HomeMy WebLinkAboutResolution 2012-015 approving final version of strategic planMARANA RESOLUTION NO. 2012-15
RELATING TO STRATEGIC PLANNING; APPROVING THE FINAL VERSION OF THE
UPDATED STRATEGIC PLAN
WHEREAS the Town of Marana has engaged in a five -month process to update the key focus
areas and initiatives that constitute the Town of Marana Strategic Plan; and
WHEREAS the Town of Marana has updated its Strategic Plan document to serve as the
foundation for the Town's future, including land use planning, budget development and assessment
of individual and organizational performance; and
WHEREAS the Town Council finds that adoption of the updated Town of Marana Strategic
Plan 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 Town of Marana Strategic Plan-2012 Update, attached to and incorpo-
rated by this reference in this resolution as Exhibit A, is hereby approved, and the Town Manager is
hereby authorized to implement it for and on behalf of the Town of Marana.
SECTION 2. The Town's 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 Town of Marana Strategic Plan -2012 Update.
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF MA-
RANA, ARIZONA, this 6 day of March, 2012.
Ma or E Hon
ATTEST:
celyn rcnson, Town Clerk
Resolution No. 2012 -15
APPROVED AS TO FORM:
Town of Marano
STRATEGIC
PLAN 11
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INTRODUCTION
The Marana Strategic Plan sets a course for
action to be taken by elected leaders and
professional staff to address community needs
and position Marana for future opportunities.
The Strategic Plan is not a rigid document
but a flexible tool to guide and promote
forward thinking. The achievements resulting
from the Strategic Plan will be enjoyed by
current residents and future generations. s�
Working together, Marana can ensure that
the community is an even greater place to
live, work and play.
TABLE OF CONTENTS
Marana Today 4
Vision for the Future 5
Vision
Overriding Principles
Five Focus Areas and Strategic Goals
Commerce 6
Community 11
Progress & Innovation 16
Heritage 20
Recreation 24
l k..
Index 28
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MARANA TODAY
Marana is a community "committed to the future...
inspired by our past." Citizens and businesses have
chosen Marana because of its quality of life, rich
heritage, visionary leadership, small -town character,
and abundant opportunities. The attributes that make
Marana a great place to live and raise a family also .9!
make Marana a great place to do business.
Location: Marana is a 126 square mile town }
strategically located between Phoenix and Tucson in
the sun corridor. Marana has 17 miles of both Interstate
highway and railroad mainline, providing tremendous
opportunities to attract business and industry. Marana
is in the beautiful Sonoran Desert with wide open
spaces and abundant wildlife. ARIZONA
•GRAND CANYON
Quality of Life: As one of Arizona's fastest • KINGMAN •FLAGSTAFF
growing communities, the diverse opportunities for
'• LAKE HAVASU
CITY
housing, recreation, and employment make Marana a • WICKENBURG
choice destination for residents, tourists, businesses and PHOENIX
industry. People have lived in this area for more than . CASA GRANDE
YUMA
4,000 years, leaving behind a rich legacy of history MARANA �cso
and heritage. Today the people of Marana carry on TOMBSTO
this legacy by balancing responsible natural resource
conservation with robust economic development.
PINAL COUNTY
PIMA COUNTY
MARANA
Marana is focused on ensuring that the community
ORO
has adequate water, sewer, transportation and VALLEY
public safety infrastructure to meet the demands of
a growing community. Marana demonstrates self -
determination and innovative leadership which serves TUCSON
the community well.
MARANA STRATEGIC PLAN II 4
VISION FOR THE FUTURE
Marana's Strategic Plan outlines the vision for the future and identifies five focus areas with goals to
achieve that vision. The focus areas, with their corresponding goals, identify where resources (time,
money and human capital) should be directed to achieve Marana's vision.
Vision: Marana is the centerpiece of the Sonoran Desert experience,
where fun and progress meet.
Overriding Principles:
• Financial Sustainability
• Quality Public Service
• Strategic Partnerships
• Local Resource Investment
Five Focus Areas and Strategic Goals:
CI Commerce
<aM-- Attract and maintain career - oriented commerce
GI Community
=oM—,,. Create a safe community where all people are motivated to be involved
and feel connected and valued
El Progress and Innovation
Foster an open atmosphere that embraces change, creativity, innovation,
and calculated risk
Heritage
EaRAE Strengthen community character by linking the past, present, and future
Recreation
Provide diverse recreational opportunities that create economic benefits
and a healthy lifestyle
The Strategic Plan establishes the specific initiatives and action strategies that will guide staff to
achieve the Council's vision.
Each Focus Area is addressed in a separate section of this Strategic Plan. The Focus Area Goal is stated
at the beginning of each section followed by distinct Initiatives. These Initiatives are the concentrated
objectives under each Focus Area, which will lead to implementation of the Goal. Within each of
the Initiatives are Strategies to provide specific direction on methods to complete the Initiatives.
Each Strategy has been assigned a specific department or division that will act as the Team Lead.
The Team Lead will be responsible for the completion of the assigned Strategies and reporting on
Success Indicators. The final section of each Focus Area is Success Indicators — distinct quantitative
measurements determined to best monitor the status of the Focus Area Goal. The start date for
beginning to record and collect data is July 1 with quarterly or annual reporting intervals.
MARANA STRATEGIC PLAN II
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COMMERCE
Attract and ma
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COMMERCE
Implement and periodically update the Marana Economic Roadmap
to guide economic decisions.
Strategies Team Lead
a. Create a coalition of Marana -area science and technology employers Office of Strategic Initiatives
b. Prepare utility infrastructure master plan to lay the foundation for future Utilities Department
industry and development
i. Promote partnerships with utility providers within Town limits
c. Encourage, support, and provide technical assistance to Marana Business Development Center
business start -ups
d. Re -brand business areas as "Marano" Office of Strategic Initiatives
i. Initiate an educational effort targeted at local media, business and
industry groups
ii. Use naming guides and link to Development Services addressing process
Allocate and maximize town resources to engage in the recruitment,
retention, and expansion of businesses and industry.
Strategies Team Lead
a. Review and implement tax strategies to encourage development and Office of Strategic Initiatives
expansion of business and industry
b. Target industries identified in the Marana Economic Roadmap Office of Strategic Initiatives
i. Use the Marana Economic Roadmap process and steering committee
to identify appropriate industries that match well with Marana's assets
and meet long term goals
ii. Develop a plan and budget for Town economic development staff to
attend industry conferences and trade shows as part of the business
attraction program
iii. Make in- person contacts with national and state business leaders, inviting
them to consider moving to or establishing a presence in Marana
c. Develop the Marano Regional Airport as an economic activity center Public Services
i. Complete infrastructure improvements along Airport Way and plan
for an aviation - Chemed business park
ii. Plan and fund new airport infrastructure through the CIP process
iii. Collaborate with the Arizona State Land Department to maximize land
use potential around the airport
iv. Develop a marketing campaign to encourage business development
and airport use
v. Develop an airport terminal and /or jet center that showcases Marana
d. Maintain a database of properties in Marana for the potential location Office of Strategic Initiatives
of business and industry
MARANA STRATEGIC PLAN II
COMMERCE
Strategies Team Lead
e. Maximize use of federal and state incentive programs Office of Strategic Initiatives
i. Make business and industry aware of available incentive programs
ii. Make business and industry aware of properties eligible for
incentive programs
f. Create and implement a comprehensive business retention plan Office of Strategic Initiatives
i. Continue to support and increase interaction with Marana Chamber
of Commerce programs
ii. Increase contact with existing businesses to determine their needs
iii. Expand and continue the Marana "buy local" marketing plan
iv. Develop a "Shop Marana" gift /debit /credit card program
v. Incorporate a "buy local" element, where possible, into the Town's
purchasing and procurement policies
vi. Implement a marketing campaign focusing on Marana as the most
business friendly place in Arizona
g. Identify areas in need of redevelopment Planning Department
i. Identify viable programs and incentives
h. Enhance Town website and applications to showcase local businesses Technology Services
i. Research hosting a business directory on Town website
ii. Develop web applications for business development services, processes,
and project tracking
i. Enhance available workforce by increasing knowledge and skills required Office of Strategic Initiatives
to support a diverse community
i. Partner with area workforce investment and career services programs
ii. Enhance relationships and co- sponsor programs with K -12 and higher
education institutions
iii. Facilitate partnerships among Marana employers and area career
services programs
iv. Make area businesses aware of state and other job training grants
and programs
v. Explore the possibility of acquiring a distance learning center
vi. Explore the possibility of a 4 -year University extension
vii. Explore the possibility of technical vocational programs
viii. Partner with the University of Arizona and other institutions to create
an engineering incubator
j. Continue to fully implement and allocate resources to the Business Manager's Office
Development Center
k. Capitalize on the international exposure attained from the Sonoran Desert Office of Strategic Initiatives
setting, special events, and world class amenities to expand and diversify
Marana's economic and business environment
I. Develop incentive policies to attract career - oriented commerce Office of Strategic Initiatives
i. Research and develop competitive benchmarks
ii. Evaluate the effectiveness of existing incentive policies
iii. Market incentives to potential new employers
m. Adopt a special license program allowing businesses and neighborhoods Planning Department
to improve and landscape adjacent rights -of -way
MARANA STRATEGIC PLAN II 8
COMMERCE
Encourage the development of the Marana downtown /Main Street.
Strategies Team Lead
a. Develop a comprehensive downtown business plan Planning Department
i. Invite public and private sector stakeholders to participate in
the plan's development
b. Identify a permanent location for multi -use arena in the Marana Planning Department
downtown /Main Street area
i. Identify funding sources and long -term economic viability for the
multi -use arena
Identify and solidify partnerships throughout the state and
region that will assist Marana in commercial and industrial
development activities.
Strategies Team Lead
a. Engage representatives from various state agencies and other economic Manager's Office
development organizations to advance Town goals
b. Continue collaboration with the Arizona Transportation and State Land Office of Strategic Initiatives
Departments and Commerce Authority to increase land -use potential within
the following Economic Activity Centers:
i. Heritage Activity Center
ii. Dove Mountain Activity Center
iii. Tangerine Road 1 -10 Activity Center
iv. Tangerine Corridor Activity Center
v. Airport Activity Center
vi. Downtown Activity Center
vii. South Marana Activity Center
viii. Twin Peaks Activity Center
ix. Transportation Logistics Zone Activity Center
c. Maximize public - private partnerships to drive development Manager's Office
Evaluate and implement annexations that enhance commerce,
business, industry and other Strategic Plan initiatives.
Strategies Team Lead
a. Evaluate and execute strategic annexations into Pinal County and other Planning Department
areas with the assistance of regulatory agencies and public and private entities
i. Annex Pinal Airpark
ii. Complete annexation of Twin Peaks interchange area
MARANA STRATEGIC PLAN II 9
COMMERCE
Promote development of the Economic Activity Centers as outlined in
the Marana Economic Roadmap.
Strategies Team Lead
a. Create economic development concepts for the following: Office of Strategic Initiatives
i. Heritage Activity Center
ii. Dove Mountain Activity Center
iii. Tangerine Road 1 -10 Activity Center
iv. Tangerine Corridor Activity Center
v. Airport Activity Center
vi. Downtown Activity Center
vii. South Marana Activity Center
viii. Twin Peaks Activity Center
ix. Transportation Logistics Zone Activity Center
Actively participate in the legislative process to support Marana's
efforts to attract, retain, and expand commerce.
Strategies Team Lead
a. Protect flight property tax revenues required to fund airport capital projects Office of Strategic Initiatives
b. Protect and expand legislation that enhances economic development Office of Strategic Initiatives
for cities and towns
c. Pursue mechanisms to incentivize alternative energy industries Office of Strategic Initiatives
SUCCESS INDICATORS
Focus Area: Commerce
Focus Area Goal: Attract and maintain career - oriented commerce
Indicator Start date Frequency Team Lead
Track sales tax revenues quarterly July 1, 2012 Quarterly Finance Department
Track the number of new business licenses July 1, 2012 Quarterly Finance Department
Processing of permits and licenses July 1, 2012 Quarterly Business Development Center
internal timelines
Track airport statistics including base July 1, 2012 Quarterly Public Services
aircraft, fuel sales, and landings
MARANA STRATEGIC PLAN II 10
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COMMUNITY
Secure all necessary water resources and infrastructure.
Strategies Team Lead
a. Continue the acquisition of wastewater resources Manager's Office
b. Review and propose new codes and /or amendments for water Utilities Department
conservation and development of new water resources
i. Create code provisions that promote sustainability for residential,
commercial, industrial, and agricultural land uses
ii. Maximize the use of non - potable water for landscaping
iii. Require non - potable systems and storage throughout Marana
iv. Use native plant and low -water landscaping in publicly owned
and maintained areas
c. Identify and consider options for: Utilities Department
i. Acquiring renewable resources
ii. Constructing recharge projects
iii. Purchasing recharge credits
d. Ensure water resources are available for our citizens Manager's Office
i. Develop a favorable IGA with the City of Tucson for water delivery,
maintenance and wheeling
ii. Pursue acquisition of the City of Tucson water system located in Marana
Provide quality services to keep the community safe and secure.
Strategies Team Lead
a. Track desired levels of service with performance measures Manager's Office
i. Identify best practices of similar communities
b. Preserve Town infrastructure Public Services
i. Develop an infrastructure plan
ii. Inventory of existing facilities
iii. Create a preventive maintenance plan
c. Conduct a periodic community survey to identify citizen perceptions Community Development &
and expectations Neighborhood Services
d. Update the disaster recovery plan and emergency operations plan Manager's Office
i. Develop emergency response strategies for I -l0 /UPRR /Santa Cruz River
ii. Conduct regular emergency response drills and exercises
iii. Include public outreach
e. Create a Town facilities master plan Public Services
f. Provide multiple Town service locations that incorporate community rooms Public Services
MARANA STRATEGIC PLAN II
COMMUNITY
Ensure that future development, land use, and projects protect and
showcase the Sonoran Desert.
Strategies Team Lead
a. Apply strategies found in the Habitat Conservation Plan during Development Services
implementation of new projects
i. Create process for monitoring and evaluating the plan's effectiveness
b. Incorporate key initiatives from the Strategic Plan into land Development Services
development code
i. Continue land development code revisions
c. Identify financially sustainable Tong -term solution to the Tortolita Preserve Manager's Office
state land lease
d. Create an open space plan in conjunction with development and recreation Planning Department
Develop diverse housing opportunities for residents of all income levels.
Strategies Team Lead
a. Partner with agencies to promote and provide affordable housing Community Development &
alternatives for Marano residents Neighborhood Services
b. Seek grants and alternative funding for affordable housing and housing Community Development &
rehabilitation assistance Neighborhood Services
c. Continue to identify needs and pursue alternative funding sources for Community Development &
rehabilitation of infrastructure in older neighborhoods and Colonias Neighborhood Services
d. Promote the development of a balanced portfolio of housing, including Community Development &
multi - family, to meet the current and future needs of Marana residents Neighborhood Services
Ensure that engineering and design solutions are implemented to protect
businesses and residents from flood events.
Strategies Team Lead
a. Ensure that all proposed engineered solutions are the best engineering Development Services
practices to protect the town and future residents
b. Investigate funding opportunities for the construction of the Barnett Channel Community Development &
Neighborhood Services
c. Begin the preliminary design for Marana Road alignment channel which will Planning Department
be necessary to facilitate development in northwest Marano
d. Use the FEMA CRS system to reduce flood insurance premiums Development Services
e. Implement public education program on flood hazards Development Services
f. Extend Santa Cruz River bank projection to Marana's northern boundary Development Services
MARANA STRATEGIC PLAN II
COMMUNITY
ank
Create a community identity.
Strategies Team Lead
a. Continue to support the development concept of Marana's main street Planning Department
and downtown
i. Establish an improvement district for infrastructure development
ii. Create Sandario Road facade and landscaping improvement programs
b. Develop a marketing and branding strategy Office of Strategic Initiatives
i. Finalize and continuously update redesigned website
ii. Define and implement Marana "signature" design on public facilities
iii. Implement freeway interchange and roadway cesthetics
c. Work with the Post Office to establish a Marana postal identity Planning Department
d. Continuously evaluate and improve the citizen participation and Community Development &
community outreach process Neighborhood Services
e. Build and encourage the development of multi -use buildings and facilities Public Services
Promote the development of quality healthcare facilities and services.
Strategies Team Lead
a. Continue to fast -track and prioritize healthcare facility Business Development Center
development applications
b. Attract a training and education partner to establish a presence in Marana Office of Strategic Initiatives
c. Attract new and encourage retention of existing healthcare providers Office of Strategic Initiatives
Increase participation by residents and visitors in Marana's signature
events.
Strategies Team Lead
a. Incorporate recreational activities with signature events Office of Strategic Initiatives
i. Use where applicable an "activities for all ages" marketing approach
to event planning
b. Incorporate award ceremonies within signature events Office of Strategic Initiatives
c. Recruit community partners to plan and staff signature events Office of Strategic Initiatives
d. Develop a new community special event during the spring to maintain Office of Strategic Initiatives
community involvement throughout the year
MARANA STRATEGIC PLAN II 14
COMMUNITY trt
Improve community engagement.
Strategies Team Lead
a. Continue outreach and education plans Community Development &
Neighborhood Services
b. Expand notification of Town programs and events Office of Strategic Initiatives
c. Expand Town volunteer program to be viable for all departments Clerk's Office
d. Continue implementation of the Marana Out and About concept for all Manager's Office
community engagement programs
e. Collaborate with regional partners to provide information and assistance for Community Development &
Neighborhood Services
citizens on where to get a specific service (e.g., CPR class, permits, etc.)
f. Increase staff participation in special events to promote collaboration Office of Strategic Initiatives
Actively participate in the legislative process.
Strategies Team Lead
a. Pursue legislation to receive credits for stormwater recharge Utilities Department
b. Use legislative resources to obtain flood insurance mitigation allocation Office of Strategic Initiatives
from federal government
SUCCESS INDICATORS
Focus Area: Community
Focus Area Goal: Create a safe community where people are motivated to be involved
and feel connected and valued
Indicator Start date Frequency Team Lead
Track police emergency response times July 1, 2012 Quarterly Police Department
Track new and overall housing types July 1, 2012 Annually Development Services
percentage /balance and affordability
Track crime rates July 1, 2012 Annually Police Department
Track condition of Town maintained roads July 1, 2012 Annually Public Services
Track ISO rating July 1, 2012 Annually Planning Department
MARANA STRATEGIC PLAN II
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INNOVATION
Foster an open atmosphere
that embraces change,
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PROGRESS & INNOVATION
Create an organization of excellence
Strategies Team Lead
a. Encourage innovation and calculated risk - taking Human Resources Department
i. Implement an anonymous employee suggestion program
ii. Promote cross - departmental collaboration
iii. Develop a way to reward employee innovation
iv. Provide opportunities for employees to use and disseminate
newly acquired knowledge and skills
v. Continue Employee Forum
b. Implement performance measures Manager's Office
i. Collect data and report progress on the Town's performance
in key focus areas
ii. Collect data and operational measures to assist with
management decisions
c. Enhance employee education and professional development programs Human Resources Department
i. Develop a rotation program for employees to observe and experience
other positions across departments
ii. Use available expertise for workshops and training programs
iii. Implement a Town -wide working safety committee
iv. Link employee training to an identified need or strategic goal
v. Implement Employee Connections program
d. Apply best practices from the public and private sector Manager's Office
i. Encourage networking through participation in professional organizations
e. Expand paperless means for internal and external communications Technology Services
f. Continue to increase communication with and between employees Manager's Office
i. Town Manager should continue to hold regular meetings with all levels
of employees to solicit input on major issues
ii. Department heads and supervisors should hold regular meetings to
increase employee involvement and participation
iii. Implement an organizational communication program about the
Strategic Plan that includes opportunities for ongoing employee input
g. Enhance the "INTRAnet" site and implement strategies that encourage Technology Services
employees to use the site
h. Work with community partners to implement community service programs Marana Municipal Court
internally and externally
i. Create or participate in recognition opportunities that show community Manager's Office
and Town accomplishments and innovation
i. Upon Council approval, compete for All- America City designation
ii. Encourage employees to compete for individual and organizational
awards and recognition programs
iii. Sustain a uniquely Marana award program for individuals or businesses
who make significant and innovative community contributions
iv. Create recognition opportunities to showcase individuals or businesses
who incorporate innovative and sustainable designs into projects
j. Develop highly competitive pay philosophy to recruit and retain Human Resources Department
quality professional staff
MARANA STRATEGIC PLAN II
PROGRESS & INNOVATION
Develop partnerships, policies, and programs for the effective use of
taxpayer resources.
Strategies Team Lead
a. Develop a comprehensive energy efficiency program for both private Development Services
and public construction
i. Analyze and update Town building and land development codes as
appropriate to incorporate energy efficient innovations
ii. Research and develop policies that encourage energy
efficient construction
b. Cross - reference links to Strategic Plan in all documents and processes that Office of Strategic Initiatives
carry out the initiatives identified in the Strategic Plan
i. Continue identification of Strategic Plan Focus Area in all items going
before the Town Council as part of agenda cover sheet
ii. Continue summary communication materials for the public regarding
the Strategic Plan
iii. Use the Strategic Plan in the development of the CIP and the
annual budget
iv. Identify links to the Strategic Plan during review of
development applications
v. Identify links to the Strategic Plan in all Town guiding documents
c. Identify partnerships and IGAs with other communities in the region where Manager's Office
mutually beneficial solutions to service delivery can be achieved
Maximize the use and integration of technology as a strategic asset in
the delivery of public services
Strategies Team Lead
a. Create an e- business portal on the website Technology Services
b. Make Marana the leading social media /new media community in the state Technology Services
through a broad approach based on creative ideas
c. Continue to use and add online applications for citizen and organizational use Technology Services
d. Recommend ways to make constant updates and interaction available Technology Services
using social media
e. Develop Marana branded mobile application using wireless technologies Technology Services
to enhance service delivery
f. Investigate creating a fiber infrastructure for voice and data communications Technology Services
g. Continue to develop and expand the Town's Maintenance Management Utilities Department
Program for all assets
h. Establish a technology master plan compatible with industry standards Technology Services
i. Incorporate the use of mobile technologies to increase staff efficiencies Technology Services
MARANA STRATEGIC PLAN II 18
PROGRESS & INNOVATION
Actively participate in the legislative process.
Strategies Team Lead
a. Pursue and defend legislation to maintain Town authority Manager's Office
SUCCESS INDICATORS
Focus Area: Progress & Innovation
Focus Area Goal: Foster and open atmosphere that embraces change, creativity, innovation and calculated risk
Indicator Start date Frequency Team Lead
Bond rating July 1, 2012 Annually Finance Department
MARANA STRATEGIC PLAN II 19
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HERITAGE
Strengthen community
character by linking the
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HERITAGE 8171
Showcase Marana's history and heritage in its signature events.
Strategies Team Lead
a. Continue Founders' Day as a signature event Office of Strategic Initiatives
i. Provide "living culture" re- enactments
ii. Incorporate multi - cultural and western heritage displays and activities
Partner with organizations and individuals to promote the
Town's history and heritage.
Strategies Team Lead
a. Support Juan Bautista de Anza Historic Trail activities Community Development &
Neighborhood Services
b. Engage long -time community members in civic engagement programs Community Development &
Neighborhood Services
c. Collaborate with history preservation organizations in heritage planning Community Development &
and development Neighborhood Services
d. Assign financial and human resources to Heritage Focus Area Manager's Office
e. Support Santa Cruz Valley National Heritage Area activities Community Development &
Neighborhood Services
Build facilities that focus on the Town's heritage.
Strategies Team Lead
a. Identify properties that are historical or will be historical for potential Community Development &
preservation efforts Neighborhood Services
b. Partner with private and non - profit sector to identify funding for facilities Community Development &
Neighborhood Services
that highlight Marana's history
c. Identify architectural design standards for infrastructure that incorporate Planning Department
historical aspects of the region
MARANA STRATEGIC PLAN II 21
HERITAGE
Document and disseminate Marana's history and heritage.
Strategies Team Lead
a. Work with community partners and heritage organizations to create Community Development &
oral and written history Neighborhood Services
i. Explore partnering with schools to include Marana history component
in curriculum
ii. Use traditional and social media
b. Identify and showcase the contributions of different peoples, cultures and Community Development &
ethnicities to the settlement and development of Marana Neighborhood Services
c. Feature history and culture on website Office of Strategic Initiatives
d. Preserve all heritage material in the Town's possession Community Development &
i. Continue archiving, collecting, and laying the foundation for Neighborhood Services
Marana history
e. Encourage tours and programs focused on history and heritage Community Development &
Neighborhood Services
f. Increase awareness of history and heritage throughout Marana Community Development &
Neighborhood Services
Develop Heritage Park.
Strategies Team Lead
a. Acquire State lease land for Heritage Park Parks and Recreation
Department
b. Master plan and implement the Heritage Park to showcase Marana's Manager's Office
history and heritage while maximizing economic development, tourism
opportunities, and community events
c. Develop and implement a business plan for the Heritage Park Manager's Office
i. Include elements that ensure financial sustainability
ii. Secure funding for infrastructure development
iii. Identify strategic for - profit and non - profit partnerships
iv. Develop unique interpretive displays and features of Marana's history,
heritage and culture throughout the park
MARANA STRATEGIC PLAN II 22
HERITAGE
Actively participate in the legislative process.
Strategies Team Lead
a. Pursue legislation to enable and facilitate the Town's efforts to preserve Manager's Office
history and protect heritage
SUCCESS INDICATORS
Focus Area: Heritage
Focus Area Goal: Strengthen community character by linking past, present and future
Indicator Start date Frequency Team Lead
Track number of artifacts and historical July 1, 2012 Annually Community Development &
sites that are catalogued for preservation Neighborhood Services
according to appropriate standards
MARANA STRATEGIC PLAN II 23
RECREATION
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Provide diverse recreational
opportunities that create
economic benefits and a
healthy lifestyle
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RECREATION
Develop quality parks and recreational amenities.
Strategies Team Lead
a. Complete path, greenway and trail linkages with parks, recreation Parks and Recreation Department
facilities, schools and other public infrastructure within Marana
i. Identify opportunities to partner with other jurisdictions or private entities
ii. Provide connection points, benches, water fountains and restrooms
b. Support multi -event complex to include rodeo, sports, and concerts Manager's Office
i. Identify partners, funding sources, and potential locations
ii. Research the facility's financial viability based on location
and demographics
c. Develop the Bureau of Reclamation park site on Avra Valley Road Parks and Recreation Department
i. Meet with the Bureau of Reclamation and Department of the Interior
to ensure agreements for park site are finalized
ii. Identify resources to fully fund this project
iii. Begin site planning work
d. Plan for joint use community centers or similar assets to provide a wide Parks and Recreation Department
range of recreational amenities
Pursue recreational and tourism development opportunities and
projects to attract visitors.
Strategies Team Lead
a. Develop recreation opportunities near historic sites Parks and Recreation Department
b. Explore options for the development of urban reservoirs or lakes Parks and Recreation Department
c. Market Marana recreation Office of Strategic Initiatives
i. Promote hiking, bicycling, and equestrian opportunities
ii. Complete the Oro Valley /Marana recreation and tourism planning
process and start producing marketing materials
d. Develop international tourism marketing program Office of Strategic Initiatives
MARANA STRATEGIC PLAN II
RECREATION
Partner with public and private entities to promote Marana as a
recreation destination.
Strategies Team Lead
a. Continue to promote recreational opportunities at major events Office of Strategic Initiatives
i. Use various outreach mechanisms and develop partnerships to market
Marana during PGA activities and other nationally recognized events
b. Create a Tourism Development Plan Office of Strategic Initiatives
i. Perform a cost /benefit analysis for joining existing tourism and
marketing agencies
ii. Partner with tourism agencies
iii. Develop relationships with the hospitality industry to discuss
incentives and cooperation
c. Develop "Friends of the Parks" volunteer core Parks and Recreation Department
d. Apply for bicycling, trail, and park designations and awards by Parks and Recreation Department
national and state organizations
Develop Sonoran Desert - centered recreational opportunities.
Strategies Team Lead
a. Focus branding efforts on experiencing the Sonoran Desert Office of Strategic Initiatives
b. Partner with Saguaro National Park Office of Strategic Initiatives
c. Partner with Friends of the Sonoran Desert Office of Strategic Initiatives
MARANA STRATEGIC PLAN II 26
RECREATION
Actively participate in the legislative process.
Strategies Team Lead
a. Continue to support the creation of a regional sports and tourism Manager's Office
authority using all legislative resources available
SUCCESS INDICATORS
Focus Area: Recreation
Focus Area Goal: Provide diverse recreation opportunities that create economic benefits and a healthy lifestyle
Indicator Start date Frequency Team Lead
Track bed tax revenues (gross) July 1, 2012 Annually Finance Department
Track acreage of parks per 1,000 residents July 1, 2012 Annually Parks and Recreation Department
Track miles of trails per 1,000 residents July 1, 2012 Annually Parks and Recreation Department
Track number of field reservations at parks July 1, 2012 Annually Parks and Recreation Department
MARANA STRATEGIC PLAN II
.
INDEX
-7,,,,, r
g� . ; 1 v . et4. '' :
. -,..., : . , 9
4
14T ti .
.01 . � .; �}
S'•� k
, X ..,,,..,, ., .
1 a
28
A
annexations 9
arena 9
B
Barnett Channel 13
bed tax 27
bicycling 25, 26
Business Development Center 7, 10, 14
business friendly 8
CIP 7, 18
Clerk's Office 15
communication 17, 18
Community Development &
Neighborhood Services 12, 13, 14, 15, 21, 22, 23
community engagement 15
community partners 15, 17, 22
D
Development Services 7, 13, 14, 18
1
Employee Connections 17
energy 10, 18
events 8, 13, 14, 15, 21, 22, 26
r
facilities master plan 12
Finance Department 10, 19, 27
flood 13, 14, 15
Founders' Day 21
MARANA STRATEGIC PLAN II 2 9
H
Habitat Conservation Plan 13
healthcare 14
Heritage Park 22
housing 4, 13
Human Resources Department 17
1
infrastructure 4, 7, 12, 13, 14, 18, 21, 22, 25
M
Manager's Office 8, 9, 12, 13, 15, 17, 18, 19, 21, 22, 23, 25, 27
Marana downtown /Main Street 9
Marana Economic Roadmap 7, 10
Marana Municipal Court 17
Marana Out and About 15
Marana Regional Airport 7
marketing 7, 8, 14, 15, 25, 26
0
Office of Strategic Initiatives 7, 8, 9, 10, 14, 15, 18, 21, 22, 25, 26
P
park 7, 23, 25, 26
Parks and Recreation Department 22, 25, 26, 27
performance measures 12, 17
PGA 26
Pinal Airpark 9
Pinal County 9
Planning Department 8, 9, 13, 14, 21
Post Office 14
Public Services 7, 10, 12, 14
MARANA STRATEGIC PLAN II 30
INDEX
R
recreation 4, 13, 25, 26, 27
rodeo 25
S
Sandario Road 14
Santa Cruz River 12, 14
Shop Marana 8
signature events 14, 15, 21
Sonoran Desert 4, 5, 8, 13, 26
stormwater 15
Technology Services 8, 17, 18
Tortolita Preserve 13
tourism 22, 25, 26, 27
u
Utilities Department 7, 12, 15, 18
utility 7
V
volunteer 15, 26
W
water 4, 12, 25
website 8, 14, 18, 22
MARANA STRATEGIC PLAN II 3i .
e,
S.
www.marana.com
Marana Strategic Plan Update 2012
MARANA STRATEGIC PLAN -2012 UPDATE
The Marana Strategic Plan sets a course for action to be taken by elected leaders and professional staff to address community needs
and position Marana for future opportunities. The Strategic Plan is not a rigid document but a flexible tool to guide and promote
forward thinking. The achievements resulting from the Strategic Plan will be enjoyed by current residents and future generations.
Working together, Marana can ensure that the community is an even greater place to live, work and play.
1
r
Marana Strategic Plan Update 2012
MARANA TODAY
Marana is a community "committed to the future, inspired by our past." Citizens and businesses have chosen Marana because of its
quality of life, rich heritage, visionary leadership, small -town character, and abundant opportunities. The attributes that make
Marana a great place to live and raise a family also make Marana a great place to do business.
Location- Marana is a 126 square mile town strategically located between Phoenix and Tucson in the sun corridor. Marana has 17
miles of both Interstate highway and railroad mainline, providing tremendous opportunities to attract business and industry. Marana
is in the beautiful Sonoran Desert with wide open spaces and abundant wildlife.
Quality of Life- As one of Arizona's fastest growing communities, the diverse opportunities for housing, recreation, and employment
make Marana a choice destination for residents, tourists, businesses and industry. People have lived in this area for more than 4,000
years, leaving behind a rich legacy of history and heritage. Today the people of Marana carry on this legacy by balancing responsible
natural resource conservation with robust economic development.
Marana is focused on ensuring that the community has adequate water, sewer, transportation and public safety infrastructure to
meet the demands of a growing community. Marana demonstrates self- determination and innovative leadership which serves the
community well.
Marana Strategic Plan Update 2012
VISION FOR THE FUTURE
Marana's Strategic Plan outlines the vision for the future and identifies five focus areas with goals to achieve that vision. The focus
areas, with their corresponding goals, identify where resources (time, money and human capital) should be directed to achieve
Marana's vision.
Vision Marana is the centerpiece of the Sonoran Desert experience, where fun and progress meet.
Overriding Principles:
• Financial Sustainability
• Quality Public Service
• Strategic Partnerships
• Local Resource Investment
Five Focus Areas and Strategic Goals:
1. Commerce - Attract and maintain career - oriented commerce
2. Community – Create a safe community where all people are motivated to be involved and feel connected and valued
3. Progress and Innovation – Foster an open atmosphere that embraces change, creativity, innovation, and calculated risk
4. Recreation – Provide diverse recreational opportunities that create economic benefits and a healthy lifestyle
5. Heritage – Strengthen community character by linking the past, present, and future
The Strategic Plan establishes the specific initiatives and action strategies that will guide staff to achieve the Council's vision.
Each Focus Area is addressed in a separate section of this Strategic Plan. The Focus Area Goal is stated at the beginning of each
section followed by distinct Initiatives. These Initiatives are the concentrated objectives under each Focus Area, which will lead to
implementation of the Goal. Within each of the Initiatives are Strategies to provide specific direction on methods to complete the
Initiatives. Each Strategy has been assigned a specific department or division that will act as the Team Lead. The Team Lead will be
responsible for the completion of the assigned Strategies and reporting on Success Indicators. The final section of each Focus Area is
Success Indicators — distinct quantitative measurements determined to best monitor the status of the Focus Area Goal. The start date
for beginning to record and collect data is July 1 with quarterly or annual reporting intervals.
Marana Strategic Plan Update 2
FOCUS AREA: Commerce
GOAL: Attract and maintain career - oriented commerce.
INITIATIVE 1. Implement and periodically update the Marana Economic Roadmap to guide economic decisions.
Strategies
Team Lead
a. Create a coalition of Marana -area science and technology employers
Office of Strategic Initiatives
b. Prepare utility infrastructure master plan to lay the foundation for future industry and
Utilities Department
development
Office of Strategic Initiatives
i. Promote partnerships with utility providers within Town limits
c. Encourage support and provide technical assistance to Marana business start-ups
Business Development Center
d. Re -brand business areas as "Marana"
Office of Strategic Initiatives
i. Initiate an educational effort targeted at local media, business and industry groups
ii. Use naming guides and link to Development Services addressing process
INITIATIVE 2. Allocate and maximize town resources to engage in the recruitment, retention, and expansion of businesses and
industry.
Strategies
Team Lead
a. Review and implement tax strategies to encourage development and expansion of
Office of Strategic Initiatives
business and industr
b. Target industries identified in the Marana Economic Roadmap
Office of Strategic Initiatives
i. Use the Marana Economic Roadmap process and steering committee to identify
appropriate industries that match well with Marana's assets and meet long term goals
ii. Develop a plan and budget for Town economic development staff to attend industry
conferences and trade shows as part of the business attraction program
iii. Make in- person contacts with national and state business leaders, inviting them to
consider moving to or establishing a presence in Marana
41.
Marana Strategic Plan Update 2 012
Strategies
Team Lead
c. Develop the Marana Regional Airport as an economic activity center
Public Services
i. Complete infrastructure improvements along Airport Way and plan for an aviation- themed
business park
ii. Plan and fund new airport infrastructure through the CIP process
iii. Collaborate with the Arizona State Land Department to maximize land use potential
around the airport
iv. Develop a marketing campaign to encourage business development and airport use
v. Develop an airport terminal and /or jet center that showcases Marana
d. Maintain a database of properties in Marana for the potential location of business and
Office of Strategic Initiatives
industr
e. Maximize use of federal and state incentive programs
Office of Strategic Initiatives
i. Make business and industry aware of available incentive programs
ii. Make business and industry aware of properties eligible for incentive programs
f. Create and implement a comprehensive business retention plan
Office of Strategic Initiatives
i. Continue to support and increase interaction with Marana Chamber of Commerce
programs
ii. Increase contact with existing businesses to determine their needs
iii. Expand and continue the Marana "buy local" marketing plan
iv. Develop a 'Shop Marana" gift /debit /credit card program
v. Incorporate a "buy local" element, where possible, into the Town's purchasing and
procurement policies
vi. Implement a marketing campaign focusing on Marana as the most business friendly place
in Arizona
g. Identify areas in need of redevelopment
Planning Department
i. Identify viable programs and incentives
h. Enhance Town website and applications to showcase local businesses
Technology Services
i. Research hosting a business directory on Town website
ii. Develop web applications for business development services, processes, and project
trackin
Marana Strategic Plan Update 12012
Strategies
Team Lead
i. Enhance available workforce by increasing knowledge and skills required to support a
Office of Strategic Initiatives
diverse community
i. Partner with area workforce investment and career services programs
Planning Department
ii. Enhance relationships and co- sponsor programs with K -12 and higher education
institutions
iii. Facilitate partnerships among Marana employers and area career services programs
iv. Make area businesses aware of state and other job training grants and programs
v. Explore the possibility of acquiring a distance learning center
vi. Explore the possibility of a 4 -year University extension
vii. Explore the possibility of technical vocational programs
viii. Partner with the University of Arizona and other institutions to create an engineering
incubator
j. Continue to fully implement and allocate resources to the Business Development Center
Manager's Office
k. Capitalize on the international exposure attained from the Sonoran Desert setting, special
Office of Strategic Initiatives
events, and world class amenities to expand and diversify Marana's economic and business
environment
I. Develop incentive policies to attract career - oriented commerce
Office of Strategic Initiatives
i. Research and develop competitive benchmarks
ii. Evaluate the effectiveness of existing incentive policies
iii. Market incentives to potential new employers
M. Adopt a special license program allowing businesses and neighborhoods to improve
Planning Department
and landscape adjacent rights-of-wa
INITIATIVE 3. Encourage the development of the Marana downtown /Main Street.
Strategies
Team Lead
a. Develop a comprehensive downtown business plan
Planning Department
i. Invite public and private sector stakeholders to participate in the Ian's development
b. Identify a permanent location for multi -use arena in the Marana downtown /Main Street
Planning Department
area
i. Identify funding sources and long-term economic viability for the multi -use arena
Marana Strategic Plan Update 2012
INITIATIVE 4. Identify and solidify partnerships throughout the state and region that will assist Marana in commercial and
industrial development activities.
Strategies
Team Lead
a. Engage representatives from various state agencies and other economic development
Manager's Office
organizations to advance Town goals
b. Continue collaboration with the Arizona Transportation and State Land Departments and
Office of Strategic Initiatives
Commerce Authority to increase land -use potential within the following Economic Activity
Centers:
i. Heritage Activity Center
ii. Dove Mountain Activity Center
iii. Tangerine Road I -10 Activity Center
iv. Tangerine Corridor Activity Center
v. Airport Activity Center
vi. Downtown Activity Center
vii. South Marana Activity Center
viii. Twin Peaks Activity Center
ix. Transportation Logistics Zone Activity Center
c. Maximize public-private partnerships to drive development
Manager's Office
INITIATIVE 5. Evaluate and implement annexations that enhance commerce, business, industry and other Strategic Plan initiatives.
Strategies
Team Lead
a. Evaluate and execute strategic annexations into Pinal County and other areas with the
Planning Department
assistance of regulatory agencies and public and private entities
i. Annex Pinal Airpark
ii. Complete annexation of Twin Peaks interchange area
INITIATIVE 6. Promote development of the Economic Activity Centers as outlined in the Marana Economic Roadmap.
Strategies Team Lead
Marana Strategic Plan Update 2012
a. Create economic development concepts for the following: I Office of Strategic Initiatives
i. Heritage Activity Center
ii. Dove Mountain Activity Center
iii. Tangerine Road I -10 Activity Center
iv. Tangerine Corridor Activity Center
v. Airport Activity Center
vi. Downtown Activity Center
vii. South Marana Activity Center
viii. Twin Peaks Activity Center
ix. Transportation Logistics Zone Activity Center
INITIATIVE 7. Actively participate in the legislative process to support Marana's efforts to attract, retain, and expand commerce.
Strategies
Team Lead
a. Protect flight property tax revenues required to fund airport capital projects
Office of Strategic Initiatives
b. Protect and expand legislation that enhances economic development for cities and towns
Office of Strategic Initiatives
c. Pursue mechanisms to incentivize alternative energy industries
Office of Strategic Initiatives
SUCCESS INDICATORS
Focus Area
Focus Area Goal
Indicator
Start date
Frequency
Team Lead
Track sales tax revenues quarterly
July 1, 2012
Quarterly
Finance Department
Track the number of new business
July 1, 2012
Quarterly
Finance Department
U
L
Attract and maintain
licenses
Processing of permits and licenses internal
July 1, 2012
Quarterly
Business Development
E
career- oriented
E
commerce
timelines
Center
U
Track airport statistics including base
July 1, 2012
Quarterly
Public Services
aircraft, fuel sales, and landings
Marana Strategic Plan Update 2012
FOCUS AREA: Community
GOAL: Create a safe community where all people are motivated to be involved and feel connected and
valued.
INITIATIVE 1. Secure all necessary water resources and infrastructure.
Strategies
Team Lead
a. Continue the acquisition of wastewater resources
Manager's Office
b. Review and propose new codes and /or amendments for water conservation and
Utilities Department
development of new water resources
i. Create code provisions that promote sustainability for residential, commercial, industrial,
and agricultural land uses
ii. Maximize the use of non - potable water for landscaping
iii. Require non - potable systems and storage throughout Marana
iv. Use native plant and low -water landscaping in publicly owned and maintained areas
c. Identify and consider options for:
Utilities Department
i. Acquiring renewable resources
ii. Constructing recharge projects
iii. Purchasing recharge credits
d. Ensure water resources are available for our citizens
Manager's Office
i. Develop a favorable IGA with the City of Tucson for water delivery, maintenance and
wheeling
ii. Pursue acquisition of the City of Tucson waters stem located in Marana
INITIATIVE 2. Provide quality services to keep the community safe and secure.
Strategies
Team Lead
a. Track desired levels of service with performance measures
i. Identify best practices of similar communities
Manager's Office
I
Marana Strategic Plan Update 2012
b. Preserve Town infrastructure
Public Services
i. Develop an infrastructure plan
Development Services
ii. Inventory of existing facilities
Development Services
iii. Create a preventive maintenance plan
Mana er's Office
c. Conduct a periodic community survey to identify citizen perceptions and expectations
Community Development
d. Update the disaster recovery plan and emergency operations plan
Manager's Office
i. Develop emergency response strategies for I- 10 /UPRR /Santa Cruz River
ii. Conduct regular emergency response drills and exercises
Community Development
iii. Include public outreach
e. Create a Town facilities master Ian
Public Services
f. Provide multiple Town service locations that incorporate community rooms
Public Services
INITIATIVE 3. Ensure that future development, land use, and projects protect and showcase the Sonoran Desert.
Strategies
Team Lead
a. Apply strategies found in the Habitat Conservation Plan during implementation of new
projects
i. Create process for monitoring and evaluating the Ian's effectiveness
Development Services
b. Incorporate key initiatives from the Strategic Plan into land development code
L Continue land development code revisions
Development Services
c. Identify financially sustainable long-term solution to the Tortolita Preserve state land lease
Mana er's Office
d. Create an open s ace plan in conjunction with development and recreation
Planning Department
INITIATIVE 4. Develop diverse housing opportunities for residents of all income levels.
Strategies
Team Lead
a. Partner with agencies to promote and provide affordable housing alternatives for Marana
Community Development
residents
b. Seek grants and alternative funding for affordable housing and housing rehabilitation
Community Development
assistance
c. Continue to identify needs and pursue alternative funding sources for rehabilitation of
Community Development
infrastructure in older neighborhoods and Colonias
d. Promote the development of a balanced portfolio of housing, including multi - family, to
Community Development
meet the current and future needs of Marana residents
I()
Marana Strategic Plan Update 2012
INITIATIVE 5. Ensure that engineering and design solutions are implemented to protect businesses and residents from flood
events.
Strategies
Team Lead
a. Ensure that all proposed engineered solutions are the best engineering practices to protect
the town and future residents
Development Services
b. Investigate funding opportunities for the construction of the Barnett Channel
Community Development
c. Begin the preliminary design for Marana Road alignment channel which will be necessary
to facilitate development in northwest Marana
Planning Department
d. Use the FEMA CRS system to reduce flood insurance premiums
Development Services
e. Implement public education program on flood hazards
Development Services
f. Extend Santa Cruz River bank projection to Marana's northern boundary
Development Services
INITIATIVE 6. Create a community identity.
Strategies
Team Lead
a. Continue to support the development concept of Marana's main street and downtown
Planning Department
i. Establish an improvement district for infrastructure development
Office of Strategic Initiatives
ii. Create Sandario Road fa ade and landscaping improvement programs
Office of Strategic Initiatives
b. Develop a marketing and branding strategy
Office of Strategic Initiatives
i. Finalize and continuously update redesigned website
ii. Define and implement Marana "signature" design on public facilities
iii. Implement freeway interchange and roadway aesthetics
c. Work with the Post Office to establish a Marana postal identity
Planning Department
d. Continuously evaluate and improve the citizen participation and community outreach
Community Development
p rocess
e. Build and encourage the development of multi -use buildings and facilities
Public Services
INITIATIVE 7. Promote the development of quality healthcare facilities and services.
Strategies
Team Lead
a. Continue to fast -track and prioritize healthcare facility development applications
Business Development Center
b. Attract a training and education partner to establish a presence in Marana
Office of Strategic Initiatives
c. Attract new and encourage retention of existing healthcare providers
Office of Strategic Initiatives
II
Marana Strategic Plan Update 2012
INITIATIVE 8. Increase participation by residents and visitors in Marana`s signature events.
Strategies
Team Lead
a. Incorporate recreational activities with signature events
i. Use where applicable an "activities for all ages" marketing approach to event plannin
Office of Strategic Initiatives
b. Incorporate award ceremonies within signature events
Office of Strategic Initiatives
c. Recruit community partners to plan and staff signature events
Office of Strategic Initiatives
d. Develop a new community special event during the spring to maintain community
involvement throughout the year
Office of Strategic Initiatives
INITIATIVE 9. Improve community engagement.
Strategies
Team Lead
a. Continue outreach and education plans
Community Development
b. Expand notification of Town programs and events
Office of Strategic Initiatives
c. Expand Town volunteer program to be viable for all departments
Clerk's Office
d. Continue implementation of the Marana Out and About concept for all community
engagement programs
Manager's Office
e. Collaborate with regional partners to provide information and assistance for citizens on
where to get a specific service (e.g. CPR class permits etc.
Community Development
f. Increase staff participation in special events to promote collaboration
Office of Strategic Initiatives
INITIATIVE 10. Actively participate in the legislative process.
Strategies
Team Lead
a. Pursue legislation to receive credits for stormwater recharge
Utilities Department
b. Use legislative resources to obtain flood insurance mitigation allocation from federal
g overnment
Office of Strategic Initiatives
1
Marana Strategic Plan Update 2012
SUCCESS INDICATORS
Focus Area
Focus Area Goal
Indicator
Start date
Frequency
Team Lead
Track police emergency response times
July 1, 2012
Quarterly
Police Department
Track new and overall housing types
July 1, 2012
Annually
Development
Create a safe
percentage/balance and affordability
Services
Track crime rates
July 1, 2012
Annually
Police Department
community where
people are motivated
E
to be involved and
fee connected and
Track condition of Town maintained roads
July 1, 2012
Annually
Public Services
U
valued
Track ISO rating
July 1, 2012
Annually
Planning Department
Marana Strategic Plan Update 1 2012
FOCUS AREA Progress and Innovation
GOAL: Foster an open atmosphere that embraces change, creativity, innovation, and calculated risk.
INITIATIVE 1. Create an organization of excellence
Strategies
Team Lead
a. Encourage innovation and calculated risk - taking
Human Resources Department
i. Implement an anonymous employee suggestion program
ii. Promote cross - departmental collaboration
iii. Develop a way to reward employee innovation
iv. Provide opportunities for employees to use and disseminate newly acquired knowledge
and skills
v. Continue Employee Forum
b. Implement performance measures
Manager's Office
i. Collect data and report progress on the Town's performance in key focus areas
ii. Collect data and operational measures to assist with management decisions
c. Enhance employee education and professional development programs
Human Resources Department
i. Develop a rotation program for employees to observe and experience other positions
across departments
ii. Use available expertise for workshops and training programs
iii. Implement a Town -wide working safety committee
iv. Link employee training to an identified need or strategic goal
v. Implement Employee Connections program
d. Apply best practices from the public and private sector
Manager's Office
i. Encourage networking through participation in professional organizations
e. Expand paperless means for internal and external communications
Technology Services
1 Aa
Marana Strategic Plan Update 1 2012
Strategies
Team Lead
f. Continue to increase communication with and between employees
Manager's Office
i. Town Manager should continue to hold regular meetings with all levels of employees to
solicit input on major issues
ii. Department heads and supervisors should hold regular meetings to increase employee
involvement and participation
iii. Implement an organizational communication program about the Strategic Plan that
includes opportunities for ongoing employee input
g. Enhance the "INTRAnet" site and implement strategies that encourage employees to use
Technology Services
the site
h. Work with community partners to implement community service programs internally and
Marana Municipal Court
external)
i. Create or participate in recognition opportunities that show community and Town
Manager's Office
accomplishments and innovation
i. Upon Council approval, compete for All- America City designation
ii. Encourage employees to compete for individual and organizational awards and
recognition programs
iii. Sustain a uniquely Marana award program for individuals or businesses who make
significant and innovative community contributions
iv. Create recognition opportunities to showcase individuals or businesses who incorporate
innovative and sustainable designs into projects
j. Develop highly competitive pay philosophy to recruit and retain quality professional staff
Human Resources Department
INITIATIVE 2. Develop partnerships, policies, and programs for the effective use of taxpayer resources.
Strategies
Team Lead
a. Develop a comprehensive energy efficiency program for both private and public
Development Services
construction
i. Analyze and update Town building and land development codes as appropriate to
incorporate energy efficient innovations
ii. Research and develop policies that encourage energy efficient construction
Marana Strategic Plan Update 2012
Strategies
Team Lead
b. Cross - reference links to Strategic Plan in all documents and processes that carry out the
Office of Strategic Initiatives
initiatives identified in the Strategic Plan
I Technologv Services
i. Continue identification of Strategic Plan Focus Area in all items going before the Town
Technology Services
Council as part of agenda cover sheet
Technology Services
ii. Continue summary communication materials for the public regarding the Strategic Plan
Technology Services
iii. Use the Strategic Plan in the development of the CIP and the annual budget
Technology Services
iv. Identify links to the Strategic Plan during review of development applications
Utilities Department
v. Identify links to the Strategic Plan in all Town guiding documents
Technology Services
c. Identify partnerships and IGAs with other communities in the region where mutually
Manager's Office
beneficial solutions to service delivery can be achieved
INITIATIVE 3. Maximize the use and integration of technology as a strategic asset in the delivery of public services
Strategies
Team Lead
a. Create an e- business portal on the website
Technology Services
h MAICa Marana tha laariinn snrial marlWnpw mania rnmmiinity in tha state throuah a hroad
approach based on creative ideas
I Technologv Services
c. Continue to use and add online applications for citizen and organizational use
Technology Services
d. Recommend was to make constant updates and interaction available using social media
Technology Services
e. Develop Marana branded mobile application using wireless technologies to enhance service
deliver
Technology Services
f. Investigate creating a fiber infrastructure for voice and data communications
Technology Services
g. Continue to develop and expand the Town's Maintenance Management Program for all
assets
Utilities Department
h. Establish a technology master plan compatible with industry standards
Technology Services
i. Incorporate the use of mobile technologies to increase staff efficiencies
Technology Services
INITIATIVE 4. Actively participate in the legislative process.
Strategies I Team Lead
a. Pursue and defend legislation to maintain Town authority I Manager's Office
L
Marana Strategic Plan Update 1 2012
SUCCESS INDICATORS
Focus Area
Focus Area Goal
Indicator
Start Date
Frequency
Team Lead
Foster and open
Bond rating
July 1, 2012
Annually
Finance Department
Ln o
v
atmosphere that
oo
embraces change,
a
creativity, innovation
and calculated risk
iI
Marana Strategic Plan Update 2012
FOCUS AREA: Recreation
GOAL: Provide diverse recreational opportunities that create economic benefits gild
healthy lifestyle.
INITIATIVE 1. Develop quality parks and recreational amenities.
Strategies
Team Lead
a. Complete path, greenway and trail linkages with parks, recreation facilities, schools and
Parks and Recreation Department
other public infrastructure within Marana
Parks and Recreation Department
i. Identify opportunities to partner with other jurisdictions or private entities
Office of Strategic Initiatives
ii. Provide connection points, benches, water fountains and restrooms
Office of Strategic Initiatives
b. Support multi -event complex to include rodeo, sports, and concerts
Manager's Office
i. Identify partners, funding sources, and potential locations
ii. Research the facility's financial viability based on location and demographics
c. Develop the Bureau of Reclamation park site on Avra Valley Road
Parks and Recreation Department
i. Meet with the Bureau of Reclamation and Department of the Interior to ensure
agreements for park site are finalized
ii. Identify resources to fully fund this project
iii. Begin site planning work
d. Plan for joint use community centers or similar assets to provide a wide range of
Parks and Recreation Department
recreational amenities
INITIATIVE 2. Pursue recreational and tourism development opportunities and projects to attract visitors.
Strategies
Team Lead
a. Develop recreation opportunities near historic sites
Parks and Recreation Department
b. Explore options for the development of urban reservoirs or lakes
Parks and Recreation Department
c. Market Marana recreation
i. Promote hiking, bicycling, and equestrian opportunities
ii. Complete the Oro Valley /Marana recreation and tourism planning process and start
p roducing marketing materials
Office of Strategic Initiatives
d. Develop international tourism marketing program
Office of Strategic Initiatives
za
Marana Strategic Plan Update 12012
INITIATIVE 3. Partner with public and private entities to promote Marana as a recreation destination.
Strategies
Team Lead
a. Continue to promote recreational opportunities at major events
Office of Strategic Initiatives
i. Use various outreach mechanisms and develop partnerships to market Marana during PGA
Frequency
activities and other nationally recognized events
b. Create a Tourism Development Plan
Office of Strategic Initiatives
i. Perform a cost /benefit analysis for joining existing tourism and marketing agencies
Annually
ii. Partner with tourism agencies
C
iii. Develop relationships with the hospitality industry to discuss incentives and cooperation
c. Develop "Friends of the Parks" volunteer core
Parks and Recreation Department
d. Apply for bicycling, trail, and park designations and awards by national and state
Parks and Recreation Department
organizations
Annually
TNITIATIVE 4. Develop Sonoran Desert - centered recreational opportunities.
Strategies
Team Lead
a. Focus branding efforts on experiencing the Sonoran Desert
Office of Strategic Initiatives
b. Partner with Saguaro National Park
Frequency
c. Partner with Friends of the Sonoran Desert
INITIATIVE S. Actively participate in the legislative process.
Strategies I
Team Lead
a. Continue to support the creation of a regional sports and tourism authority using all
legislative resources available
Manager's Office
SUCCESS INDICATORS
Focus Area
Focus Area Goal
Indicator
Start Date
Frequency
Team Lead
Provide diverse
Track bed tax revenues (gross)
July 1, 2012
Annually
Finance Department
C
recreation
Track acreage of p arks per er 1,000
July 1, 2012
Annually
Parks and Recreation
v
opportunities that
residents
Department
create economic
Track miles of trails per 1,000 residents
July 1, 2012
Annually
Parks and Recreation
benefits and a healthy
Department
19
Marana Strategic Plan Update 2012
lifestyle Track number of field reservations at July 1, 2012 Annually Parks and Recreation
parks Department
Marana Strategic Plan Update 2012
FOCUS AREA: Heritage
GOAL: Strengthen community character by linking the past, present, and future.
INITIATIVE 1.: Showcase Marana's history and heritage in its signature events.
Strategies
Team Lead
a. Continue Founders' Day as a signature event
Office of Strategic Initiatives
i. Provide "living culture" re- enactments
Community Development
ii. Incorporate multi - cultural and western heritage displays and activities
Community Development
INITIATIVE 2. Partner with organizations and individuals to promote the Town's history and heritage.
Strategies
Team Lead
a. Support Juan Bautista de Anza Historic Trail activities
Community Development
b. Engage long-time community members in civic engagement programs
Community Development
c. Collaborate with history reservation organizations in heritage planning and development
Community Development
d. Assign financial and human resources to Heritage Focus Area
Managers Office
e. Support Santa Cruz Valley National Heritage Area activities
Community Development
INITIATIVE 3.: Build facilities that focus on the Town's heritage.
Strategies
Team Lead
a. Identify properties that are historical or will be historical for potential preservation efforts
Community Development
b. Partner with private and non - profit sector to identify funding for facilities that highlight
Marana's histo
Community Development
c. Identify architectural design standards for infrastructure that incorporate historical aspects
of the region
Planning Department
INITIATIVE 4. Document and disseminate Marana's history and heritage.
strategies Team Lead
? 1,
Marana Strategic Plan Update 12012
Strategies
Team Lead
a. Work with community partners and heritage organizations to create oral and written
Community Development
history
Manager's Office
i. Explore partnering with schools to include Marana history component in curriculum
ii. Use traditional and social media
Manager's Office
b. Identify and showcase the contributions of different peoples, cultures and ethnicities to the
Community Development
settlement and development of Marana
c. Feature history and culture on website
Office of Strategic Initiatives
d. Preserve all heritage material in the Town's possession
Community Development
i. Continue archiving collecting and laying the foundation for Marana histor
e. Encourage tours and programs focused on history and heritage
Community Development
f. Increase awareness of history and heritage throughout Marana
Community Development
INITIATIVE S. Develop Heritage Park
Strategies
Team Lead
a. Acquire State lease land for Heritage Park
Parks and Recreation Department
b. Master plan and implement the Heritage Park to showcase Marana's history and heritage
Manager's Office
while maximizing economic development tourism opportunities, and community events
c. Develop and implement a business plan for the Heritage Park
Manager's Office
i. Include elements that ensure financial sustainability
ii. Secure funding for infrastructure development
iii. Identify strategic for - profit and non - profit partnerships
iv. Develop unique interpretive displays and features of Marana's history, heritage and
culture throughout the park
INITIATIVE 6. Actively participate in the legislative process.
Strategies
I Team Lead
a. Pursue legislation to enable and facilitate the Town's efforts to preserve history and
p rotect heritage
Manager's Office
2 2
Marana Strategic Plan Update 2012
SUCCESS INDICATORS
Focus Area
Focus Area Goal
Indicator
Start date
Frequency
Team Lead
W
Strengthen
Track number of artifacts and historical
July 1, 2012
Annually
Community
community character
sites that are catalogued for
Development
v
by linking past,
preservation according to appropriate
=
present and future
standards
2.
Marana Strategic Plan Update] 2012
INDEX
A
Annexations...................................................................................................................................................................... ..............................
Arena............................................................................................................................................................................... ..............................6
B
BarnettChannel ............................................................................................................................................................... .............................
Bedtax ........................................................................................................................................................................... .............................19
Bicycling..................................................................................................................................................................... ............................18, 19
BusinessDevelopment Center ............................................................................................................................. ............................... 4, 6, 8, 11
Businessfriendly ............................................................................................................................................................... ..............................5
C
CIP................................................................................... ...............................
Clerk's Office ..................................................................... ...............................
Communication.................................................................. ...............................
CommunityDevelopment ................................................... ...............................
Community engagement .................................................... ...............................
Communitypartners ........................................................... ...............................
D
Development Services ........................................................ ...............................
E
Economic Activity Centers ................................................... ...............................
Effluent............................................................................. ...............................
Employee Connections ....................................................... ...............................
Energy.............................................................................. ...............................
Events.............................................................................. ............................... .
F
F ;I'i t t I
.................................................... .............................5, 16
................................................... ............................12, 21
................................................... ............................15, 16
......................... ............................... 10, 11, 12, 21, 22, 23
........................................................ .............................12
.......................................... ............................... 12, 15,22
............................................................ 4, 10, 11, 13, 15
........................................................ ..............................7
........................................................ ..............................9
....................................................... .............................14
................................................... .............................8, 15
....................................... ............................11, 12, 19, 22
0%. ies mas er p an .................................................................................................... ...............................
FinanceDepartment ..................................................................................................... ...............................
Flood........................................................................................................................... ...............................
Founders' Day .............................................................................................................. ...............................
.... .............................10
....................... 8 19
........................... 11, 12
.... .............................21
24
Marana Strategic Plan Update 1 2012
H
HabitatConservation Plan ................................................................................................................................................. .............................10
Healthcare ....................................................................................................................................................................... .............................11
HeritagePark ................................................................................................................................................................... .............................22
Housing................................................................................................................................................................. .............................2, 10, 13
HumanResources Department ..................................................................................................................................... ............................14, 15
I
Infrastructure......................................................................................................................... ............................... 2, 4, 5, 9, 10, 11, 18, 21, 22
M
MaintenanceManagement Program .................................................................................................................................. .............................16
Manager's Office ........................................................................................................ ............................... 6, 7, 9, 10, 12, 14, 15, 16, 18, 19, 22
MaranaChamber of Commerce .......................................................................................................................................... ..............................5
Maranadowntown /Main Street .......................................................................................................................................... ..............................6
MaranaEconomic Roadmap ............................................................................................................................................ .............................4, 7
MaranaMunicipal Court .................................................................................................................................................... .............................15
MaranaOut and About ..................................................................................................................................................... .............................12
MaranaRegional Airport .................................................................................................................................................... ..............................5
Marketing................................................................................................................................................... .............................5, 11, 12, 18, 19
O
Office of Strategic Initiatives ..................................................................................... ............................... 4, 5, 6, 7, 8, 11, 12, 16, 18, 19, 21, 22
P
Park.............................................................................................................................................................. ............................... 5, 18, 19,22
ParksDepartment ............................................................................................................................................ ............................18, 19, 20, 22
Performancemeasures ................................................................................................................................................. .............................9, 14
PGA................................................................................................................................................................................ .............................19
PinalAirpark ..................................................................................................................................................................... ..............................7
PinalCounty ..................................................................................................................................................................... ..............................7
PlanningDepartment ................................................................................................................................ .............................5, 6, 7, 10, 11, 21
PostOffice ....................................................................................................................................................................... .............................11
PublicServices .............................................................................................................................................. .............................5, 8, 10, 11, 13
R
Recreation..................................................................................................................................................... ............................... 2, 10, 18, 19
25
Marana Strategic Plan Update 1 2012
Rodeo............................................................................................................................................................................. .............................18
S
SandarioRoad ................................................................................................................................................................. .............................11
SantaCruz River ......................................................................................................................................................... ............................10, 11
ShopMarana .................................................................................................................................................................... ..............................5
Signatureevents ......................................................................................................................................................... ............................12, 21
SonoranDesert ................................................................................................................................................ ............................... 2 10, 19
Stormwater..................................................................................................................................................................... .............................12
T
TechnologyServices .......................................................................................... ...............................
TortolitaPreserve .............................................................................................. ...............................
Tourism............................................................................................................ ...............................
V
uti I't' De rtment
.............................. 5, 14, 15, 16
................. .............................10
... ............................... 18, 19,22
i ies pa ............................................................................................................................... ...............................
utility.................................................................................................................................................... ...............................
V
Volunteer................................................................................ ...............................
iW
Water...................................................................................... ...............................
Website................................................................................... ...............................
Westernheritage ..................................................................... ...............................
4, 9, 12, 16
...............4
......12, 19
.............................. ............................... 2, 9, 18
...................... ............................... 5, 11, 16,22
........................................ .............................21
26