the unique Sonoran Desert environment by providing diverse recreational
opportunities that create economic benefits and accommodate a healthy lifestyle.
High quality recreational opportunities are not only important to bring visitors to
r the community but more and more firms are looking for locations where employees
can lead an active and healthy lifestyle. Developing Marano as a recreation
`~~ = °°' `= "'-t center will provide significant positive economic impacts.
A successful economy depends on so many factors within a community, all of the Focus Areas and
Goals are addressed in the Roadmap as they relate to strengthening the local and regional
economy.
Marano is also in the heart of the Sun Corridor; one of 20 megapolitan areas identified across
the United States by demographers as areas where the majority of growth will occur in the future.
The Sun Corridor is projected to combine to form one of the 10 "megaregions" where the
Metropolitan Institute at Virginia Tech University expects that the next 100 million U.S. residents
will live. The Sun Corridor Megapolitan region stretches from the Prescott area to the border of
Mexico including the I-17, I-10, and I-19 corridors. This offers Marano tremendous opportunities
but also many challenges.
Marana's Economic Development Basics
The importance of building a diverse and vibrant economy in Marano cannot be overstated.
Without importing wealth and revenues to the community with the ability to retain them, the
Town's aspirations for the future will not be met. This can be explained very simply as creating a
"basic" and "non-basic" balanced economy.
Basic economic activity is the process of bringing new dollars into the community. This activity can
come in a wide range of forms from a tourist staying at a local hotel to a manufactured product
Marano Economic Roadmap -March 2, 201 0
made in Marana being sold to a business half-way around the world. In either case, money has
come into the community that was not there before which creates jobs and wealth.
Non-basic activity is the process of keeping dollars already in the local economy in Marana. The
longer that dollar stays in the local economy, the more jobs and businesses it creates and
maintains.
Since the Town of Marana depends heavily on locally generated sales tax revenues to provide
infrastructure, amenities, and services, local basic and non-basic economic activity is critical.
Some activities can be both basic and non-basic in nature and occur simultaneously. Arestaurant
could be serving a meal to a visitor (basic) right next to a table of local residents (non-basic). In
any case, it is necessary for Marana to have a balance of both activities to achieve economic
success.
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In addition to the basic economics, there are numerous quality of life issues impacted by the local
economy. Creating jobs close to where Marana's residents live will be even more important in the
future. The Sun Corridor is expected to contain over 10 million people by the year 2030 and
moving people and goods throughout will be ever more challenging and expensive. Having a full
service community will cut down on commute times and costs allowing Marana's residents to spend
Marana Economic Roadmap -March 2, 201 0
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more time enjoying their families and community -and keeping dollars here. Lower commute
distances will also positively impact air quality.
Creating career-oriented employment will also allow Marana's residents to stay in the community
as their skills grow. Anon-transient population provides a sense of permanence that successful
communities strive for.
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The Roadmap development process was led by a Technical Advisory Committee (TAC) consisting
of representatives from local businesses, utility providers, regional economic development entities,
the Town's Business and Economic Development Advisory Commission, Town Council and key town
staff. A list of TAC members can be found on the Acknowledgements page. The TAC met six times
during the process. The process was facilitated by a technical consultant specializing in community
and economic development strategic planning. The consultant was also responsible for drafting all
materials and this document.
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This document has been developed to complement and support the Marano Strategic Plan. Like
that plan, the Roadmap contains an Action Plan that contains Focus Areas, Goals, Initiatives and
Action Strategies. The Roadmap's Focus Areas are:
• Business Attraction, Retention and Expansion
• Resource/Business Support
• Workforce Development
• Tourism and Visitor Experience
• Community and Infrastructure Development
In addition to the Action Plan, the Roadmap contains two other key components: Target Industries
and Activity Centers.
Target Industries are defined as potential businesses or industries that might choose to locate in
Marana because of its economic or geographic assets. Target industries were identified in order
to avoid taking a "shotgun" approach to business development. While Marana will gladly
welcome any business that complements the community's vision and values, there are limited
resources available to proactively develop new employment opportunities. Marana's existing and
potential assets were carefully examined in order to define its competitive advantage. Only those
business segments or target industries where Marana can be most successful will be aggressively
pursued through the allocation of resources.
Activity Centers are defined areas of current or future concentrated development that offer
unique economic development opportunities. Activity Centers were identified in order to focus
resources and provide special areas where different types of economic opportunities can be
targeted and accommodated. Marana has myriad assets from the high Sonoran Desert setting to
Marano Economic Roadmap -March 2, 201 0
the high intensity I-10 corridor. While very different, both provide a unique platform for economic
opportunities.
One of the key elements of Marana's economy that is not specifically addressed in this plan is the
retail and service sector of the economy. As mentioned earlier, this is an essential sector not only
to service the population and visitors but to provide revenues to the Town.
Since the location decisions for these types of businesses are typically made by analyzing
population and number of households, it was determined that this sector would develop
proportionally as the community grows without a proactive attraction approach. It is the Town's
responsibility through its planning and zoning processes to ensure that there are plentiful
attractive and accessible sites for these business activities throughout the community.
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Economic Vision
Following are the characteristics of Marana's economy if the community were successful in
implementing the Roadmap. These desired future conditions, or economic vision components, were
not only used in the development of the Roadmap but will also be used to evaluate success.
• Connectivity and accessibility between quality jobs and residential areas
• Education that drives the economy and produces a strong labor pool
• Multi-generational/diverse- Marano provides opportunities for all stages of life
• Recognized as a premier destination
• The Marana Regional Airport is a focal point of the economy
• Marana maintains a strong vision and clear sense of place
• The community has an economic identity and reputation for supporting business
• The economy is diverse and not dependent on one business sector
• Marana has taken full advantage of its transportation assets
• There has been a focus on developing community amenities to attract businesses,
investment and visitors
Economic Development Definition
Economic development in Marana consists of the building of public/private sector partnerships to
attract and retain a diverse business and employment base, support new local businesses,
develop amenities and attractions to create a world class destination and provide a high quality
workforce, all of which will move the community toward its vision.
Marano Economic Roadmap -March 2, 2010
II. TARGET INDUSTRY OPPORTUNITIES
The Roadmap planning process included a comprehensive SWOT Analysis that identified
Marana's internal Strengths and Weaknesses and external Opportunities and Threats. Other
economically successful communities in Arizona were also analyzed.
Extensive research and analysis of regional assets and potential economic development
opportunities was recently completed by Tucson Regional Economic Opportunities (TREO). TREO is
a non-profit organization funded by local governments and businesses and is responsible for
providing research, marketing, and business recruitment services to grow the regional economy.
The results of their research were outlined in the TREO Economic Blueprint, which identifies
targeted industries that offer the Tucson area the most potential and match regional assets.
Building upon all of this information, Marano identified the following industries to target that best
match the community's assets and align with its vision.
• Environmental technology (focusing on solar industry)
• Bio- and medical sciences
• Analytical Instruments (medical devices)
• Advanced services (including transportation logistics)
• Education (including vocational training)
• Tourism (entertainment, retail, etc.)
• High-Technology (engineering, electronics, optics, semiconductors, aeronautics, defense,
etc.)
An additional opportunity identified for Marana is to meet the supplier needs of existing
industries. Several large firms within the region must purchase supplies or send work to out of
state firms because the products or services they need are not locally available. To capitalize on
this business leakage, Marana will target companies that can provide support to existing regional
industries. A Regional Industry Cluster Support target was created that Marana can begin to
promote immediately.
The remaining industries were all considered important and offered potential future opportunities
for Marana, but should not be the immediate focus for the community's efforts.
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Transportation Logistics
Transportation Logistics is defined as businesses that move and store goods for distribution to
regional, national, or international markets. TREO has identified 150 firms in the transportation
and logistics industry within the Tucson region in its recent Tucson Regional Inland Port Strategic
Implementation Plan published in March 2009. These types of businesses look for multiple
transportation options, convenient access to markets, and system reliability. Marana has many
Marano Economic Roadmap -March 2, 2010
assets such as its rail and highway infrastructure, airport options, and favorable weather to offer
this industry in addition to its geographic location close to the Tucson, Phoenix, California and
Mexico markets.
These types of activities often require large parcels of land in addition to the transportation
infrastructure. Key partners in growing this market will be the Arizona Department of
Transportation (ADOT), Arizona State Land Department (ABED), Union Pacific Railroad, Pinal
Airpark and TREO.
Tourism and Visitor Experience
In the heart of the Sonoran Desert with recreational amenities and world class resort facilities,
tourism is a natural target for Marana. A successful tourism and visitor experience effort brings
new dollars to the community. It also exposes the community to prospective new businesses and
business owners. The Town's focus on being "The Recreation Capital of Arizona" and its emphasis
on heritage development will position Marana as a diverse visitor destination with many options
that will appeal to a wide audience. Today's travelers are looking for more than just good
weather -they want to be active and learn.
Key partners will include the Marana Chamber of Commerce, Metropolitan Tucson Convention
and Visitors Bureau, regional attractions, and the hospitality industry.
Regional Industry Cluster Support
The aerospace, aviation services and defense industries have a strong presence in the Tucson
region and specifically in the Marana area. While at the present time, Marana does not have the
foundations in place (e.g., infrastructure, an industrial park, etc.) to justify expending resources to
actively pursue these types of primary employers, there are significant opportunities for support
businesses and suppliers to be attracted to Marana. The focus of this target is to reduce the need
for local businesses to seek contractors or suppliers for goods or services from out of the region
and/or state firms. Attracting these suppliers to Marana will create jobs locally and keep dollars
in the area.
Key partners will include the Marana Chamber of Commerce and Pima Community College to
provide business assistance and training, TREO, and existing local and regional businesses to
participate in developing the supply chain.
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While Tourism and Visitor Experience, Transportation Logistics and Regional Industry Cluster
Support were clearly the best current opportunities, this does not mean other industries will not be
pursued or welcomed to Marana. With limited resources it is critical for the Town of Marana to
act strategically and focus its efforts. The development of quality employment opportunities
created by businesses that align with community values is the ultimate goal.
Marano Economic Roadmap -March 2, 2010
The following business opportunities will require that Marano take steps to position the community
to be competitive before justifying expending resources to initiate a proactive business
recruitment strategy.
Environmental Technology
The Environmental Technology industry focuses on businesses that conserve resources, reduce
waste, and clean up the environment. Solar industries were determined to have the most potential
based on Marana's location and the current focus of state and federal government programs to
promote alternative energy sources. It was determined that Marana may not be the best place
for generation of solar power due to the large land area required for solar fields, but equipment
manufacturing and testing could be opportunities.
There may also be opportunities to partner with The University of Arizona, TREO, Trico Electric
Cooperative and Tucson Electric Power related to current research initiatives.
Bio-and Medical Sciences/Analytical Instruments (medical devices, etc.)
As the population ages and medical technology advances, this industry is expected to continue to
grow. There is already quite a bit of activity in these industries in the Tucson area. There are
opportunities to complement this industry where it is already established in Oro Valley. The
University of Arizona has also developed facilities and support systems to attract companies that
specialize in these industries.
Workforce development is essential to this industry. Businesses within this industry require highly
skilled workers that typically are between the ages of 35 and 45 with advanced degrees. These
types of workers are attracted by to a community because of quality public schools, availability
of medical services, active lifestyle and a fun, interesting downtown.
If concepts identified in Marana's community vision and Strategic Plan are achieved, this will result
in a community that is desirable for these types of firms. The Town must continue to build the
foundations that will at some point position Marana to aggressively pursue business development
within this specific industry.
Marano Economic Roadmap -March 2, 2010
III. ECONOMIC ACTIVITY CENTERS
Due to the unique characteristics within the Marana Planning Area, nine Economic Activity Centers
have been identified, each having its own set of opportunities and challenges. This level of
comprehensive planning allows the Town to focus its investment and resources on creating a
variety of unique places that will attract commerce and economic activities. The intent of the
Activity Center concept is to target specific businesses or encourage appropriate types of
development to locate in a specific Activity Center. The ultimate outcome is the ability for Marana
to create awell-rounded community with appropriate locations to support a variety of economic
development opportunities that are compatible with surrounding land uses and have the necessary
infrastructure support.
Each of the Activity Centers will require more specific area planning to address land uses, zoning
and infrastructure development. The Activity Centers will need to be prioritized to allocate
resources to implement the specific planning processes.
Marano Economic Roadmap -March 2, 201 0 S
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The following is a detailed description and location map for each of the nine activity centers
identified.
1: Heritage Activity Center
The 30 acre Heritage Park serves as the focal
point for showcasing the region's rich heritage
and history. A trail system connecting various
interpretive exhibits along the river will
provide an exciting and informative eco- and
heritage-tourism experience that will be a
destination for visitors. Various additional
interpretive sites showcasing the area's
heritage will also be distributed throughout the
community.
In conjunction with the Heritage Park and other
amenities celebrating Marana's centuries of
agrarian history, local growers' produce will
be sold through local Farmers' Markets and
events.
Techniques should be explored (e.g., signage and design standards) to identify this area as
Marana's Heritage Center that attracts visitors to the community but also serves to bring the
community together and create a sense of pride for residents and the business community.
2: Dove Mountain Activity Center
This Activity Center is intended to be a world-
class destination offering tourism and
experience opportunities with its resort focus.
The area currently includes quality residential
development which is expected to continue.
Improved access is needed with the expansion
of Tangerine Road as an east-west corridor
and Camino de Marano as a north-south
corridor. Much of the area is currently
undeveloped and provides an opportunity to
create the type of development consistent with
that which has already occurred.
The Sonoran Desert experience will be an
integral component of the development within
the Dove Mountain Activity Center. This Activity
Center will continue to develop high quality
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resorts and related hospitality industry commerce that is reflective of the natural setting. The Dove
Mountain area is unique in Marano and this development standard should be strongly reflected.
Future planning must ensure that there are adequate residential services and a mix of activities
that will appeal to visitors (e.g. nighttime activities, unique shopping and entertainment
opportunities). Design guidelines should be enforced to ensure that the natural and built
environment are integrated and enhance the area's visual appearance. Collaboration with
Arizona State Land Department (ABED), which holds much of the land on the Tangerine Corridor,
will be essential.
3: Tangerine Road I-10 Activity Center
The configuration of this Activity Center was
determined by the Council-approved Single
Central Business District. A new I-1 0
interchange that addresses the railroad
crossing issue (at-grade rail crossing adjacent
to interchange) is essential for this Activity
Center to reach its potential. Plans to build the
new interchange are completed and funding
for this project should continue to be pursued.
This area offers mixed-use opportunities that
include residential, commercial and
employment area development.
Water, sewer and other infrastructure should
be planned, programmed and installed in
coordination with the interchange
reconstruction.
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4: Tangerine Corridor Activity Center
This area along Tangerine Road between the
Dove Mountain and Tangerine Road and I-10
Activity Centers will serve as a key location for
high technology businesses and business park
development. The corridor will be sensitively
planned with setbacks and clustered
development so as not to develop in a linear,
strip commercial-type pattern.
This area will also serve as a "transition
corridor" between the employment center
development in the Tangerine Road and I-10
Activity Center and the recreation, resort and
tourism amenities in the Dove Mountain Activity
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Development of basic and telecommunication infrastructure will be required along the length of
the corridor to ensure that the Town can maximize economic opportunities.
5: Airport Activity Center
The Airport Activity Center is anchored by the
Marano Airport and its 6,900 foot main
runway. It is a tremendous asset for Marana
and a major piece of the Transportation
Logistics strategy. It offers opportunities for
manufacturing and distribution and is poised to
become a center for corporate and executive
travel.
Improvements in basic infrastructure are
needed and much of the land around the
airport is managed by ASLD. Close
collaboration with ASLD will be required to
ensure that the Activity Center reaches its
potential. Developing move-in-ready buildings
at the airport will place Marana at the
forefront of attracting quality firms that cannot
wait to build their own facilities.
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This Activity Center also includes a Bureau of Reclamation site that is planned to be developed
into a destination amateur sports park which is intended to draw visitors and participants to
Marana.
6: Downtown Activity Center
Creating a thriving Activity Center as the core
of the community is critical for establishing a
strong community identity and sustainable
economic base. The heart of Marana
historically was where regional farmers came
together to share information and sell goods. It
provided the sense of community within a vast
agricultural area. Establishing and capturing
this strong sense of place is critical for Marana
residents as well as for visitors.
The municipal complex and health center are
the first major investments in Downtown
Marana. Major infrastructure upgrades are
needed and improved access from I-10 must
be developed. The area has multiple
landowners that will play an important role in
the implementation of the vision for Downtown
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Marana. Successful downtowns need more than infrastructure, they need people. The Downtown
Activity Center will include a strong residential component that will create 24/7 activity that will
help local businesses succeed. It is anticipated that the activities and establishments in this Activity
Center will support the Tourism and Visitor Experience target industry.
Downtown Marana as currently envisioned is a large Activity Center, identified as part of the
Council-approved Single Central Business District. This area can include a variety of development
areas tied together with unifying design features and a multimodal transportation network that
might include a trolley or other form of transit and pedestrian system. Comprehensive planning
and creative techniques will need to be employed to achieve "walk-ability" and a unified design
theme.
7: South Marana Activity Center
Much of this area was built before being
annexed by the Town of Marana and is some
of the oldest development in the community.
Over time, this Activity Center will need
refurbishing to remain competitive with new
shopping and activity areas being developed
in other parts of the community and region.
Appropriate redevelopment will ensure that
new and existing buildings are developed or
redeveloped according to the Town of
Marana's codes and standards.
The area east of I-10 continues to enjoy a
tremendous amount of traffic and commerce.
There is also a successful business park
development west of I-10.
South Marana and the "Golden Triangle" area include a mix of retail and commercial businesses
that has historically served as the business hub of the northern Tucson metropolitan area. In order
to ensure continued development and redevelopment, improvements to Ina Road will be required.
It will be critical to improve circulation patterns in the area and to beautify the corridor to spur
additional private sector investment.
Marana Economic Roadmap -March 2, 201 0 13
8: Twin Peaks Activity Center
A key east-west roadway connection will be
completed when the Twin Peaks Interchange
project is finished (expected late 2010). This
important connection will serve as a catalyst for
new development. There has been considerable
interest in businesses locating in this general
area. This Activity Center already has some
industrial activities on the west side of I-10 and
offers retail and residential development
opportunities on the east side of I-10.
Once additional transportation improvements
are completed, more parcels will have access
and can be developed. There is a need for
water and sewer infrastructure on the west side
of I-10.
9: Transportation Logistics Zone Activity Center
While currently out of the town's corporate
limits, this Activity Center's proximity to I-1 0,
Pinal Airpark and planned rail system
improvements provides tremendous
opportunities for intermodal transportation,
logistics and freight activities. The future
potential of this Activity Center may hinge
upon the Town's decision to annex and its
success in annexing all or part of the area.
Even if this area does not become part of the
Town of Marano, the regional impacts of
successful development in this Activity Center
could be very positive for Marano.
It is important that this area be planned
carefully to ensure a compatible land use
pattern. Transportation Logistics are typically
heavy industrial uses and incompatible land
use patterns such as residential neighborhoods or schools might jeopardize the economic
development potential of this Activity Center. This type of economic development takes a long
time to occur and the area must be protected from incompatible land uses.
Marano Economic Roadmap -March 2, 201 0 14
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In order to tie together the Target Industry and Activity Center concepts, it is important to identify
which of the Activity Centers are currently or could be prepared to be best suited to host the
Target Industries.
The following matrix provides direction for locating the Target Industries within the various Activity
Centers. These recommended locations (indicated in orange) and the needs for the Target
Industries should be recognized as the specific area planning for each Activity Center is carried
out.
Target Industry -Activity Center Matrix
Regional Bio-and
Tourism and
Transportation Visitor
Industry Medical
Environmental Sciences/
Logistics Experience Cluster Technology Analytical
Activit Center Support Instruments
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Matrix Highlights
• The Heritage and Dove Mountain Activity Centers are expected to be Tourism and Visitor
Experience focused.
• Due to the importance of the Tangerine Road and I-10 interchange and the availability of
vacant land, a mix of uses is anticipated.
Marano Economic Roadmap -March 2, 2010 15
• The Tangerine Corridor Activity Center is anticipated to be career-based employment
focused
• In addition to Transportation Logistics, the Airport Activity Center provides opportunities
for Regional Industry Support in the aerospace sector.
• The Downtown Activity Center offers Tourism and Visitor Experience opportunities and
there is potential in the Bio- and Medical Sciences industry sector in conjunction with the
medical center.
• As the retail and service sectors expand in the community, some of the retail stores and
shopping centers in South Marana may be available for employment uses providing new
employment opportunities.
• The Twin Peaks Activity Center offers mixed use employment opportunities in addition to
commercial and retail uses serving adjacent residential areas.
• The Transportation Logistics Zone Activity Center could provide Regional Industry Cluster
support opportunities in addition to transportation related activities.
Marana Economic Roadmap -March 2, 2010 16
IV. ROADMAP FOCUS AREAS
To organize the actions and activities that will be required to expand Marana's economy, Focus
Areas were identified to provide the framework for the Action Plan. Focus Areas are defined as
strategic initiatives that Marano will address to assist in implementing the economic development
vision. The five Focus Areas identified are:
1. Business Attraction, Retention and Expansion
2. Resource~Business Support
3. Workforce Development
4. Tourism and Visitor Experience
5. Community and Infrastructure Development
Within each of the Focus Areas a goal is identified. The goals describe the ultimate desired
outcome for Marana.
Focus Area 1: Business. Attraction, Retention and Expansion
The goal of this Focus Area is to "bring new businesses and jobs to Marana while
supporting the existing base of sustainable and thriving firms." This will take a
collaborative local and regional effort utilizing all of Marana's partners.
While pursuing new businesses to locate in Marana is an important part of the overall
strategy, focus should not be lost on providing assistance and a sound business climate for those
firms that have already chosen Marana. It is much easier and economical to help existing firms
expand and create jobs than to compete to attract new firms.
Focus Area 2: Resource/Business Support
The goal of this Focus Area is to "position Marana as the region's leading, proactive
~~ business partner." Marana wants to be known as the place to be from a regional
business perspective. To attain this, the community will need to build a reputation for
providing superior services, support, and assistance and be able to partner with
businesses to find innovative solutions to complex issues and challenges.
Focus Area 3: Workforce Development
The goal of this Focus Area is to "work with local and regional partners to maintain a
~~ highly qualified and diversified workforce tailored to the target industries and local
business activities." Marana desires to ensure that its residents are qualified to take
jobs being created through the Roadmap's implementation. There is also a need to
have the workforce evolve and adjust to change and new technologies.
Due to advancements in telecommunication, many businesses can locate just about anywhere. Cost,
proximity to markets and aecess to resources used to be the key business location factors. Today,
it is the quality of the workforce and the opportunities available to improve it.
Marano Economic Roadmap -March 2, 2010 17
In addition, businesses are looking for locations that provide a comprehensive, sound education
system for families and young people.
Focus Area 4: Tourism and Visitor Experience
The goal of this Focus Area is to "be the region's premier leisure, recreation and group
~^~ meeting destination." Attracting tourists and visitors to Marana is critical to the local
economy. They bring basic dollars to the community without having to provide full time
infrastructure and services.
A high quality tourism destination also brings business owners, executives, and investors to the
community. Showcasing Marana to these decision makers will pay dividends in the business
recruitment area.
Focus Area 5: Community and Infrastructure Development
The goal for this Focus Area is "within the purview of municipal government, provide
The Town will need to identify a systematic funding program to proactively develop and expand
its basic infrastructure and services.
~ quality services to support economic development efforts." Basic infrastructure and
services are expected by business and without them the community is at a
disadvantage. The lifecycle of innovation has become much shorter and firms need to
be nimble and able to move quickly.
Marana Economic Roadmap -March 2, 2010 18
V. MARANA'S ECONOMIC ROADMAP ACTION
PLAN
Each Focus Area contains initiatives that are defined as broad tasks that need to be accomplished
to assist in the pursuit of the related goal. Action Strategies are then presented with those in
orange print being steps that can be undertaken immediately with minimal direct costs to set the
foundation for the plan's implementation.
y Focus Area 1: Business Attraction, Retention and Expansion
Goal: Bring new businesses and jobs to Marano while supporting the existing base of
sustainable and thriving firms.
Initiative 1.1 Develop and implement basic tools to market the community and provide
assistance to existing businesses.
Action Strategies
1.1.2 Develop a community brand and marketing plan for business attraction,
retention and expansion.
1.1.3 Develop and implement a formal business retention and expansion
program.
Initiative 1.2 Create a culture that encourages local businesses to be involved in
community initiatives and events.
Action Strategies i Maintain an aggressive communications
1.2.2 Develop an approach to attract corporate headquarters to Marano.
Initiative 1.3 Identify and enhance n variety of places to locate new businesses.
Action Strategies
1.3.2 Devise and implement a Town land acquisition strategy to provide key
locations that may facilitate appropriate business development projects.
1.3.3 Comprehensively plan the nine identified Activity Centers to
accommodate new and expanding businesses.
1.3.4 Perform cost/benefit analyses to explore the feasibility of annexing
areas within Economic Activity Centers that are not in the town's
municipal boundaries. Work with regional partners to implement
annexation procedures if deemed appropriate.
Marano Economic Roadmap -March 2, 201 0 19
Initiative 1.4 Maximize economic opportunities presented by the community's major
transportation infrastructure (Interstate, railroad, airport) to attract business
and jobs.
Action Strategies 1 Ensure tong term viability of the Marano Airport through
infrastructure investment, land use planning, zoning decisions and
promotion to prospective developers that may be influenced by
airport operations.
1.4.2 Work closely with regional partners (e.g., Union Pacific Railroad,
Arizona Department of Transportation, Regional Transportation
Authority) to upgrade transportation facilities and improve regional
connectic~rrs.
1.4.3 Throuni moral Plan, reserve lard
1.4.4 Develop a Transportation Logistics marketing plan.
1.4.5 Develop an intermodal strategy that integrates the movement of freight
(i.e. ground, rail and air).
Initiative 1.5 Maximize economic opportunities to attract business suppliers to support
regional industries.
Action Strategies '' al Interview existing regional businesses to understand supplier and
service needs that are currently being outsourced to other regions.
i ~.r ~aut~.f$' ~e ;4.. - `.<.r,. .., _ ~..FPI Iro ~. .. P. ;.Je,-~s.C, ar~f:
1.5.2 Develop a Regional Industry Cluster Support recruitment strategy.
~q Focus Area 2: Resource/Business Support
Goal: Position Marano as the region's leading, proactive business partner.
Initiative 2.1 Maintain policies, resources and fools that promote economic
development.
Action Strategies .1 Maintain equitable and business-friendly tax policies that balance
competitiveness with revenue generation.
2.1.2 Maintain a streamlined development review and approval process
2.1.4 Maintain an up-to-date portfolio of business incentives and policies and
provide clear guidelines for their use.
2.1.5 Implement a land acquisition strategy (land banking) to provide key
locations that could facilitate implementation of desired projects.
2.1.6 Maintain a package of available tools and research best practices to
identify new business assistance options.
Marano Economic Roadmap -March 2, 201 0 20
2.1.7 Create and maintain a database of state and federal funding sources
and programs that assist in meeting businesses' needs (e.g., financing,
training, services).
2.1.8 Use all legislative resources available and collaborate with other
entities to lobby for the preservation of existing business attraction
incentive programs and the development of new ones.
2.1.9 Develop a policy and funding source to assist with employee relocation
expenses for companies that bring high-wage jobs to Marano.
`~ Focus Area 3: Workforce Development
Goal: Work with local and regional partners to maintain highly qualified and diversified
workforce tailored to the target industries and local business activities.
Initiative 3.1 Support local education service providers to expand the capabilities of the
workforce.
Action Strategies
3.1.2 Explore opportunities with Pima Community College, The University of
Arizona, and Marana Unified School District to offer classes and
training programs at Town of Marana municipal facilities and~or local
businesses.
3.1.3 Work closely with Pima Community College, The University of Arizona
and Marana Unified School District to develop curriculum and training
programs tailored to local needs and businesses.
3.1.4 Work closely with Pima Community College and The University of
Arizona to develop curriculum and training programs tailored to local
needs and businesses.
Initiative 3.2 Increase focus and investment in workforce development.
Action Strategies 3.2.1 Maintain a Workforce Development and Job Training Council
(identified as Science and Technology Council in the Strategic Plan) that
will hold regular meetings with the intent to match major employers with
education partners to create workforce solutions.
3.2.2 Develop a Town of Marana dedicated funding source for job training.
Initiative 3.3 Attract additional educational and training institutions to Marana.
Action Strategies 3.3.1 Develop a marketing strategy for attracting education and training
institutions.
3.3.2 Working with area businesses, develop and maintain a current
education and training needs assessment and include in the marketing
strategy.
Marano Economic Roadmap -March 2, 201 0 21
3.3.3 Identify potential locations for campuses and training centers and work
with private and public sector entities to provide appropriate
infrastructure.
ICI Focus Area 4: Tourism and Visitor Experience
Goal: Be the region's premier leisure, recreation and group meeting destination.
Initiative 4.1 Develop Marana's tourism and visitor experience "product."
Action Strategies 1 Establish a local "Tourism Team" to carry out specific tasks c
represent Marano in coordinating with regional state tourism
promotion entities.
ins (e.g. non-profits
4.1.3 Develop a community "brand" for Marano.
4.1.4 Work with the Chamber of Commerce and local hospitality industry to
develop a tourism and visitor experience marketing strategy.
4.1.5 Integrate heritage information and heritage-related activities and
events throughout the community.
Initiative 4.2 Develop community amenities and facilities that make Marano attractive
to visitors while enhancing the resident experience.
Action Strategies '.1 Capitalize on opportunities to jointly develop n
with private sector partners and other agencies.
4.2.2 Improve bicycle and pedestrian facilities and amenities.
4.2.3 Upgrade the community's parks and recreation facilities.
4.2.4 Create a unique Downtown as an amenity for residents and a
destination for visitors to shop and attend entertainment venues that
generate revenues for the Town.
4.2.5 Become a destination for trade shows, conferences and other similar
major events that will bring visitors to Marano.
4.2.6 Complete the Heritage Tourism Park and associated Santa Cruz River
shared use path for use by residents and visitors.
4.2.7 Complete the Tortolita Mountain/northeast Marano trail system
(extending through both Pima and Pinal counties) to be used as a major
tourism and recreation attraction.
Focus Area 5: Community and Infrastructure Development
Goal: Within the purview of municipal government, provide quality services to support
economic development efforts.
Initiative 5.1 Systematically identify, prioritize, and implement infrastructure projects
that support economic development goals, seeking public-private
partnerships and creative financing arrangements where possible.
Marano Economic Roadmap -March 2, 201 0 22
Action Strategies
5.1.2 Maintain a capital improvements plan for each of the nine identified
Activity Centers.
5.1.3 Maximize state and federal funding and loan programs for
infrastructure development.
Initiative 5.2 Build partnerships with regional and state infrastructure entities.
Action Strategies 1 Actively participate in efforts to enhance the regional transportation
system.
5.2.3 Improve relationships with other governmental entities to facilitate joint
infrastructure development projects.
Initiative 5.3 Maintain local control of public utility resources where possible and
logical to ensure an efficient development process and support community
goals.
Action Strategies .1 Secure ai
5.3.2 Perform a comprehensive analysis of all utility services provided to
determine ways to gain more local control and influence.
Initiative 5.4 Develop a strong community foundation that will result in a quality
business climate.
Action Strategies
5.4.3 Implement a community beautification program.
Marana Economic Roadmap -March 2, 201 0 23
VI. IMPLEMENTATION
Economic development is not a short term effort. Many projects will take years if not decades to
complete. Attracting the right kind of jobs and commerce to Marano will take patience,
commitment, perseverance and the political will to make investments that may not bear fruit for
many years or political terms.
Ensuring that the Roadmap is implemented is dependent upon the identification and support of a
responsible entity or entities to carry out its directives. Additionally, a dedicated, stable, long-
term funding source to carry out the Roadmap's implementation is required.
The implementation of the Roadmap can be achieved through numerous different structures and
methods; reallocation of current staff, addition of new staff, creating a new department, or the
formation of anon-profit corporation are all feasible options. An incremental approach using
several of these concepts over time should also be considered.
e ~~ ~.1~
Whatever the ultimate structure, there are several capabilities, functions and actions that will be
necessary to successfully implement the Roadmap. These are contained in the Implementation
Check List.
/ Identify a knowledgeable and experienced point of contact for economic leads that will
represent the Town and be responsible for compiling and disseminating information and
data. Provide resources so that accurate and timely information is available.
/ Establish a position of authority with decision-making ability to implement economic
development action strategies.
/ Assemble an economic development response team comprised of experts and
representatives from staff and primary and secondary implementation partners based on
the needs of the project.
/ Maintain a streamlined development review and approval process.
/ Develop a process to evaluate Marana's economic development progress and ensure
accountability.
/ Make along-term financial and organizational commitment to economic development.
/ Designate a "keeper" of the Roadmap to provide oversight and ensure that it is
implemented.
/ Establish networks to effectively collaborate with regional partners.
/ Offer ongoing education to the public on the importance of economic development.
/ Ensure trans-departmental involvement through training and information programs.
/ Define and. solidify relationships and expectations with TREO and the Metropolitan Tucson
Convention and Visitors Bureau.
/ Present the Roadmap to all Primary and Support Implementation Partners and these
groups and entities should be communicated with on a regular basis.
Marano Economic Roadmap -March 2, 2010 24
/ Make reports as necessary to the Town Council and Business and Economic Development
Commission regarding progress on implementation of the Roadmap.
~. J e ~ e
In addition to the Town's efforts, many other entities play key roles in the Roadmap's successful
implementation. Some entities and organizations will play a major role (Primary Implementation
Partners) while others will play a supportive role (Support Implementation Partners) in
implementation.
Primary Implementation Partners Roles and Responsibilities
Primary Partners will be actively involved in the plan's implementation on a regular basis. They
will be counted on to provide information, support, knowledge and expertise.
Marana Business and Economic Development Commission
• Serve as the keeper of the Roadmap through identifying priorities, ensuring accountability
and measuring success.
• Assist in promoting Roadmap implementation with the Marana and Southern Arizona
business communities.
• Lead the periodic Roadmap update process and recommend changes to the Town Council
for consideration.
• Provide a citizen and local business perspective on the Town's economic development
efforts.
• Educate and inform the public on the importance of economic development.
Marana Chamber of Commerce
• Educate and inform the public on the importance of economic development.
• Serve as the local small business advocate and liaison.
• Serve as the initial point of contact for small businesses considering the community.
• Welcome and provide community information to new businesses to Marana.
• Serve as a resource center for small businesses.
• Participate in promoting Marana.
• Participate in implementing the Tourism and Visitor Experience Focus Area.
• Participate in implementing the Business Attraction, Retention and Expansion Focus Area
Tucson Regional Economic Opportunities (TREO)
• Support the implementation of the Business Attraction, Retention and Expansion Focus
Area.
• Provide regional marketing and promotion.
• Develop and disseminate in-depth employment and industry data.
• Provide professional economic development expertise.
Marano Economic Roadmap -March 2, 207 0 25
• Assist in recruiting new businesses.
• Work to strengthen regional relationships.
• Serve as lobbyist for regional economic development efforts.
• Host best economic development practices tours.
• Support the implementation of enterprise and empowerment zones, workforce
development and foreign trade zones.
Local and Regional Utility Providers
• Support the implementation of the Community and Infrastructure Development Focus Area.
• Provide basic infrastructure support and information.
• Serve as a collaborative economic development partner.
• Share information with perspective businesses.
• Provide infrastructure planning expertise.
• Serve as a lobbyist for regional economic development efforts.
Metropolitan Tucson Convention and Visitors Bureau (MTCVB)
• Support the implementation of the Tourism and Visitor Experience Focus Area.
• Implement marketing strategies of Marana assets
• Recruitment/bookings for conferences and meetings to be held in Marana.
• Regional promotion as a visitor destination.
• Support the expansion of tourism and visitor experience venues and activities.
Education Providers (local schools, vocational and training, community college, university)
• Support the implementation of the Workforce Development Focus Area.
• Provide quality basic education services.
• Develop curriculum and degree programs to meet local economic development needs.
• Coordinate with the Town, local businesses and other entities to provide education and
training programs.
• Participate in mentoring and apprenticeship programs within Marana.
• Maintain a high quality K-12 education system to serve the community that is attractive to
families and can aid in business recruitment.
Support Implementation Partners Roles and Responsibilities
Support Partners will provide support for plan implementation. Depending on the project or
initiative, their involvement level could change significantly.
Pima and Pinal Counties
• Provide planning and regulatory functions and basic infrastructure and services.
• Provide support to Marana's economic development effort.
• Collaborate on mutually supportive community and economic development projects.
Marana Economic Roadmap -March 2, 2010 26
Primary Education Providers
• Provide quality local primary education.
Regional Tourist Attractions
• Provide venues to expand the tourism and experience industry.
• Participate in joint promotional opportunities.
Surrounding Municipal Governments
• Support Marana's community and economic development efforts.
• Participate in mutually beneficial joint venture opportunities.
Tucson International Airport and Pinal Airpark
• Coordination to ensure long term viability of air commerce in the region.
Arizona State Land Department
• Successful coordination and joint planning of State Trust lands within the Marano Planning
Area will be necessary to produce win-win projects.
Arizona Department of Transportation
• Continued improvements to the I-10 corridor.
• Improve airport planning and development.
• Maximize the state's rail assets.
Other State and Federal Agencies
• Depending on the issues being addressed, various state and federal agencies will require
communication and collaboration activities.
Pima Association of Governments (PAG)
• Support Marana's community and economic development efforts.
Central Arizona Association of Governments (CAAG)
• Support Marana's community and economic development efforts.
Central Arizona Regional Economic Development Foundation (CAREDF)
• Support Marana's economic development efforts.
Marano Economic Roadmap -March 2, 201 0 27
Financial and Real Estate Sectors
Ensure availability of financing for business activities.
Support business development and Marana's economic development efforts.
Institutes and Foundations
• Organizations such as Sonoran Institute and other specific issue advocacy groups can be
important advocates and supporters of Marana's economic development efforts.
c. ~ vim.
In order to remain relevant and effective in a rapidly changing environment, this Roadmap will
need to be periodically updated. At the direction of the Town Council, the Marana Business and
Economic Development Commission will be responsible for working with Town Staff to update the
Roadmap. As appropriate, Marana's Implementation Partners should also be involved or consulted
during the update process.
The update process should take into consideration the following factors:
• Changes to the Marana Strategic Plan and its direction
• Updates and changes to other key planning documents
• New research
• Demographic and~or socio-economic changes
• Completed tasks
• Challenges and difficulties identified
• Regional, statewide, national, and international trends
• New opportunities
Marana Economic Roadmap -March 2, 2010 28
ACKNOWLEDGEMENTS
The Town of Marano would like to recognize and thank the following participants in the
development of the Roadmap.
Steve Cheslak, Town of Marana Planning
Donald Crow, Coca-Cola Enterprises
Anthony Cuaron, Town of Marana Utilities
Bob Delaney, CB Richard Ellis
Charlie Emerson, TRICO Electric Cooperative
Tim Healy, CB Richard Ellis
Gary Hudman, Town of Marana Technology Services
Steve Huffman, Town of Marana Intergovernmental Affairs
George Kennedy, Marana Chamber of Commerce
Jana Kooi, Pima Community College-Northwest Campus
Kelle Marlyn, Comcast Communications
Art McDonald, Tucson Electric Power Company
Carol McGorray, Marana Town Council
Bill Park, Big Sky Autobody
Jon Post, Marana Town Council
Walter Richter, Southwest Gas
Amber Smith, Marana Business and Economic Development Commission
Jennifer Treese, Town of Marana Regional Airport
Jonathan Walker, Metropolitan Tucson Convention and Visitors Bureau
David Welsh, Tucson Regional Economic Opportunities
Dr. Doug Wilson, Marana Unified School District
Josh Wright, Town of Marana Manager's Office
Cwt ~J~,...
Partners for Strategic Action, Inc.
Curt Dunham AICP
Peggy Fiandaca AICP
Audra Koester Thomas
Chris Garbo
Marano Economic Roadmap -March 2, 2010 29